with JetBlue and Southwest in several cities and markets, so it still needs to benchmark

against these carriers as \·vell.

United's management accountants can use benchmarking data to address several
questions. How do plane size and type, duration of flights, and so on affect the cost per
ASM' Do airlines differ in their fixed cost/variable cost structures? Can performance be
improved by rerouting flights, using different types of aircraft on different routes, or
changing the frequency or timing of specific flights' What explains revenue differences
per ASM across airlines' Is it differences in perceived quality of service or differences in
competitive power at specific airports? Management accountants are more valuable to
managers when they Lise benchmarking data to provide insight into why costs or revenues
differ aGOSS companies, or within plants of the same company, as distinguished from
simply reporting the magnitude of such differences.

PROBLEM FOR SELF-STUDY

O'Shea Company manufactures ceramic vases. It uses its standard costing system \Alhen developing
its flexible-budget amounts. [n April 2007, 2,000 finished units were produced. The following infor-
mation is related to its tv.'O direct manufacturing cost categories: direct materials and direct manu-
facturing labor.
Direct materials used were 4,400 kilograms (kg). The standard direct materials input a]lowed for
one output unit is 2 kilograms at $15 per kilogram. O'Shea purchased 5,000 kilograms of materi-
als at $16.50 per kilogram, a total of $82,500. (This Problem for Self-Study illustrates how to cal-
cu]ate direct materials variances when the quantity of materials purch{JSed in a period differs from
the quantity of materials used in that period.)
Actua] direct manufacturing labor-hours were 3,250, at a total cost of $66,300. Standard manu-
facturing labor time allowed is 1.5 hours per output unit, and the standard direct manufacturing
labor cost is $20 per hour.

Required
1. Calcu]ate the direct materials price variance and efficiency variance, and the direct manufac-
turing labor price variance and efficiency variance. Base the direct materials price variance on a
flexible budget for acwal quantity purchased, but base the direct materials efficiency variance on
a flexible budget for actual quantity used.
2. Prepare journal entries for a standard costing system that isolates variances at the earliest pas·
sible time.

SOLUTION
1. Exhibit 7-6 shows how the columnar presentation of variances introduced in Exhibit 7-3 can
be adjusted for the difference in timing between purchase and use of materials. Note, in par-
ticu]ar, the two sets of computations in column 2 for direct materials-the $75,000 for direct
materials purchased and the $66,000 for direct materials used. The direct materials price vari-
ance is calculated on purchases so that managers responsible for the purchase can immediately
identify and isolate reasons for the variance and initiate any desired corrective action. The effi-
ciency variance is the responsibility of the production manager, so this variance is identified
only at the time materials are used.
2. Materials Control 15,000 kg x $15 per kg) 75,000
Direct Materials Price Variance (5,000 kg x $1.50 per kg) 7,500
Accounts Payable Control (5,000 kg x816.50 per kg) 62,500

Work in Process Control (2,000 units x 2 kg per unit x 815 per kg) 60,000
Direct Materials Efficiency Variance 1400 kg x $15 per kg) 6,000
Materials Control (4,400 kg x $15 per kg) 66,000

Work in Process Control (2,000 units x 1.5 hours per unit x $20 per hour) 60,000
Direct Manufacturing labor Price Variance (3,250 hours x $0.40 per houri 1,300
Direct Manufacturing labor Efficiency Variance (250 hours x $20 per hour) 5,000
Wages Payable Control 13,250 hours x $20.40 per hour) 66,300

Note: All the variances are debits because they are unfavorable and therefore reduce operating
income.
 Columnar Presentation 01 Variance Analysis lor O'Shea Company: Direct Materials and Direct
EXHIBIT 7-6 Manulacturing Labor lor April 2007'
level 3 Analysis

Actual Costs Incurred Flexible Budget

IActualluput Quantity x Actual Input Quantity x (Budgeted Input Quantity Allowed for
Actual Price} Budgeted Price Actual Output x Budgeted Price)
(11 (21 131
Direct 15,000 kg x $16.50/kgl (5,000 kg x $15.00/kg) (4,400 kg x $15.00/kgl (2,000 units x 2 kg/unit x $15.00/kgl
Materials $82,500 $75,000 S66,000 $60,000

t $7,500 U
Price variance
t t $6,000 U
Efficiency variance
t
Direct
Manufacturing
labor (3,250 hrs. x $20.40/hr.! (3,250 hrs. x $20.00/hr.1 12,000 units x 1.50 hrs.!unit x $20.00/hr.)
$66,300 S65,000 $60,000

t $1,300 U
Price variance
t 55,000 U
Efficiency variance
t
IF:: favorable effect on operating income; U '" unfavorable effect on operating income.

DECISION POINTS
Thefollowing question-and-answer format summarizes the chapter's learning objectives. Each decision
presents a key question related to a learning objective. The guidelines are the answer to that question.

Decision Guidelines
1. How does a flexible budget differ from A static budget is based on the level of output planned at the start of the budget period. A
a static budget, and why should flexible budget is adjusted (flexed) to recognize the actual output level of the budget period.
companies use flexible budgets? Flexible budgets help managers gain more insight into the causes of variances than is avail-
able from static budgets.

2. How can managers develop a Managers use a three-step procedure to develop a flexible budget. When all costs are
flexible budget and compute the either variable with respect to output units or fixed, these three steps require only informa-
flexible-budget variance and tion about budgeted selling price, budgeted variable cost per output unit, budgeted fixed
the sales-volume variance? costs, and actual quantity of output units. The static-budget variance can be subdivided into
a flexible-budget variance (the difference between an actual result and the corresponding
flexible-budget amount) and a sales-volume variance (the difference between the flexible-
budget amount and the corresponding static-budget amount).
3. What is a standard cost, and A standard cost is a carefully determined cost based on efficient operations. The purposes
what are its purposes? of a standard cost are to exclude past inefficiencies and to take into account changes
expected to occur in the budget period.

