1. John Wiley & Sons, Inc. Prepared by Karleen Nordquist.. The College of St. Benedict... and St. John’s University... with contributions by Marianne Bradford.. The University of Tennessee... Gregory K. Lowry…. Macon Technical Institute….. Managerial Accounting Weygandt, Kieso, & Kimmel

2. Chapter 8 Performance Evaluation Through Standard Costs

3. After studying this chapter, you should be able to: 1Distinguish between a standard and a budget. 2Identify the advantages of standard costs. 3Describe how standards are set. 4Indicate the formulas for determining direct materials and direct labor variances. 5State the formulas for determining manufacturing overhead variances. 6Discuss the reporting of variances. 7Identify the features of a standard cost accounting system. Chapter 8 Performance Evaluation Through Standard Costs

4. Preview of Chapter 8 Need for Standards Standards vs. Budgets Why Standard Costs? Setting Standards Ideal vs. Normal Case Study PERFORMANCE EVALUATION THROUGH STANDARD COSTS

5. Preview of Chapter 8 Variances from Standards Analyzing Reporting Standard Cost Accounting System Journal Entries Ledger Accounts Statement Presentation PERFORMANCE EVALUATION THROUGH STANDARD COSTS

6. The Need for Standards  Standards are common in business; those imposed by government agencies are often called regulations.  In managerial accounting, standard costs are predetermined unit costs, which are used as measures of performance.  The focus in this text is on manufacturing standards; however, standards are applicable to many types of businesses.

7. Distinguish between a standard and a budget. Study Objective 1

8. Distinguishing Between Standards and Budgets  Conceptually, standards and budgets are essentially the same. Both are pre-determined costs and both contribute significantly to management planning and control.  A standard is a unit amount, whereas a budget is a total amount.  A standard is concerned with each individual cost component that makes up the entire budget.  Standard costs may be incorporated into a cost accounting system.

9. Identify the advantages of standard costs. Study Objective 2

10. Why Standard Costs? Carefully established and prudently used standard costs offer the following advantages to an organization:  They facilitate management planning.  They promote greater economy by making employees more “cost conscious.”  They are useful in setting selling prices.  They contribute to management control by providing a basis for the evaluation of cost control.  They are useful in highlighting variances in management by exception.  They simplify the costing of inventories and reduce clerical costs.

11. Describe how standards are set. Study Objective 3

12. Setting Standard Costs  The setting of standard costs to produce a unit of product is a difficult task.  Setting standards requires input from all persons who have responsibility for costs and quantities.  To be effective in controlling costs, standard costs need to be current at all times. Thus, standards should be under continuous review and should be changed whenever it is determined that the existing standards are not a good measure of performance.

13. Ideal versus Normal Standards Standards may be set at one of two levels:  Ideal standards represent optimum levels of performance under perfect operating conditions.  Normal standards represent efficient levels of performance that are attainable under expected operating conditions. Most companies that use standards set them at a normal level. Properly set normal standards should be rigorous but attainable.

14. Setting Standard Costs: A Case Study  To establish the standard cost of producing a product, it is necessary to establish standards for each manufacturing cost element - direct materials, direct labor, and manufacturing overhead.  The standard for each element is derived from a consideration of the standard price to be paid and the standard quantity to be used.  To illustrate, assume that Xonic, Inc., wishes to use standard costs to measure performance in filling an order for 1,000 gallons of Weed-O, a liquid weed killer. WEED-O

15. Direct Materials Price Standard  The direct materials price standard is the cost per unit of direct materials that should be incurred.  This standard is based on the purchasing department’s best estimate of the cost of raw materials.  This standard should include an amount for related costs such as receiving, storing, and handling.

16. Direct Materials Quantity Standard  The direct materials quantity standard is the quantity of direct materials that should be used per unit of finished goods.  This standard is expressed as a physical measure, such as pounds, barrels, or board feet.  This standard should include allowances for unavoidable waste and normal spoilage.

