管理会计chapter10ppt课件.ppt

Chapter10 StandardCostsandtheBalancedScorecard StandardCosts Standardsarebenchmarksor norms formeasuringperformance Twotypesofstandardsarecommonlyused Quantitystandardsspecifyhowmuchofaninputshouldbeusedtomakeaproductorprovideaservice Cost price standardsspecifyhowmuchshouldbepaidforeachunitoftheinput StandardCosts DirectMaterial TypeofProductCost Amount DirectLabor ManufacturingOverhead Standard VarianceAnalysisCycle Preparestandardcostperformancereport Begin Exhibit10 1 Accountants engineers purchasingmanagers productionsupervisors linemanagers andproductionworkerscombineeffortstosetstandardsthatencourageefficientfutureproduction SettingStandardCosts SettingStandardCosts Engineer ManagerialAccountant LearningObjective1 Explainhowdirectmaterialsstandardsanddirectlaborstandardsareset SettingDirectMaterialStandards PriceStandards SettingDirectLaborStandards SettingVariableOverheadStandards StandardCostCard VariableProductionCost Astandardcostcardforoneunitofproductmightlooklikethis PriceandQuantityStandards Priceandquantitystandardsaredeterminedseparatelyfortworeasons AGeneralModelforVarianceAnalysis VarianceAnalysis VarianceAnalysis MaterialsquantityvarianceLaborefficiencyvarianceVOHefficiencyvariance AGeneralModelforVarianceAnalysis AGeneralModelforVarianceAnalysis AGeneralModelforVarianceAnalysis AGeneralModelforVarianceAnalysis AGeneralModelforVarianceAnalysis Actualpriceistheamountactuallypaidfortheinputused AGeneralModelforVarianceAnalysis Standardpriceistheamountthatshouldhavebeenpaidfortheinputused AGeneralModelforVarianceAnalysis AQ AP AQ SP AQ SP SQ SP AQ ActualQuantitySP StandardPriceAP ActualPriceSQ StandardQuantity LearningObjective2 Computethedirectmaterialspriceandquantityvariancesandexplaintheirsignificance GlacierPeakOutfittershasthefollowingdirectmaterialstandardforthefiberfillinitsmountainparka 0 1kg offiberfillperparkaat 5 00perkg Lastmonth210kgsoffiberfillwerepurchasedandusedtomake2 000parkas Thematerialcostatotalof 1 029 MaterialVariancesExample 210kgs 210kgs 200kgs 4 90perkg 5 00perkg 5 00perkg 1 029 1 050 1 000 ActualQuantityActualQuantityStandardQuantity ActualPriceStandardPriceStandardPrice MaterialVariancesSummary 210kgs 210kgs 200kgs 4 90perkg 5 00perkg 5 00perkg 1 029 1 050 1 000 Pricevariance 21favorable Quantityvariance 50unfavorable ActualQuantityActualQuantityStandardQuantity ActualPriceStandardPriceStandardPrice MaterialVariancesSummary 210kgs 210kgs 200kgs 4 90perkg 5 00perkg 5 00perkg 1 029 1 050 1 000 Pricevariance 21favorable Quantityvariance 50unfavorable ActualQuantityActualQuantityStandardQuantity ActualPriceStandardPriceStandardPrice MaterialVariancesSummary MaterialVariances UsingtheFactoredEquations MaterialspricevarianceMPV AQ AP SP 210kgs 4 90 kg 5 00 kg 210kgs 0 10 kg 21FMaterialsquantityvarianceMQV SP AQ SQ 5 00 kg 210kgs 0 1kg parka 2 000parkas 5 00 kg 210kgs 200kgs 5 00 kg 10kgs 50U IsolationofMaterialVariances MaterialVariances Hansonpurchasedandused1 700pounds Howarethevariancescomputediftheamountpurchaseddiffersfromtheamountused ResponsibilityforMaterialVariances MaterialsPriceVariance MaterialsQuantityVariance ProductionManager PurchasingManager Thestandardpriceisusedtocomputethequantityvariancesothattheproductionmanagerisnotheldresponsibleforthepurchasingmanager sperformance ResponsibilityforMaterialVariances HansonInc hasthefollowingdirectmaterialstandardtomanufactureoneZippy 1 5poundsperZippyat 4 