4. Why should a company calculate The computation of price and efficiency variances helps managers gain insight into two
price and efficiency variances? different-but not independent-aspects of performance. The price variance focuses on
the difference between actual input price and budgeted input price. The efficiency variance
focuses on the difference between actual quantity of input and budgeted quantity of input
allowed for actual output.

5. How do managers use variances? Managers use variances for periormance evaluation, organization learning, and continuous
improvement. When using variances for these purposes, managers consider several vari-
ances together rather than focusing only on an individual variance. 243
 6. Can variance analysis be used with Variance analysis can be applied to activity costs (such as setup costs) to gain insight into
an activity~based costing system? why actual activity costs differ from activity costs in the static budget or in the flexible bud·
get. Interpreting cost variances for different activities requires understanding whether the
costs are output unit~level, batch-level, product-sustaining, or facility-sustaining costs.
7. What is benchmarking and why is Benchmarking is the continuous process of comparing the level of performance in
it useful? producing products and services and executing activities against the best levels of perfor·
mance in competing companies or companies with similar processes. Benchmarking measures
how well a company and its managers are doing in comparison to other organizations.

TERMS TO LEARN
This chapter and the Glossary at the end of the book contain definitions of.'
benchmarking (p. 241) management by exception (p. 222) standard price (p. 2281
effectiveness (p. 2361 price variance (p. 230) static budget (p. 2231
efficiency (p. 2361 rate variance (p. 2301 static-budget variance (p. 2231
efficiency variance (p. 230) sales-volume variance (p. 225) unfavorable variance (p. 2231
favorable variance {p. 2231 selling-price variance (p. 2271 usage variance (p. 2301
flexible budget (p. 2241 standard (p. 228) variance (p. 2221
flexible-budget variance (p. 2251 standard cost (p. 2281
input-price variance (p. 230) standard input (p. 2281

Prentice Hall Grade Assist (PHGA)

Your professor may ask you to complete selected exercises and problems in Prentice
Hall Grade Assist (PHGA).PHGAis an online tool that can help you master the chapter's
topics. It provides you with multiple variations of exercises and problems designated by
PH Grad. Assist the PHGA icon. You can rework these exercises and problems-each time with new
data-as many times as you need. You also receive immediate feedback and grading.

ASSIGNMENT MATERIAL

Questions
7-1 What is the relationship between management by exception and variance analysis?
7-2 What are two possible sources of information a company might use to compute the budgeted
amount in variance analysis?
7-3 Distinguish between a favorable variance and an unfavorable variance.
7-4 What is the key difference between a static budget and a flexible budget?
7-5 Why might managers find a level 2 flexible-budget analysis more informative than a level I
static-budget analysis?
7-6 Describe the steps in developing a flexible budget.
7-7 List four reasons for using standard costs.
7-8 How might a manager gain insight into the causes of a flexible-budget variance for direct
materials?
7-9 List three causes of a favorable direct materials price variance.
7-10 Describe three reasons for an unfavorable direct manufacturing labor efficiency variance.
7-11 How does variance analysis help in continuous improvement?
7-12 Why might an analyst examining variances in the production area look beyond that business
function for explanations of those variances?
7-13 Comment on the following statement made by a plant manager: "Meetings with my plant
accountant are frustrating. All he wants to do is pin the blame on someone forthe many vari·
"-

•.
'"
w
>-
«
J:
ances he reports'"
7-14 How can variances be used to analyze costs in individual activity areas?
u 7-15 "Benchmarking against other companies enables a company to identify the lowest-cost
producer. This amount should become the performance measure for next year." Do you
244 agree?
Exercises
7-16 Flexible budget. Brabham Enterprises manufactures tires for the Formula I motor racing circuit. For
August 2006, it budgeted to manufacture and sell 3,000 tires at a variable cost of $74 per tire and total fixed
costs of $54,000. The budgeted selling price was $110 per tire. Actual results in August 2006 were 2,800 tires
manufactured and sold at a selling price of $112 per tire. The actual total variable costs were $229,600, and
the actual total fixed costs were $50,000.
1. Prepare a performance report (akin to Exhibit 7-2, p. 2251that uses a flexible budget and a static budget. •••• ul ••••
2. Comment on the results in requirement 1.
'·17 Flexible budget. Connor Company's budgeted prices tor direct materials, direct manufacturing
labor, and direct marketing (distributionllabor per attache case are $40, $8, and $12, respectively. The pres-
ident is pleased with the following performance report:
Actual Costs Static Budget Variance

Direct materials S364,000 $400,000 $36,000 F

Direct manufacturing labor 78,000 80,000 2,000 F
Direct marketing (distribution) labor 110,000 120,000 10,000 F
Actual output was 8,800 attache cases. Assume all three direct-cost items above are variable costs. _
Is the president's pleasure justified? Prepare a revised performance report that uses a flexible budget •••• ul •.•••
and a static budget.
7·18 Flexible-budget preparation and analysis. Bank Management Printers, Inc., produces luxury check-
bookswith three checks and stubs per page. Each checkbook is designed for an individual customer and is
orderedthrough the customer's bank. The company's operating budget for September 2007 included these data:
Number of checkbooks 15,000
Selling price per book $20
Variable cost per book $8
Fixed costs for the month $145,000
Theactual results for September 2007 were:
Number of checkbooks produced and sold 12,000
Average selling price per book $21
Variable cost per book $7
Fixed costs for the month $150,000
The executive vice president of the company observed that the operating income for September was much
lessthan anticipated, despite a higher-than-budgeted selling price and a lower-than-budgeted variable cost
per unit. As the company's management accountant, you have been asked to provide explanations for the
disappointing September results.
Bank Management develops its flexible budget on the basis of budgeted per-output-unit revenue and
per·output-unit variable costs without detailed analysis of budgeted inputs.
------ - ... ---------
1. Prepare a level 1 analysis ofthe September performance.
2. Prepare a level 2 analysis of the September performance.
3. Why might Bank Management find the level 2 analysis more informative than the level 1 analysis?
Explain your answer.
7-19 Flexible budget, working backward. The Spencer Company designs and manufactures ball bear-
ingsfor extreme-performance machinery. The following table is a partially complete level 2 variance analy-
sislor Spencer Company for the year ended December 31,2007.
A BCD E
p.,rfornwu;e Report, Year End!ld December 31, 2007
Atlual F1exlble-Budgot flexible Sale.- Volwno Static
2 Ro.ulu Varian<e. Budgot Varian<e. Budgot
3 (1 2 • 1 • - 5) 5
4 Unit, ,old 650.000 600000
5 R.ven"", (,ale,) $3,575,000 $2,100,000
6 Vllriobleco,t, 2,575,000 1,200,000
7 Contribution nwgin 1,000,000 900,000
g Fixedco't' 700,000 600,000
9 Ope,.tillg income $ 300000 $ 300000
10
11
12 Level2
t
Flexible-budget vorianc.
t
Sale,·volume vorianc.
t
13 t t
14 Levell Static-budget vorianc. 245
 If you want to use Excel to solve this exercise, go to the Excel Lab at www.prenhall.com/horngren/cost12e
and download the template for Exercise 7-19.
•••• ul •••• 1. Complete the analysis in the preceding table. Calculate all the required variances. (If your work is
accurate, you will find that the total static-budget variance is $0.)
2. What are the actual and budgeted selling prices? What are the actual and budgeted variable costs
per unit?
3. Jack Spence, CEO, was delighted with the lack of a static-budget variance. Is his reaction appropriate?
Review the variances you have calculated and discuss possible causes and potential problems.
4. What is the most important lesson of this exercise?