17. WEED-O A Case Study: Direct Materials  The direct materials price standard per pound of material for Xonic’s weed killer is: Unit Price Purchase price, net of discounts$2.70 Freight.20 Receiving and handling.10 Standard direct materials price per pound$3.00 Illustration 8-2  The direct materials quantity standard per unit of weed killer is: Quantity Item (Pounds) Required materials3.5 Allowance for waste.4 Allowance for spoilage.1 Standard direct materials quantity per unit4.0 Illustration 8-3

18. A Case Study: Standard Materials Cost per Unit  The standard direct materials cost per unit is the standard direct materials price times the standard direct materials quantity.  For Xonic, Inc., the standard direct materials cost per gallon of Weed-O is $12.00 ($3.00 x 4.0 pounds). WEED-O

19. Direct Labor Price Standard  The direct labor price standard is the rate per hour that should be incurred for direct labor.  This standard is based on current wage rates adjusted for anticipated changes, such as cost of living adjustments included in many union contracts.  This standard generally includes employer payroll taxes and fringe benefits, such as paid holidays and vacations.

20. Direct Labor Quantity Standard  The direct labor quantity standard is the time that should be required to make one unit of the product.  This standard is especially critical in labor-intensive companies.  In setting this standard, allowances should be made for rest periods, cleanup, machine setup, and machine downtime.

21. WEED-O A Case Study: Direct Labor  The direct labor price standard per direct labor hour for Xonic, Inc., is: Item Price Hourly wage rate$7.50 COLA.25 Payroll taxes.75 Fringe benefits 1.50 Standard direct labor rate per pound$10.00 Illustration 8-4  For Xonic, Inc., the direct labor quantity standard is: Quantity Item (Hours) Actual production time1.5 Rest periods and cleanup.2 Setup and downtime.3 Standard direct labor hours per unit2.0 Illustration 8-5

22. A Case Study: Standard Labor Cost per Unit  The standard direct labor cost per unit is the standard direct labor rate times the standard direct labor hours.  For Xonic, Inc., the standard direct labor cost per gallon of Weed-O is $20.00 ($10.00 x 2.0 hours). WEED-O

23. Manufacturing Overhead Standard  For manufacturing overhead, a standard predetermined overhead rate is used in setting the standard.  This overhead rate is determined by dividing budgeted overhead costs by an expected standard activity index.

24. WEED-O A Case Study: Manufacturing Overhead  Xonic, Inc., uses standard direct labor hours as the activity index. The company expects to produce 13,200 gallons of Weed-O. Since it takes two direct labor hours for each gallon, total standard direct labor hours are 26,400 (13,200 x 2). At this level of activity, overhead costs are expected to be $132,000, of which $79,200 are variable and $52,800 are fixed.  Xonic’s standard predetermined overhead rates are computed as shown below: Illustration 8-6 BudgetedStandard Overhead Rate OverheadDirect per Direct Costs Amount  Labor Hours= Labor Hour Variable$ 79,20026,400 $3.00 Fixed 52,80026,400 2.00 Total$132,000 26,400 $5.00

25. A Case Study: Standard Overhead Cost per Unit  The standard manufacturing overhead rate per unit is the predetermined overhead rate times the activity index quantity standard.  For Xonic, Inc., which uses direct labor hours as its activity index, the standard manufacturing overhead rate per gallon of Weed-O is $10.00 ($5.00 x 2.0 hours). WEED-O

26. Total Standard Cost per Unit  The total standard cost per unit is the sum of the standard costs of direct materials, direct labor, and manufacturing overhead.  For Xonic, Inc., the total standard cost per gallon of Weed-O is $42, as shown on the following standard cost card:  A standard cost card is prepared for each product. This card provides the basis for determining variances from standards. Product: Weed-OUnit Measure: Gallon ManufacturingStandard StandardStandard Cost Elements Quantity x Price = Cost Direct materials4 pounds$ 3.00 $12.00 Direct labor2 hours $10.00 $20.00 Manufacturing overhead2 hours $ 5.00 $10.00 $42.00 Illustration 8-7

