@cahelp23 - Inter Costing Must Do List Nov2021

BY : VINIT MISHRA SIR
ALL INDIA RANK - 04 4
ARUL KUMAR
(STUDENT OF TOP-20)
10 ALL INDIA RANK -10
MEGHANA SAWAKAR
(STUDENT OF TOP-20)
INDEX
C. NO. CHAPTER NAME PAGE NO.
1. INTRODUCTION TO COST & MANAGEMENT ACCOUNTING 1 – 11
2. MATERIALS COST 12 – 18
3. EMPLOYEE COST & DIRECT EXPENSES 19 – 24
4. OVERHEADS 25 – 33
5. ACTIVITY BASED COSTING 34 – 46
6. COST SHEET 47 – 54
7. RECONCILIATION 55 – 61
8. PROCESS COSTING, JOINT PRODUCTS & BY PRODUCTS 62 – 75
9. OPERATING COSTING 76 – 84
10. JOB & BATCH COSTING 85 – 89
11. CONTRACT COSTING 90 – 92
12. BUDGETARY CONTROL 93 – 100
13. STANDARD COSTING 101 – 107
14. MARGINAL COSTING 108 - 117

INTRODUCTION TO COST & MANAGEMENT
ACCOUNTING
QUESTIONS AND ANSWERS
Q.1: Answer any four of the following:

(a) Differentiate between "Cost Accounting and Management Accounting".
(b) What are the important points an organization should consider if it wants to adopt
Performance Budgeting?
(c) Explain what are the pre-requisites of integrated accounting.
(d) State the Method of Costing to be used in the following industries:
(i) Real Estate
(ii) Motor repairing workshop
(iii) Chemical Industry
(iv) Transport service
(v) Assembly of bicycles
(vi) Biscuits manufacturing Industry
(vii) Power supply Companies
(viii) Car manufacturing Industry
(ix) Cement Industry
(x) Printing Press
(e) Differentiate between "Marginal and Absorption Costing". [Nov 2020 (4 x 5 = 20 Marks)]
ANSWER:
(a) Difference between Cost Accounting and Management Accounting
Basis Cost Accounting Management Accounting

(i) Nature It records the quantitative aspect It records both qualitative and
only. quantitative aspect.
(ii) Objective It records the cost of producing a It Provides information to
product and providing a service. management for planning and
co-ordination.
(iii) Area It only deals with cost It is wider in scope as it includes
Ascertainment. financial accounting, budgeting,
taxation, planning etc.
(iv) Recording of It uses both past and present figures. It is focused with the projection
data of figures for future.
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(v) Development Its development is related to It develops in accordance to the
industrial revolution. need of modern business world.
(vi) Rules and It follows certain principles and It does not follow any specific
Regulation procedures for recording costs of rules and regulations.
different products.
(b) For an enterprise that wants to adopt Performance Budgeting, it is thus imperative that:
 The objectives of the enterprise are spelt out in concrete terms.
 The objectives are then translated into specific functions, programmes, activities and tasks
for different levels of management within the realities of fiscal constraints.
 Realistic and acceptable norms, yardsticks or standards and performance indicators should be
evolved and expressed in quantifiable physical units.
 A style of management based upon decentralised responsibility structure should be adopted,
and
 An accounting and reporting system should be developed to facilities monitoring, analysis
and review of actual performance in relation to budgets.
(c) The essential pre-requisites for integrated accounts include the following steps:
 The management’s decision about the extent of integration of the two sets of books. Some
concerns find it useful to integrate up to the stage of prime cost or factory cost while other
prefer full integration of the entire accounting records.
 A suitable coding system must be made available so as to serve the accounting purposes of
financial and cost accounts.
 An agreed routine, with regard to the treatment of provision for accruals, prepaid expenses,
other adjustment necessary for preparation of interim accounts.
 Perfect coordination should exist between the staff responsible for the financial and cost
aspects of the accounts and an efficient processing of accounting documents should be
ensured.
 Under this system there is no need for a separate cost ledger. Of course, there will be a
number of subsidiary ledgers; in addition to the useful Customers’ Ledger and the Bought
Ledger, there will be: (a) Stores Ledger; (b) Stock Ledger and (c) Job Ledger.
(d) Method of casting used in different industries:
S. No. Industries Method of Costing

(i) Real Estate Contract Costing
(ii) Motor Repairing Workshop Job Costing
(iii) Chemical Industry Process Costing
(iv) Transport Service Service/Operating Costing
(v) Assembly of Bicycles Unit/ Single/Output/Multiple Costing
(vi) Biscuits Manufacturing Industry Batch Costing
(vii) Power Supply Companies Service/Operating Costing
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(viii) Car Manufacturing Industry Multiple Costing
(ix) Cement Industry Unit/Single/Output Costing
(x) Printing Press Job Costing
(e) Difference between Marginal costing and Absorption costing
S. No. Marginal costing Absorption costing
1. Only variable costs are considered for Both fixed and variable costs are considered
product costing and inventory for product costing and inventory valuation.
valuation.
2. Fixed costs are regarded as period costs. Fixed costs are charged to the cost of
The Profitability of different products is production. Each product bears a reasonable
judged by their P/V ratio. share of fixed cost and thus the profitability
of a product is influenced by the
apportionment of fixed costs.
3. Cost data presented highlight the total Cost data are presented in conventional
contribution of each product. pattern. Net profit of each product is
determined after subtracting fixed cost along
with their variable costs.
4. The difference in the magnitude of The difference in the magnitude of opening
opening stock and closing stock does stock and closing stock affects the unit cost of
not affect the unit cost of production. production due to the impact of related fixed
cost.
5. In case of marginal costing the cost per In case of absorption costing the cost per unit
unit remains the same, irrespective of reduces, as the production increases as it is
the production as it is valued at fixed cost which reduces, whereas, the
variable cost variable cost remains the same per unit.
Q.2: Answer any four of the following:

(a) Sate how the following items are treated in arriving at the value of cost of material
purchased:
(i) Detention Charges/Fines
(ii) Demurrage
(iii) Cost of Returnable containers
(iv) Central Goods and Service Tax (CGST)
(v) Shortage due to abnormal reasons.
(b) State the limitations of Budgetary Control System.
(c) Explain Blanket Overhead Rate and Departmental Overhead Rate. How they are
(a) calculated? State the conditions required for the application of Blanket Overhead Rate.
(b) State the method of costing that would be most suitable for:
(i) Oil Refinery
(ii) Interior Decoration
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(iii) Airlines Company
(iv) Advertising
(v) Car Assembly
(c) Give any five examples of the impact of use of Information Technology in Cost
Accounting.
[Jan 21 (4 x 5 = 20 Marks)]
ANSWER:
(a) Treatment of items in arriving at the value of cost of material Purchased
S.No. Items Treatment

(i) Detention charges/ Fine Detention charges/ fines imposed for
non- compliance of rule or law by any statutory
authority. It is an abnormal cost and not
included with cost of purchase.
(ii) Demurrage Demurrage is a penalty imposed by the
transporter for delay in uploading or offloading
of materials. It is an abnormal cost and not
included with cost of purchase.
(iii) Cost of returnable containers Treatment of cost of returnable containers are as
follows:
Returnable Containers: If the containers are
returned and their costs are refunded, then cost
of containers should not be considered in the cost
of purchase.
If the amount of refund on returning the
container is less than the amount paid, then, only
the short fall is added with the cost of purchase.
(iv) Central Goods and Service Tax Central Goods and Service Tax (CGST) is paid on
(CGST) manufacture and supply of goods and collected
from the buyer. It is excluded from the cost of
purchase if the input credit is available for the
same. Unless mentioned specifically CGST is not
added with the cost of purchase.
(v) Shortage due to abnormal Shortage arises due to abnormal reasons such as
reasons material mishandling, pilferage, or due to any
avoidable reasons are not absorbed by the good
units. Losses due to abnormal reasons are debited
to costing profit and loss account.
(b) Limitations of Budgetary Control System
Points Description
1. Based on Estimates Budgets are based on a series of estimates, which are based on
the conditions prevalent or expected at the time budget is
established. It requires revision in plan if conditions change.
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2. Time factor Budgets cannot be executed automatically. Some preliminary
steps are required to be accomplished before budgets are
implemented. It requires proper attention and time of
management. Management must not expect too much during
the initial development period.
3. Co-operation Required Staff co-operation is usually not available during the initial
budgetary control exercise. In a decentralised organisation,
each unit has its own objective and these units enjoy some
degree of discretion. In this type of organisation structure,
coordination among different units is required. The success of
the budgetary control depends upon willing co-operation
and teamwork,
4. Expensive The implementation of budget is somewhat expensive. For
successful implementation of the budgetary control, proper
organisation structure with responsibility is prerequisite.
Budgeting process start from the collection of information to
for preparing the budget and performance analysis. It
consumes valuable resources (in terms of qualified
manpower, equipment, etc.) for this purpose; hence, it is an
expensive process.
5. Not a substitute for Budget is only a managerial tool and must be intelligently
management applied for management to get benefited.
Budgets are not a substitute for good management.
6. Rigid document Budgets are sometime considered as rigid documents. But in
reality, an organisation is exposed to various uncertain
internal and external factors. Budget should be flexible
enough to incorporate ongoing developments in the internal
and external factors affecting the very purpose of the budget.
(c) Blanket Overhead Rate: Blanket overhead rate refers to the computation of one single
overhead rate for the whole factory.
This overhead rate is computed as follows:
Blanket Rate =
Departmental Overhead Rate: It refers to the computation of one single overhead rate for a
particular production unit or department.
This overhead rate is determined by the following formula:
Departmental overheads Rate =
Conditions required for the Application of Blanket Overhead:

A blanket rate should be applied in the following cases:
(1) Where only one major product is being produced.
(2) Where several products are produced, but
(a) All products pass through all departments; and
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(b) All products are processed for the same length of time in each department.
(d) Method of Costing
S.No. Industry Method of Costing

