The document discusses calculating material variances using standard costs. It provides an example where a company had a standard cost of $5 per kg for fiberfill material, but actually purchased it for $4.90 per kg. This resulted in a $21 favorable price variance. However, the actual quantity of material used was 10 kg more than the standard quantity, resulting in a $50 unfavorable quantity variance. The document also discusses calculating variances when the quantity purchased differs from the quantity used.
This document discusses standard costs and variances. It provides information on setting standards for direct materials, direct labor, and manufacturing overhead. Standards are set based on practical levels that can be attained with reasonable effort. Variances measure the difference between actual and standard costs/quantities. The document includes an example calculating direct materials price and quantity variances when actual material costs and quantities differ from standards. Price variance is the difference in actual vs standard price per unit, and quantity variance is the difference in actual vs standard quantity.
This document provides information and formulas for calculating different types of variances, including material, direct labor, and variable overhead variances. It explains how to calculate price and quantity variances for materials, as well as rate and efficiency variances for direct labor and variable overhead. Formulas are given for each variance, and examples are worked through step-by-step to demonstrate how to calculate variances for different companies and time periods. The document aims to teach the concepts and calculations involved in variance analysis.
Costi Standard: 4. Variazione dei Costi Standard - Manodopera direttaManager.it
The document discusses Hanson Inc.'s standard costs and actual costs for direct labor to produce zippies. Hanson's standard is 1.5 hours of labor per zippy at a rate of $12 per hour. Last week, Hanson used 1,550 labor hours at a total cost of $18,910 to produce 1,000 zippies. This resulted in an actual labor rate of $12.20 per hour. Hanson had an unfavorable labor rate variance of $310 and an unfavorable labor efficiency variance of $600. The variances are explained by differences between actual and standard hours and rates.
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo Manager.it
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attivitàManager.it
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempoManager.it
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
This document discusses standard costs and variances. It provides information on setting standards for direct materials, direct labor, and manufacturing overhead. Standards are set based on practical levels that can be attained with reasonable effort. Variances measure the difference between actual and standard costs/quantities. The document includes an example calculating direct materials price and quantity variances when actual material costs and quantities differ from standards. Price variance is the difference in actual vs standard price per unit, and quantity variance is the difference in actual vs standard quantity.
This document provides information and formulas for calculating different types of variances, including material, direct labor, and variable overhead variances. It explains how to calculate price and quantity variances for materials, as well as rate and efficiency variances for direct labor and variable overhead. Formulas are given for each variance, and examples are worked through step-by-step to demonstrate how to calculate variances for different companies and time periods. The document aims to teach the concepts and calculations involved in variance analysis.
Costi Standard: 4. Variazione dei Costi Standard - Manodopera direttaManager.it
The document discusses Hanson Inc.'s standard costs and actual costs for direct labor to produce zippies. Hanson's standard is 1.5 hours of labor per zippy at a rate of $12 per hour. Last week, Hanson used 1,550 labor hours at a total cost of $18,910 to produce 1,000 zippies. This resulted in an actual labor rate of $12.20 per hour. Hanson had an unfavorable labor rate variance of $310 and an unfavorable labor efficiency variance of $600. The variances are explained by differences between actual and standard hours and rates.
Gestione del Tempo 4. I sei Consigli di valutazione del Tempo Manager.it
The document provides tips for managing time at the start of each day. Tip #1 is to preview your schedule and get oriented by reviewing your priorities and plans for the week. Tip #2 is to prioritize activities as most important (QI) or second most important (QII) to focus on. Tip #3 is to organize your schedule with time-sensitive tasks on the right and flexible tasks on the left. The document also recommends evaluating your week by reflecting on goals achieved, challenges faced, decisions made, and whether you focused on priorities.