27. Variances from Standards  A variance is the difference between total actual costs and total standard costs.  When actual costs exceed standard costs, the variance is unfavorable. An unfavorable variance suggests that too much was paid for materials and labor or that there were inefficiencies in using materials and labor.  If actual costs are less than standard costs, the variance is favorable. Favorable variances indicate efficiencies in incurring costs and in using materials and labor. However, be careful: a favorable variance could be obtained by using inferior materials.

28. Variances Illustrated  To illustrate variances, assume that in producing 1,000 gallons of Weed-O in the month of June, Xonic, Inc., incurred the following costs:  The total standard cost of Weed-O is $42,000 (1,000 gallons x $42). Thus, the total variance is $2,500, as shown: Direct materials$13,020 Direct labor20,580 Variable overhead6,500 Fixed overhead 4,400 Total actual costs$44,500 Illustration 8-8 Actual costs$44,500 Standard costs 42,000 Total variance$ 2,500 Illustration 8-9

29. Analyzing Variances  To properly interpret the significance of a variance, you must analyze it to determine the underlying factors. Analyzing variances begins with a determination of the cost elements that comprise the variance.  For each manufacturing cost element, a total dollar variance is computed. Then this variance is analyzed into a price variance and a quantity variance.

30. Relationships of Variances Total Variance Total Materials Variance Materials Price Variance Materials Quantity Variance ==+ Total Labor Variance Labor Price Variance Labor Quantity Variance ==+ Total Overhead Variance Overhead Controllable Variance Overhead Volume Variance ==+ Illustration 8-10

31. Indicate the formulas for determining direct materials and direct labor variances. Study Objective 4

32. Direct Materials Variances: Total  The total materials variance is computed from the following formula:  In completing the order for 1,000 gallons of Weed-O, Xonic used 4,200 pounds of direct materials purchased at a cost of $3.10 per unit.  For Xonic, Inc., the total materials variance is $1,020 ($13,020 - $12,000) unfavorable as shown below: (4,200 x $3.10) – (4,000 x $3.00) = $1,020 U Actual Quantity x Actual Price (AQ) x (AP) Standard Quantity x Standard Price (SQ) x (SP) Total Materials Variance (TMV) = – Illustration 8-25

33. Direct Materials Variances: Price  The materials price variance is computed from the following formula:  For Xonic, Inc., the materials price variance is $420 ($13,020 - $12,600) unfavorable as shown below: (4,200 x $3.10) – (4,200 x $3.00) = $420 U Actual Quantity x Actual Price (AQ) x (AP) Actual Quantity x Standard Price (AQ) x (SP) Materials Price Variance (MPV) = – Illustration 8-25

34. Direct Materials Variances: Quantity  The materials quantity variance is computed from the following formula:  For Xonic, Inc., the materials quantity variance is $600 ($12,600 - $12,000) unfavorable as shown below: (4,200 x $3.00) – (4,000 x $3.00) = $600 U Actual Quantity x Standard Price (AQ) x (SP) Standard Quantity x Standard Price (SQ) x (SP) Materials Quantity Variance (MQV) = – Illustration 8-13

35. Direct Materials Variances: Summary The total materials variance of $1,020 (U), therefore, consists of the following: Illustration 8-14 Materials price variance$ 420 U Materials quantity variance 600 U Total materials variance$1,020 U

36. Matrix for Direct Materials Variance A matrix is sometimes used to determine and analyze a variance. Actual Quantity x Actual Price (AQ) x (AP) 4,200 x $3.10 = $13,020 1 Actual Quantity x Standard Price (AQ) x (SP) 4,200 x $3.00 = $12,600 2 Standard Quantity x Standard Price (SQ) x (SP) 4,000 x $3.00 = $12,000 3 Total Variance – $13,020 – $12,000 = $1,020 U 13 Price Variance – $13,020 – $12,600 = $420 U 12 Quantity Variance – $12,600 – $12,000 = $600 U 23 Illustration 8-15