(i) Oil Refinery Process Costing
(ii) Interior Decoration Job Costing
(iii) Airlines Company Operation/ Service Costing
(iv) Advertising Job Costing
(v) Car Assembly Multiple Costing
(e) Example of Impact of Information Technology in cost accounting may include the
following:
(i) After the introduction of ERPs, different functional activities get integrated and as a
consequence a single entry into the accounting system provides custom made reports for
every purpose and saves an organisation from preparing different sets of documents.
Reconciliation process of results of both cost and financial accounting systems become
simpler and less sophisticated.
(ii) A move towards paperless environment can be seen where documents like Bill of Material,
Material Requisition Note, Goods Received Note, labour utilisation report etc. are no longer
required to be prepared in multiple copies, the related department can get e-copy from the
system.
(iii) Information Technology with the help of internet (including intranet and extranet) helping
in resource procurement and mobilisation. For example, production department can get
materials from the stores without issuing material requisition note physically. Similarly,
purchase orders can be initiated to the suppliers with the help of extranet. This enables an
entity to shift towards Just-in-Time (JIT) approach of inventory management and
production.
(iv) Cost information for a cost centre or cost object is ascertained with accuracy in timely
manner. Each cost centre and cost object is codified and all related costs are assigned to the
cost objects or cost centres using assigned codes. This automates the cost accumulation and
ascertainment process. The cost information can be customised as per the requirement. For
example, when an entity manufacture or provide services, are able to know information
job-wise, batch-wise, process-wise, cost centre wise etc.
(v) Uniformity in preparation of report, budgets and standards can be achieved with the help
of IT. ERP software plays an important role in bringing uniformity irrespective of location,
currency, language and regulations.
(vi) Cost and revenue variance reports are generated in real time basis which enables the
management to take control measures immediately.
(vii) IT enables an entity to monitor and analyse each process of manufacturing or service activity
closely to eliminate non value added activities.
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Q.3:
(a) WRITE note on cost-plus-contracts.
(b) HOW apportionment of joint costs upto the point of separation amongst the joint
products using market value at the point of separation and net realizable value method
is done? DISCUSS.
(c) DISCUSS cost classification based on variability and controllability.
(d) DESCRIBE the salient features of budget manual. [RTP May 21]
ANSWER:
(a) These contracts provide for the payment by the contractee of the actual cost of
construction plus a stipulated profit, mutually decided between the two parties.
The main features of these contracts are as follows:
(i) The practice of cost-plus contracts is adopted in the case of those contracts where the
probable cost of the contracts cannot be ascertained in advance with a reasonable
accuracy.
(ii) These contracts are preferred when the cost of material and labour is not steady and the
contract completion may take number of years.
(iii) The different costs to be included in the execution of the contract are mutually agreed, so
that no dispute may arise in future in this respect. Under such type of contracts, contractee
is allowed to check or scrutinize the concerned books, documents and accounts.
(iv) Such a contract offers a fair price to the contractee and also a reasonable profit to the
contractor.
The contract price here is ascertained by adding a fixed and mutually pre-decided component
of profit to the total cost of the work.
(b) Apportionment of Joint Cost amongst Joint Products using:
Market value at the point of separation: This method is used for apportionment of joint costs
to joint products upto the split off point. It is difficult to apply if the market value of the product
at the point of separation is not available. It is useful method where further processing costs are
incurred disproportionately.
Net realizable value Method: From the sales value of joint products (at finished stage) the
followings are deducted:
Estimated profit margins
Selling & distribution expenses, if any
Post-split off costs.

The resultant figure so obtained is known as net realizable value of joint products. Joint costs
are apportioned in the ratio of net realizable value.
(c) Cost classification based on variability
(i) Fixed Costs – These are the costs which are incurred for a period, and which, within
certain output and turnover limits, tend to be unaffected by fluctuations in the levels of
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activity (output or turnover). They do not tend to increase or de-crease with the changes
in output. For example, rent, insurance of factory building etc., remain the same for
different levels of production.
(ii) Variable Costs – These costs tend to vary with the volume of activity. Any increase in
the activity results in an increase in the variable cost and vice-versa. For example, cost of
direct labour, etc.
(iii) Semi-variable Costs – These costs contain both fixed and variable components and are
thus partly affected by fluctuations in the level of activity. Examples of semi variable costs
are telephone bills, gas and electricity etc.
Cost classification based on controllability
(i) Controllable Costs - Cost that can be controlled, typically by a cost, profit or investment
centre manager is called controllable cost. Controllable costs incurred in a particular
responsibility centre can be influenced by the action of the executive heading that
responsibility centre. For example, direct costs comprising direct labour, direct material,
direct expenses and some of the overheads are generally controllable by the shop level
management.
(ii) Uncontrollable Costs - Costs which cannot be influenced by the action of a specified
member of an undertaking are known as uncontrollable costs. For example, expenditure
incurred by, say, the tool room is controllable by the foreman in-charge of that section
but the share of the tool-room expenditure which is apportioned to a machine shop is not
to be controlled by the machine shop foreman.
(d) Salient features of Budget Manual
 Budget manual contains much information which is required for effective budgetary
planning.
 A budget manual is a collection of documents that contains key information for those
involved in the planning process.
 An introductory explanation of the budgetary planning and control process, including a
statement of the budgetary objective and desired results is included in Budget Manual.
 Budget Manual contains a form of organisation chart to show who is responsible for the
preparation of each functional budget and the way in which the budgets are interrelated.
 In contains a timetable for the preparation of each budget.
 Copies of all forms to be completed by those responsible for preparing budgets, with
explanations concerning their completion is included in Budget Manual.
Q.4:
(a) DISCUSS the Net Realisable Value (NRV) method of apportioning joint costs to by-
products.
(b) DIFFERENCIATE between Service costing and Product costing.
(c) DISCUSS the Controllable and un-controllable variances.
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(d) DISCUSS the Standard and Discretionary Cost Centres.
[MTP March 21 (4 × 5 = 20 Marks)]
ANSWER:
(a) Net Realisable Value method: The realisation on the disposal of the by-product may be
deducted from the total cost of production so as to arrive at the cost of the main product. For
example, the amount realised by the sale of molasses in a sugar factory goes to reduce the cost
of sugar produced in the factory.
When the by-product requires some additional processing and expenses are incurred in making
it saleable to the best advantage of the concern, the expenses so incurred should be deducted
from the total value realised from the sale of the by-product and only the net realisations should
be deducted from the total cost of production to arrive at the cost of production of the main
product. Separate accounts should be maintained for collecting additional expenses incurred on:
(i) Further processing of the by-product, and
(ii) Selling, distribution and administration expenses attributable to the by-product.
(b) Service costing differs from product costing (such as job or process costing) in the following ways
due to some basic and peculiar nature.
(i) Unlike products, services are intangible and cannot be stored, hence, there is no inventory
for the services.
(ii) Use of Composite cost units for cost measurement and to express the volume of outputs.
(iii) Unlike a product manufacturing, employee (labour) cost constitutes a major cost element
than material cost.
(iv) Indirect costs like administration overheads are generally have a significant proportion in
total cost of a service as unlike manufacturing sector, service sector heavily depends on
support services and traceability of costs to a service may not economically feasible.
(c) Controllable and un-controllable variances: The purpose of the standard costing reports is
to investigate the reasons for significant variances so as to identify the problems and take
corrective action.
Variances are broadly of two types, namely, controllable and uncontrollable. Controllable
variances are those which can be controlled by the departmental heads whereas uncontrollable
variances are those which are beyond their control. Responsibility centres are answerable for all
adverse variances which are controllable and are appreciated for favourable variances.
Controllability is a subjective matter and varies from situation to situation. If the uncontrollable
variances are of significant nature and are persistent, the standard may need revision.
(d) (i) Standards Cost Centre: Cost Centre where output is measurable and input required for
the output can be specified. Based on a well-established study, an estimate of standard units
of input to produce a unit of output is set. The actual cost for inputs is compared with the
standard cost. Any deviation (variance) in cost is measured and analysed into controllable
and uncontrollable cost. The manager of the cost centre is supposed to comply with the
standard and held responsible for adverse cost variances. The input-output ratio for a
standard cost centre is clearly identifiable.
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(ii) Discretionary Cost Centre: The cost centre whose output cannot be measured in financial
terms, thus input-output ratio cannot be defined. The cost of input is compared with
allocated budget for the activity. Example of discretionary cost centres are Research &
Development department, Advertisement department where output of these department
cannot be measured with certainty and co-related with cost incurred on inputs.
Q.5:
(a) DISTINGUISH between cost control and cost reduction.
(b) EXPLAIN the advantages that would accrue in using the LIFO method of pricing for the
valuation of raw material stock.
(c) DISCUSS basic assumptions of Cost Volume Profit analysis.
(d) DESCRIBE the steps necessary for establishing a good budgetary control system.
[MTP April 21 (4 × 5 = 20 Marks)]
ANSWER:
(a) Difference between Cost Control and Cost Reduction
Cost Control Cost Reduction

1. Cost control aims at maintaining the costs 1. Cost reduction is concerned with
in accordance with the established reducing costs. It challenges all standards
standards. and endeavours to improvise them
continuously
2. Cost control seeks to attain lowest 2. Cost reduction recognises no condition
possible cost under existing conditions. as permanent, since a change will result
in lower cost.
3. In case of cost control, emphasis is on past 3. In case of cost reduction, it is on present
and present and future.
4. Cost control is a preventive function 4. Cost reduction is a corrective function. It
operates even when an efficient cost
control system exists.
5. Cost control ends when targets are 5. Cost reduction has no visible end and is
achieved. a continuous process.
(b) The advantages that would accrue in using the LIFO method of pricing for the valuation
of raw material stock are as follows:
 The cost of materials issued will be either nearer to and or will reflect the current market
price. Thus, the cost of goods produced will be related to the trend of the market price of
materials. Such a trend in price of materials enables the matching of cost of production with
current sales revenues.
 The use of the method during the period of rising prices does not reflect undue high profit
in the income statement as it was under the first-in-first-out or average method. In fact, the
profit shown here is relatively lower because the cost of production takes into account the
rising trend of material prices.
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 In the case of falling prices profit tends to rise due to lower material cost, yet the finished
products appear to be more competitive and are at market price.
 Over a period, the use of LIFO helps to iron out the fluctuations in profits.
 In the period of inflation LIFO will tend to show the correct profit and thus avoid paying
undue taxes to some extent.
(c) Assumptions of Cost Volume Profit analysis:
1. Changes in the levels of revenues and costs arise only because of changes in the
number of product (or service) units produced and sold – for example, the number of
television sets produced and sold by Sony Corporation or the number of packages delivered
by Overnight Express. The number of output units is the only revenue driver and the only
cost driver. Just as a cost driver is any factor that affects costs, a revenue driver is a variable,
such as volume, that causally affects revenues.
2. Total costs can be separated into two components; a fixed component that does not
vary with output level and a variable component that changes with respect to output level.
Furthermore, variable costs include both direct variable costs and indirect variable costs of a
product. Similarly, fixed costs include both direct fixed costs and indirect fixed costs of a
product
3. When represented graphically, the behaviours of total revenues and total costs are
linear (meaning they can be represented as a straight line) in relation to output level within
a relevant range (and time period).
4. Selling price, variable cost per unit, and total fixed costs (within a relevant range
and time period) are known and constant.
5. The analysis either covers a single product or assumes that the proportion of different
products when multiple products are sold will remain constant as the level of total
units sold changes.
6. All revenues and costs can be added, subtracted, and compared without taking into
account the time value of money.
(d) The following steps are necessary for establishing a good budgetary control system:
1. Determining the objectives to be achieved, over the budget period, and the policy or policies
that might be adopted for the achievement of these objectives.
2. Determining the activities that should be undertaken for the achievement of the objectives.
3. Drawing up a plan or a scheme of operation in respect of each class of activity, in quantitative
as well as monetary terms for the budget period.
4. Laying out a system of comparison of actual performance by each person, or department
with the relevant budget and determination of causes for the variation, if any.
5. Ensuring that corrective action will be taken where the plan has not been achieved and, if
that is not possible, for the revision of the plan.
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MATERIALS COST
Q.1: An automobile company purchases 27,000 spare parts for its annual requirements. The
cost per order is ₹ 240 and the annual carrying cost of average inventory is 12.5%. Each
spare part costs ₹ 50.
At present, the order size is 3,000 spare parts. (Assume that
number of days in a year = 360 days) Find out:
(i) How much the company's cost would be saved by opting EOQ model?
(ii) The Re-order point under EOQ model if lead time is 12 days.
(iii) How frequently should orders for procurement be placed under EOQ model?
[Nov 2020 (10 Marks)]
ANSWER:
Working Notes:
Annual requirement (A) = 27,000 units
Cost per order (O) = ₹ 240
Inventory carrying cost (i) = 12.5%
Cost per unit of spare (c) = ₹ 50
Carrying cost per unit (i × c) = ₹ 50 × 12.5% = ₹ 6.25
Economic Order Quantity (EOQ) =
,
= .
= 1440 units
(i) Calculation of saving by opting EOQ:
Existing Order policy EOQ Model

