TESTBANK MANAGEMENT ACCOUNTING - Chapter10

ARAL ARAL DIN BES WAG PURO TESTBANK
MULTIPLE CHOICE QUESTIONS
1. A standard cost:
A. is the "true" cost of a unit of production.
B. is a budget for the production of one unit of a product or service.
C. can be useful in calculating equivalent units.
D. is normally the average cost within an industry.
E. is almost always the actual cost from previous years.
Answer: B LO: 1 Type: RC
2. Which of the following is a predetermined estimated cost that can be used in the calculation of
a variance?
A. Product cost.
B. Actual cost.
C. Standard cost.
D. Differential cost.
E. Marginal cost.
Answer: C LO: 1 Type: RC
3. Variances are computed by taking the difference between which of the following?
A. Product cost and period cost.
B. Actual cost and differential cost.
C. Price factors and rate factors.
D. Actual cost and standard cost.
E. Product cost and standard cost.
Answer: D LO: 1 Type: RC
4. The term "management by exception" is best defined as:

A. choosing exceptional managers.
B. controlling actions of subordinates through acceptance of management techniques.
C. investigating unfavorable variances.
D. devoting management time to investigate significant variances.
E. controlling costs so that non-zero variances are treated as "exceptional."
Answer: D LO: 1 Type: RC, N
Chapter 10 11
5. Which of the following are methods for setting standards?
A. Analysis of historical data.
B. Task analysis.
C. Task analysis and the analysis of historical data.
D. Matrix application forms.
E. Goal congruence.
6. Which of the following individuals is least likely to become involved in the setting of either
direct material standards or direct labor standards?
A. The purchasing manager.
B. A production supervisor.
C. An engineer.
D. A machine operator.
E. A company's president.
Answer: E LO: 2 Type: N
7. A perfection standard:
A. tends to motivate employees over a long period of time.
B. is attainable in an ideal operating environment.
C. would make allowances for normal amounts of scrap and waste.
D. is generally preferred by behavioral scientists.
E. will result in a number of favorable variances on a performance report.
Answer: B LO: 2 Type: RC, N
8. Consider the following statements:
I.Behavioral scientists find that perfection standards often discourage employees and result in
low worker morale.
II.Practical standards are also known as attainable standards.
III.Practical standards incorporate a certain amount of inefficiency such as that caused by an
occasional machine breakdown.
Which of the above statements is (are) true?

A. I only.
B. II only.
C. III only.
D. II and III.
E. I, II, and III.
Answer: E LO: 2 Type: RC
12 Hilton, Managerial Accounting, Seventh Edition

9. Which of the following would be considered if a company desires to establish a series of
practical manufacturing standards?
A. The productivity loss associated with a short-term worker slowdown.
B. Normal defect rates in an assembly process.
C. Highly unusual spoilage rates with direct materials.
D. Quantity discounts associated with purchases of direct materials.
E. Both "B" and "D"
Answer: E LO: 2 Type: RC, N
10. Which of the following would not be considered if a company desires to establish a series of
practical manufacturing standards?
A. Production time lost during unusual machinery breakdowns.
B. Normal worker fatigue.
C. Freight charges on incoming raw materials.
D. Production time lost during setup procedures for new manufacturing runs.
E. The historical 2% defect rate associated with raw material inputs.
Answer: A LO: 2 Type: RC, N
11. Which of the following choices correctly notes a characteristic associated

with perfection standards and one associated with practical standards?
Perfection Standards Practical Standards
A. Attainable in an ideal environment Incorporate abnormal occurrences when
setting quantity and efficiency targets
B. Result in many unfavorable variances Are often attainable by workers
C. Tend to boost worker morale Generally preferred by behavioral
scientists
D. Generally, are easily achieved by Result in both favorable and unfavorable
workers variances
E. Generally preferred by behavioral Are easier to achieve than perfection
scientists standards
Answer: B LO: 2 Type: RC, N
12. Consider the following statements:
I.The standard cost per unit of materials is used to calculate a materials price variance.
II.The standard cost per unit of materials is used to calculate a materials quantity variance.
III.The standard cost per unit of materials cannot be determined until the end of the period.

A. I only.
B. II only.
C. III only.
D. I and II.
E. I, II, and III.
Chapter 10 13
13. Which of the following choices correctly notes the use of the standard price
per unit of direct material when calculating the materials price variance
and the materials quantity variance?
Price Variance Quantity Variance
A. Used Always used
B. Used Occasionally used
C. Used Not used
D. Not used Always used
E. Not used Not used
Answer: A LO: 3 Type: RC
14. Most companies base the calculation of the materials price variance on the:
A. number of units purchased.
B. number of units spoiled.
C. number of units that should have been used.
D. number of units actually used.
E. number of units to be purchased during the next accounting period.
15. Which of the following correctly lists all the information needed to calculate a labor rate
variance?
A. Standard labor rate and actual hours worked.
B. Actual hours worked and actual units produced.
C. Standard labor rate, actual labor rate, and actual units produced.
D. Actual labor rate and actual hours worked.
E. Actual labor rate, standard labor rate, and actual hours worked.
16. Which of the following variances are most similar with respect to the manner in which they
are calculated?
A. Labor rate variance and labor efficiency variance.
B. Materials price variance and materials quantity variance.
C. Materials price variance, materials quantity variance, and total materials variance.
D. Materials price variance and labor efficiency variance.
E. Materials quantity variance and labor efficiency variance.
17. Which of the following variances cannot occur together during the same accounting period?
A. Unfavorable labor rate variance and favorable labor efficiency variance.
B. Unfavorable labor efficiency variance and favorable materials quantity variance.
C. Favorable labor rate variance and unfavorable total labor variance.
D. Favorable labor efficiency variance and favorable materials quantity variance.
E. None of the above, as all of these variance combinations are possible.
Chapter 10 15
18. If a company has an unfavorable direct-material quantity variance, then:
A. the direct-material price variance is favorable.
B. the total direct-material variance is unfavorable.
C. the total direct-material variance is favorable.
D. the direct-labor efficiency variance is unfavorable.
E. any of the above variances can occur.
19. A favorable labor efficiency variance is created when:

