Fifth edition Alnoor Bhimani Charles T. Horngren Srikant M. Datar Madhav V. Rajan Farah Ahamed



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solutions-manual-to-bhimani-et-al-management-and-cost-accounting-pearson-2012-1




Actual costs
incurred




Actual input
× Budgeted rate

Flexible budget
(Budgeted input
allowed for actual
output achieved
× Budgeted rate)

Allocated
(Budgeted input
allowed for actual
output achieved
× Budgeted rate)
SKr 249,000
*
SKr 117,600 +
(12,050 × SKr 8.00)
SKr 214,000
SKr 117,600 +
(11,750 × SKr 8.00)
SKr 211,600
(11,750 × SKr 19.20)
SKr 225,600
↑ SKr 35,000 U ↑
SKr 2,400 U
↑ SKr 14,000 F
Spending variance Efficiency variance Production-volume variance

SKr 37,400 U
↑ SKr 14,000 F

Flexible-budget variance
Production-volume variance Known figure. An overview of the variance analysis using the block format in the text is
3-variance
analysis
Spending
variance
Efficiency
variance
Production-
volume variance
Total manufacturing overhead
SKr 35,000 U
SKr 2,400 U

SKr 14,000 F
2
The control of variable manufacturing overhead requires the identification of the cost drivers for such items as energy, supplies, equipment and maintenance. Control often entails monitoring non-financial measures that affect each cost item, one by one. Examples are kilowatts used, quantities of lubricants used and equipment parts and hours used. The most convincing way to discover why overhead performance did not agree with a budget is to investigate possible causes, line item byline item.


Bhimani, Horngren, Datar and Rajan, Management and Cost Accounting, 5
th
Edition, Instructor’s Manual
© Pearson Education Limited 2012 Individual fixed manufacturing overhead items are not usually affected very much by day-to-day control. Instead, they are controlled periodically through planning decisions and budgeting that may sometimes have horizons covering six months or a year (for example, management salaries) and sometimes covering many years (for example, long- term leases and depreciation on plant and equipment.

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