chapter 8 performance evaluation. standard vs. actual to evaluate managerial performance you compare...
TRANSCRIPT
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Chapter 8Performance Evaluation
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Standard vs. Actual
• To evaluate managerial performance you compare standard vs. actual
• Standard Amount – amount mgmt expects to exist; Companies establish standards for many different variables including the number of units made, the sales price of the units, the costs of the units, and the cost of the resources used to make the units
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Standard vs. Actual
• Actual Amount – the amount that did, in fact, exist; Companies identify many different variables for which there are actual amounts
• Standard – Budgeted Expectation
• Actual – Historical Result
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Standard – Actual = Variance• Variance – Difference between a standard
amount and an actual amount
• A variance can be either favorable or unfavorable
• Favorable – Did better than you thought you would
• Unfavorable – Did worse than you thought you would
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Variances
• When actual sales exceed expected sales– Favorable
• When actual sales are less than expected– Unfavorable
• When actual costs exceed budgeted costs– Unfavorable
• When actual costs are less then budgeted costs– Favorable
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Let’s Try It
Budget Actual VarianceF orUF
Selling & Admin $ 29,000.00 $ 27,000.00
Sales Revenue $ 310,000.00 $ 325,000.00
Materials Price 2.00 per lb 2.10 per lb
Cost of Goods Sold $ 125,000.00 $ 100,000.00
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Let’s Try It
Budget Actual VarianceF orUF
Selling & Admin $ 29,000.00 $ 27,000.00 $2,000 F
Sales Revenue $ 310,000.00 $ 325,000.00 $15,000 F
Materials Price 2.00 per lb 2.10 per lb $0.10 / lb UF
Cost of Goods Sold $ 125,000.00 $ 100,000.00 $25,000 F
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Budgets
• Static Budget – Remains unchanged even if the actual volume of activity differs from planned volume= Standard Prices(Costs) * Expected Volume
• Flexible Budget – Show expected revenues and costs at a variety of volume levels = Standard Prices(Costs) * Actual Volume
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• Actual Result = Actual Prices(Costs) * Actual Volume
• Activity (Volume) Variance = Difference between static budget and flexible budget
• Flexible Budget Variance = Difference between flexible budget and the actual results
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Static Flexible Actual
Budget Budget Results
Standard Standard Actual
Prices/Costs Prices/Costs Prices/Costs
X X X
Expected Units Actual Units Actual Units
Activity (Volume Variance) Price (Rate) Variance
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Sales Volume Variance
• Difference between the static budget and the flexible budget
• Static = Budgeted Volume
• Flexible = Actual Volume
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Sales Price Variance
• Difference between budgeted and actual sales price or cost
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For Example• Company expects to sell 18,000 units for
$80 per unit.• At the end of the quarter, the company
sold 19,000 units for $78 per unit.• Sales Price Variance
– $80 vs. $78– Unfavorable
• Sales Volume Variance– 18,000 vs. 19,000– Favorable
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Static Flexible Actual
Budget Budget Results
Standard Standard Actual
Prices/Costs Prices/Costs Prices/Costs
X X X
Expected Units Actual Units Actual Units
$80 * 18,000 $80 * 19,000 $78 * 19,000
$1,440,000 $1,520,000 $1,482,000
Activity (Volume Variance) Flexible Budget Variance
$80,000 – Favorable $38,000 – Unfavorable
$42,000 - Favorable
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For Example
Total Sales Variance:
Actual Sales (19,000 * $78) $1,482,000
Expected Sales (18,000 * $80) 1,440,000
Total Sales Variance $ 42,000
Favorable
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Formulas
• Materials Price Variance:= Actual Price – Standard Price * Actual Quantity
• Materials Usage Variance:=Actual Quantity – Standard Quantity * Standard Price
• Labor Rate Variance:= Actual Rate – Standard Rate * Actual Quantity
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Example
Standard / Budgeted information:
• Labor: 20 min per painting; $7 wage cost per hour
• Material: ½ quart of paint per painting; $5 per quart
• Overhead: $3 per labor hour
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Actual
• 2010 paintings
• Labor: 700 hrs; $6.90 cost per hour
• Material: 1,100 quarts purchased @ $6; 975 quarts used
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Direct Labor Variance
S.P. * S.Q. S.P. * A.Q. A.P. * A.Q.$7 * 670 hrs $7 * 700 hrs $6.90*700
hrs $4,690 $4,900 $4,830
$210 $70 Unfavorable Favorable
Quantity Price
$140Unfavorable
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Material Variance FormatStandard Price Standard PriceStandard Quantity Actual Quantity
Standard Price Actual PriceActual Quantity Actual Quantity
***The actual quantitiesare different. One is actualquantity purchased, the other is actual quantity used.
Quantity Inventory
Price
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Material VarianceStandard Price Standard PriceStandard Quantity Actual Quantity$5 * 1005 qts $5 * 975 qts$5,025 $4,875
Standard Price Actual PriceActual Quantity Actual Quantity
***The actual quantities $5 * 1100 $6 * 1100are different. One is actual $5,500 $6,600quantity purchased, the other is actual quantity used.
Quantity Inventory
Price
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Total Material Variance
• Material - $5,025 - $4,875 = $150 Favorable
• Price - $5,500 - $6,600 = $1,100 Unfavorable
• Inventory - $4,875 - $5,500 = $625
Unfavorable
Total Variance = $1,575 Unfavorable