A. actual labor hours worked exceed standard hours allowed.
B. actual hours worked are less than the standard hours allowed.
C. actual wages paid are less than amounts that should have been paid.
D. actual units produced exceed budgeted production levels.
E. actual units produced exceed standard hours allowed.
Answer: B LO: 3 Type: N
20. Victoria, Inc., recently completed 52,000 units of a product that was expected to consume five
pounds of direct material per finished unit. The standard price of the direct material was $9
per pound. If the firm purchased and consumed 268,000 pounds in manufacturing (cost =
$2,304,800), the direct-materials quantity variance would be figured as:
A. $72,000F.
B. $72,000U.
C. $107,200F.
D. $107,200U.
E. none of the above.
Answer: B LO: 3 Type: A
21. Solo Corporation recently purchased 25,000 gallons of direct material at $5.60 per gallon.
Usage by the end of the period amounted to 23,000 gallons. If the standard cost is $6.00 per
gallon and the company believes in computing variances at the earliest point possible, the
direct-material price variance would be calculated as:
A. $800F.
B. $9,200F.
C. $9,200U.
D. $10,000F.
E. $10,000U.
Answer: D LO: 3 Type: A
Use the following to answer questions 22-23:
The following data relate to product no. 89 of Des Moines Corporation:
Direct material standard: 3 square feet at $2.50 per square foot

Direct material purchases: 30,000 square feet at $2.60 per square foot
Direct material consumed: 29,200 square feet

Manufacturing activity, product no. 89: 9,600 units completed
Chapter 10 17
22. The direct-material quantity variance is:
A. $1,000F.
B. $1,000U.
C. $1,040F.
D. $1,040U.
E. $2,000F.
23. The direct-material price variance is:

A. $2,880U.
B. $2,920F.
C. $2,920U.
D. $3,000F.
E. $3,000U.
Answer: E LO: 3 Type: A
24. Consider the following information:
Direct material purchased and used, 80,000 gallons

Standard quantity of direct material allowed for May production, 76,000 gallons
Actual cost of direct materials purchased and used, $176,000
Unfavorable direct-material quantity variance, $9,400
The direct-material price variance is:

A. $11,400F.
B. $11,400U.
C. $12,000F.
D. $12,000U.
Answer: C LO: 3 Type: A, N
25. Courtney purchased and consumed 50,000 gallons of direct material that was used in the
production of 11,000 finished units of product. According to engineering specifications, each
finished unit had a manufacturing standard of five gallons. If a review of Courtney's
accounting records at the end of the period disclosed a material price variance of $5,000U and
a material quantity variance of $3,000F, determine the actual price paid for a gallon of direct
material.
A. $0.50.
B. $0.60.
C. $0.70.
D. An amount other than those shown above.
E. Not enough information to judge.
Answer: C LO: 3 Type: A, N

Chapter 10 19
26. Holland Enterprises recently used 20,000 labor hours to produce 8,300 completed units.
According to manufacturing specifications, each unit is anticipated to take 2.5 hours to
complete. The company's actual payroll cost amounted to $370,000. If the standard labor cost
per hour is $18, Holland's labor rate variance is:
A. $10,000F.
B. $10,000U.
C. $10,375F.
D. $10,375U.
27. Denver Enterprises recently used 14,000 labor hours to produce 7,500 completed units.
According to manufacturing specifications, each unit is anticipated to take two hours to
complete. The company's actual payroll cost amounted to $158,200. If the standard labor cost
per hour is $11, Denver's labor efficiency variance is:
A. $11,000U.
B. $11,000F.
C. $11,300U.
D. $11,300F.
28. Alex Company recently completed 10,600 units of its single product, consuming 32,000 labor
hours that cost the firm $480,000. According to manufactur ing specifications, each unit
should have required 3 hours of labor time at $15.40 per hour. On the basis of this
information, determine Alex’s labor rate variance and labor efficiency variance.
Rate Efficiency
A. $12,720F $3,000F
B. $12,720F $3,000U
C. $12,800F $3,080F
D. $12,800F $3,080U
E. $12,800U $3,080U
The following data relate to product no. 33 of La Quinta Corporation:
Direct labor standard: 5 hours at $14 per hour

Direct labor used in production: 45,000 hours at a cost of $639,000
Manufacturing activity, product no. 33: 8,900 units completed

29. The direct-labor rate variance is:
A. $8,900F.
B. $8,900U.
C. $9,000F.
D. $9,000U.
30. The direct-labor efficiency variance is:

A. $7,000F.
B. $7,000U.
C. $7,100F.
D. $7,100U.
31. Consider the following information:
Actual direct labor hours 34,500

Standard direct labor hours 35,000
Total actual direct labor cost $241,500
Direct-labor efficiency variance, favorable $3,200
The direct-labor rate variance is:

A. $17,250U.
B. $20,700U.
C. $20,700F.
D. $21,000F.
Answer: B LO: 3 Type: A, N
32. Simms Corporation had a favorable direct-labor efficiency variance of $6,000 for the period
just ended. The actual wage rate was $0.50 more than the standard rate of $12.00. If the
company's standard hours allowed for actual production totaled 9,500, how many hours did
the firm actually work?
A. 9,000.
B. 9,020.
C. 9,980.
D. 10,000.
E. None of the above.
Answer: A LO: 3 Type: A , N
Chapter 10 21
Cost standards for product no. C77:

Direct material 3 pounds at $2.50 per pound $ 7.50
Direct labor 5 hours at $7.50 per hour 37.50
Actual results:
Units produced 7,800 units
Direct material purchased 26,000 pounds at $2.70 $ 70,200
Direct material used 23,100 pounds at $2.70 62,370
Direct labor 40,100 hours at $7.30 292,730
33. The direct-material quantity variance is:

A. $750F.
B. $750U.
C. $6,500U.
D. $7,250U.
Answer: A LO: 3 Type: A
34. The direct-material price variance is:

A. $4,620F.
B. $4,620U.
C. $5,200F.
D. $5,200U.
35. The direct-labor rate variance is:

A. $7,800F.
B. $7,950F.
C. $8,020F.
D. $8,000U.
Answer: C LO: 3 Type: A
36. The direct-labor efficiency variance is:

A. $8,000F.
B. $8,000U.
C. $8,250F.
D. $8,250U.

37. The standard hours allowed for the work performed are:
A. 5.
B. 5.14.
C. 39,000.
D. 40,100.
Answer: C LO: 3 Type: A
38. When considering whether to investigate a variance, managers should consider all of the
following except the variance's:
A. size.
B. pattern of recurrence.
C. trends over time.
D. nature, namely, whether it is favorable or unfavorable.
E. controllability.
39. Which of the following combinations of direct-material variances might prompt management
to undertake a detailed variance investigation?
A. Price, unfavorable; quantity, unfavorable.
B. Price, unfavorable; quantity, favorable.
C. Price, favorable; quantity, unfavorable.
D. Price favorable; quantity, favorable.
E. All of the above.
40. Consider the following statements about variance investigation:
I.Variance investigation involves a look at only unfavorable variances.