37. Causes of Materials Variances  The causes of variances may relate to both internal and external factors.  The investigation of a materials price variance usually begins in the purchasing department. – A variance may be beyond the control of purchasing such as with inflation or actions by groups over which the company has no control.  The starting point for determining the cause(s) of a materials quantity variance is in the production department. – A variance may be beyond the control of production, such as with inferior materials bought by purchasing.

38. Direct Labor Variances: Total  The total labor variance is computed from the following formula:  In completing the order for 1,000 gallons of Weed-O, Xonic incurred 2,100 direct labor hours at an average hourly rate of $9.80. The standard hours allowed for the units produced were 2,000 (1,000 x 2 hours) and the standard rate was $10 per hour.  The total labor variance is $580 ($20,580 - $20,000) unfavorable as shown below: (2,100 x $9.80) – (2,000 x $10.00) = $580 U Actual Hours x Actual Rate (AH) x (AR) Standard Hours x Standard Rate (SH) x (SR) Total Labor Variance (TLV) = – Illustration 8-16

39. Direct Labor Variances: Price  The labor price variance is computed from the following formula:  For Xonic, Inc., the labor price variance is $420 ($20,580 - $21,000) favorable as shown below: (2,100 x $9.80) – (2,100 x $10.00) = $420 F Actual Hours x Actual Rate (AH) x (AR) Actual Hours x Standard Rate (AH) x (SR) Labor Price Variance (LPV) = – Illustration 8-17

40. Direct Labor Variances: Quantity  The labor quantity variance is computed from the following formula:  For Xonic, Inc., the labor quantity variance is $1,000 ($21,000 - $20,000) unfavorable as shown below: (2,100 x $9.80) – (2,000 x $10.00) = $1,000 U Actual Hours x Standard Rate (AH) x (SR) Standard Hours x Standard Price (SH) x (SR) Labor Quantity Variance (LQV) = – Illustration 8-18

41. Direct Labor Variances: Summary The total labor variance of $580 unfavorable, therefore, consists of the following: Illustration 8-19 Labor price variance$ 420 F Labor quantity variance 1,000 U Total labor variance$ 580 U

42. Matrix for Direct Labor Variance Actual Hours x Actual Rate (AH) x (AR) 2,100 x $9.80 = $20,580 1 Actual Hours x Standard Rate (AH) x (SR) 2,100 x $10.00 = $21,000 2 Standard Hours x Standard Rate (SH) x (SR) 2,000 x $10.00 = $20,000 3 Total Variance – $20,580 – $20,000 = $580 U 13 Price Variance – $20,580 – $21,000 = $420 F 12 Quantity Variance – $21,000 – $20,000 = $1,000 U 23 Illustration 8-20

43. Causes of Labor Variances  Labor price variances usually result from two factors: – paying workers higher than expected wages, and – misallocation of workers.  When companies are not unionized, there is a higher likelihood of these variances.  The responsibility of these variances usually rests with the manager that authorized the wage increase or the production department.  Labor quantity variances relate to the efficiency of the workers.  These variances are usually the responsibility of the production department.

44. State the formulas for determining manufacturing overhead variances. Study Objective 5

45. Manufacturing Overhead Variances  The computation of the manufacturing overhead variances is conceptually the same as the computation of the materials and labor variances.  However, the task is more challenging for manufacturing overhead because both variable and fixed overhead costs must be considered.