No. of orders 9 18.75 or 19
27,000 27,000
3,000 1,440
A. Ordering Cost (₹) 2,160 4,500
(₹ 240 x 9) 27,000
₹ 240 𝑥
1,440
B. Carrying cost (₹) 9,375 4,500
3,000 x ₹ 6.25 1,440 x ₹ 6.25
2 2
Total cost (A + B) (₹) 11,535 9,000
Savings of Cost by opting EOQ Model = ₹ 11,535 – ₹ 9,000 = ₹ 2,535
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(ii) Re-order point under EOQ:
Re-order point/ Re-order level = Maximum consumption × Maximum lead time
,
Consumption per day = = 75 units
Re-order point/ Re-order level = 75 units x 12 days = 900 units

(iii) Frequency of Orders (in days):
= = 19.95 days or 19 days

.
Q.2: GHI Ltd. manufactures 'Stent' that is used by hospitals in heart surgery. As per the
estimates provided by Pharmaceutical Industry Bureau, there will be a demand of 40 Million
'Stents' in the coming year. GHI Ltd. is expected to have a market share of 2.5% of the total
market demand of the Stents in the coming year. It is estimated that it costs ₹ 1.50 as
inventory holding cost per stent per month and that the set-up cost per run of stent
manufacture is ₹ 225.
Required:
(i) What would be the optimum run size for Stent manufacture?
(ii) What is the minimum inventory holding cost?
(iii) Assuming that the company has a policy of manufacturing 4,000 stents per run, how
much extra costs the company would be incurring as compared to the optimum run
suggested in (i) above? [Jan 21]
ANSWER:
(i) Computation of Optimum Run size of ‘Stents’ or Economic Batch Quantity (EBQ)
Economic Batch Quantity (EBQ) =
Where, D = Annual demand for the Stents

= 4,00,00,000 × 2.5% = 10,00,000 units
S = Set- up cost per run
= ₹ 225
C = Carrying cost per unit per annum
= ₹ 1.50 × 12 = ₹ 18
, , ₹
EQB = ₹
= 5,000 units of Stents

(ii) Minimum inventory holding cost
Minimum Inventory Cost = Average Inventory × Inventory Carrying Cost per unit per annum
= (5,000 ÷ 2) × ₹ 18
= ₹ 45,000
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(iii) Calculation of the extra cost due to manufacturing policy
When run size is 4,000 When run size is 5,000

units units i.e. at EBQ
Total set up cost =

, ,
x ₹ 225 =
, ,
x ₹ 225
, ,
= ₹ 56,250 = ₹ 45,000
Total Carrying cost ½ x 4,000 x ₹ 18 ½ x 5,000 x ₹ 18
= 36,000 = 45,000
Total Cost ₹ 92,250 ₹ 90,000
Extra cost = ₹ 92,250 - ₹ 90,000 = ₹ 2,250
Q.3: A Ltd. produces a product ‘X’ using a raw material ‘D’. To produce one unit of X, 4 kg of
D is required. As per the sales forecast conducted by the company, it will be able to sale
20,000 units of X in the coming year.
The following are the information related to the raw material D:
(i) The Re-order quantity is 400 kg. less than the Economic Order Quantity (EOQ).
(ii) Maximum consumption per day is 40 kg. more than the average consumption per day.
(iii) There is an opening stock of 2,000 kg.
(iv) Time required to get the raw materials from the suppliers is 4 to 8 days.
(v) The purchase price is ₹ 250 per kg.
There is an opening stock of 1,800 units of the finished product X.
The carrying cost of inventory is 14% p.a.
To place an order company has to incur ₹ 1,340 on paper and documentation work.
From the above information FIND OUT the followings in relation to raw material D:
(a) Re-order Quantity
(b) Maximum Stock level
(c) Minimum Stock level
(d) Calculate the impact on the profitability of the company by not ordering the EOQ.
[Take 300 days for a year] [RTP May 21]
ANSWER:
Working Notes:
(i) Computation of Annual consumption & Annual Demand for raw material ‘D’:
Sales forecast of the product ‘X’ 20,000 units

Less: Opening stock of ‘X’ 1,800 units
Fresh units of ‘X’ to be produced 18,200 units
Raw material required to produce 18,200 units of ‘X’ 72,800 kg.
14
(18,200 units × 4 kg.)
Less: Opening Stock of ‘D’ 2,000 kg.
Annual demand for raw material ‘D’ 70,800 kg.
(ii) Computation of Economic Order Quantity (EOQ):
EOQ =
, . ₹ , , . ₹ ,
= = = 2,328 kg.
₹ % ₹
(iii) Re – Order level:

= (Maximum consumption per day × Maximum lead time)
= + 40 kg. x 8 days
, .
= + 40 kg. x 8 days = 2,208 kg.
(iv) Minimum consumption per day of raw material ‘D’:

Average Consumption per day = 236 Kg.
Hence, Maximum Consumption per day = 236 kg. + 40 kg. = 276 kg.
So Minimum consumption per day will be
. .
Average Consumption =
. .
Or, 236 kg. =
Or, Min. consumption = 472 kg – 276 kg. = 196 kg.

(a) Re-order quantity:
EOQ – 400 kg. = 2,328 kg. – 400 kg.= 1,928 kg.
(b) Maximum Stock level:
= Re-order level + Re-order Quantity – (Min. consumption per day × Min. lead time)
= 2,208 kg. + 1,928 kg. – (196 kg. × 4 days) = 4,136 kg. – 784 kg. = 3,352 kg.
(c) Minimum Stock level:
= Re-order level – (Average consumption per day × Average lead time)
= 2,208 kg. – (236 kg. × 6 days) = 792 kg.
(d) Impact on the profitability of the company by not ordering the EOQ.
When purchasing the ROQ When purchasing the EOQ

I Order quantity 1,928 kg. 2,328 kg.
II No. of orders a year , .
= 36.72 or 37
, .
= 30.41 or 31 orders
, . , .
orders
15
III Ordering Cost 37 order x ₹ 1,340 = ₹ 31 orders x ₹ 1,340 = 41,540
49,580
IV Average Inventory ,
= 964 kg.
, .
= 1,164 kg.
V Carrying Cost 964 kg. x ₹ 35 = ₹ 33,740 1,164 kg. x ₹ 35 = ₹ 40.470

VI Total Cost ₹ 83,320 ₹ 82,280
Extra Cost incurred due to not ordering EOQ = ₹83,320 - ₹82,280 = ₹1,040
Q.4: A company manufactures 10,000 units of a product per month. The cost of placing an
order is Rs. 200. The purchase price of the raw material is Rs. 20 per kg. The re-order period
is 4 to 8 weeks. The consumption of raw materials varies from 200 kg to 900 kg per week,
the average consumption being 550 kg. The carrying cost of inventory is 20% per annum.
You are required to CALCULATE:
(i) Re-order quantity
(ii) Re-order level
(iii) Maximum level
(iv) Minimum level
(v) Average stock level [MTP March 21 (5 Marks)]
ANSWER:
(i) Reorder Quantity (ROQ) = 1,691 kg. (Refer to working note)
(ii) Reorder level (ROL) = Maximum usage × Maximum re-order period
= 900 kg. × 8 weeks = 7,200 kg.
(iii) Maximum level = ROL + ROQ – (Min. usage × Min. re-order period)
= 7,200 kg. + 1,691 kg. – (200 kg.× 4 weeks)
= 8,091 kg.
(iv) Minimum level = ROL – (Normal usage × Normal re-order period)
= 7,200 kg. – (550 kg. × 6 weeks)
= 3,900 kg.
(v) Average stock level = (Maximum level + Minimum level)
= (8,091 kg. + 3,900 kg.) = 5,995.5 kg.
OR
= Minimum level + ROQ
= 3,900 kg. + x 1,691 kg. = 4,745.5 kg.
Working Note:
16
Annual consumption of raw material (A) = (550 kg. × 52 weeks) = 28,600 kg.
Cost of placing an order (O) = Rs. 200
Carrying cost per kg. per annum (C) = Rs. 20 × 20% = Rs. 4
Economic order quantity (EOQ) =
, . .
= .
= 1,691 kg. (Approx)
Q.5: A company uses three raw material Pi, Qu and Ar for a particulars product for which the
following data applies:
Raw Usage Re-order Price Delivery period (in weeks) Re- Minimum
Material per unit Quantity per order level (Kg.)
of Kg. level
(Kg.)
product (Rs.) (Kg.)
(Kg.) Minimum Average Maximum
Pi 5 10,000 0.10 1 2 3 8,000 ?
Qu 2 5,000 0.30 3 4 5 4,750 ?
Ar 3 10,000 0.15 2 3 4 ? 2,000
Weekly production varies from 350 to 450 units, averaging 400 units of the said product.
WHAT would be the following quantities:
(i) Minimum Stock of Pi?
(ii) Maximum Stock of Qu?
(iii) Re-order level of Ar?
(iv) Average stock level of Pi? [MTP April 21 (5 Marks)]
ANSWER:
(i) Minimum stock of Pi
Re-order level – (Average consumption × Average time required to obtain delivery)
= 8,000 kg. – (400 units × 5 kg. × 2 weeks) = 4,000 kg.
(ii) Maximum stock of Qu
Re-order level – (Min. Consumption × Min. delivery period) + Re-order quantity
= 4,750 kg. – (350 units × 2 kg. × 3 weeks) + 5,000 kg.
= 9,750 - 2,100 = 7,650 kg.
(iii) Re-order level of Ar
Maximum delivery period × Maximum Usage
= 4 weeks × (450 units × 3 kg.) = 5,400 kg.
OR
17
= Minimum stock of Ar + (Average consumption × Average delivery time)
= 2,000 kg. + [(400 units × 3 kg.) × 3 weeks] = 5,600 kg.
(iv) Average stock level of Pi
= Minimum stock level of Pi + Re-order quantity
= 4,000 kg. + 10,000 kg. = 4,000 + 5,000 = 9,000 kg.
OR
= (Refer to Working Note)