II.Variance investigation is typically based on a cost-benefit analysis.
III.Variance investigation is often performed by establishing guidelines similar to the
following: Investigate variances that are greater than $X or greater than Y% of standard
cost.

A. I only.
B. II only.
C. III only.
D. II and III.
E. I, II, and III.
Chapter 10 23
41. A statistical control chart is best used for determining:
A. direct-material price variances.
B. direct-labor variances.
C. whether a variance is favorable or unfavorable.
D. who should be held accountable for specific variances.
E. whether a particular variance should be investigated.
42. The individual generally responsible for the direct-material price variance is the:
A. sales manager.
B. production supervisor.
C. purchasing manager.
D. finance manager.
E. head of the human resources department.
43. A production supervisor generally has little influence over the:

A. direct-material quantity variance.
B. direct-labor rate variance.
C. direct-labor efficiency variance.
D. direct-material price variance.
E. number of units produced.
Answer: D LO: 5 Type: N
44. In which department would an investigation normally begin regarding an unfavorable

materials quantity variance?
A. Quality control.
B. Purchasing.
C. Engineering.
D. Production.
E. Receiving.
45. Cohen Corporation has a favorable materials quantity variance. Which department would
likely be asked to explain the cause of this variance?
A. Engineering.
B. Purchasing.
C. Production.
D. Marketing.
E. None, because the variance is favorable.
Answer: C LO: 5 Type: N

46. Rogers, Inc., had an unfavorable labor efficiency variance and an unfavorable materials
quantity variance. Which department might be held accountable for these variances?
A. Purchasing, because bad materials can harm labor efficiency.
B. Production, because inefficient workers may use more materials than allowed.
C. Purchasing and/or production.
D. Marketing.
E. Shipping.
47. A direct-material quantity variance can be caused by all of the following except:
A. improper employee training.
B. changes in sales volume.
C. acquisition of materials at a very attractive price.
D. adjustment problems with machines.
E. disgruntled workers.
Answer: B LO: 5 Type: N
48. A direct-labor efficiency variance cannot be caused by:

A. inexperienced employees.
B. poor quality raw materials.
C. employee inefficiency.
D. an out-of-date labor time standard.
E. producing fewer finished units than originally planned.
49. Justin Company recently purchased materials from a new supplier at a very attractive price.
The materials were found to be of poor quality, and the company's laborers struggled
significantly as they shaped the materials into finished product. In a desperation move to
make up for some of the time lost, the manufacturing supervisor brought in more-senior
employees from another part of the plant. Which of the following variances would have a
high probability of arising from this situation?
A. Material price variance, favorable.
B. Material quantity variance, unfavorable.
C. Labor rate variance, unfavorable.
D. Labor efficiency variance, unfavorable.
Chapter 10 25
50. Listed below are five variances (and possible causes) that are under review by management of
Knox Company. Which of the following is least likely to cause the variance indicated?
A. The need to ship goods acquired from a distant supplier via FedEx rather than via truck;
material price variance.
B. The need to complete goods on a timely basis during a period of high absenteeism; labor
rate variance.
C. A work-team that is very unhappy with its supervisor; labor efficiency variance.
D. The need to close a plant for two days because of blizzard conditions; material quantity
variance, part no. 542.
E. A malfunctioning piece of manufacturing equipment; labor efficiency variance.
Answer: D LO: 5 Type: N
51. Lucky Corporation's purchasing manager obtained a special price on an aluminum alloy from
a new supplier, resulting in a direct-material price variance of $9,500F. The alloy produced
more waste than normal, as evidenced by a direct-material quantity variance of $2,000U, and
was also difficult to use. This slowed worker efficiency, generating a $2,500U labor
efficiency variance. To help remedy the situation, the production manager used senior line
employees, which gave rise to a $900U labor rate variance. If overall product quality did not
suffer, what variance amount is best used in judging the appropriateness of the purchasing
manager's decision to acquire substandard material?
A. $4,100F.
B. $5,000F.
C. $7,000F.
D. $7,500F.
E. $9,500F.
Answer: A LO: 5 Type: A, N
52. Standard costs:

A. allow a manager to assess the efficiency of operations.
B. allow a company to practice management by exception.
C. provide management with a basis for performance evaluations.
D. if set correctly, can provide a motivational tool for employees.
E. will provide all of the above benefits for a company.
Answer: E LO: 7 Type: RC, N

53. Which of the following is a criticism of standard costing, as applied to today's manufacturing
environment?
A. Automated manufacturing processes are very consistent in meeting production
specifications, making variances very small and relatively unimportant.
B. Variance information is usually aggregated (i.e., combined) rather than associated with a
particular batch of goods or a specific product line.
C. Traditional standard costing fails to focus on key business issues such as customer service
and bringing products to market faster than the competition.
D. Standard costing pays considerable attention to labor cost and labor efficiency, which are
becoming a relatively unimportant factor of production.
E. All of the above are valid criticisms.
54. Which of the following is not a valid way to adapt standard cost systems to today's
manufacturing environment?
A. Emphasize material and overhead costs.
B. Use more non-traditional cost drivers such as number of setups or number of engineering
change orders.
C. Update standards more frequently to adjust for the elimination of non-value-added costs.
D. Use additional nonfinancial measures for performance evaluation and control.
E. Devote more resources to the tracking of direct labor cost.
55. To assess how customers perceive a company's products, management may study:
A. the number of customer complaints.
B. the number of warranty claims.
C. the number of products returned.
D. the cost of repairing returned products.
E. all of the above measures.
56. To improve its manufacturing efficiency, companies should strive toward increasing
__________ time as a percentage of processing time + inspection time + waiting time + move
time. The blank is:
A. processing time.
B. lead time.
C. waiting time.
D. move time.
E. inspection time.
Chapter 10 27
57. In the calculation of manufacturing cycle efficiency, which of the following activities results
in value-added time?
A. Moving.
B. Processing.
C. Inspection.
D. Waiting.
58. The manufacturing cycle efficiency for PQR Company when the processing time is six hours
and inspection, waiting, and move time are one hour each is:
A. 0.67.
B. 0.75.
C. 0.78.
D. 0.88.
E. an amount other than those shown above.
Answer: A LO: 9 Type: A
59. Which of the following would not be a concern of a company that desires to compete in a
global manufacturing arena?
A. Number of new products introduced.
B. Manufacturing cycle efficiency.
C. Number of customer complaints.
D. Number of on-time deliveries.
E. All of the above would be concerns.
60. An increasingly popular approach that integrates financial and customer performance
measures with measures in the areas of internal operations and learning and growth is known
as:
A. the integrated performance measurement tool (IPMT).
B. the balanced scorecard.
C. gain sharing.
D. cycle efficiency.
E. overall quality assessment (OQA).
61. The typical balanced scorecard is best described as containing:

A. financial performance measures.
B. nonfinancial performance measures.
C. neither financial nor nonfinancial performance measures.
D. both financial and nonfinancial performance measures.
E. both financial and nonfinancial performance measures, the latter often covering a broad
range of perspectives such as customers, internal operations, and learning and growth.

Chapter 10 29
62. Swedish Cruise Lines (SCL), which operates in a very competitive marketplace, is considering
four categories of performance measures: (1) profitability measures, (2) customer-satisfaction
measures, (3) efficiency and quality measures, and (4) learning and growth measures. The
company assigns one manger to each ship in its fleet to oversee the ship's general operations.
If SCL desired to adopt a balanced-scorecard approach, which measures should the firm use in
the evaluation of its managers?
A. 1.
B. 1, 2.
C. 2, 3.
D. 1, 2, 4.
E. 1, 2, 3, 4.
63. Lead indicators guide management to:

A. take actions now that will have positive effects on organizational performance now.
B. take actions now that will have positive effects on organizational performance in the
future.
C. take actions in the future that will have positive effects on organizational performance
now.
D. take actions in the past that will have positive effects on organizational performance in the
future.
E. pursue identical strategies as those implemented with lag indicators.
64. When using a balanced scorecard, a company's market share is typically classified as an
element of the firm's:
A. financial performance measures.
B. customer performance measures.
C. learning and growth performance measures.
D. internal-operations performance measures.
E. interdisciplinary performance measures.
65. When using a balanced scorecard, which of the following is typically classified as an internal-
operations performance measure?
A. Cash flow.
B. Number of customer complaints.
C. Employee training hours.
D. Number of employee suggestions.
E. Number of suppliers used.

66. Which of the following perspectives is influenced by a company's vision and strategy?
A. Financial.
B. Customer.
C. Internal operations.
D. Learning and growth.
67. Which of the following journal entries definitely contains an error?

A. Raw-Material Inventory 200,000
Direct-Material Price Variance 5,000
Accounts Payable 205,000
B. Raw-Material Inventory 38,000
Accounts Payable 36,000
C. Raw-Material Inventory 156,000
Work-in-Process Inventory 148,000
D. Work-in-Process Inventory 67,000
Direct-Material Quantity Variance 3,000
Raw-Material Inventory 70,000
E. Work-in-Process Inventory 79,000
Direct-Material Quantity Variance 4,000
Raw-Material Inventory 75,000
68. At the end of the accounting period, most companies close variance accounts to:
A. Raw-Material Inventory.
B. Work-in-Process Inventory.
C. Finished-Goods Inventory.
D. Cost of Goods Sold.
E. Income Summary.
Chapter 10 31
EXERCISES
Setting a Standard
69. Cloverleaf, Inc., produces glass shelves that are used in furniture. Each shelf requires 3.6
pounds of raw material at a cost of $2 per pound. Unfortunately, given the nature of the
manufacturing process, one out of every five shelves is chipped, scratched, or broken at the
beginning of production and has to be scrapped.
On average, 20 good shelves are completed during each hour. Laborers who work on these
units are paid $15 per hour.
Required:
A. Distinguish between perfection standards and practical standards.
B. Who within an organization would be in the best position to assist in setting:
1. the direct-material price standard?
2. the direct-material quantity standard?
3. the direct-labor efficiency standard?
C. Calculate a practical direct-material and direct-labor standard for each good shelf
produced.
LO: 2, 3, 5 Type: A, N
Answer:
A. Perfection standards, or those achieved under nearly perfect operating conditions,
assume peak efficiency at minimum cost. Employees are pushed to reach these ideal
measures, often becoming discouraged. Practical standards, on the other hand, are high
but attainable, thus presenting a realistic target for personnel. Such standards
incorporate allowances for normal downtime and other typical inefficiencies.
B. 1. The purchasing manager.

2. The production supervisor as well as production engineers.
3. The production supervisor as well as industrial engineers.
C. Direct materials: 4.5 pounds* x $2 per pound $9.00

Direct labor: 0.05 hours* x $15 0.75
Total $9.75
*Direct materials: (3.6 x 5) ÷ 4 = 4.5; direct labor: 1 ÷ 20 = 0.05