7-20 Flexible-budget and sales volume variances. Marron, Inc., produces the basic fillings used in many
popular frozen desserts and treats-vanilla and chocolate ice creams, puddings, meringues, and fudge.
Marron uses standard costing and carries aver no inventory from one month to the next. The ice cream
product group's results for June 2007 were:

A B C
Perfonllance Report, June 2007
Actual Static
2 Results B t
3 Units (pounds) 525000 500000
4 Revellues $3,360,000 $3,250,000
5 Variable manufacturing costs 1,890,000 1,750,000
6 COlltnbutioll margin $1.470000 $1.500000
7

•••• ul ••••

•••• ul ••••

Direct
Direct Manufacturing
Materials labor
Cost incurred: actual inputs x actual prices S200,000 $90,000
Actual inputs x standard prices 214,000 86,000
Standard inputs allowed for actual
output x standard prices 225,000 80,000
•••• ul •••• Compute the price, efficiency, and flexible-budget variances for direct materials and direct manufactur .
ing labor.

"- 7-23 Price and efficiency variances. Cell One is a cellular phone service reseller. Cell One contracts with
'"w•...
n.
major cellular operators for airtime in bulk and then resells service to retail customers. CeliOne budgeted to
•••
:r P~Glide.l.$$ilt
sell 7,800,000 minutes in the month ended March 31, 2007. Actual minutes sold totaled only 7,500,000. Oueto
u fluctuations in hourly usage, CeliOne "overbuys" airtime from cellular operators. CellOne plans to buy 10%
more airtime than it plans to sell. For example, CeliOne's budget called for the purchase of 8,580,000 minutes,
24& based on the plan to sell 7,800,000 minutes. In what follows, think of purchased airtime as direct materials.
 CeliOne budgets purchased airtime to cost 4.5 cents per minute. Actual purchased airtime in 2007 aver-
aged 5.0 cents per minute. Cell One incurs direct labor costs due to the employment of technicians. One hour
of technical support is required for every 5,000 minutes of airtime sold. In practice, only t600 hours of tech-
nical support were used. Technical support was planned at $60 per hour. Actual technical support costs
averaged $62 per hour.
1. Calculate the flexible-budget variance for direct materials and direct labor costs. [Use the 8,250,000 •• "ut •• c1
(7,500,000 x 1.10) minutes in the flexible budget.]
2. Calculate the price and efficiency variances for direct materials and labor costs.

7-24 Direct materials and direct manufacturing labor variances. GloriaDee, Inc., designs and manufac-
tures T-shirts. It sells its T-shirts to brand-name clothes retailers in lots of one dozen. GloriaDee's June 2007
static budget and actual results for direct inputs are:

Static Budget
Number of T-shirt lots 11lot " 1 dozenl 500
Per lot ofT-shirts:

Direct materials 12 meters at $1.50 per meter" $18.00

Direct manufacturing labor 2 hours at $8.00 per hour" $16.00

Actual Results
Number of T-shirt lots sold 550
Total direct inputs;

Direct materials 7,260 meters at $1.75 per meter" $12,705

Direct manufacturing labor 1,045 hours at $8.10 per hour" $8,464.50

GloriaOeehas a policy of analyzing all input variances when they add up to more than 10% of the total cost of
materialsand labor in the flexible budget, and this is true in June 2007. The production manager discusses the
sources of the variances: "A new type of material was purchased in June. This led to faster cutting and
sewing,but the workers used more material than usual as they learned to work with it. For now, the standards
arefine."
1. Calculate the direct materials and direct manufacturing labor price and efficiency variances in June
2007.What is the total flexible-budget variance for both inputs (direct materials and direct manufac-
turing labor) combined? What percentage is this variance of the total cost of direct materials and
direct manufacturing labor in the flexible budget?
2. Gloria Denham, the CEO, is concerned about the input variances. But, she likes the quality and feel of
the new material and agrees to use it for one more year. In June 2008, GloriaDee again produces 550
lots of T-shirts. Relative to June 2007, 2% less direct material is used, direct material price is down 5%,
and 2% less direct manufacturing labor is used. Labor price has remained the same as in June 2007.
Calculate the direct materials and direct manufacturing labor price and efficiency variances in June
2008.What is the total flexible-budget variance for both inputs {direct materials and direct manufac-
turing laborl combined? What percentage is this variance of the total cost of direct materials and
direct manufacturing labor in the flexible budget?
3. Comment on the June 2008 results. Would you continue the "experiment" of using the new material?