46. Actual and Applied Overhead Costs As indicated earlier, Weed-O’s manufacturing overhead costs incurred were $10,900, as follows: Variable overhead$ 6,500 Fixed overhead 4,400 Total actual overhead$10,900 Illustration 8-21 With standard costs, manufacturing overhead costs are applied to work in process on the basis of the standard hours allowed, which are the hours that should have been worked for the units produced.  For the Weed-O order, the standard hours allowed are 2,000 and the predetermined overhead rate is $5 per direct labor hour. Thus, overhead applied is $10,000 (2,000 x $5). Note that actual hours of direct labor (2,100) are not used in applying manufacturing overhead.

47. Overhead Variances: Total  The formula for the total overhead variance is:  Thus, for Xonic, Inc., the total overhead variance is $900 unfavorable as shown below: $10,900 – $10,000 = $900 U Actual OverheadOverhead Applied Total Overhead Variance = – Illustration 8-22  The total overhead variance is generally analyzed through a price variance and a quantity variance. The name usually given to the price variance is the overhead controllable variance, whereas the quantity variance is referred to as the overhead volume variance.

48. Overhead Variances: Controllable  The formula for the overhead controllable variance is: Budgeted overhead is determined from the flexible manufacturing overhead budget for the standard hours allowed.  For Xonic, budgeted overhead at the 2,000 standards hours is $10,400 ($4,400 fixed + [$3 variable cost per unit x 2,000]).  Thus, Xonic’s overhead controllable variance is $500 unfavorable as shown below: $10,900 – $10,400 = $500 U Actual Overhead Overhead Budgeted Overhead Controllable Variance = – Illustration 8-24

49. Overhead Variances: Volume  The overhead volume variance indicates whether plant facilities were efficiently used during the period. The formula for computing the variance is as follows:  For Xonic, Inc., the overhead volume variance is $400 unfavorable as shown below: $10,400 – $10,000 = $400 U Overhead Budgeted Overhead Applied Overhead Volume Variance = – Illustration 8-25

50. Detailed Analysis of Overhead Volume Variance  The flexible overhead budget shows that of the budgeted overhead of $10,400, $6,000 of that amount is variable and $4,400 is fixed. The predetermined overhead rate of $5 consists of $3 variable and $2 fixed. Therefore: Overhead budgeted Variable costs$6,000 Fixed costs 4,400$10,400 Overhead applied Variable costs (2,000 x $3)6,000 Fixed costs (2,000 x $2) 4,000 10,000 Overhead volume variance – unfavorable$ 400 Illustration 8-26  A more detailed analysis shows that the overhead volume variance relates solely to fixed costs (fixed costs budgeted $4,400 - fixed costs applied $4,000). Thus the volume variance measures the amount that fixed overhead costs are under- or overapplied.

51. Alternative Formula for Overhead Volume Variance Since total fixed costs remain the same at every level of activity within the relevant range and a predetermined overhead rate based on normal capacity is used in applying overhead, it follows that if the standard hours allowed are less than the standard hours at normal capacity, fixed overhead costs will be underapplied. In contrast, if production exceeds normal capacity, fixed overhead costs will be overapplied. Thus, an alternative formula is:  In Xonic, Inc., normal capacity is 26,400 hours for the year or 2,200 hours for a month (26,400  12), and the fixed overhead rate is $2 per hour. Thus, the $400 unfavorable overhead volume variance can be computed as shown below: $2 x (2,200 – 2,000) = $400 U Fixed Overhead Rate Normal Capacity Hours – Standard Hours Allowed Overhead Volume Variance = –

52. Overhead Variances: Summary The total overhead variance of $900 (U), therefore, consists of the following: Illustration 8-28 Overhead controllable variance$500 Overhead volume variance 400 U Total overhead variance$900 U In computing overhead variances, it is important to remember the following:  Standard hours allowed are used in each of the variances.  Budgeted costs for the controllable variance are derived from the flexible budget.  The controllable variance generally pertains to variable costs.  The volume variance pertains solely to fixed costs.