Direct-Material Standards, Variance Data
70. Diamond Corporation manufactures a variety of liquid lawn fertilizers, including a very
popular product called Lush 'N Green. Data about Lush 'N Green and Proctol, a major
ingredient, follow.
Expected operations:
 Proctol is purchased in 55-gallon drums at a cost of $45 per drum. A 2% cash
discount is offered for prompt payment of invoices, and Diamond takes advantage of all
discounts offered.
 Diamond normally purchases 200 drums of Proctol at a time, paying shipping fees
of $420 per shipment.
 Each gallon of Lush 'N Green requires three quarts of Proctol; however, because
of evaporation and spills, Diamond loses 4% of all Proctol that enters production. (Recall
that there are four quarts in a gallon.)
Actual operations:
 For the period just ended, Diamond purchased 1,200 drums of Proctol at a total
cost of $54,960. There was no beginning inventory, but an end-of-period inventory
revealed that 15 drums were still on hand.
 Manufacturing activity output totaled 82,000 gallons of Lush 'N Green.
Required:
A. Compute the standard purchase price for one gallon of Proctol.
B. Compute the standard quantity of Proctol to be used in producing
one gallon of Lush 'N Green. Express your answer in quarts.
C. Compute the direct-material price variance for Proctol.
D. How much Proctol was used in manufacturing activity and how
much should have been used? Express your answer in quarts.
LO: 2, 3 Type: A, N
Chapter 10 33
Answer:
A. Purchase price per drum $45.00
Less: 2% discount (0.90)
$44.10
Shipping fee per drum ($420 ÷ 200 drums) 2.10
Total $46.20
Total purchase price ($46.20) ÷ 55 gallons = $0.84 per gallon
B. Three quarts of Proctol are required for each gallon of Lush 'N Green; however, 4%
of Proctol input is lost through evaporation and spills. Thus, the standard input is
3.125 quarts (3 ÷ 0.96).
C. Standard cost of purchases (1,200 drums x $46.20) $55,440

Actual cost of purchases 54,960
Direct-material price variance $ 480F
D. Actual usage: (1,200 - 15) = 1,185 drums; 1,185 drums x 55 gallons x 4 quarts =
260,700 quarts
Standard usage: 82,000 gallons x 3.125 = 256,250 quarts
Straightforward Calculation of Variances
71. Quicksand Company has set the following standards for one unit of product:
Direct material
Quantity: 6.2 pounds per unit
Price per pound: $11 per pound
Direct labor
Quantity: 6 hours per unit
Rate per hour: $23 per hour
Actual costs incurred in the production of 2,800 units were as follows:
Direct material: $194,350 ($11.50 per pound)

Direct labor: $393,750 ($22.50 per hour)
All materials purchased were consumed during the period.
Required:
Calculate the direct-material price and quantity variances and the direct-labor rate and
efficiency variances. Indicate whether each variance is favorable or unfavorable.
LO: 3 Type: A

Answer:
Actual Material Cost Standard Material Cost

Actual Actual Actual Standard Standard Standard
x x x
Quantity Price Quantity Price Quantity Price
16,900 x $11.50 16,900 x $11.00 17,360* x $11.00
$194,350 $185,900 $190,960
$8,450U $5,060F
Direct-material Direct-material
price variance quantity variance
*2,800 units x 6.2 pounds
Actual Labor Cost Standard Labor Cost

x x x
Hours Rate Hours Rate Hours Rate
17,500 x $22.50 17,500 x $23.00 16,800# x $23.00
$393,750 $402,500 $386,400
$8,750F $16,100U
Direct-labor Direct-labor
rate variance efficiency variance
#2,800 units x 6 hours
Straightforward Calculation of Variances
72. Upstate manufactures a product that has the following standard costs:
Direct materials: 40 yards at $2.70 per yard $108

Direct labor: 8 hours at $18.00 per hour 144
Total $252
The following information pertains to July:
Direct material purchased: 42,500 yards at $2.78 per yard, or $118,150

Direct material used: 36,000 yards
Direct labor: 7,500 hours at $18.30 per hour, or $137,250
Actual completed production: 1,050 units
Required:
Calculate the direct-material price and quantity variances and the direct-labor rate and
efficiency variances. Indicate whether each variance is favorable or unfavorable.
LO: 3 Type: A
Chapter 10 35
Answer:
Actual Material Cost

Actual Actual Actual Standard
x x
Quantity Price Quantity Price
42,500 x $2.78 42,500 x $2.70
$118,150 $114,750
$3,400U
Direct-material
price variance
Standard Material Cost

Actual Standard Standard Standard
x x
Quantity Price Quantity Price
36,000 x $2.70 42,000* x $2.70
$97,200 $113,400
$16,200F
Direct-material
quantity variance
*1,050 units x 40 yards

x x x
7,500 x $18.30 7,500 x $18.00 8,400# x $18.00
$137,250 $135,000 $151,200
$2,250U $16,200F
#1,050 units x 8 hours

Variance Calculation and Interpretation
73. Richie Ventura operates a commercial painting business in Sacramento, which has a very tight
labor market. Much of his work focuses on newly constructed apartments and townhouses.
The following data relate to crew no. 5 for a recently concluded period when 85 apartment
units were painted:
 Three new employees were assigned to crew no. 5. Wages averaged $18.80 per
hour for each employee; the crew took 2,550 hours to complete the work.
 Based on his knowledge of the operation, articles in trade journals, and
conversations with other painters, Ventura established the following standards:
Typical hourly wage rate of crew personnel: $15
Anticipated crew time for each unit: 34 hours
 The paint quantity variance was $6,070F.
 The operation did not go as smoothly as planned, with customer complaints and
problems being much higher than expected.
Required:
A. Compute Ventura's direct-labor variances.
B. Is the direct-labor rate variance consistent with what you might
expect in a tight labor market? Explain.
C. Analyze the information given and that you calculated, and determine
what likely happened that would give rise to customer complaints?
LO: 3, 5 Type: A, N
Answer:
A.
x x X
2,550 x $18.80 2,550 x $15.00 2,890* x $15.00
$47,940 $38,250 $43,350
$9,690U $5,100F
*85 units x 34 hours
B. Yes. A tight labor market often means that premium wages are needed to attract qualified
employees. These wages would give rise to an unfavorable rate variance.
C. Ventura has two favorable variances: labor efficiency and material (paint) quantity. The
favorable efficiency variance indicates that the crew is spending less time than budgeted,
perhaps rushing the jobs and being a bit sloppy. It is also possible that employees are
being somewhat skimpy in their use of paint, using less than expected (e.g., applying one
coat rather than two in certain applications).
Chapter 10 37
Variance Computation, Analysis of Performance
74. Diablo Products uses a standard costing system to assist in the evaluation of operations. The
company has had considerable employee difficulties in recent months, so much so that
management has hired a new production supervisor (Joe Simms). Simms has been on the job
for six months and has seemingly brought order to an otherwise chaotic situation.
The vice-president of manufacturing recently commented that "… Simms has really done the
trick. Joe's team-building/morale-boosting exercises have truly brought things under control."
The vice-president's comments were based on both a plant tour, where he observed a
contented work force, and review of a performance report that showed a total labor variance of
$14,000F. This variance is truly outstanding, given that it is less than 2% of the company's
budgeted labor cost. Additional data follow.
 Total completed production amounted to 20,000 units.
 A review of the firm's standard cost records found that each completed unit
requires 2.75 hours of labor at $14 per hour. Diablo's production actually required 42,000
labor hours at a total cost of $756,000.
Required:
A. As judged by the information contained in the performance report,
should the vice-president be concerned about the company's labor variances? Why?
B. Calculate Diablo's direct-labor variances.
C. On the basis of your answers to requirement "B," should Diablo be
concerned about its labor situation? Why?
D. Briefly analyze and explain the direct-labor variances.
LO: 3, 4, 5 Type: A, N
Answer:
A. No. The variance is favorable and small, being less than 2% of the budgeted amount.
B.
x x x
42,000 x $18.00* 42,000 x $14.00 55,000# x $14.00
$756,000 $588,000 $770,000
$168,000U $182,000F
*$756,000  42,000 hours
#20,000 units x 2.75 hours
C. Yes. Although the combined variance of $14,000F is small, a more detailed analysis
reveals the presence of sizable, offsetting variances. Both the rate variance and the
efficiency variance are in excess of 21% of budgeted amounts ($770,000). A variance
investigation should be undertaken if benefits of the investigation exceed the costs. Put
simply, things are not going as smoothly as the vice-president believes.