Gestione del Tempo 3. I Quadranti del Tempo per Gestire le attivitàManager.it
This document discusses time management and prioritizing important tasks. It explains Stephen Covey's time management matrix which divides tasks into four quadrants based on their urgency and importance. The most important quadrant is quadrant II which contains important but not urgent tasks. The document provides a six step process for focusing on quadrant II tasks: 1) connect with your vision and mission, 2) identify your roles, 3) select goals for each role, 4) organize your week, 5) exercise integrity, and 6) evaluate. It emphasizes the importance of scheduling priorities rather than prioritizing your schedule in order to focus on quadrant II goals.
Gestione del Tempo 1. I sei passi della gestione del tempoManager.it
This document outlines a framework for improving time management skills. It discusses connecting goals to a mission and vision, reviewing roles and responsibilities, identifying goals, organizing weekly schedules, and evaluating progress. The framework uses both a "clock" approach of managing commitments and a "compass" approach of leading with vision and values. Traditional time management approaches are also mentioned, from basic notes and checklists to more advanced planning, prioritization, and control.
Ipercompetizione 5. Capacità di creare delle DiscontinuitàManager.it
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della DiscontinuitàManager.it
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR managementManager.it
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e SviluppoManager.it
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle CarriereManager.it
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni Manager.it
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
Ipercompetizione 5. Capacità di creare delle DiscontinuitàManager.it
Speed and surprise are important capabilities for taking advantage of opportunities, responding quickly to competitors, and gaining competitive advantages. Speed enhances a firm's ability to serve customers and choose when to enter a market. Surprise is also crucial as it can delay competitors' entrance into the market, allowing more time for a firm to create a strong position before the competition responds.
Strategic soothsaying is a process of seeking new knowledge to predict and create temporary opportunities that competitors do not currently serve. These opportunities can be found by creatively combining products, understanding trends that will create new opportunities, and serving new customer markets with existing company capabilities.
Ipercompetizione 2. Strategia della DiscontinuitàManager.it
The document discusses a strategy for disruption in a hypercompetitive era. It outlines having a vision for disruptions that create superior stakeholder satisfaction through strategic foresight. It also emphasizes building capabilities for speed and surprise against opponents as well as tactics like shifting rules of competition, using signals to influence the future, and executing simultaneous and sequential strategic thrusts.
HR Management 4. Gestione delle PerformanceManager.it
The document discusses performance management and appraisals, outlining their purposes, processes, and key elements. It notes that appraisals should provide information for promotion and salary decisions, as well as opportunities for managers and subordinates to review work and develop improvement plans. The document also identifies common problems that can occur in appraisal processes, such as bias, lack of clear standards, and poor feedback, and provides examples of competency and performance result elements that should be evaluated.
This document discusses training and development processes. It covers assessing training needs through task and competency analysis. It also discusses developing competency profiles for positions and creating training matrices. The document provides tips for enhancing training effectiveness such as making material meaningful, providing practice, and motivating trainees. It describes formal courses, on-the-job training like apprenticeships, and informal mentoring. Finally, it discusses evaluating training across four levels from reactions to learning to behavior change to business impact.
This document discusses different types of employee selection tests, including their advantages and disadvantages. The three main factors that determine test quality are criterion validity, content validity, and reliability. Common types of selection tests are cognitive ability tests, personality tests, and interviews. Cognitive ability tests measure general mental ability and have high reliability but can show adverse impact. Personality tests provide more applicant information but responses may be altered and validity is lacking. Interviews allow skills assessment but are subjective and unreliable.
HR Management 1. I principi dell'HR managementManager.it
The document discusses the principles of human resource (HR) management, including an overview of the HR management cycle and how HR strategy relates to business results. It also covers topics like manpower planning, recruitment, and selection. Specifically, it describes manpower planning as determining current and future staffing needs based on factors like company strategy, job analysis, and projected turnover. It also discusses techniques for recruiting external candidates like using a recruitment yield pyramid to determine the number of applicants needed to hire the required staff.