00perpoundLastweek 1 700poundsofmaterialwerepurchasedandusedtomake1 000Zippies Thematerialcostatotalof 6 630 QuickCheck QuickCheck Hanson smaterialpricevariance MPV fortheweekwas a 170unfavorable b 170favorable c 800unfavorable d 800favorable Hanson smaterialpricevariance MPV fortheweekwas a 170unfavorable b 170favorable c 800unfavorable d 800favorable QuickCheck QuickCheck Hanson smaterialquantityvariance MQV fortheweekwas a 170unfavorable b 170favorable c 800unfavorable d 800favorable Hanson smaterialquantityvariance MQV fortheweekwas a 170unfavorable b 170favorable c 800unfavorable d 800favorable QuickCheck 1 700lbs 1 700lbs 1 500lbs 3 90perlb 4 00perlb 4 00perlb 6 630 6 800 6 000 ActualQuantityActualQuantityStandardQuantity ActualPriceStandardPriceStandardPrice QuickCheck HansonInc hasthefollowingmaterialstandardtomanufactureoneZippy 1 5poundsperZippyat 4 00perpoundLastweek 2 800poundsofmaterialwerepurchasedatatotalcostof 10 920 and1 700poundswereusedtomake1 000Zippies QuickCheck Continued ActualQuantityActualQuantityPurchasedPurchased ActualPriceStandardPrice 2 800lbs 2 800lbs 3 90perlb 4 00perlb 10 920 11 200 QuickCheck Continued ActualQuantityUsedStandardQuantity StandardPriceStandardPrice 1 700lbs 1 500lbs 4 00perlb 4 00perlb 6 800 6 000 QuickCheck Continued LearningObjective3 Computethedirectlaborrateandefficiencyvariancesandexplaintheirsignificance GlacierPeakOutfittershasthefollowingdirectlaborstandardforitsmountainparka 1 2standardhoursperparkaat 10 00perhourLastmonth employeesactuallyworked2 500hoursatatotallaborcostof 26 250tomake2 000parkas LaborVariancesExample 2 500hours2 500hours2 400hours 10 50perhour 10 00perhour 10 00perhour 26 250 25 000 24 000 ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate LaborVariancesSummary LaborVariancesSummary 2 500hours2 500hours2 400hours 10 50perhour 10 00perhour 10 00perhour 26 250 25 000 24 000 ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate LaborVariancesSummary 2 500hours2 500hours2 400hours 10 50perhour 10 00perhour 10 00perhour 26 250 25 000 24 000 ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate LaborVariances UsingtheFactoredEquations LaborratevarianceLRV AH AR SR 2 500hours 10 50perhour 10 00perhour 2 500hours 0 50perhour 1 250unfavorableLaborefficiencyvarianceLEV SR AH SH 10 00perhour 2 500hours 2 400hours 10 00perhour 100hours 1 000unfavorable ResponsibilityforLaborVariances ProductionManager Productionmanagersareusuallyheldaccountableforlaborvariancesbecausetheycaninfluencethe ResponsibilityforLaborVariances HansonInc hasthefollowingdirectlaborstandardtomanufactureoneZippy 1 5standardhoursperZippyat 12 00perdirectlaborhourLastweek 1 550directlaborhourswereworkedatatotallaborcostof 18 910tomake1 000Zippies QuickCheck Hanson slaborratevariance LRV fortheweekwas a 310unfavorable b 310favorable c 300unfavorable d 300favorable QuickCheck Hanson slaborratevariance LRV fortheweekwas a 310unfavorable b 310favorable c 300unfavorable d 300favorable QuickCheck Hanson slaborefficiencyvariance LEV fortheweekwas a 590unfavorable b 590favorable c 600unfavorable d 600favorable QuickCheck Hanson slaborefficiencyvariance LEV fortheweekwas a 590unfavorable b 590favorable c 600unfavorable d 600favorable QuickCheck ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate 1 550hours1 550hours1 500hours 12 20perhour 12 00perhour 12 00perhour 18 910 18 600 18 000 QuickCheck LearningObjective4 