53. Matrix for Manufacturing Overhead Variance Actual Overhead $10,900 1 Overhead Budgeted for Standard Hours Allowed Variable $6,000 + Fixed $4,400 = $10,400 2 Overhead Applied on Standard Hours Allowed 2,000 x $5.00 = $10,000 3 Total Variance – $10,900 – $10,000 = $900 U 13 Controllable Variance – $10,900 – $10,400 = $500 U 12 Volume Variance – $10,400 – $10,000 = $400 U 23 Illustration 8-29

54. Causes of Manufacturing Overhead Variances  Since the controllable variance relates to variable manufacturing costs, the responsibility for this variance usually rests with the production department. The cause of an unfavorable variance may be – higher than expected use of indirect materials, indirect labor, and factory supplies, or – increases in indirect manufacturing costs, such as fuel costs or maintenance.  The overhead volume variance is the responsibility of the production department if the cause is inefficient use of direct labor or breakdowns. If the cause is a lack of sales orders, the responsibility rests elsewhere.

55. Discuss the reporting of variances. Study Objective 6

56. Reporting Variances  All variances should be reported to appropriate levels of management as soon as possible so that corrective action can be taken.  The form, content, and frequency of variance reports vary considerably among companies.  Variance reports facilitate the principle of management by exception. In using variance reports, top management normally looks for significant variances.

57. Identify the features of a standard cost accounting system. Study Objective 7

58. Standard Cost Accounting System  A standard cost accounting system is a double-entry system of accounting in which standard costs are used in making entries and variances are formally recognized in the accounts.  A standard cost, job order cost accounting system includes two important assumptions: – variances from standards are recognized at the earliest opportunity, and – the Work in Process account is maintained exclusively on the basis of standard costs.

59. Standard Cost Accounting System: Journal Entries  The transactions of Xonic, Inc., will be used to illustrate the journal entries in a standard cost accounting system.  Note that the the major difference between the entries here and those for the job order cost accounting system in Chapter 2 is the variance accounts.

60. Standard Cost Accounting System: Journal Entries 1Purchased raw materials on account for $13,200 when the standard cost is $12,600. The inventory account is debited for actual quantities at standard cost. This enables the perpetual materials records to show actual quantities. The price variance, which is unfavorable, is debited to Materials Price Variance. Raw Materials Inventory12,600 Materials Price Variance420 Accounts Payable13,020 (To record purchase of materials) Raw Materials Inventory12,600 Materials Price Variance420 Accounts Payable13,020 (To record purchase of materials)

61. Standard Cost Accounting System: Journal Entries 2Incur direct labor costs of $20,580 when the standard labor cost is $21,000. Like the raw materials inventory account, Factory Labor is debited for the actual hours worked at the standard hourly rate of pay. In this case, the labor variance is favorable. Thus, Labor Price Variance is credited. Factory Labor21,000 Labor Price Variance420 Wages Payable20,580 (To record direct labor costs) Factory Labor21,000 Labor Price Variance420 Wages Payable20,580 (To record direct labor costs)

62. Standard Cost Accounting System: Journal Entries 3Incur actual manufacturing overhead costs of $10,900. The controllable overhead variance is not recorded at this time. It depends on standard hours applied to work in process, which is not known at the time overhead is incurred. Manufacturing Overhead10,900 Accounts Payable/Cash/Acc. Depreciation10,900 (To record overhead incurred) Manufacturing Overhead10,900 Accounts Payable/Cash/Acc. Depreciation10,900 (To record overhead incurred)

63. Standard Cost Accounting System: Journal Entries 4Issue raw materials for production at a cost of $12,600 when the standard cost is $12,000. Work in Process Inventory is debited for standard materials quantities used at standard prices. The variance account is debited because the variance is unfavorable. Raw Materials Inventory is credited for actual quantities at standard prices. Work in Process Inventory12,000 Materials Quantity Variance600 Raw Materials Inventory12,600 (To record issuance of raw materials) Work in Process Inventory12,000 Materials Quantity Variance600 Raw Materials Inventory12,600 (To record issuance of raw materials)