Chapter 10 39
D. The favorable efficiency variance means that the company is producing units by
consuming fewer hours than expected. This may be the result of the team-
building/morale-boosting exercises, as a contented, well-trained work force tends to be
efficient in nature. However, another totally plausible explanation could be that Diablo is
paying premium wages (as indicated by the unfavorable rate variance) to hire laborers
with above-average skill levels.
Variance Analysis: Working Backward
75. A manufacturing company is expected to complete a task in 45 minutes. During a recent

accounting period, 3,200 completed units were produced, resulting in the following labor
variances:
Labor rate variance: $520 favorable

Labor efficiency variance: $2,800 unfavorable
The standard labor rate is $14 per hour.
Required:
Calculate (1) the standard hours allowed for the work performed, (2) the actual hours worked,
and (3) the actual wage rate.
LO: 3 Type: A
Answer:

x x x
2,600 x $13.80 2,600 x $14.00 2,400* x $14.00
$35,850 $36,400 $33,600
$520F $2,800U
*3,200 units x 0.75 hours
1. Standard hours allowed: 2,400

2. Actual hours worked: 2,600
3. Actual wage rate: $13.80

Variance Analysis: Working Backward
76. Hermosa Enterprises recently experienced a fire, forcing the company to use incomplete
information to analyze operations. Consider the following data and assume that all materials
purchased during the period were used in production:
Direct materials:
Standard price per pound: $9
Actual price per pound: $8
Price variance: $20,000F
Total of direct-material variances: $2,000F
Direct labor:
Actual hours worked: 40,000
Actual rate per hour: $15
Efficiency variance: $28,000F
Total of direct-labor variances: $12,000U
Hermosa completed 12,000 units.
Required:
Determine the following: (1) actual materials used, (2) materials quantity variance, (3) labor
rate variance, (4) standard labor rate per hour, and (5) standard labor time per finished unit.
LO: 3 Type: A
Chapter 10 41
Answer:

x x x
20,000 x $8.00 20,000 x $9.00 18,000 x $9.00
$160,000 $180,000 $162,000
$20,000F $18,000U

x x x
40,000 x $15.00 40,000 x $14.00 42,000 x $14.00
$600,000 $560,000 $588,000
$40,000U $28,000F
1. Actual materials used: 20,000 pounds

2. Materials quantity variance: $18,000U
3. Labor rate variance: $40,000U
4. Standard labor rate per hour: $14
5. Standard labor time per finished unit: 3.5 hours (42,000 hours ÷ 12,000 units)
Variance Interpretation: Restaurant
77. Nancy Simon is the long-time catering director of Naples-on-the-Beach, a hotel noted
throughout the industry for quality, profitability, and cost control. The hotel recently catered a
steak dinner for a 2,000-person convention. Strict standards were in place for the dinner: 0.75
pounds of beef per plate at $9 per pound. A review of the accounting records shortly after the
convention showed that 1,680 pounds of beef were purchased and consumed, costing the hotel
$13,440.
Required:
A. Calculate the cost of beef budgeted for the dinner and the total beef
variance (i.e., the difference between budgeted and actual cost). Should this variance be
of concern to the hotel? Why?
B. Assess the job that Simon did in "managing" the beef purchase by
performing a variance analysis. Comment on your findings.
C. Assume that the hotel received a number of complaints shortly after the
dinner concluded. Explain a possible reason behind the conventioneers' unhappiness.
LO: 3, 4, 5 Type: A, N

Answer:
A. Budget: 2,000 plates x 0.75 x $9 $13,500
Actual 13,440
Total variance, unfavorable $ 60
The variance should not be a concern to the hotel because it is less than 1% of the budget.
B. Simon did a marginal job in managing the purchase. Although the total variance is only $60U,
it is composed of two sizable, offsetting amounts. She saved the hotel a considerable amount of
money in the acquisition but the savings were more than consumed in excess usage.

x x x
1,680 x $8.00 1,680 x $9.00 1,500* x $9.00
$13,440 $15,120 $13,500
$1,680F $1,620U
*2,000 plates x 0.75 pounds
C. It is possible that Simon bought a marginal product. The price variance and quantity variance
may indicate that she purchased cheap beef, which turned out to be of poor quality, resulting in
greater waste (trimming) than normal by the kitchen staff. The beef's overall quality (perhaps,
toughness) may be the underlying reason behind the conventioneers' complaints.
Chapter 10 43
Events' Impact on Variances
78. The following events occurred at Crescent Manufacturing (CM), an assembler of engine parts,
during May:
1. Because of a stock shortage at its regular supplier, CM had to rely on a new vendor for
two purchases of raw material parts. The vendor required CM to pay air-freight
charges; however, upon arrival, the company found the goods to be above-average in
quality.
2. The local municipality raised its property tax rates by 2%.
3. A flu outbreak on the assembly line forced management to use more experienced,
senior personnel to complete production orders on a timely basis. These workers more
than made up for lost time.
4. A shoddy maintenance program resulted in an abnormally high number of breakdowns
on machine no. 76 and slowed production.
5. The implementation of a new program had positive effects for the company with
respect to material usage and worker productivity.
Required:
Create a table with the following headings: materials price variance, materials quantity
variance, labor rate variance, and labor efficiency variance. Determine which of these
variances would be affected by the individual events and whether the variance would be
favorable or unfavorable.
LO: 5 Type: N
Answer:
Materials Price Materials Quantity Labor Rate Labor Efficiency