Computethevariablemanufacturingoverheadspendingandefficiencyvariances GlacierPeakOutfittershasthefollowingdirectvariablemanufacturingoverheadlaborstandardforitsmountainparka 1 2standardhoursperparkaat 4 00perhourLastmonth employeesactuallyworked2 500hourstomake2 000parkas Actualvariablemanufacturingoverheadforthemonthwas 10 500 VariableManufacturingOverheadVariancesExample 2 500hours2 500hours2 400hours 4 20perhour 4 00perhour 4 00perhour 10 500 10 000 9 600 ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate VariableManufacturingOverheadVariancesSummary ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate 2 500hours2 500hours2 400hours 4 20perhour 4 00perhour 4 00perhour 10 500 10 000 9 600 VariableManufacturingOverheadVariancesSummary ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate 2 500hours2 500hours2 400hours 4 20perhour 4 00perhour 4 00perhour 10 500 10 000 9 600 VariableManufacturingOverheadVariancesSummary VariableManufacturingOverheadVariances UsingFactoredEquations VariablemanufacturingoverheadspendingvarianceVMSV AH AR SR 2 500hours 4 20perhour 4 00perhour 2 500hours 0 20perhour 500unfavorableVariablemanufacturingoverheadefficiencyvarianceVMEV SR AH SH 4 00perhour 2 500hours 2 400hours 4 00perhour 100hours 400unfavorable HansonInc hasthefollowingvariablemanufacturingoverheadstandardtomanufactureoneZippy 1 5standardhoursperZippyat 3 00perdirectlaborhourLastweek 1 550hourswereworkedtomake1 000Zippies and 5 115wasspentforvariablemanufacturingoverhead QuickCheck Hanson sspendingvariance VOSV forvariablemanufacturingoverheadfortheweekwas a 465unfavorable b 400favorable c 335unfavorable d 300favorable QuickCheck Hanson sspendingvariance VOSV forvariablemanufacturingoverheadfortheweekwas a 465unfavorable b 400favorable c 335unfavorable d 300favorable QuickCheck Hanson sefficiencyvariance VOEV forvariablemanufacturingoverheadfortheweekwas a 435unfavorable b 435favorable c 150unfavorable d 150favorable QuickCheck Hanson sefficiencyvariance VOEV forvariablemanufacturingoverheadfortheweekwas a 435unfavorable b 435favorable c 150unfavorable d 150favorable QuickCheck 1 550hours1 550hours1 500hours 3 30perhour 3 00perhour 3 00perhour 5 115 4 650 4 500 ActualHoursActualHoursStandardHours ActualRateStandardRateStandardRate QuickCheck VarianceAnalysisandManagementbyException HowdoIknowwhichvariancestoinvestigate AStatisticalControlChart 1 2 3 4 5 6 7 8 9 VarianceMeasurements FavorableLimit UnfavorableLimit Warningsignalsforinvestigation DesiredValue Exhibit10 9 AdvantagesofStandardCosts Managementbyexception Promoteseconomyandefficiency Simplifiedbookkeeping Enhancesresponsibilityaccounting Emphasisonnegativemayimpactmorale Emphasizingstandardsmayexcludeotherimportantobjectives Favorablevariancesmaybemisinterpreted Continuousimprovementmaybemoreimportantthanmeetingstandards Standardcostreportsmaynotbetimely Invalidassumptionsabouttherelationshipbetweenlaborcostandoutput PotentialProblemswithStandardCosts Standardcostvariancereportsareusuallypreparedonamonthlybasisandareoftenreleaseddaysorweeksaftertheendofthemonth hence theinformationcanbeoutdated Ifvariancesaremisusedasaclubtonegativelyreinforceemployees moralemaysufferandemployeesmaymakedysfunctionaldecisions Laborvariancesmaketwoimportantassumptions First theyassumethattheproductionprocessislabor paced iflaborworksfaster outputwillgoup Second thecomputationsassumethatlaborisavariablecost Theseassumptionsareofteninvalidintoday