64. Standard Cost Accounting System: Journal Entries 5Assign factory labor to production at a cost of $21,000 when standard cost is $20,000. Work in Process Inventory is debited for standard hours at standard rates, and the unfavorable variance is debited to Labor Quantity Variance. The credit to Factory Labor produces a zero balance in this account. Work in Process Inventory20,000 Labor Quantity Variance1,000 Factory Labor21,000 (To assign factory labor to jobs) Work in Process Inventory20,000 Labor Quantity Variance1,000 Factory Labor21,000 (To assign factory labor to jobs)

65. Standard Cost Accounting System: Journal Entries 6Applying manufacturing overhead to production, $10,000. Work in Process Inventory is debited for standard hours allowed multiplied by the standard overhead rate. Work in Process Inventory10,000 Manufacturing Overhead10,000 (To assign overhead to jobs) Work in Process Inventory10,000 Manufacturing Overhead10,000 (To assign overhead to jobs)

66. Standard Cost Accounting System: Journal Entries 7Transfer completed work to finished goods, $42,000. Both inventory accounts are at standard cost. Finished Goods Inventory42,000 Work in Process Inventory42,000 (To record transfer of completed work to finished goods) Finished Goods Inventory42,000 Work in Process Inventory42,000 (To record transfer of completed work to finished goods)

67. Standard Cost Accounting System: Journal Entries 8The 1,000 gallons of Weed-O are sold for $60,000. Cost of Goods Sold is debited at standard cost. Gross profit, in turn, is the difference between sales and the standard cost of goods sold. Accounts Receivable60,000 Cost of Goods Sold42,000 Sales60,000 Finished Goods Inventory42,000 (To record sale of finished goods and the COGS)

68. Standard Cost Accounting System: Journal Entries 9Recognize unfavorable overhead variances: controllable, $500; volume, $400. Prior to this entry, a debit balance of $900 existed in Manufacturing Overhead. The above entry therefore produces a zero balance in the Manufacturing Overhead account. The information needed for this entry is often not available until the end of the accounting period. Overhead Controllable Variance500 Overhead Volume Variance400 Manufacturing Overhead900 (To recognize overhead variances) Overhead Controllable Variance500 Overhead Volume Variance400 Manufacturing Overhead900 (To recognize overhead variances)

69. Ledger Accounts  The ledger accounts used in a standard job cost accounting system are the same as for the job order cost accounting system illustrated in Chapter 2, with the exception of adding ledger accounts for the variances.  All debit balances in variance accounts indicate unfavorable variances; all credit balances indicate favorable variances.

70. Statement Presentation of Variances  In income statements prepared for management under a standard cost accounting system, cost of goods sold is stated at standard cost and the variances are separately disclosed, as shown on the following slide.  In financial statements prepared for stockholders and other external users, standard costs may be used when there are no significant differences between actual costs and standard costs. Otherwise, inventories and cost of goods sold must be reported at actual costs.

71. Illustration 8-32 Sales$60,000 Cost of goods sold (at standard) 42,000 Gross profit (at standard)18,000 Variances Materials price$ 420 Materials quantity600 Labor price(420) Labor quantity1,000 Overhead controllable500 Overhead volume 400 Total variance unfavorable 2,500 Gross profit (actual)15,500 Selling and administrative expenses 3,000 Net income$12,500 Sales$60,000 Cost of goods sold (at standard) 42,000 Gross profit (at standard)18,000 Variances Materials price$ 420 Materials quantity600 Labor price(420) Labor quantity1,000 Overhead controllable500 Overhead volume 400 Total variance unfavorable 2,500 Gross profit (actual)15,500 Selling and administrative expenses 3,000 Net income$12,500 Xonic, Inc. Income Statement (for Management) For the Month Ended June 30, 1999 Variances in Income Statement for Management

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73. Chapter 8 Performance Evaluation Through Standard Costs