, ,
= = 10,125 kg.
Working note
Maximum stock of Pi = ROL + ROQ – (Minimum consumption × Minimum delivery period)
= 8,000 kg. + 10,000 kg. – [(350 units × 5 kg.) × 1 week] = 16,250 kg.
18
EMPLOYEE COST & DIRECT EXPENSES
Q.1: Discuss any four objectives of ‘Time keeping’ in relation to attendance and payroll
procedures. [Nov 2020 (4 Marks)]
ANSWER:
(i) For the preparation of payrolls.
(ii) For calculating overtime.
(iii) For ascertaining and controlling employee cost.
(iv) For ascertaining idle time.
(v) For disciplinary purposes.
(vi) For overhead distribution
Q.2: Z Ltd is working by employing 50 skilled workers. It is considering the introduction of an

incentive scheme - either Halsey Scheme (with 50% Bonus) or Rowan Scheme - of wage
payment for increasing the labour productivity to adjust with the increasing demand for its
products by 40%. The company feels that if the proposed incentive scheme could bring about
an average 20% increase over the present earnings of the workers, it could act as sufficient
incentive for them to produce more and the company has accordingly given assurance to the
workers.
Because of this assurance, an increase in productivity has been observed as revealed by the
figures for the month of April, 2020:
Hourly rate of wages (guaranteed) ₹ 50

Average time for producing one unit by one worker at the previous 1.975 hours
performance (this may be taken as time allowed)
Number of working days in a month 24
Number of working hours per day of each worker 8
Actual production during the month 6,120 units
Required:
(i) Calculate the effective increase in earnings of workers in percentage terms under
Halsey and Rowan scheme.
(ii) Calculate the savings to Z Ltd in terms of direct labour cost per unit under both the
schemes.
(iii) Advise Z Ltd about the selection of the scheme that would fulfil its assurance of
incentivising workers and also to adjust with the increase in demand.
[Jan 21 (10 Marks)]
19
ANSWER:
Working Notes:
1. Total time wages of 50 workers per month:
= No. of working days in the month × No. of working hours per day of each worker × Hourly
rate of wages × No. of workers
= 24 days × 8 hrs. × ₹ 50 × 50 workers = ₹ 4,80,000
2. Time saved per month:
Time allowed per unit to a worker 1.975 hours
No. of units produced during the month by 50 workers 6,120 units
Total time allowed to produce 6,120 units (6,120 × 1.975 hrs) 12,087 hours
Actual time taken to produce 6,120 units (24 days × 8 hrs. × 50 workers) 9,600 hours
Time saved (12,087 hours – 9,600 hours) 2,487 hours
3. Bonus under Halsey scheme to be paid to 50 workers:
Bonus = (50% of time saved) × hourly rate of wages
= 50/100 × 2,487 hours × ₹ 50 = ₹ 62,175
Total wages to be paid to 50 workers are (₹ 4,80,000 + ₹ 62,175) ₹ 5,42,175, if Z Ltd.
considers the introduction of Halsey Incentive Scheme to increase the worker productivity.
4. Bonus under Rowan Scheme to be paid to 50 workers:
Bonus = x Time saved x hourly rate

,,
= x 2,487 hours x ₹ 50 = ₹ 98,764
,
Total wages to be paid to 50 workers are (₹ 4,80,000 + ₹ 98,764) ₹ 5,78,764, if Z Ltd. considers the
introduction of Rowan Incentive Scheme to increase the worker productivity.
(i) (a) Effective hourly rate of earnings under Halsey scheme:
(Refer to working Note 1, 2 and 3)
=
₹ , , ₹ ,
= = ₹ 56.48
,
Effective hourly rate of earnings under Rowan scheme:

(b) Effective hourly rate of earnings under Rowan scheme:
(Refer to Working Notes 1, 2 and 4)
=
₹ , , ₹ ,
= = ₹ 60.29
,
20
₹ .
Effective increase in earnings of worker (in %) = x 100 = ₹ 20.58%
₹
(ii) (a) Saving in terms of direct labour cost per unit under Halsey scheme:
(Refer to Working Note 3)
Labour cost per unit (under time wage scheme)
= 1.975 hours × ₹ 50 = ₹ 98.75
Labour cost per unit (under Halsey scheme)
₹ , ,
= = ,
= ₹ 88.60
Saving per unit = ₹ 98.75 - ₹ 88.60 = ₹ 10.15

(b) Saving in terms of direct worker cost per unit under Rowan Scheme:
Labour cost per unit under Rowan scheme = ₹ 5,78,764/6,120 units= ₹ 94.57
Saving per unit = ₹ 98.75 – ₹ 94.57 = ₹ 4.18
(iii) Calculation of Productivity:
Normal Production Horus worked/ Unit per Hour (9,600/1.975) 4,861

Actual Production Units 6,120
Increase in labour productivity 1,259
% Productivity i.e. increase in production/ Normal production 25.9%
Advice: Rowan plan fulfils the company’s assurance of 20% increase over the present earnings
of workers. This would increase productivity by 25.9% only. It will not adjust with the increase
in demand by 40%.
Q.3: JBL Sisters operates a boutique which works for various fashion houses and retail
stores. It has employed 26 workers and pays them on time rate basis. On an average an
employee is allowed 8 hours for boutique work on a piece of garment. In the month of
December 2020, two workers M and J were given 15 pieces and 21 pieces of garments
respectively for boutique work. The following are the details of their work:
M J
Work assigned 15 pcs. 21 pcs.
Time taken 100 hours 140 hours
Workers are paid bonus as per Halsey System. The existing rate of wages is ₹ 60 per hour.
As per the new wages agreement the workers will be paid ₹ 72 per hour w.e.f. 1stJanuary
2021. At the end of the month December 2020, the accountant of the company has wrongly
calculated wages to these two workers taking ₹ 72 per hour.
Required:
(i) CALCULATE the loss incurred due to incorrect rate selection.
(ii) CALCULATE the loss incurred due to incorrect rate selection, had Rowan scheme of
bonus payment followed.
21
(iii) CALCULATE the loss/ savings if Rowan scheme of bonus payment had followed.
(iv) DISCUSS the suitability of Rowan scheme of bonus payment for JBL Sisters?
[RTP May 21]
ANSWER:
Working Notes:
Calculation of Total hours saved:
M J
No. of garments assigned (Pieces.) 15 21
Hour allowed per piece (Hours) 8 8
Total hours allowed (Hours) 120 168
Hours Taken (Hours) 100 140
Hours Saved (Hours) 20 28
(i) Calculation of loss incurred due to incorrect rate selection:

(While calculating loss only excess rate per hour has been taken)
M (₹) J (₹) Total (₹)

Basic Wages 1,200 1,680 2,880
(100 Hrs. × ₹12) (140 Hrs. × ₹12)
Bonus (as per Halsey Scheme) 120 168 288
(50% of Time Saved × Excess (50% of 20 Hrs. × (50% of 28 Hrs. ×
Rate) ₹12) ₹12)
Excess Wages Paid 1,320 1,848 3,168
(ii) Calculation of loss incurred due to incorrect rate selection had Rowan scheme of bonus
payment followed:
M J Total
(₹) (₹) (₹)
Basic Wages 1,200 1,680 2,880
(100 Hrs. × ₹12) (140 Hrs. × ₹12)
Bonus (as per Rowan Scheme) 200 280 480
Time Taken 100 140
x Time Saved x Excess Rate x 20 x ₹12 x 28 x ₹12
Time Allowed 120 168
Excess Wages Paid 1,400 1,960 3,360
(iii) Calculation of amount that could have been saved if Rowan Scheme were followed
M J Total
(₹) (₹) (₹)
Wages paid under Halsey Scheme 1,320 1,848 3,168
Wages paid under Rowan Scheme 1,400 1,960 3,360
22
Difference (loss) (80) (112) (192)
(iv) Rowan Scheme of Incentive payment has the following benefits, which is suitable with the nature
of business in which JBL Sisters operates:
(a) Under Rowan Scheme of bonus payment, workers cannot increase their earnings or bonus
by merely increasing its work speed. Bonus under Rowan Scheme is maximum when the
time taken by a worker on a job is half of the time allowed. As this fact is known to the
workers, therefore, they work at such a speed which helps them to maintain the quality of
output too.
(b) If the rate setting department commits any mistake in setting standards for time to be taken
to complete the works, the loss incurred will be relatively low.
Q.4: The labour turnover rates for the quarter ended 30th September, 2020 are computed
as 14%, 8% and 6% under Flux method, Replacement method and Separation method
respectively. If the number of workers replaced during 2nd quarter of the financial year
2020-21 is 36, COMPUTE the following:
(i) The number of workers recruited and joined; and
(ii) The number of workers left and discharged. MTP MARCH 2021 (5 Marks)
ANSWER:
.
Labour Turnover Rate (Replacement method) =
.
Or, =
.
Or, Average No. of workers = 450

.
Labour Turnover Rate (Separation method) =
.
.
Or, =
Or, No. of workers separated = 27
. . ( )
Labour Turnover Rate (Flux Method) =
.
. ( )
Or, =
Or, 100 (27 + No. of Accessions) = 6,300
Or, No. of Accessions = 36
(i) The No. of workers recruited and Joined = 36
(ii) The No. of workers left and discharged = 27
Q.5: From the following information, CALCULATE employee turnover rate using – (i)
Separation Method, (ii) Replacement Method, (iii) New Recruitment Method, and (iv) Flux
Method :
23
No. of workers as on 01.04.2020 = 3,800
No. of workers as on 31.03.2021 = 4,200
During the year, 40 workers left while 160 workers were discharged and 600 workers were
recruited during the year; of these, 150 workers were recruited because of exits and the rest
were recruited in accordance with expansion plans. [MTP April 21 (5 Marks)]
ANSWER:
Employee turnover rate using:
(i) Separation Method:
. .
= x 100
( )
= x 100 = x 100 = 5%
( , , )÷ ,
(ii) Replacement Method:

.
= x 100 = x 100 = 3.75%
,
(iii) New Recruitment Method:

.
= x 100
. .
= x 100
= x 100 = x 100 = 11.25%

, ,
(iv) Flux Method:

. .
= x 100
( )
= x 100 = x 100 = 20%
( , , )÷ ,
24
OVERHEADS
Q.1: TEE Ltd. is a manufacturing company having three production departments 'P', 'Q' and
'R' and two service departments 'X' and 'Y' details pertaining to which are as under :
P Q R X Y
Direct wages (₹) 5,000 1,500 4,500 2,000 800
Working hours 13,191 7,598 14,995 - -
Value of machine (₹) 1,00,000 80,000 1,00,000 20,000 50,000
H.P. of machines 100 80 100 20 50
Light points (Nos.) 20 10 15 5 10
Floor space (sq. ft.) 2,000 2,500 3,500 1,000 1,000
The expenses are as follows:
(₹)
Rent and Rates 10,000
General Lighting 600
Indirect Wages 3,450
Power 3,500
Depreciation on Machines 70,000
Sundries (apportionment on the basis of direct wages) 13,800
The expenses of Service Departments are allocated as under :
P Q R X Y
X 45% 15% 30% - 10%
Y 35% 25% 30% 10% -
Product 'A' is processed for manufacture in Departments P, Q and R for 6, 5 and 2 hours
respectively.
Direct Costs of Product A are :
Direct material cost is ₹ 65 per unit and Direct labour cost is ₹ 40 per unit.
You are Required to:
(i) Prepare a statement showing distribution of overheads among the production and
service departments.
(ii) Calculate recovery rate per hour of each production department after redistributing the
service departments costs.
(iii) Find out the Total Cost of a 'Product A'. [Nov 2020 (10 Marks)]
25
ANSWER:
(i) Statement showing distribution of Overheads
Primary Distribution Summary
Item of cost Basis of Total P Q R X Y

apportionment (₹) (₹) (₹) (₹) (₹) (₹)
Direct wages Actual 2,800 -- -- -- 2,000 800
Rent and Rates Floor area 10,000 2,000 2,500 3,500 1,000 1,000
(4:5:7:2:2)
General lighting Light points 600 200 100 150 50 100
(4:2:3:1:2)
Indirect wages Direct wages 3,450 1,250 375 1,125 500 200
(50:15:45:20:8)
Power Horse Power of 3,500 1,000 800 1,000 200 500
machines used
(10:8:10:2:5)
Depreciation of Value of machinery 70,000 20,000 16,000 20,000 4,000 10,000
machinery (10:8:10:2:5)
Sundries Direct wages 13,800 5,000 1,500 4,500 2,000 800
(50:15:45:20:8)
Total 1,04,150 29,450 21,275 30,275 9,750 13,400
Secondary Distribution using simultaneous equation method:
Overheads of service cost centres
Let, X be the overhead of service cost centre X
Y be the overhead of service cost centre Y
X = 9,750 + 0.10 Y
Y = 13,400 + 0.10 X
Substituting the value of Y in X we get

X = 9,750 + 0.10 (13,400 + 0.10 X)
X = 9,750 + 1,340 + 0.01 X
0.99 X = 11,090
∴X = ₹ 11,202
∴Y = 13,400 + 0.10  11,202
= ₹ 14,520.20
Secondary Distribution Summary
Particulars Total (₹) P (₹) Q (₹) R (₹)
26
Allocated and 29,450.00 21,275.00 30,275.00
Apportioned over-heads
as per primary distribution
X 11,202.00 5,040.90 1,680.30 3,360.60
Y 14,520.20 5,082.07 3,630.05 4,356.06
Total 39,572.97 26,585.35 37,991.66
(ii) Calculation of Overhead recovery rate per hour
P (₹) Q (₹) R (₹)

Total overheads cost 39,572.97 26,585.35 37,991.66
Working hours 13,191 7,598 14,995
Rate per hour (₹) 3 3.50 2.53
(iii) Cost of Product A
(₹)
Direct material 65.00
Direct labour 40.00
Prime cost 105.00
Production on overheads
P 6 hours × ₹ 3 = ₹ 18
Q 5 hours × ₹ 3.50 = ₹ 17.50
R 2 hours × ₹ 2.53 = ₹ 5.06 40.56
Total cost 145.56
Note: Secondary Distribution can also be done using repeated distribution Method
Q.2: A machine shop has 8 identical machines manned by 6 operators. The machine cannot
work without an operator wholly engaged on it. The original cost of all the 8 machines works
out to ₹ 32,00,000. The following particulars are furnished for a six months period:
Normal available hours per month per operator 208

Absenteeism (without pay) hours per operator 18
Leave (with pay) hours per operator 20
Normal unavoidable idle time-hours per operator 10
Average rate of wages per day of 8 hours per operator ₹ 100
Production bonus estimated 10% on wages
Power consumed ₹ 40,250
Supervision and Indirect Labour ₹ 16,500
Lighting and Electricity ₹ 6,000
The following particulars are given for a year:
27
Insurance ₹ 3,60,000
Sundry work Expenses ₹ 50,000
Management Expenses allocated ₹ 5,00,000
Depreciation 10% on the original cost
Repairs and Maintenance (including consumables): 5% of the value of all the machines.
Prepare a statement showing the comprehensive machine hour rate for the machine shop.
[Jan 2021]
ANSWER:
Workings:
Particulars Six months 6

operators (Hours)
Normal available hours per month (208 x 6 months x 6 operators) 7,488
Less: Absenteeism hours (18 x 6 operators) (108)
Paid hours (A) 7,380
Less: Leave hours (20 x 6 operators) (120)
Less: Normal idle time (10 x 6 operators) (60)
Effective working hours 7,200
Computation of Comprehensive Machine Hour Rate
Particulars Amount for six

months (₹)
Operators' wages (7,380/8 x100) 92,250
Production bonus (10% on wages) 9,225
Power consumed 40,250
Supervision and indirect labour 16,500
Lighting and Electricity 6,000
Repair and maintenance {(5% × ₹ 32,00,000)/2} 80,000
Insurance (₹ 3,60,000/2) 1,80,000
Depreciation {(₹ 32,00,000 × 10%)/2} 1,60,000
Sundry Work expenses (₹ 50,000/2) 25,000
Management expenses (₹ 5,00,000/2) 2,50,000
Total Overheads for 6 months 8,59,225
Comprehensive Machine Hour Rate = ₹ 8,59,225/7,200 hours ₹ 119.33
(Note: Machine hour rate may be calculated alternatively. Further, presentation of figures may also be
done on monthly or annual basis.)
28
Q.3: A manufacturing unit has purchased and installed a new machine at a cost of ₹
24,90,000 to its fleet of 5 existing machines. The new machine has an estimated life of 12
years and is expected to realise ₹ 90,000 as scrap value at the end of its working life.
Other relevant data are as follows:
(i) Budgeted working hours are 2,496 based on 8 hours per day for 312 days. Plant
maintenance work is carried out on weekends when production is totally halted. The
estimated maintenance hours are 416. During the production hours machine set-up and
change over works are carried out. During the set-up hours no production is done. A
total 312 hours are required for machine set-ups and change overs.
(ii) An estimated cost of maintenance of the machine is ₹ 2,40,000 p.a.
(iii) The machine requires a component to be replaced every week at a cost of ₹ 2,400.
(iv) There are three operators to control the operations of all the 6 machines. Each operator
is paid ₹ 30,000 per month plus 20% fringe benefits.
(v) Electricity: During the production hours including set-up hours, the machine consumes
60 units per hour. During the maintenance the machine consumes only 10 units per
hour. Rate of electricity per unit of consumption is ₹ 6.
(vi) Departmental and general works overhead allocated to the operation during last year
was ₹ 5,00,000. During the current year it is estimated to increase by 10%.
Required:
COMPUTE the machine hour rate. [RTP May 21]
ANSWER:
Working Note:
1. Effective machine hour:
= Budgeted working hours – Machine Set-up time
= 2,496 hours – 312 hours = 2,184 hours.
2. Operators’ salary per annum:
Salary (3 operators × ₹30,000 × 12 months) ₹ 10,80,000
Add: Fringe benefits (20% of ₹10,80,000) ₹ 2, 16,000
₹ 12,96,000
3. Depreciation per annum
₹ , , ₹ ,
= ₹ 2,00,000
Computation of Machine hour Rate
Amount p.a. Amount per

(₹) hour (₹)
Standing Charges
Operators’ Salary
₹ , ,
x 12,96,000 98.90
,
29
Departmental and general overheads:
(₹5,00,000 x 110%) 5,50,000 41.97
₹ , ,
x
,
(A) 18,46,000 140.87

Machine Expenses
Depreciation
₹ , , 2,00,000 91.58
,
Electricity:
During working hours (2,496 hours × 60 units × ₹6) 8,98,560 411.43
During maintenance hours (416 hours × 10 units × ₹6) 24,960 11.43
Component replacement cost (2,400 × 52 weeks) 1,24,800 57.14
Machine maintenance cost 2,40,000 109.89
(B) 14,88,320 681.47
Machine Hour Rate (A + 822.34
B)
Q.4: The following account balances and distribution of indirect charges are taken from the
accounts of a manufacturing concern for the year ending on 31st March 2021:
Total Amount Production Departments Service Departments

Item
(Rs.) X (Rs.) Y (Rs.) Z (Rs.) A (Rs.) B (Rs.)

Indirect Material 2,50,000 40,000 60,000 90,000 50,000 10,000
Indirect Labour 5,20,000 90,000 1,00,000 1,40,000 1,20,000 70,000
Supervisor's 1,92,000 - - 1,92,000 - -
Salary
Fuel & Heat 30,000
Power 3,60,000
Rent & Rates 3,00,000
Insurance 36,000
Canteen Charges 1,20,000
Depreciation 5,40,000
The following departmental data are also available:
Production Departments Service Departments

X Y Z A B
Area (Sq. ft.) 4,400 4,000 3,000 2,400 1,200
Capital Value of
40,00,000 60,00,000 50,00,000 10,00,000 20,00,000
Assets (Rs.)
Kilowatt Hours 3,500 4,000 3,000 1,500 -
30
Radiator 20 40 60 50 30
Sections
No. of Employees 60 70 120 30 20
Expenses charged to the service departments are to be distributed to other departments by
the following percentages:
X Y Z A B
Department A (%) 30 30 20 - 20
Department B (%) 25 40 25 10 -
PREPARE an overhead distribution statement to show the total overheads of production
departments after re-apportioning service departments' overhead by using simultaneous
equation method. Show all the calculations to the nearest rupee.
[MTP March 21 (10 Marks)]
ANSWER:
Primary Distribution of Overheads
Item Basis Total Production Departments Service