Gestione delle Competenze 5. Formazione e SviluppoManager.it
This document discusses competency-based training and development frameworks. It outlines assessing employees' current competency levels, identifying any gaps between their competencies and those required for their positions, and developing training and development programs to close those gaps. The frameworks include competency profiles per position and training matrices that identify compulsory training needed to develop specific competencies.
Gestione delle Competenze 4. Pianificazione delle CarriereManager.it
This document discusses competency-based career planning and development. It defines career path as a series of positions requiring similar competencies that allow an employee to achieve higher positions. It outlines assessing employees' career needs and competency levels, as well as organizational needs, and developing matching development programs including training, assignments, and programs. These include defining competency profiles for positions, categorizing positions into job families with career paths, and implementing development programs.
Gestione delle Competenze 3. Intervista nelle Selezioni Manager.it
The document discusses competency-based interviews for selection. It describes conventional interviews as unstructured with no standard format or scoring system, resulting in low reliability and validity. Competency-based interviews are structured around competencies, with questions focused on past behavioral examples. The STAR (Situation, Task, Action, Result) approach is used to disclose specific examples. Competency-based interviews have high validity and reliability due to standardized scoring based on behavioral indicators. Potential biases in interviews like first impressions, halo effect, and contrast effect are also outlined.
Gestione delle Competenze 2. Sviluppare il modello di competenzaManager.it
This document discusses competency-based human resource management. It defines competency as a combination of skills, knowledge, and behaviors that can be measured and are indicators of successful job performance. Competency models focus on how a job is performed rather than just what tasks are involved. The document outlines the competency identification process and provides examples of competency definitions and key behaviors. It also discusses benefits of competency models for both managers and employees, such as improved hiring and performance management. Finally, it identifies characteristics of successful competency model implementation, including alignment with organizational goals, integration across HR processes, effective communication, and making the models part of the organizational culture.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Monthly Market Risk Update: June 2024 [SlideShare]Commonwealth
Markets rallied in May, with all three major U.S. equity indices up for the month, said Sam Millette, director of fixed income, in his latest Market Risk Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
Calculation of compliance cost: Veterinary and sanitary control of aquatic bi...Alexander Belyaev
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What Lessons Can New Investors Learn from Newman Leech’s Success?Newman Leech
Newman Leech's success in the real estate industry is based on key lessons and principles, offering practical advice for new investors and serving as a blueprint for building a successful career.
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
KYC Compliance: A Cornerstone of Global Crypto Regulatory FrameworksAny kyc Account
This presentation explores the pivotal role of KYC compliance in shaping and enforcing global regulations within the dynamic landscape of cryptocurrencies. Dive into the intricate connection between KYC practices and the evolving legal frameworks governing the crypto industry.
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
2. Standard Costs
Let’s use the general model
to calculate standard cost
variances for
direct material.
3. Glacier Peak Outfitters has the following
direct material standard for the fiberfill in its
mountain parka.
0.1 kg. of fiberfill per parka at $5.00 per kg.
Last month 210 kgs of fiberfill were
purchased and used to make 2,000 parkas.
The material cost a total of $1,029.
Material Variances
Example
4. 210 kgs. 210 kgs. 200 kgs.
× × ×
$4.90 per kg. $5.00 per kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000
Price variance
$21 favorable
Quantity variance
$50 unfavorable
Actual Quantity Actual Quantity Standard Quantity
× × ×
Actual Price Standard Price Standard Price
Material Variances
Summary
5. 210 kgs. 210 kgs. 200 kgs.
× × ×
$4.90 per kg. $5.00 per kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000
Price variance
$21 favorable
Quantity variance
$50 unfavorable
Actual Quantity Actual Quantity Standard Quantity
× × ×
Actual Price Standard Price Standard Price
$1,029 ÷ 210 kgs
= $4.90 per kg
Material Variances
Summary
6. 210 kgs. 210 kgs. 200 kgs.
× × ×
$4.90 per kg. $5.00 per kg. $5.00 per kg.