sautomatedmanufacturingenvironmentwhereemployeesareessentiallyafixedcost Insomecases a favorable variancecanbeasbadorworsethananunfavorablevariance Excessiveemphasisonmeetingthestandardsmayovershadowotherimportantobjectivessuchasmaintainingandimprovingquality on timedelivery andcustomersatisfaction Justmeetingstandardsmaynotbesufficient continualimprovementmaybenecessarytosurviveinacompetitiveenvironment LearningObjective5 Understandhowabalancedscorecardfitstogetherandhowitsupportsacompany sstrategy TheBalancedScorecard Managementtranslatesitsstrategyintoperformancemeasuresthatemployeesunderstandandaccept Performancemeasures TheBalancedScorecard FromStrategytoPerformanceMeasures Exhibit10 11 FinancialHasourfinancialperformanceimproved CustomerDocustomersrecognizethatwearedeliveringmorevalue InternalBusinessProcessesHaveweimprovedkeybusinessprocessessothatwecandelivermorevaluetocustomers LearningandGrowthArewemaintainingourabilitytochangeandimprove PerformanceMeasures Whatareourfinancialgoals Whatcustomersdowewanttoserveandhowarewegoingtowinandretainthem Whatinternalbusi nessprocessesarecriticaltoprovidingvaluetocustomers VisionandStrategy TheBalancedScorecard Non financialMeasures Thebalancedscorecardreliesonnon financialmeasuresinadditiontofinancialmeasuresfortworeasons TheBalancedScorecardforIndividuals Apersonalscorecardshouldcontainmeasuresthatcanbeinfluencedbytheindividualbeingevaluatedandthatsupportthemeasuresintheoverallbalancedscorecard Theentireorganizationshouldhaveanoverallbalancedscorecard Eachindividualshouldhaveapersonalbalancedscorecard Thebalancedscorecardlaysoutconcreteactionstoattaindesiredoutcomes Abalancedscorecardshouldhavemeasuresthatarelinkedtogetheronacause and effectbasis Ifweimproveoneperformancemeasure Anotherdesiredperformancemeasurewillimprove TheBalancedScorecard TheBalancedScorecardandCompensation Incentivecompensationshouldbelinkedtobalancedscorecardperformancemeasures TheBalancedScorecardJaguarExample Employeeskillsininstallingoptions Numberofoptionsavailable Timetoinstalloption Customersatisfactionwithoptions Numberofcarssold Contributionpercar Profit Exhibit10 13 TheBalancedScorecardJaguarExample Employeeskillsininstallingoptions Numberofoptionsavailable Timetoinstalloption Customersatisfactionwithoptions Numberofcarssold Contributionpercar Profit Strategies Results Employeeskillsininstallingoptions Numberofoptionsavailable Timetoinstalloption Customersatisfactionwithoptions Numberofcarssold Contributionpercar Profit Results TheBalancedScorecardJaguarExample Employeeskillsininstallingoptions Numberofoptionsavailable Timetoinstalloption Customersatisfactionwithoptions Numberofcarssold Contributionpercar Profit Results TheBalancedScorecardJaguarExample TheBalancedScorecardJaguarExample Employeeskillsininstallingoptions Numberofoptionsavailable Timetoinstalloption Customersatisfactionwithoptions Numberofcarssold Contributionpercar Profit Results Ifnumberofcarssoldandcontributionpercarincrease profitsincrease AdvantagesofGraphicFeedback Wheninterpretingitsperformance Jaguarwilllookforcontinualimprovement Itiseasiertospottrendsorunusualperformanceifthesedataarepresentedgraphically LearningObjective6 Computedeliverycycletime throughputtime andmanufacturingcycleefficiency MCE Processtimeistheonlyvalue addedtime DeliveryPerformanceMeasures WaitTime ProcessTime InspectionTime MoveTime QueueTime DeliveryPerformanceMeasures WaitTime ProcessTime InspectionTime MoveTime QueueTime Qu