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PLEASE SHOW STEP by STEP CALCULATIONS OF ALL QUESTIONS. NOT JUST FORMULA OR ANSWER.
SESSION 8 CASE STUDIES (STATEMENTS) CASE STUDY . MALCOLM REYNOLDS Malcolm Reynolds makes and sells a single product, Product Q, with the following standard specification for materials Quantity (in kg) Price per kilogram Direct Materials X 12 €40 Direct Materials Y 8 €32 It takes 20 direct Labour Hours to produce 1 unit with a standard direct labour cost of €10 per hour. The annual sales/production is 2 400 units evenly spread throughout the year. The standard selling price was € 1250 per unit. The budgeted production overhead, all fixed, is €288 000 and expenditure is expected to occur evenly over the year, which the company divides into 12 caldendar months. Absorption of Overhead charges is based on direct labour hours. For the month of October the following actual information is provided. Sales (220 units) €264 000 Cost of sales Direct Materials used €159 000 Direct Wages €45 400 Fixed Production Overhead €23 000 €227 400 Gross Profit € 36 600 Administration costs €13 000 Selling and distribution costs € 8 000 €21 000 Operating Profit €15 600 Costs of opening inventories, for each material, were at the same price per kilogram as the purchases made during the month of October but there had been changes in the materials inventory levels : October 1 October 30 Material X 680 kgs 1 180 kgs Material Y 450 kgs 350 kgs Material X purchases were 3 000 kgs at €42 each. Material Y purchases were 1 700 kgs at €30 each. The number of direct labour hours worked was 4 600 and the total wages incurred €45 400. Work-in-progress (WIP) inventories and finished goods inventories are assumed to be the same at the beginning of October and end of October. Q1. Prepare a standard product cost for one unit of product Q showing the standard selling price and the standard gross profit per unit Q2. Calculate appropriate variances for the materials, labour, fixed, production overhead and sales, noting that it is a company policy to compute material price variances at time of issue to production and that Malcom does not calculate mix and yield variances. Q3. Prepare a statement for management reconciling the budgeted gross profit with the actual gross profit. CASE STUDY : LUXXOTICA GROUP Luxxotica Group manufactures a full line of well-known sunglasses frames and lenses. Luxxotica uses a standard costing system to set achievable 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 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 Accardi, manager of the Visionaire line, will be expected to explain his variances and suggest ways of improving performance. Accardi will be asked to explain the following performance for 2015 (all figures are expressed in Euros): Actual results Static Budget Amounts Unit Sold 4 850 5 000 Revenues 397 700 400 000 Variable manufacturing costs 234 463 216 000 Fixed manufacturing costs 72 265 75 000 Operating Profit 90 792 109 000 Accardi also collected the following information: 3 items comprised the standard variable manufacturing costs in 2015: • Direct Materials: Frames. Static budget of €33 000. The standard input for 2015 is 30 grammes per unit. • Direct Material: Lenses. Static budget of €93 000. The standard input for 2015 is 60 grammes per unit. • Direct manufacturing labor: Static budget costs of €90 000. The standard input for 2015 is 1.20 hours per unit. Then, we assume that no variable manufacturing costs. The actual manufacturing costs in 2015 were as follows: • Direct Materials: Frames. Actual costs are €37 248. Actual grammes used were 32 grammes per unit. • Direct Materials: Lenses. Actual costs are €100 492. Actual grammes used were 70 grammes per unit. • Direct Manufacturing labor. Actual costs are €96 903. The actual labor rate was €14.80 per hour. Q1. Prepare a report that includes the following variances: a. Sales price variance (Hint: Selling price variance = (Actual sales price − Budgeted sales price) × Actual sales volume) b. Sales volume variance for operating profit c. Flexible budget variance for operating profit d. Price and Usage (or Efficiency) Variance for Direct Materials: Frames, Lenses: (Hint: Material Efficiency variance = Actual unit usage - Standard unit usage) x Standard cost per unit) e. Price and Efficiency Variance for Direct Manufacturing labor. Q2. Give three explanations for each of the three price and efficiency variances calculated above. Q3. Propose a complementary analysis to variance analysis. Justify the usage in the context of Luxxotica Group Chapter 5 Budgets, Variance Analysis, and Management Control Saut de page PRACTICE EXERCISES EXERCISE . DUCK DECOY The actual information pertains to the third quarter. As part of the budgeting process, the Duck Decoy Department of Wooden Figurines Incorporated had developed the following static budget for the third quarter. Duck Decoy is in the process of preparing the flexible budget and understanding the results. Actual Results Flexible Budget Static Budget Sales volume (in units) €13,000 ________ €12,000 Sales revenues €257,500 _______ €250,000 Variable costs €154,000 ________ €175,000 Contribution margin €103,500 ________ €75,000 Fixed costs € 50,500 ________ € 49,500 Operating profit € 53,000 ________ €25,500 Q1. What is the flexible budget for variable costs ? Q2. Compute the flexible budget for the fixed costs. Q3. Calculate the flexible-budget variance for variable costs Q4. Indicate the primary reason for high actual operating profits EXERCISE XYZ LIMITED XYZ Limited is planning to make 120,000 units per period of a new product. The following standards have been set: Per unit Direct material A 1.2 kg at €11 per kg Direct material B 4.7 kg at €6 per kg Direct labour: Operation 1 42 minutes Operation 2 37 minutes Operation 3 11 minutes All direct operators are paid at the rate of €8 per hour. Attainable work hours are less than clock hours, so the 500 direct operators have been budgeted for 400 hours each in the period. Actual results for the period were: • Production 126,000 units • Direct labour cost €1.7 m for 215,000 clock hours • Material A cost €1.65 m for 150,000 kg • Material B cost €3.6 m for 590,000 kg Q1. (i) A realistic labour efficiency variance for the period is €……………… • adverse • favourable (ii) The labour rate variance for the period is €……………… • adverse • favourable Q2. (i) The material price variances for the period are Material A : …………….€ • adverse • favourable Material B : …………….€ • adverse • favourable (ii) The material usage variances for the period are: Material A : …………….€ • adverse • favourable Material B : …………….€