= $1,029 = $1,050 = $1,000
Price variance
$21 favorable
Quantity variance
$50 unfavorable
Actual Quantity Actual Quantity Standard Quantity
× × ×
Actual Price Standard Price Standard Price
0.1 kg per parka × 2,000 parkas
= 200 kgs
Material Variances
Summary
7. Note: Using the formulas
Materials price variance
MPV = AQ (AP - SP)
= 210 kgs ($4.90/kg - $5.00/kg)
= 210 kgs (-$0.10/kg)
= $21 F
Materials quantity variance
MQV = SP (AQ - SQ)
= $5.00/kg (210 kgs-(0.1 kg/parka × 2,000 parkas))
= $5.00/kg (210 kgs - 200 kgs)
= $5.00/kg (10 kgs)
= $50 U
8. Quick Check ƴ
Suppose only 190 kgs of fiberfill were used to
make 2,000 parkas. What is the materials
quantity variance? Remember that the
standards call for 0.1 kg of fiberfill per parka at a
cost of $5 per kg of fiberfill.
a. $50 F
b. $50 U
c. $100 F
d. $100 U
Suppose only 190 kgs of fiberfill were used to
make 2,000 parkas. What is the materials
quantity variance? Remember that the
standards call for 0.1 kg of fiberfill per parka at a
cost of $5 per kg of fiberfill.
a. $50 F
b. $50 U
c. $100 F
d. $100 U
9. Suppose only 190 kgs of fiberfill were used to
make 2,000 parkas. What is the materials
quantity variance? Remember that the
standards call for 0.1 kg of fiberfill per parka at a
cost of $5 per kg of fiberfill.
a. $50 F
b. $50 U
c. $100 F
d. $100 U
Suppose only 190 kgs of fiberfill were used to
make 2,000 parkas. What is the materials
quantity variance? Remember that the
standards call for 0.1 kg of fiberfill per parka at a
cost of $5 per kg of fiberfill.
a. $50 F
b. $50 U
c. $100 F
d. $100 U
Quick Check
MQV = SP (AQ - SQ)
= $5.00/kg (190 kgs-(0.1 kg/parka ×2,000 parkas))
= $5.00/kg (190 kgs - 200 kgs)
= $5.00/kg (-10 kgs)
= $50 F
10. If the material quantity standard specifies
exactly how much material should be in the final
product without any wastage, is a favorable (F)
materials quantity variance a good thing?
a. Yes
b. No
If the material quantity standard specifies
exactly how much material should be in the final
product without any wastage, is a favorable (F)
materials quantity variance a good thing?
a. Yes
b. No
Quick Check
11. Quick Check
If the material quantity standard specifies
exactly how much material should be in the final
product without any wastage, is a favorable (F)
materials quantity variance a good thing?
a. Yes
b. No
If the material quantity standard specifies
exactly how much material should be in the final
product without any wastage, is a favorable (F)
materials quantity variance a good thing?
a. Yes
b. No
12. Standard Costs
Let’s use the general model
to calculate all standard cost
variances, starting with
direct material.
13. Hanson Inc. has the following direct material
standard to manufacture one Zippy:
1.5 pounds per Zippy at $4.00 per pound
Last week 1,700 pounds of material were
purchased and used to make 1,000 Zippies.
The material cost a total of $6,630.
Material Variances
Example
Zippy
14. What is the actual price per pound
paid for the material?
a. $4.00 per pound.
b. $4.10 per pound.
c. $3.90 per pound.
d. $6.63 per pound.
What is the actual price per pound
paid for the material?
a. $4.00 per pound.
b. $4.10 per pound.
c. $3.90 per pound.
d. $6.63 per pound.
Quick Check Zippy
15. What is the actual price per pound
paid for the material?
a. $4.00 per pound.
b. $4.10 per pound.
c. $3.90 per pound.
d. $6.63 per pound.
What is the actual price per pound
paid for the material?
a. $4.00 per pound.
b. $4.10 per pound.
c. $3.90 per pound.
d. $6.63 per pound.