Amount Departments
(Rs.) X (Rs.) Y (Rs.) Z (Rs.) A (Rs.) B (Rs.)
Indirect Actual 2,50,000 40,000 60,000 90,000 50,000 10,000
Material
Indirect Actual 5,20,000 90,000 1,00,000 1,40,000 1,20,000 70,000
Labour
Supervisor’s Actual 1,92,000 - - 1,92,000 - -
Salary
Fuel & Heat Radiator 30,000 3,000 6,000 9,000 7,500 4,500
Sections
{2:4:6:5:3}
Power Kilowatt Hours 3,60,000 1,05,000 1,20,000 90,000 45,000 -
{7:8:6:3:-}
Rent & Rates Area (Sq. ft.) 3,00,000 88,000 80,000 60,000 48,000 24,000
{22:20:15:12:6}
Insurance Capital Value of 36,000 8,000 12,000 10,000 2,000 4,000
Assets
{4:6:5:1:2}
Canteen No. of 1,20,000 24,000 28,000 48,000 12,000 8,000
Charges Employees
{6:7:12:3:2}
Depreciation Capital Value of 5,40,000 1,20,000 1,80,000 1,50,000 30,000 60,000
Assets
{4:6:5:1:2}
31
Total 23,48,000 4,78,000 5,86,000 7,89,000 3,14,500 1,80,500
overheads
Re-distribution of Overheads of Service Department A and B

Total overheads of Service Departments may be distributed by simultaneous equation.
Let, the total overheads of A = a and the total overheads of B = b
a = 3,14,500 + 0.10 b (i)
or, 10a - b = 31,45,000 [(i) x10]
b = 1,80,500 + 0.20 a (ii)
or, -0.20a + b = 1,80,500
Solving equation (i) & (ii)
10a - b = 31,45,000
-0.20a + b = 1,80,500
9.8a = 33,25,500
a = Rs. 3,39,337
Putting the value of ‘a’ in equation (ii), we get
b = 1,80,500 + 0.20 × 3,39,337
b = Rs. 2,48,367
Secondary Distribution of Overheads
Production Departments
X (Rs.) Y (Rs.) Z (Rs.)
Total overhead as per primary distribution 4,78,000 5,86,000 7,89,000
Service Department A (80% of Rs.3,39,337) 1,01,801 1,01,801 67,867
Service Department B (90% of Rs.2,48,367) 62,092 99,347 62,092
Total 6,41,893 7,87,148 9,18,959
Q.5: The following particulars refer to process used in the treatment of material
subsequently, incorporated in a component forming part of an electrical appliance:
(i) The original cost of the machine used (Purchased in June 2013) was Rs. 1,00,000. Its
estimated life is 10 years, the estimated scrap value at the end of its life is Rs.10,000,
and the estimated working time per year (50 weeks of 44 hours) is 2,200 hours of which
machine maintenance etc., is estimated to take up 200 hours.
No other loss of working time expected, setting up time, estimated at 100 hours, is
regarded as productive time. (Holiday to be ignored).
(ii) Electricity used by the machine during production is 16 units per hour at cost of a 90
paisa per unit. No current is taken during maintenance or setting up.
(iii) The machine required a chemical solution which is replaced at the end of week at a
cost of Rs. 200 each time.
32
(iv) The estimated cost of maintenance per year is Rs.12,000.
(v) Two attendants control the operation of machine together with five other identical
machines. Their combined weekly wages, insurance and the employer's contribution
to holiday pay amount Rs. 1,200.
(vi) Departmental and general works overhead allocated to this machine for the current
year amount to Rs. 20,000.
You are required to CALCULATE the machine hour rate of operating the machine.
[MTP April 21 (5 Marks)]
ANSWER:
Working Notes:
(i) Total Productive hours = Estimated Working hours – Machine Maintenance hours
= 2,200 hours – 200 hours = 2,000 hours
. , , . ,
(ii) Depreciation per annum = = Rs. 9,000
(iii) Chemical solution cost per annum = Rs. 200 x 50 weeks = Rs. 10,000
. , ×
(iv) Wages of attendants (per annum) = = Rs. 10,000
Calculation of Machine hour rate
Particulars Amount (Rs.) Amount (Rs.)

(per annum) (per hour)
A. Standing Charge
(i) Wages of attendants 10,000
(ii) Departmental and general works overheads 20,000
Total Standing Charge 30,000
, 15.00
Standing Charges per hour
,
B. Machine Expense
(iii) Depreciation 9,000 4.50
. . × × , - 13.68
(iv) Electricity
,
(v) Chemical solution 10,000 5.00

(vi) Maintenance cost 12,000 6.00
Machine operating cost per hour (A + B) 44.18
33
ACTIVITY BASED COSTING
Q.1: ABC Ltd. is engaged in production of three types of Fruit Juices:

Apple, Orange and Mixed Fruit.
The following cost data for the month of March 2020 are as under:
Particulars Apple Orange Mixed Fruit

Units produced and sold 10,000 15,000 20,000
Material per unit (₹) 8 6 5
Direct Labour per unit (₹) 5 4 3
No. of Purchase Orders 34 32 14
No. of Deliveries 110 64 52
Shelf Stocking Hours 110 160 170
Overheads incurred by the company during the month are as under :
(₹)
Ordering costs 64,000
Delivery costs 1,58,200
Shelf Stocking costs 87,560
Required:
(i) Calculate cost driver's rate.
(ii) Calculate total cost of each product using Activity Based Costing.
[Nov 2020 (6 Marks)]
ANSWER:
(i) Calculation Cost-Driver’s rate
Overhead cost Cost-driver level Cost driver rate

Activity (₹) (₹)
(A) (B) (C) = (A)/(B)
Ordering 64,000 34 + 32 + 14 800
= 80 no. of purchase orders
Delivery 1,58,200 110 + 64 + 52 700
= 226 no. of deliveries
Shelf stocking 87,560 110 + 160 + 170 199
= 440 shelf stocking hours
(ii) Calculation of total cost of products using Activity Based Costing
34
Particulars Fruit Juices
Apple (₹) Orange (₹) Mixed Fruit (₹)
Material cost 80,000 90,000 1,00,000
(10,000 x ₹ 8) (15,000 x ₹ 6) (20,000 x ₹ 5)
Direct labour cost 50,000 60,000 60,000
(10,000 x ₹ 5) (15,000 x ₹ 4) (20,000 x ₹ 3)
Prime Cost (A) 1,30,000 1,50,000 1,60,000
Ordering cost 27,200 25,600 11,200
(800 x 34) (800 x 32) (800 x 14)
Delivery cost 77,000 44,800 36,400
(700 x 110) (700 x 64) (700 x 52)
Shelf stocking cost 21,890 31,840 33,830
(199 x 110) (199 x 160) (199 x 170)
Overhead Cost (B) 1,26,090 1,02,240 81,430
Total Cost (A + B) 2,56,090 2,52,240 2,41,430
Q.2: Describe the various levels of activities under ‘ABC’ methodology. [Nov 2020 (4 Marks)]
ANSWER:
Various Level of Activities under ABC Methodology
Level of Activities Meaning

1. Unit level activities These are those activities for which the consumption of resources can
be identified with the number of units produced.
2. Batch level activities The activities such as setting up of a machine or processing a purchase
order are performed each time a batch of goods is produced. The
cost of batch related activities varies with number of batches made,
but is common (or fixed) for all units within the batch.
3. Product level activities These are the activities which are performed to support different
products in product line.
4. Facilities level These are the activities which cannot be directly attributed to
activities individual products. These activities are necessary to sustain the
manufacturing process and are common and joint to all products
manufactured.
Q.3: ABC Ltd. manufactures three products X, Y and Z using the same plant and resources.
It has given the following information for the year ended on 31st March, 2020:
X Y Z
Production Quantity (units) Cost per 1200 1440 1968
unit:
Direct Material (₹) 90 84 176
Direct Labour (₹) 18 20 30
35
Budgeted direct labour rate was ₹ 4 per hour and the production overheads, shown in table
below, were absorbed to products using direct labour hour rate. Company followed
Absorption Costing Method. However, the company is now considering adopting Activity
Based Costing Method.
Budgeted Overheads Cost Driver Remarks

(₹)
Material 50,000 No. of orders No. of orders was 25 units
Procurement for each product.
Set-up 40,000 No. of production All the three products are
Runs produced in production
runs of 48 units.
Quality Control 28,240 No. of Inspections Done for each
production run.
Maintenance 1,28,000 Maintenance hours Total maintenance hours
were 6,400 and was
allocated in the ratio of
1:1:2 between X, Y & Z.
Required:
(1) Calculate the total cost per unit of each product using the Absorption Costing Method.
(2) Calculate the total cost per unit of each product using the Activity Based Costing
Method. [Jan 21 (10 Marks)]
ANSWER:
1. Traditionl absorption Costing
X Y Z Total
(a) Quantity (units) 1,200 1,440 1,968 4608
(b) Direct labour 18 20 30 -
(c) Direct labour hours (a x b) / ₹ 4 5,400 7,200 14,760 27,360
Overhead rate per direct labour hour:

= Budgeted overheads ÷ Budgeted labour hours
= (₹ 50,000 + ₹ 40,000 + ₹ 28,240 + ₹ 1,28,000) ÷ 27,360 hours
= ₹ 2,46,240 ÷ 27,360 hours
= ₹ 9 per direct labour hour
Units Costs:
X Y Z
Direct Costs:
- Direct Labour (₹) 18.00 20.00 30.00
- Direct Material (₹) 90.00 84.00 176.00
Production Overhead: (₹) 40,50 45.00 67.50
36
9 x 18 9 x 20 9 x 30
4 4 4
Total cost per unit (₹) 148.50 149.00 273.50
2. Calculation of Cost-Driver level under Activity Based Costing
X Y Z Total
Quantity (units) 1,200 1,440 1,968 -
No. of orders (to be rounded off for 48 58 79 185
fraction) (1200 / 25) (1440 / 25) (1968 / 25)
No. of production runs 25 30 41 96

(1200 / 48) (1440 / 48) (1968 / 48)
No. of Inspections (done for each production 25 30 41 96
run)
Maintenance hours 1,600 1,600 3,200 6400
Calculation of Cost-Driver rate
Activity Budgeted Cost (₹) Cost-driver level Cost Driver rat (₹)
(a) (b) (c) = (a) / (b)
Material procurement 50,000 185 270.27
Set-up 40,000 96 416.67
Quality control 28,240 96 294.17
Maintenance 1,28,000 6,400 20.00
Calculation of total cost or products using Activity Based Costing
Particulars Product
X (₹) Y (₹) Z (₹)
Direct Labour 18.00 20.00 30.00
Direct Material 90.00 84.00 176.00
Prime Cost per 108.00 104.00 206.00
unit (A)
Material procurement 10.81 10.89 10.85
[(48 x 270.27)/1200] [(58 x 270.27)/1440] [(79 x 270.27)/1968]
Set-up 8.68 8.68 8.68
[(25 x 416.67)/1200] [(30 x 416.67)/ 1440] [(41 x 416.67)/ 1968]
Quality control 6.13 6.13 6.13
[(25 x 294.17)/1200] [(30 x 294.17)/ 1440] [(41 x 294.17)/ 1968]
Maintenance 26.67 22.22 32.52
[(1,600 x 20)/1200] [(1,600 x 20)/ 1440] [(3,200 x 20)/ 1968]
37
Overhead Cost per 52.29 47.92 58.18
unit (B)
Total Cost per unit (A 160.29 151.92 264.18
+ B)
Note: Question may also be solved assuming no. of orders for material procurement to be 25 for
each product.
Q.4: The following budgeted information relates to N Ltd. for the year 2021:
Particulars Products
X Y Z
Production and Sales (units) 1,00,000 80,000 60,000
(₹) (₹) (₹)
Selling price per unit 90 180 140
Direct cost per unit 50 90 95
Hours Hours Hours
Machine department (machine hours per unit) 3 4 5
Assembly department (direct labour hours per 6 4 3
unit)
The estimated overhead expenses for the year 2021 will be as below:
Machine Department ₹ 73,60,000
Assembly Department ₹ 55,00,000
Overhead expenses are apportioned to the products on the following basis:
Machine Department On the basis of machine hours
Assembly Department On the basis of labour hours
After a detailed study of the activities the following cost pools and their respective cost
drivers are found:
Cost Pool Amount (₹) Cost Driver Quantity