7·25 Price and efficiency variances, journal entries. Chemical, Inc., has set up the following standards
perfinished unit for direct materials and direct manufacturing labor:

Direct materials: 10 Ibs. at $3 per lb. $30.00

Direct manufacturing labor: 0.5 hours at $20 per hour 10.00

Thenumber of finished units budgeted for March 2007 was 10,000; 9,810 units were actually produced.
Actual results in March 2007 were:

Direct materials: 98,073Ibs. used

Direct manufacturing labor: 4,900 hours $102,900

Assumethat there was no beginning inventory of either direct materials or finished units.
During the month, materials purchases amounted to 100,000 Ibs., at a total cost of S31o,000. Input-
pricevariances are isolated upan purchase. Input-effic iency variances are isolated at the time of usage.
-------
1. Compute the March 2007 price and efficiency variances of direct materials and direct manufacturing
labor.
2. Prepare journal entries to record the variances in requirement 1.
3. Comment on the March 2007 price and efficiency variances of Chemical, Inc.
4. Why might Chemical, Inc., calculate direct materials price variances and direct materials efficiency
variances with reference to different points in time? 241
 '-26 Continuous improvement (continuation of 7-25). Chemical, Inc., adopts a continuous~improvemenl
approach to setting monthly standard costs. Assume the standard direct material cost of $30 per unit and
the standard direct manufacturing labor cost of $10 per unit pertain to January 2007. The standard quanti·
ties for February 2007 are 0.997 of the standard quantities for January. The standard quantities for March
2007 are 0.997 of the standard quantities for February 2007. Assume the same information for March 2007as
in Exercise 7~25,except for these revised standard quantities.
-----.

R••• ul •• " 1. Compute the March 2007 standard quantities for direct materials and direct manufacturing labor.
2. Compute the March 2007 price and efficiency variances for direct materials and direct manufacturing labor.

'·2' Materials and manufacturing labor variances, standard costs. Consider the following selected
data regarding the manufacture of a line of upholstered chairs:
Standards per Chair

Direct materials 2 square yards of input at S10 per square yard

Direct manufacturing labor 0.5 hour of input at $20 per hour

The following data were compiled regarding actual performance: actual output units (chairs) produced,
20,000; square yards of input purchased and used, 37,000; price per square yard, SI0.20; direct manufactur·
ing labor costs, $176,400; actual hours of input, 9,000; labor price per hour, SI9.60.
-------
R••• ul •••• 1. Show computations of price and efficiency variances for direct materials and direct manufacturing
labor. Give a plausible explanation of why each variance occurred.
2. Suppose 60,000 square yards of materials were purchased lat $10.20 per square yard). even though
only 37,000 square yards were used. Suppose further that variances are identified at their most timely
control point; accordingly, direct materials price variances are isolated and traced at the time of pur-
chase to the Purchasing Department rather than to the Production Department. Compute the price and
efficiency variances under this approach.

'-28 Journal entries and T-accounts (continuation of 7-27). Prepare journal entries and post them to
T-accounts for all transactions in Exercise 7-27, including requirement 2. Summarize in three sentences
how these journal entries differ from the normal~costing entries described in Chapter 4, pages 111-117.

7·29 Ffexible budget. (Refer to data in Exercise 7-27). Suppose the static budget was for 24,000 units 01
output. The general manager is thrilled about the following report:
Actual Results Static Budget Variance

Direct materials $377,400 S460,000 S102,600 F

Direct manufacturing labor $176,400 S240,000 $63,600 F
R••• ul •• " Is the manager's glee warranted? Prepare a report that provides a more~detailed explanation of why the
static budget was not achieved. Actual output was 20,000 units.

'-3D Activitv-based costing, flexible-budget variances for finance~function actiVities. Josh

Sanchez is the chief financial officer of Bouquets.com, an Internet company that enables customers to
order deliveries of flowers by accessing its Web site. Sanchez is concerned with the efficiency and
p~Gll.deAnist
effectiveness of the finance function. He collects the following information for three finance activities
in 2007:
Rate per Unit
Activity Cost of Cost Driver
Activity level Driver Static Budget Actual

Receivables Output unit Remittances $0.639 $0.75

Payables Batch Invoices 2.900 2.80
Travel expenses Batch Travel claims 7.600 7.40

The output measure is the number of deliveries, which is the same as the number of remittances. The fol·
lowing is additional information.
Static-Budget
Amounts Actual Amounts

Number of deliveries 1,000,000 946,000

Batch size in terms of deliveries:
"-
Payables 5 4.468
'"
w
....
0.. Travel expenses 500 501.567
<l
:r: R••• ul •••• 1. Calculate the flexible~budget variance for each activity in 2007.
u
2. Calculate the price and efficiency variances for each activity in 2007.
248
7~31Price and efficiency variances, benchmarking. Garden Art Co. produces molded plastic garden
pots and other plastic containers. In June 2007, Garden Art produces 1,000 lots (each lot is 12 dozen pots) of
its most popular line of pots, the 14-inch "Grecian urns," at each of its two plants, which are located in
Mineola and Bayside. The production manager, Joyce Mantel, asks her assistant, Kevin Cheriton, to find out
the precise per-unit budgeted variable costs at the two plants and the variable costs of a competitor,
Miraclo, who offers similar-quality urns at cheaper prices. Cheriton pulls together the following information
for each lot:
Per lot Mineola Plant Bayside Plant Miraclo
Direct materials 13.50 lbs. @$9.20 per lb. 14.00 Ibs. @S9.00 per lb. 13.00 lbs. @$8.80 per lb.
Direct labor 3 hrs.@$10.15 per hr. 2.7 hrs.@$10.20perhr. 2.5 hrs.@$10.00 per hr.
Variable overhead $12 per lot $11 per lot $11 per lot
1. What is the budgeted variable cost per lot at the Mineola Plant, the Bayside Plant, and at Miraclo? Re'lulred
1. Using the Miraclo data as the standards, calculate the direct materials and direct manufacturing labor
price and efficiency variances for the Mineola and Bayside plants.
3. What advantage does Garden Art get by using Miraclo's benchmark data as standards in calculating
its variances? Identify two issues that Mantel should keep in mind in using the Miraclo benchmark data
as the standards.