AP = $6,630 ÷ 1,700 lbs.
AP = $3.90 per lb.
Quick Check Zippy
16. Hanson’s material price variance
(MPV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
Hanson’s material price variance
(MPV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
Quick Check Zippy
17. Hanson’s material price variance
(MPV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
Hanson’s material price variance
(MPV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
MPV = AQ(AP - SP)
MPV = 1,700 lbs. × ($3.90 - 4.00)
MPV = $170 Favorable
Quick Check Zippy
18. The standard quantity of material that
should have been used to produce
1,000 Zippies is:
a. 1,700 pounds.
b. 1,500 pounds.
c. 2,550 pounds.
d. 2,000 pounds.
The standard quantity of material that
should have been used to produce
1,000 Zippies is:
a. 1,700 pounds.
b. 1,500 pounds.
c. 2,550 pounds.
d. 2,000 pounds.
Quick Check Zippy
19. The standard quantity of material that
should have been used to produce
1,000 Zippies is:
a. 1,700 pounds.
b. 1,500 pounds.
c. 2,550 pounds.
d. 2,000 pounds.
The standard quantity of material that
should have been used to produce
1,000 Zippies is:
a. 1,700 pounds.
b. 1,500 pounds.
c. 2,550 pounds.
d. 2,000 pounds.SQ = 1,000 units × 1.5 lbs per unit
SQ = 1,500 lbs
Quick Check Zippy
20. Quick Check
Hanson’s material quantity variance (MQV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
Hanson’s material quantity variance (MQV)
for the week was:
a. $170 unfavorable.
b. $170 favorable.
c. $800 unfavorable.
d. $800 favorable.
Zippy
21. 1,700 lbs. 1,700 lbs. 1,500 lbs.
× × ×
$3.90 per lb. $4.00 per lb. $4.00 per lb.
= $6,630 = $ 6,800 = $6,000
Price variance
$170 favorable
Quantity variance
$800 unfavorable
Actual Quantity Actual Quantity Standard Quantity
× × ×
Actual Price Standard Price Standard Price
Material Variances
Summary
Zippy
22. Material Variances
Hanson purchased and
used 1,700 pounds.
How are the variances
computed if the amount
purchased differs from
the amount used?
The price variance is
computed on the entire
quantity purchased.
The quantity variance
is computed only on
the quantity used.
23. Hanson Inc. has the following material
standard to manufacture one Zippy:
1.5 pounds per Zippy at $4.00 per pound
Last week 2,800 pounds of material were
purchased at a total cost of $10,920, and
1,700 pounds were used to make 1,000
Zippies.
Material Variances
Continued
Zippy
24. Actual Quantity Actual Quantity
Purchased Purchased
× ×
Actual Price Standard Price2,800 lbs. 2,800 lbs.
× ×
$3.90 per lb. $4.00 per lb.
= $10,920 = $11,200
Price variance
$280 favorable
Price variance increases
because quantity
purchased increases.
Zippy
Material Variances
Continued
25. Actual Quantity
Used Standard
Quantity
× ×
Standard Price Standard Price
1,700 lbs. 1,500 lbs.
× ×
$4.00 per lb. $4.00 per lb.
= $6,800 = $6,000
Quantity variance
$800 unfavorable
Quantity variance is
unchanged because
actual and standard
quantities are unchanged.
Material Variances
Continued
Zippy
26. Isolation of Material
Variances
I need the price variance
sooner so that I can better
identify purchasing problems.
You accountants just don’t
understand the problems that
purchasing managers have.
I’ll start computing
the price variance
when material is
purchased rather than
when it’s used.
27. Responsibility for Material
Variances
I am not responsible for
this unfavorable material
quantity variance.
You purchased cheap
material, so my people
had to use more of it.
You used too much material
because of poorly trained
workers and poorly
maintained equipment.
Also, your poor scheduling
sometimes requires me to
rush order material at a
higher price, causing
unfavorable price variances.