Variance Variance Variance Variance
1. U F
2.
3. U F
4. U
5. F F

Efficiency Measures
79. The following information for a recent project was taken from the records of Argon Company:
Processing time 15.0 days

Inspection time 0.5 days
Waiting time:
From order receipt until start of production 6.0 days
From start of production through project completion 3.0 days
Move time 1.5 days
Required:
A. How long did it take to complete the project once production commenced?
B. Compute the manufacturing cycle efficiency.
C. As judged by the cycle efficiency, what percentage of the overall production time was
spent on (1) value-adding activities and (2) non-value adding activities?
D. Compute the company's delivery cycle time.
LO: 9 Type: A, N
Answer:
A. Processing time 15.0
Inspection time 0.5
Waiting time in production 3.0
Move time 1.5
Total 20.0
B. Processing time (15.0) ÷ [Processing time (15.0) + inspection time (0.5) + waiting
time in production (3.0) + move time (1.5)] = 0.75
C. 1. 75% (cycle efficiency)

2. 25% (100% - 75%)
D. Waiting time until start of project 6.0

Manufacturing cycle time 20.0
Total 26.0
Chapter 10 45
Elements of a Balanced Scorecard
80. Balanced scorecards contain a number of factors that are important to the success of a
business. These factors are often divided into four categories: financial, customer, learning
and growth, and internal operations.
Consider the twelve factors that follow.
1. Market share
2. Earnings per share
3. Manufacturing cycle efficiency
4. Machine downtime
5. Number of patents held
6. Employee suggestions
7. Number of repeat sales
8. Levels of inventories held
9. Number of vendors used
10. Cash flow from operations
11. Employee training hours
12. Gross margin
Required:
Determine the proper classification (financial, customer, learning and growth, or internal
operations) for each of the twelve factors listed.
LO: 10 Type: RC, N
Answer:
1. Customer 7. Customer
2. Financial 8. Internal operations
3. Internal operations 9. Internal operations
4. Internal operations 10. Financial
5. Learning and growth 11. Learning and growth
6. Learning and growth 12. Financial

Balanced Scorecard
81. Bob's Burgers and Such, a national fast-food chain, has experienced a number of problems in
the past few years, and management is considering the adoption of a balanced scorecard as
part of a turnaround effort.
Required:
A. Briefly explain the concept of a balanced scorecard. What general factors are included in
a typical balanced scorecard?
B. Independent of your answer in requirement "A," assume that Bob's is very concerned
about customer satisfaction. List four different (and specific) customer-satisfaction
measures that may be appropriate for the firm (and for other fast-food providers).
C. Independent of requirement "A," assume that Bob's wants to return to former levels of
profitability. List several financial measures that would allow management to assess
success or failure with respect to the following goals: (1) pay creditors on a timely basis,
(2) keep shareholders happy, and (3) improve profitability over time at stores that have
been open at least one year.
LO: 10 Type: RC, N
Answer:
A. A balanced scorecard is a tool that incorporates a variety of different measures, both
financial and non-financial, in the performance-evaluation process. The measures are
critical to a firm's success and are tied to organizational strategy. The goal of a balanced
scorecard is to allow improvement in a number of broad-reaching areas rather than permit
a manager to improve only a small facet of the business at the expense of others. Typical
factors are often divided into four categories: financial, customer, learning and growth,
and internal operations.
B. Answers will vary but often include market share, queue time, results of a customer
quality survey, number of customer complaints, number of order errors, and number of
repeat customers.
C. Pay creditors on a timely basis: stipulated end-of-period cash balance and current ratio
Shareholder satisfaction: growth in earnings per share, increases in per-share market price
of Bob's stock, price-earnings ratio
Profitability improvement: gross margin growth rates, earnings growth rates
Chapter 10 47
Standard Costs and Journal Entries
82. Howell Company has established the following standards:
Direct materials: 2.0 pounds at $4.10

Direct labor: 1.5 hours at $7 per hour
Additional information was extracted from the accounting records:
Actual production: 32,000 completed units

Direct materials purchased: 70,000 pounds at $3.82, or $267,400
Direct materials consumed: 65,000 pounds
Actual labor incurred: 51,000 hours at $6.30, or $321,300
Direct-labor rate variance: $37,200 favorable
Direct-labor efficiency variance: $22,500 unfavorable
Required:
Prepare journal entries to record the:
A. Purchase of direct materials.
B. Usage of direct materials.
C. Incurrence of direct labor costs.
LO: 11 Type: A
Answer:
A. Raw-Material Inventory (70,000 x $4.10) 287,000
Direct-Material Price Variance (70,000 x $0.28) 19,600
Accounts Payable (70,000 x $3.82) 267,400
B. Work-in-Process Inventory (32,000 x 2 x $4.10) 262,400

Direct-Material Quantity Variance (1,000 x $4.10) 4,100
Raw-Material Inventory (65,000 x $4.10) 266,500
C. Work-in-Process Inventory (32,000 x 1.5 x $7.00) 336,000

Direct-Labor Efficiency Variance 22,500
Wages Payable (51,000 x $6.30) 321,300
Direct-Labor Rate Variance 37,200

DISCUSSION QUESTIONS
Usefulness of Standard Costs in Performance Evaluations
83. Standard costs are said to be useful in performance evaluation. Assume that the standard
direct materials cost per unit of finished product is $6 (three pounds at $2 per pound).
Required:
A. Explain how such a standard can be used to evaluate performance.
B. Why is the degree of controllability important when utilizing standard costs to evaluate
performance?
LO: 1, 5 Type: RC
Answer:
A. The standard provides a measure of how much material should be used for a unit of
product and how much each pound of raw material should cost. This standard serves as a
basis for evaluating performance by allowing a comparison to be made of standard
cost/usage against actual cost/usage.
B. The degree of controllability is important because not all factors are subject to the same
amount of control. For example, the market for the raw material may be a seller's market
in which case management would have very little control over the material price variance.
On the other hand, management generally has more control over the usage of materials
because of the ability to influence the amount of scrap and rejected units produced.
Interaction of Material and Labor Variances
84. For the quarter just ended, BoSan, Inc., reported the following variances in one of its
manufacturing departments:
Material price variance, U