Problems
'~32Flexible budget, direct materials and direct manufacturing labor variances. Tuscany Statuary
manufactures bust statues of famous historical figures. All statues are the same size. Each unit requires the
same amount of resources. The following information is from the static budget for 2007:
PHGradtMsist
Expected production and sales 5,000 units
Direct materials 50,000 pounds
Direct manufacturing labor 20,000 hours
Total fixed costs $1,000,000
Standard quantities, standard prices, and standard unit costs follow for direct materials and direct manu-
facturing labor.
Standard Standard Standard
Ouantity Price Unit Cost
Direct materials 10 pounds S10 per pound $100
Direct manufacturing labor 4 hours 540 per hour $160
During2007, actual number of units produced and sold was 6,000. Actual cost of direct materials used was
1594,000,based on 54,000 pounds purchased at $11 per pound. Direct manufacturing labor-hours actually
usedwere 25,000, at the rate of $38 per hour. This resulted in actual direct manufacturing labor casts of
$950,000.Actual fixed costs were $1,005,000. There were no beginning or ending inventories.
--------
1. Calculate sales-volume variance and flexible-budget variance for operating income. Re'lulred
2. Compute price and efficiency variances for direct materials and direct manufacturing labor.

'-33 Static budget. flexible budget. service sector. professional labor efficiency. and effectiveness.
Meridian Financial Services (MFS) is a mortgage broker. It helps prospective homeowners find low-cost
mortgageloans and helps existing homeowners refinance their current loans. MFS charges clients a fee
equalto 0.5% of the loan amount. MFS's static budget and its actual results for November 2007 are:

A B C ID F G H Ii J K
I Static B Actual Results
2 Number of loans 90 120
J Average loan amount $200,000 $224,000
4 Commission 0.50% of loan amount 0.50% of loan amount
5 Variable costs per loan application
6 Profes,ionallabor 6.00 hrs. at $40 per ltr. 7.2 hrs. at $42 per ltr.
1 Loan filing fees $ 100 $ 100
8 Credit checks $ 120 $ 125
9 Courier mailings $ 50 $ 54
10 OffICesupport (fIxed costs) $ 31,000 $ 33,500

If you want to use Excel to solve this problem, go to the Excel Lab at www.prenhall.com/horngren/coS112e
anddownload the template for Problem 7-33.
249
 •••• ulr ••• 1. Prepare a static budget for November 2007.
2. Prepare a level Z variance analysis for November 2007; identify sales-volume and flexible-budget
variances for operating income.
3. Compute professional-labor price and efficiency variances for November 2007 (labor price is com·
puted on a per-hour basis).
4. What factors would you consider in evaluating the effectiveness of professional labor in November 200n

7~34 Comprehensive variance analvsis. responsibilitv issues. (CMA, adaptedl Horizons Unlimited manu-
factures a full line of well-known sunglasses frames and lenses. Horizons uses a standard costing system to
set attainable standards for direct materials, labor, and overhead costs. Standards have been reviewed and
revised annually, as necessary. Department managers, whose evaluations and bonuses are affected by their
department's performance, have been held responsible to explain variances in their department performance
reports.
Recently, the manufacturing variances in the Visionaire prestige line of sunglasses have caused some
concern. For no apparent reason, unfavorable materials and labor variances have occurred. At the monthly
staff meeting, Jim Denton, manager of the Visionaire line, will be expected to explain his variances and
suggest ways of improving performance. Denton will be asked to explain the following performance report
for 2007:

Actual Static-Budget
Results Amounts

Units sold 4.850 5.000

Revenues $397,700 $400.000
Variable manufacturing costs 234.643 216,000
Fixed manufacturing costs 72.265 75.000
Gross margin 90,792 109,000

Denton collected the following information:

a. Three items comprised the standard variable manufacturing costs in 2007:
• Direct materials: Frames. Static budget cost of $33,000. The standard input for 2007 is 3.00 ounces
per unit.
• Direct materials: Lenses. Static budget costs of $93,000. The standard input for 2007 is 6.00 ounces
per unit.
• Direct manufacturing labor: Static budget costs of S90,000. The standard input for 2007 is 1.20 hours
per unit.
Assume there are no variable manufacturing overhead costs.
b. The actual variable manufacturing costs in 2007 were:
• Direct materials: Frames. Actual costs of $37,248. Actual ounces used were 3.20 ounces per unit.
• Direct materials: Lenses. Actual costs of $100,492. Actual ounces used were 7.00 ounces per unit.
• Direct manufacturing labor: Actual costs of $96.903. The actual labor rate was S14.80 per hour.
--------
•• qul •••• 1. Prepare a report that includes:
a. Selling-price variance
b. Sales-volume variance and flexible-budget variance for operating income in the format of the level2
analysis in Exhibit 7-2
c. Price and efficiency variances for:
• Direct materials: frames
• Direct materials: lenses
• Direct manufacturing labor
2. Give three possible explanations for each of the three price and efficiency variances at Horizons in
requirement 1c.

7·35 Service sector. solve for unknowns. Hideki Repair Shop specializes in replacing car mufflers.
Hideki uses a standard costing system based on a standard wage rate and standard labor hours to replace
each muffler. Some labor records for the month of August were lost, but the following information was
available. Actual hours of input were 1,000. The direct la bor flexible-budget variance was $3.500 favorable.
Thestandard labor price was $30.00 per hour. The labor price variance for August was $1,000 unfavorable.
•• qulr." 1. Calculate actual labor price per hour .