Machining services 64,40,000 Machine hours 9,20,000 hours
Assembly services 44,00,000 Direct labour hours 11,00,000 hours
Set-up costs 9,00,000 Machine set-ups 9,000 set-ups
Order processing 7,20,000 Customer orders 7,200 orders
Purchasing 4,00,000 Purchase orders 800 orders
As per an estimate the activities will be used by the three products:
Products
X Y Z
Machine set-ups 4,500 3,000 1,500
Customer orders 2,200 2,400 2,600
38
Purchase orders 300 350 150
You are required to PREPARE a product-wise profit statement using:

(i) Absorption costing method;
(ii) Activity-based method. [RTP May 21]
ANSWER:
(i) Profit Statement using Absorption costing method:
Particulars Products Total

X Y Z
A. Sales Quantity 1,00,000 80,000 60,000 2,40,000
B. Selling price per unit (₹) 90 180 140
C. Sales Value (₹) [A x B] 90,00,000 1,44,00,000 84,00,000 3,18,00,000
D. Direct cost per unit (₹) 50 90 95
E. Direct Cost (₹) [A x D] 50,00,000 72,00,000 57,00,000 1,79,00,000
F. Overheads:
(i) Machine department (₹) 24,00,000 25,60,000 24,00,000 73,60,000
(Working note-1)
(ii) Assembly department (₹) 30,00,000 16,00,000 9,00,000 55,00,000
(Working note-1)
G. Total Cost (₹) [E + F] 1,04,00,000 1,13,60,000 90,00,000 3,07,60,000
H. Profit (C-G) (14,00,000) 30,40,000 (6,00,000) 10,40,000
(ii) Profit Statement using Activity based costing (ABC) method:

X Y Z
A. Sales Quantity 1,00,000 80,000 60,000
B. Selling price per unit (₹) 90 180 140
C. Sales Value (₹) [A x B] 90,00,000 1,44,00,000 84,00,000 3,18,00,000
D. Direct cost per unit (₹) 50 90 95
E. Direct Cost (₹) [A x D] 50,00,000 72,00,000 57,00,000 1,79,00,000
F. Overheads: (Refer working
note-3)
(i) Machine department (₹) 21,00,000 22,40,000 21,00,000 64,40,000
(ii) Assembly department (₹) 24,00,000 12,80,000 7,20,000 44,00,000
(iii) Set-up costs (₹) 4,50,000 3,00,000 1,50,000 9,00,000
(iv) Order processing (₹) 2,20,000 2,40,000 2,60,000 7,20,000
(v) Purchasing (₹) 1,50,000 1,75,000 75,000 4,00,000
39
G. Total Cost (₹) [E + F] 1,03,20,000 1,14,35,000 90,05,000 3,07,60,000
H. Profit (₹) (C-G) (13,20,000) 29,65,000 (6,05,000) 10,40,000
Working Notes:
1.

X Y Z
A. Production (units) 1,00,000 80,000 60,000
B. Machine hours per unit 3 4 5
C. Total Machine hours [A x B] 3,00,000 3,20,000 3,00,000 9,20,000
D. Rate per hour (₹) 8 8 8
E. Machine Dept. cost [C x D] 24,00,000 25,60,000 24,00,000 73,60,000
F. Labour hours per unit 6 4 3
G. Total labour hours [A x F] 6,00,000 3,20,000 1,80,000 11,00,000
H. Rate per hour (₹) 5 5 5
I. Assembly Dept. cost [G x H] 30,00,000 16,00,000 9,00,000 55,00,000
₹ , ,
Machine hour rate = =₹8
, ,
₹ , ,
Labor hour rate = =₹5
, ,
2. Calculation of cost driver rate
Cost Pool Amount Cost Driver Quantity Driver rate (₹)

(₹)
Machining services 64,40,000 Machine hours 9,20,000 hours 7.00
Assembly services 44,00,000 Direct labour 11,00,000 hours 4.00
hours
Set-up costs 9,00,000 Machine set-ups 9,000 set-ups 100.00
Order processing 7,20,000 Customer orders 7,200 orders 100.00
Purchasing 4,00,000 Purchase orders 800 orders 500.00
3. Calculation of activity-wise cost

X Y Z
A. Machining hours (Refer 3,00,000 3,20,000 3,00,000 9,20,000
Working note-1)
B. Machine hour rate (₹) (Refer 7 7 7
Working note-2)
C. Machining services cost (₹) 21,00,000 22,40,000 21,00,000 64,40,000
[A×B]
40
D. Labour hours (Refer Working 6,00,000 3,20,000 1,80,000 11,00,000
note-1)
E. Labour hour rate (₹) (Refer 4 4 4
Working note-2)
F. Assembly services cost (₹) 24,00,000 12,80,000 7,20,000 44,00,000
[D×E]
G. Machine set-ups 4,500 3,000 1,500 9,000
H. Rate per set-up (₹) (Refer 100 100 100
Working note-2)
I. Set-up cost (₹) [G×H] 4,50,000 3,00,000 1,50,000 9,00,000
J. Customer orders 2,200 2,400 2,600 7,200
K. Rate per order (₹) (Refer 100 100 100
Working note-2)
L. Order processing cost (₹) 2,20,000 2,40,000 2,60,000 7,20,000
[J×K]
M. Purchase orders 300 350 150 800
N. Rate per order (₹) (Refer 500 500 500
Working note-2)
O. Purchasing cost (₹) [M×N] 1,50,000 1,75,000 75,000 4,00,000
Q.5: ABY Ltd. manufactures four products, namely A, B, C and D using the same plant and
process. The following information relates to production period December, 2020:
Product A B C D
Output in units 1,440 1,200 960 1,008
Cost per unit:
Direct Materials Rs. 84 Rs. 90 Rs. 80 Rs. 96
Direct Labour Rs. 20 Rs. 18 Rs. 14 Rs. 16
Machine hours per unit 4 3 2 1
The four products are similar and are usually produced in production runs of 48 units per
batch and are sold in batches of 24 units. Currently, the production overheads are absorbed
using machine hour rate. The production overheads incurred by the company for the period
December, 2020 are as follows:
(Rs.)
Machine department costs:
Rent, deprecation and supervision 2,52,000
Set-up Costs 80,000
Store receiving costs 60,000
Inspection 40,000
Material handling and dispatch 10,368
41
During the period December, 2020, the following cost drivers are to be used for allocation of
overheads cost:
Cost Cost driver

Set-up Costs Number of production runs (batches)
Stores receiving Requisition raised
Inspection Number of production runs (batches)
Material handling and dispatch Orders executed
It is also determined that:
(i) Machine department costs should be apportioned among set-up, stores receiving and
inspection activities in proportion of 4 : 3 : 2.
(ii) The number of requisitions raised on stores is 50 for each product. The total number of
material handling and dispatch orders executed during the period are 192 and each
order being for a batch size of 24 units of product.
Required:
(i) CALCULATE the total cost of each product, if all overhead costs are absorbed on
machine-hour rate basis.
(ii) CALCULATE the total cost of each product using activity-based costing.
ANSWER:
(i) Total Overhead = Rs. (2,52,000 + 80,000 + 60,000 + 40,000 + 10,368) = Rs. 4,42,368
Total machine hours = 1,440 × 4 + 1,200 × 3 + 960 × 2 + 1,008 × 1
= 5,760 + 3,600 + 1,920 + 1,008 = 12,288 M. Hrs.
. , ,
∴ Overhead recovery rate / M.H. = = Rs. 36
, . .
Cost Statement when overheads are absorbed on machine hours rate basis
Product A B C D
Output in units 1,440 1,200 960 1,008
(Rs.) (Rs.) (Rs.) (Rs.)
Cost per unit:
Direct material 84 90 80 96
Direct labour 20 18 14 16
Overhead (@ Rs. 36) 144 108 72 36
(4 × Rs.36) (3 × Rs.36) (2 × Rs.36) (1 × Rs.36)
Total cost per unit 248 216 166 148
Total cost 3,57,120 2,59,200 1,59,360 1,49,184
(ii) (1) Machine department costs of Rs. 2,52,000 to be apportioned to set-up cost, store receiving
and inspection in 4 : 3 : 2 i.e. Rs. 1,12,000, Rs. 84,000 and Rs. 56,000 respectively.
42
(2) One production run = 48 units. Hence, the number of production runs of different products:
, , ,
A= = 30, B = = 25, C = = 20, D = = 21 or total 96 runs.
(3) One batch order is of 24 units. So the number of batches of different products:
, , ,
A= = 60, B = = 50, C = = 40, D = = 42 or total 192 runs.
(4) Computation of Cost driver rates
Activity Activity Cost Cost driver Quantity Cost driver

(Rs.) rate
Set-up 80,000 + No. of 96 Rs. 2,000 per
1,12,000 = production run production run
1,92,000
Store-receiving 60,000 + 84,000 Requisition raised 50 × 4 = Rs. 720 per
= 1,44,000 200 requisition
Inspection 40,000 + 56,000 No. of 96 Rs. 1,000 per
= 96,000 production run production run
Material 10,368 Orders executed 192 Rs. 54 per
handling (No. of batches) batch
(5) Cost statement under activity Based Costing:
Product A B C D
Output in units 1,440 1,200 960 1,008
(Rs.) (Rs.) (Rs.) (Rs.)
Material
1,440 × 84 1,200 × 90 960 × 80 1,008 × 96
= 1,20,960 = 1,08,000 = 76,800 = 96,768
Labour 1,440 × 20 = 1,200 × 18 = 960 × 14 = 1,008 × 16
28,800 21,600 13,440 = 16,128
1,49,760 1,29,600 90,240 1,12,896
Overhead cost:
Set up 2,000 × 30 = 2,000 × 25 2,000 × 20 2,000 × 21
60,000 = 50,000 = 40,000 = 42,000
Store receiving 720 × 50 720 × 50 720 × 50 720 × 50
= 36,000 = 36,000 = 36,000 = 36,000
Inspection 1,000 × 30 = 1,000 × 25 1,000 × 20 1,000 × 21
30,000 = 25,000 = 20,000 = 21,000
Material handling 54 × 60 54 × 50 54 × 40 54 × 42
= 3,240 = 2,700 = 2,160 = 2,268
Total overhead cost 1,29,240 1,13,700 98,160 1,01,268
Total cost 2,79,000 2,43,300 1,88,400 2,14,164
Total cost per unit 193.75 202.75 196.25 212.46
(Total cost / Output)
43
Q.6: RVP Cinema provides the following data for the year 2020-21:
Particulars Premium Recliner 7D Cafeteria