Material quantity variance, F
Labor efficiency variance, F
Labor rate variance, negligible
Machine hours efficiency, F
The sum of the favorable variances exceeded the unfavorable materials price variance by a
considerable amount. The quality of the output from the department was the same as usual.
BoSan operates very close to a JIT system for materials purchases, with virtually all material
acquired during the quarter being used in manufacturing activities.
Required:
Is there any connection among these variances? If so, explain.
LO: 3, 5 Type: N
Chapter 10 49
Answer:
While a connection between these variances cannot be guaranteed, the following scenario is
plausible. Better-than-standard quality materials were purchased, leading to an unfavorable
materials price variance. When these materials were used during the period (JIT basis for raw
materials purchases), favorable efficiency variances arose because the material was easier for
labor and machines to process.
Motivational Effects of Standard Cost Systems
85. Standard cost systems can have motivational effects; some are desirable, some are not.
Consider the following situation:
The materials purchasing manager is paid a salary plus a bonus based on the net favorable
materials price variance. Generally, this bonus amounts to 30 - 40% of the manager's total
compensation. Due to the bankruptcy of a company in a related field, there is an opportunity
to buy a key raw material. The standards for this material call for grade 2A, usually purchased
for $56 per ton. Because of the bankruptcy, the company can obtain a higher grade, 4A, for
$62 per ton. While the quality of the final product will be the same regardless of the grade of
material used, there will be substantial savings in material yield and labor productivity if 4A is
used. These savings are expected to be two to three times the additional cost of $6 per ton.
Required:
A. How would an unfavorable price variance on a particular purchase affect the overall price
variance for the year?
B. Would the use of the materials price variance as a basis for the manager's bonus lead to a
desirable or undesirable behavioral outcome? Explain, being sure to note whether the
manager would likely pursue acquisition of the grade 4A material.
LO: 5 Type: N
Answer:
A. An unfavorable price variance reduces any net favorable variance that may have arisen
during the year. A sufficient number of such events could cause the net materials price
variance to be unfavorable and would eliminate the bonus to the materials purchasing
manager.
B. The use of the variance in this way would lead to an undesirable behavioral outcome. The
materials purchasing manager is a gatekeeper; that is, this manager observes the
purchasing opportunities available and determines whether or not the firm will follow
them. In this case, the manager would be unlikely to pursue the grade 4A material
because of the negative effect on the bonus calculation. As a result, the overall possibility
of offsetting higher purchase costs with savings in yield and productivity would not
materialize.

Manufacturing Cycle Time
86. Manufacturing cycle time is a popular nonfinancial measure used to evaluate performance.
Required:
A. Define manufacturing cycle time and indicate the optimal value (i.e., number) for this
measure.
B. Provide examples of two changes in a manufacturing process that would help improve a
company's cycle time.
LO: 9 Type: N
Answer:
A. Cycle time is defined as processing time divided by the sum of processing, moving,
waiting, and inspection time. The optimal value for this measure is one, that is, a situation
where there is no waiting, moving, or inspection time.
B. There are many such examples:

 Inspection time can be reduced by eliminating the need to inspect materials from
suppliers. This could occur by dealing with better suppliers and placing a greater
reliance on the suppliers' control process.
 Waiting time can be reduced through better scheduling of bottleneck machinery.
 Moving time can be reduced through improvements in plant layout.
Chapter 10 51

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MULTIPLE CHOICE QUESTIONS

Answer: B LO: 1 Type: RC

Answer: C LO: 1 Type: RC

Answer: D LO: 1 Type: RC

4. The term "management by exception" is best defined as:

Answer: D LO: 1 Type: RC, N

Answer: C LO: 2 Type: RC

Answer: E LO: 2 Type: N

Answer: B LO: 2 Type: RC, N

8. Consider the following statements:

Which of the above statements is (are) true?

Answer: E LO: 2 Type: RC

12 Hilton, Managerial Accounting, Seventh Edition

Answer: E LO: 2 Type: RC, N

Answer: A LO: 2 Type: RC, N

11. Which of the following choices correctly notes a characteristic associated

Answer: B LO: 2 Type: RC, N

12. Consider the following statements:

Which of the above statements is (are) true?

Answer: D LO: 3 Type: RC

Answer: A LO: 3 Type: RC

Answer: A LO: 3 Type: RC

Answer: E LO: 3 Type: RC

Answer: E LO: 3 Type: N

Answer: E LO: 3 Type: N

Answer: E LO: 3 Type: N

19. A favorable labor efficiency variance is created when:

Answer: B LO: 3 Type: N

Answer: B LO: 3 Type: A

Answer: D LO: 3 Type: A

Use the following to answer questions 22-23:

The following data relate to product no. 89 of Des Moines Corporation:

Direct material standard: 3 square feet at $2.50 per square foot

16 Hilton, Managerial Accounting, Seventh Edition

Answer: B LO: 3 Type: A

23. The direct-material price variance is:

Answer: E LO: 3 Type: A

24. Consider the following information:

Direct material purchased and used, 80,000 gallons

The direct-material price variance is:

Answer: C LO: 3 Type: A, N

Answer: C LO: 3 Type: A, N

18 Hilton, Managerial Accounting, Seventh Edition

Answer: B LO: 3 Type: A

Answer: B LO: 3 Type: A

Answer: D LO: 3 Type: A

Use the following to answer questions 29-30:

The following data relate to product no. 33 of La Quinta Corporation:

Direct labor standard: 5 hours at $14 per hour

20 Hilton, Managerial Accounting, Seventh Edition

Answer: D LO: 3 Type: A

30. The direct-labor efficiency variance is:

Answer: B LO: 3 Type: A

31. Consider the following information:

Actual direct labor hours 34,500

The direct-labor rate variance is:

Answer: B LO: 3 Type: A, N