•
"- 2. Calculate standard labor hours for actual total output achieved in August.
'"
w

7·36 level 2 variance analvsis. solve for unknowns. Homerun Headgear manufactures and distributes
baseball caps to ballparks and other sports venues. Homeruns plan for 2006 forecast sales of 600,000 caps.
~ ~
However, only 500,000 caps were sold. Based on the following data, calculate the missing numbers and
250 •.•.•pltt.lllOOl:l1oItjllIIiCO~llf PHGradr Assist
complete the analysis.
 A BCD' E F G H
Hamenul Headgear Performance Report, Vear Ended December 31,2006
Actual Flemle-Budget nemle Sale.- Volume Static
2 Results Variances Bu~e1 Variarn:es Budget
3 (I) (2) = (I) - (3) (3) (4) = (3) - (5) (5)
4 Units sold 500000 600000
5 Revenues (sales) $5,000,000 $4,800,000
6 Variable costs 1,400,000 1,800,000
7 Contribution margin $1,100,000 F $500,000 U
8 Fixed costs 1,150,000 $1,000,000 1,000,000
9 Operating income
10
11
12 Lev.12
t----;;;:=-c-==-:--t_=-c-----;-----,.--_t
Flexible-budget variance Sales-volume variance
13
14 Levell
t--_---;;c-~----,---,----t
Static-budget variance

If you want to use Excel to solve this problem, go to the Excel Lab at www.prenhall.com/horngren/cost12e
and download the template for Problem )-36.
1. Calculate the budgeted and actual selling prices. R••• ul ••••
2. Assuming that the driver for variable costs is units sold, what are the budgeted and actual variable
costs per unit?
3. Calculate the flexible-budget operating income.
4. Calculate the flexible-budget variance for operating income.
5. Calculate the sales-volume variance for operating income.
6. Calculate the static-budget variance for operating income.
7-37 Direct labor and direct materials variances, missing data. (eMA, heavily adapted). Morro Bay
Surfboards manufactures fiberglass surfboards. The standard cost of direct materials and direct manufac-
turing labor is $100 per board. This includes 20 pounds of direct materials, at the budgeted price of $2 per
pound,and five hours of direct manufacturing labor, at the budgeted rate of $12 per hour. Following are the
datafor the month of July:
Units completed 6,000 units
Direct material purchases 150,000 pounds
Cost of direct material purchases $292,500
Actual direct manufacturing labor-hours 32,000 hours
Actual direct-labor cost $368,000
Direct materials efficiency variance $ 12,500 U
Therewere no beginning inventories.
1. Compute direct manufacturing labor variances for July. R••• ul ••••
2. Compute the actual pounds of direct materials used in production in July.
3. Calculate the actual price per pound of direct materials purchased.
4. Calculate the direct materials price variance.
7-38 Direct materials and manufacturing labor variances, solving unknowns. (CPA, adapted) On May 1,
2007,Bovar Company began the manufacture of a new paging machine known as Dandy. The company installed
astandardcosting system to account for manufacturing costs. The standard costs for a unit of Dandy follow:
Direct materials 13Ibs. at S5 per lb.) $15.00
Direct manufacturing labor 11/2 hour at $20 per hour) 10.00
Manufacturing overhead (75% of direct manufacturing labor costs) ~
$32.50
Thefollowing data were obtained from Bovar's records for the month of May:
Debit Credit

Revenues $125,000
Accounts payable control (for May's purchases
of direct materialsl 68,250
Direct materials price variance $3,250
Direct materials efficiency variance 2,500
Direct manufacturing labor price variance 1,900
Direct manufacturing labor efficiency variance 2,000
Actualproduction in May was 4,000 units of Dandy, and actual sales in May were 2,500 units.
Theamount shown earlier for direct materials price variance applies to materials purchased during May.
Therewas no beginning inventory of materials on May 1, 2007. 251
 • ••• ul •• " Compute each of the following items for Bovar for the month of May. Show your computations.
1. Standard direct manufacturing labor-hours allowed for actual output produced
2. Actual direct manufacturing labor-hours worked
3. Actual direct manufacturing labor wage rate
4. Standard quantity of direct materials allowed (in pounds)
5. Actual quantity of direct materials used (in pounds)
6. Actual quantity of direct materials purchased lin pounds)
7. Actual direct materials price per pound
7-39 Responsibilitv for variances. The Quincy Company uses standard costing. Direct materials are pur-
chased by Maria Suarez, the purchasing manager. Andy Blake is responsible for production. There are no
beginning or ending inventories for May 2007.
The standard price of the chemical used as the principal direct material was $2 per pound. The standard
quantity was 6 pounds per case of finished product.
The standard price for direct manufacturing labor was $14 per hour. The standard quantity of labor was
0.5 hour per case of finished product.
During the past month, Quincy produced 10.000 cases of finished product. Actual labor costs were
$78,000 for 6,500 actual hours. During May, 71,000 pounds of chemicals were acquired and consumed at a
price of S1.80 per pound.
-------
1. Calculate the direct materials price variance, the direct materials efficiency variance, the direct man·
ufacturing labor price variance, and the direct manufacturing labor efficiency variance.
2. As the supervisor of the purchasing manager and the production manager, how would you assign
responsibility for each of the variances calculated in requirement 1 to each manager under the fol·
lowing two scenarios:
a. The direct materials variances are attributable to the purchase of poor-quality materials.
b. The quality of direct materials is fine but the production manager used cheaper, less-skilled work·
ers in May.
7-40 Comprehensive variance analysis review. FlexMem, Inc., manufactures diskettes. The CFO has
provided you with the following budgeted standards for the month of February 2007:
Average selling price per diskette $4.00
Total direct material cost per diskette $0.85
Direct manufacturing labor
Direct manufacturing labor cost per hour $15.00
Average labor productivity rate (diskettes per hour) 300
Direct marketing cost per unit $0.30
Fixed overhead $900,000
Sales of 1,500.000 units are budgeted for February. Actual February results are:
• Unit sales and production totaled 80% of plan.
- Actual average selling price declined to $3.70.
• Productivity dropped to 250 diskettes per hour.
• Actual direct manufacturing labor cost is $15 per hour.
• Actual total direct material cost per unit dropped to $0.80.
• Actual direct marketing costs were SO.30per unit.
_______ -_Fixed overhead costs were $30.000 below plan .
•••• ul •• " Calculate the following:
1. Static-budget and actual operating income
2. Static-budget variance for operating income
3. Flexible-budget operating income
4. Flexible-budget variance for operating income
5. Sales-volume variance for operating income
6. Price and efficiency variances for direct manufacturing labor
7. Flexible-budget variance for direct manufacturing labor
7-41 Comprehensive variance analysis. Electronic System Solutions (ESS) is a subcontractor for a large
auto parts supplier. Given design specifications, it manufactures an electronic weight-sensing unit for the
front passenger seats of cars. ESS uses a standard costing system. The standards are set at the beginning
of each year.
Early in the second quarter of 2007, ESS faced two production-related crises: it had to change its direcI
materials supplier and had to negotiate and sign a new short-term labor agreement with its highly-skilled
" and somewhat combative workers' union. Sari Noonan, a management accountant at ESS, described the
'"...<>.
w
changes at a management meeting: "Well, let's get the bad news out of the way-the new materials are
«
J:
more expensive per pound than our standards for 2007 and the new labor contract also raises the cOSlot
v direct labor relative to our 2007 standards. But, there's good news ... the new materials are of better qual·
ity so there will be less waste and less rework, and we suspect that the per-unit direct manufacturing
252 labor cost will come down as a result. Now we just have to wait and see how things pan out."
 At the end of the second quarter, Noonan and her boss, Jim Shaw, reviewed the following results with
the management team:

A B ;C D E F G I H N 0 P R S

First- QuartedOO1 Se,ond-QuarterZ001

2 Per Unit Variable Costs Standard ActuU Results ActuU Results
3 Direct materials 2l fus at $5.7lJ per 10 $12.54 23 fus .t $5.80 per 10 $1334 2.0 10, at $6.00 per 10 $12.00
4 Direct manufacturing labor 0.5 hr.; at $12 per hr $6.00 0.52 hr.; at $ 12 per hr $6.24 0.45 hr.; at $ 14 perhr $ 630
5 Other variable costs $1000 $10.00 $ 9.85
6 $2854 $29.58 $28.15
1

U v w x
StatU: Budget for
Each Quarter Based First-Quarter Se,ond-Quarter
2 on Z001 Standards 2001 Results 2001 Results
3 Units 10,000 11,000 12,000
4 Sellingprice -11Q L-n LlUQ
5 Sales $7lJ0,000 $192,000 $858,000
6 Variable costs
1 Directmaterials 125,400 146,740 144,000
8 Direct manufacturing labor 60,000 68,640 75,600
9 Other variable costs 100,000 110,000 118,200
10 Total variable costs 285,400 325,380 337,800
11 Contribution malj;in 414,600 466,620 520,200
12 Fixedcosts 170,000 165,000 171,000
13 OpeIllting income $244 600 $301620 $349200

Noonan and Shaw were both relieved and concerned about the results. The anticipated savings in material
wasteand rework seemed to have materialized, but, as Jim Shaw put it, "I know exactly what the union is going
to harp on-that even at $14-per-hour labor, actual unit costs are below standard unit costs, and operating
incomejust continues to climb, etcetera, etcetera. I think we'd better brace for more pressure to raise wages."
It you wantto use Excel to solve this problem, go to the Excel Lab at www.prenhall.com/horngren/cost12e
anddownload the template tor Problem 7-41.
1. Prepare a detailed variance analysis of the second-quarter results relative to the static budget. Show Required
how much of the improvement in operating income arose due to changes in sales volume and how
much arose for other reasons. Calculate variances that isolate the effects of price and usage changes
in direct materials and direct manufacturing labor.
2. Use the results of requirement 1 to prepare a rebuttal to the union's anticipated demands in light of the
second-quarter results.
3. Jim Shaw thinks that "we can negotiate better if we change the standards." Without performing any
calculations, discuss the pros and cons of immediately changing the standards.
742 Comprehensive variance analysis. ICMA} Aunt Molly's Old Fashioned Cookies bakes cookies for retail •
stores.The company's best-selling cookie is Chocolate Nut Supreme, a gourmet cookie that sells for $8 per pound.
Thestandard monthly production level is 400,000 pounds, and the standard inputs and costs per pound are:
EX~' b

ABC D IE
1 Quantityper Standard
2 Cost Item Pound of Cookies Unit Costs
3 Directmaterials
4 Cookie mix 10 oz. $0.02 loz.
5 Milk chocolate 5 oz. 0.15 loz. ,
c
a..
6 Almonds 1 oz 0.50 loz. 3:
7 c,
8 Direct manufacturing labora '"3
Q

9 Mixing 1 min. 14.40 !br.

•
10 Baking
11
2 min. 18.00 !br.
"
"
o

£".
12 Variable overheadb 3 min. 32.40 !br.
13 a.Direc:trnanufac:~ labor rates include employee beneftts.
14 bAllocated on the basis of direct manJfacturU1g labor-hours.
253
 Karen Blair, the company's management accountant, prepares monthly budget reports based on these
standard costs. Molly Cates, the company president, is disappointed with the April results shown here:

17 Perfurmante Re ort, ril2007

18 Actual B vet Variance
19 Units (p01lllrls) 450000 400000 50000 F
20 Revenues $3,555,000 $3,200,000 $355,000 F
21 Direct materials 865,000 580,000 285,000 U
22 Direct manufacturing labor 348,000 336,000 12,000 U

Cates notes that despite a sizable increase in the pounds of cookies sold in April, Chocolate Nut
Supreme's contribution to the company's overall profitability has been lower than expected. Blair gathers
the following information to help analyze the situation:

25 Us e ril2007
26 Cost Item uanti Actual Cost
27 Direct Materials
28 Cookie mix 4,650,000 oz. $ 93,000
29 Milk chocolate 2,660,000 oz. 532,000
30 Almonds 480,000 oz. 240,000
31
32 Direct manufacturing labor
33 Mixing 450,000 nun. 108,000
34 Baking 800,000 nun. 240,000

If you want to use Excel to solve this problem, go to the Excel Lab at www.prenhall.com/horngren/cost11.
_____ a_nd_download the template for Problem 7-42.
Required Compute the following variances. Comment on the variances, with particular attention to the variances
that may be related to each other and the controllability of each variance:
1. Selling-price variance
2. Direct materials price variance
3. Direct materials efficiency variance
4. Direct manufacturing labor efficiency variance

7-43 Flexible budgeting. activity-based costing, variance analysis. Toymaster, Inc., produces a toy car,
TGC. in batches. After each batch of TGC is run, the molds are cleaned. The labor costs of cleaning the
molds can be traced to TGC because TGC can only be produced from a specific mold. The following infor·
mation pertains to June 2007:
Static-Budget Actual
Amounts Amounts

Units of TGC produced and sold 30,000 22,500

Batch size lunits per batch) 250 225
Cleaning labor-hours per batch 3 3.5
Cleaning labor cost per hour $14 812.50
R.qul •••• 1. Calculate the flexible-budget variance for total cleaning labor costs in June 2007.
2. Calculate the price and efficiency variances for total cleaning labor costs in June 2007. Comment on
the results.

Collaborative Learning Exercise

7-44 Price and efficiency variances, problems in standard-setting, benchmarking. Savannah Fashions
manufactures shirts for retail chains. Jorge Andersen, the controller, is becoming increasingly disen·
chanted with Savannah's standard casting system. The budgeted and actual amounts for direct materials
and direct manufacturing labor for July 2007 were:
Budgeted Actual
Amounts Amounts

Shirts manufactured 4,000 4,488

"- Direct material costs $20,000 820,196
'"w>-n. Direct material units (rolls of cloth) 400 408
<
:I: Direct manufacturing labor costs $18,000 $18,462
U
Direct manufacturing labor-hours 1,000 1,020
254 There were no beginning or ending inventories of materials.
 Standard costs are based on a study of the operations conducted by an independent consultant six
months earlier. Andersen observes that since that study he has rarely seen an unfavorable variance of any
magnitude. He notes that even at their current output levels, the workers seem to have a lot of time for sitting
around and gossiping. Andersen is concerned that the production manager, Charlie Fenton, is aware of this
but does not want to tighten up the standards because the lax standards make his performance look good.
1. Compute the price and efficiency variances of Savannah Fashions for direct materials and direct man- •••• ulr •••
ufacturing labor in July 2007.
2. Describe the types of actions the employees at Savannah Fashions may have taken to reduce the
accuracy of the standards set by the independent consultant. Why would employees take those
actions? Is this behavior ethical?
3. If Andersen does nothing about the standard costs, will his behavior violate any of the Standards of
Ethical Conduct for Management Accountants described in Exhibit 1-7 on p. 16?
4. What actions should Andersen take?
5. Andersen can obtain benchmarking information about the estimated costs of Savannah's major com-
petitors from Benchmarking Clearing House. Discuss the pros and cons of using the Benchmarking
Clearing House information to compute the variances in requirement 1.

Get Connected: Cost Accounting in the News

Go to www.orenhall.com/hornaren/cost12e for additional online exercise(s} that explore issues affecting the
accounting world today. These exercises offer you the opportunity to analyze and reflect on how cost
accounting helps managers to make better decisions and handle the challenges of strategic planning and
implementation.

CHAPTER 7 Case
MANAGEMENT CONTROL AT STARBUCKS
Quick-where's the nearest Starbucks coffee shop? Down the Chances are good you are one of the millions of people who
block,at the airport, in your office building? Seems like they're queue up 18 times a month for your pricey coffee fix. Maybe you
everywhere, doesn't it? With more than 8,000 locations world- even linger to read the paper, hold a meeting, or use the in-store
wideand long-run plans to grow to 25,000, new stores open at a wireless network. Starbucks wants you to come back repeat-
rateof about 3.5 stores per day. This explosive growth means edly, not only for its product offerings, but because they deliver
Starbucks,which doesn't franchise, must carefully train its per- solid customer service and consistency as a result of strict
sonnelin each location on the fine points of serving a product adherence to their stated standards, morning to night, around
that demanding customers expect to be consistent all day, the globe.
everyday. Their secret? Not just fine coffee; it's close attention
tofundamental cost accounting principles. QUESTIONS
Thestore manager in your local Starbucks probably doesn't
1. Assume each Starbucks store tracks direct labor and
looklike an accountant. Yet behind the coftee bar, she receives
direct material costs for each of its drinks, with the stan-
andreviews a number of key reports that focus her attention on
dard costs for a single grande cappuccino as follows:
thestandards set by corporate headquarters in Seattle. Even
whena new Starbucks store opens down the street and canni- labor $0.40
balizes30% of the existing stores' sales, the manager knows Coffee 0.70
tha~inthe broader picture, it means lower delivery costs, shorter Dairy products 0.35
customerlines, and increased foot traffic for all stores in the Cup and lid 0.07
area. Stirrers, napkins 0.03
Thetypical Starbucks menu offers bulk coffees in the bold, Suppose actual output for one week is 1,000grande cappuc-
smooth,and mild categories; classic drinks such as frappucci- cino drinks. The actual total cost of coffee used to make these
nos,and coffees and espresso drinks with prices ranging from drinks was $730. The manager of the store has no control
$1.40for a tall freshly brewed coffee to $4.45 for a high-end over the price paid for the coffee provided by Starbucks-
icedventi white chocolate mocha. Depending on store loca- this is a predetermined price. What is the total direct materi-
tion,a single barista (the person making the drinks) may serve als variance for coffee for this drink? Is this a price or an effi-
about20 drinks per hour, generating somewhere in the neigh- ciency variance? Is it favorable or unfavorable? Why?
borhoodof $60 to $80 an hour in revenue. The costs behind 2. Nonfinancial measures are important to the operations of
thoserevenues are primarily barista labor, starting at $7.75 an each Starbucks. For example, cleanliness of public areas
hour(increasing to more than $8.00 after a year); and materi- is one such measure. Another measure covers achieving
als, or ingredients such as coffee, milk, and flavorings. the company's "third place" concept (in which home and
Overheadfor store leases, utilities, insurance, water, and work are the first two places in a person's life, Starbucks is
othercosts are reported to the store manager, but they're only thirdJ. What other nonfinancial measures do you think the
heldaccountable for variations in the labor costs and ingredi- company might use? Why do nonfinancial measures mat-
entcosts. ter in cost accounting? 2SS