Hall Hall Hall
(Rs.) (Rs.) (Rs.) (Rs.)
Revenue 11,55,000 18,75,000 9,30,000 5,25,000
Cost of Goods sold - - - 4,51,125
Digital media cost 6,19,800 9,46,875 4,02,900 -
Number of Credit Card
transactions 75,000 90,000 60,000 45,000
Number of Tests 12,000 18,000 15,000 7,500
Number of Setups 225 450 150 75
Area in Square feet 3,000 4,500 2,250 750
Number of Customer contacts 2,62,500 3,00,000 1,50,000 37,500
Number of Customer online orders 2,10,000 2,47,500 1,20,000 22,500
Cost analysis has revealed the following:
Activity Activity Activity Driver Activity

Cost (Rs.) Capacity
Marketing Expenses 2,25,000 Number of Customer 7,50,000
contacts
Website Maintenance 1,50,000 Number of Customer online 6,00,000
Expenses orders
Credit Card Processing Fees 1,35,000 Number of Credit Card 2,70,000
transactions
Cleaning Equipment Cost 3,15,000 Number of square feet 10,500
Inspecting and testing costs 2,62,500 Number of tests 52,500
Setting up machine's costs 4,50,000 Number of set-ups 900
Required:
(i) If RVP Cinema allocates all costs (other than Cost of Goods sold and Digital Media costs)
to the departments on the basis of Activity Based Costing system, CALCULATE the
operating income and percentage of operating income of each department.
(ii) RVP Cinema operated for years under the assumption that profitability can be
increased by increasing net revenue from Cafeteria. However, the Supervisor of RVP
Cinema wants to shut down Cafeteria. On the basis of (i) above, STATE whether the
contention of the Supervisor is valid or not. [MTP April 21 (10 Marks)]
ANSWER:
Computation showing Rates for each Activity
Activity Activity Activity driver Activity Activity

Cost Capacity Rate
(Rs.) (B) (A/B)
44
(A)
Marketing Expenses 2,25,000 Number of Customer 7,50,000 0.30
Contacts
Website Maintenance 1,50,000 Number of Customer 6,00,000 0.25
Expenses Online orders
Credit Card Processing Fees 1,35,000 Number of Credit card 2,70,000 0.50
transactions
Cleaning Equipment Cost 3,15,000 Number of Square Feet 10,500 30.00
Inspecting and Testing Cost 2,62,500 Number of Tests 52,500 5.00
Setting up machine's cost 4,50,000 Number of set-ups 900 500.00
Activity based Cost of each Department
Activity Premium Hall Recliner Hall 7D Cafeteria (Rs.)

(Rs.) (Rs.) Hall
(Rs.)
Marketing 78,750 90,000 45,000 11,250
Expenses (2,62,500 x 0.3) (3,00,000 x 0.3) (1,50,000 x 0.3) (37,500 x 0.3)
Website 52,500 61,875 30,000 5,625
Maintenance (2,10,000 x 0.25) (2,47,500 x 0.25) (1,20,000 x 0.25) (22,500 x 0.25)
Expenses
Credit Card 37,500 45,000 30,000 22,500
Processing Fees (75,000 x 0.5) (90,000 x 0.5) (60,000 x 0.5) (45,000 x 0.5)
Cleaning 90,000 1,35,000 67,500 22,500
Equipment Cost (3,000 x 30) (4,500 x 30) (2,250 x 30) (750 x 30)
Inspecting and 60,000 90,000 75,000 37,500
Testing Cost (12,000 x 5) (18,000 x 5) (15,000 x 5) (7,500 x 5)
Setting up 1,12,500 2,25,000 75,000 37,500
machine's cost (225 x 500) (450 x 500) (150 x 500) (75 x 500)
Total 4,31,250 6,46,875 3,22,500 1,36,875
(i) Statement of Operating Income and Operating Income percentage for each
Department
Particulars Premium Recliner 7D Cafeteria

Hall Hall Hall (Rs.)
(Rs.) (Rs.) (Rs.)
Revenues (Given) (A) 11,55,000 18,75,000 9,30,000 5,25,000
Cost of Goods Sold (given) (B1) - - - 4,51,125
Digital Media Cost (given) (B2) 6,19,800 9,46,875 4,02,900 -
Activity Based Cost (as per Workings) 4,31,250 6,46,875 3,22,500 1,36,875
(B3)
Operating Cost (B)
45
(B1+ B2 + B3) 10,51,050 15,93,750 7,25,400 5,88,000
Operating Income/(Loss) 1,03,950 2,81,250 2,04,600 (63,000)
(C = A – B)
Percentage of profit/(loss) on sales 9% 15% 22% (12%)
(ii) Contention of Supervisor is valid as operating income of Cafeteria is negative i.e. (Rs. 63,000)
or percentage of profit/loss is (12%).
46
COST SHEET
Q.1: X Ltd. manufactures two types of pens 'Super Pen' and 'Normal Pen'.
The cost data for the year ended 30th September, 2019 is as follows:
(₹)
Direct Materials 8,00,000
Direct Wages 4,48,000
Production Overhead 1,92,000
Total 14,40,000
It is further ascertained that :
(1) Direct materials cost in Super Pen was twice as much of direct material in Normal Pen.
(2) Direct wages for Normal Pen were 60% of those for Super Pen.
(3) Production overhead per unit was at same rate for both the types.
(4) Administration overhead was 200% of direct labour for each.
(5) Selling cost was ₹ 1 per Super pen.
(6) Production and sales during the year were as follow :
Production Sales
No. of units No. of units
Super Pen 40,000 Super Pen 36,000
Normal Pen 1,20,000
(7) Selling price was ₹ 30 per unit for Super Pen.
Prepare a Cost Sheet for 'Super Pen' showing:
(i) Cost per unit and Total Cost
(ii) Profit per unit and Total Profit [Nov 2020 (10 Marks)]
ANSWER:
Preparation of Cost Sheet for Super Pen
No. of units produced = 40,000 units
No. of units sold = 36,000 units
Particulars Per unit (₹) Total (₹)

Direct materials (Working note- (i)) 8.00 3,20,000
Direct wages (Working note- (ii)) 4.00 1,60,000
Prime cost 12.00 4,80,000
47
Production overhead (Working note- (iii)) 1.20 48,000
Factory Cost 13.20 5,28,000
Administration Overhead* (200% of direct wages) 8.00 3,20,000
Cost of production 21.20 8,48,000
Less: Closing stock (40,000 units – 36,000 units) - (84,800)
Cost of goods sold i.e. 36,000 units 21.20 7,63,200
Selling cost 1.00 36,000
Cost of sales/ Total cost 22.20 7,99,200
Profit 7.80 2,80,800
Sales value (₹ 30 × 36,000 units) 30.00 10,80,000
Working Notes:
(i) Direct material cost per unit of Normal pen = M
Direct material cost per unit of Super pen = 2M
Total Direct Material cost = 2M × 40,000 units + M × 1,20,000 units
Or, ₹ 8,00,000 = 80,000 M + 1,20,000 M
₹ , ,
Or, M = =₹4
₹ , ,
Therefore, Direct material Cost per unit of Super pen = 2 × ₹ 4 = ₹ 8

(ii) Direct wages per unit for Super pen =W
Direct wages per unit for Normal Pen = 0.6W
So, (W x 40,000) + (0.6W x 1,20,000) = ₹ 4,48,000
W = ₹ 4 per unit
₹ , ,
(iii) Production overhead per unit = = ₹ 1.20
( , , , )
Production overhead for Super pen = ₹ 1.20 x 40,000 units = ₹ 48,000
* Administration overhead is specific to the product as it is directly related to direct labour as mentioned
in the question and hence to be considered in cost of production only.
Assumption: It is assumed that in point (1) and (2) of the Question, direct materials cost and direct
wages respectively is related to per unit only.
Note: Direct Material and Direct wages can be calculated in alternative ways.
Q.2: The following data are available from the books and records of Q Ltd. for the month
of April 2020:
Direct Labour Cost = ₹ 1,20,000 (120% of Factory Overheads)
Cost of Sales = ₹ 4,00,000
Sales = ₹ 5,00,000
Accounts show the following figures:
48
1st April, 2020 30th April, 2020
(₹) (₹)
Inventory:
Raw material 20,000 25,000
Work-in-progress 20,000 30,000
Finished goods 50,000 60,000
Other details:
Selling expenses 22,000
General & Admin. expenses 18,000
You are required to prepare a cost sheet for the month of April 2020 showing:
(i) Prime Cost
(ii) Works Cost
(iii) Cost of Production
(iv) Cost of Goods sold
(v) Cost of Sales and Profit earned. [Jan 21 (10 Marks)]
ANSWER:
Cost Sheet for the Month of April 2020
Particulars (₹)
Opening stock of Raw Material 20,000
Add: Purchases [Refer Working Note-2] 1,65,000
Less: Closing stock of Raw Material (25,000)
Raw material consumed 1,60,000
Add: Direct labour cost 1,20,000
Prime cost 2,80,000
Add: Factory overheads 1,00,000
Gross Works cost 3,80,000
Add: Opening work-in-progress 20,000
Less: Closing work-in-progress (30,000)
Works Cost 3,70,000
Cost of Production 3,70,000
Add: Opening stock of finished goods 50,000
Less: Closing stock of finished goods (60,000)
Cost of goods sold 3,60,000
Add: General and administration expenses* 18,000
Add: Selling expenses 22,000
Cost of sales 4,00,000
Profit {Balancing figure (₹ 5,00,000 – ₹ 4,00,000)} 1,00,000
49
Sales 5,00,000
*General and administration expenses have been assumed as not relating to the production activity.
Working Note:
1. Computation of the raw material consumed
Particulars (₹)
Cost of Sales 4,00,000
Less: General and administration expenses (18,000)
Less: Selling expenses (22,000)
Cost of goods sold 3,60,000
Add: Closing stock of finished goods 60,000
Less: Opening stock of finished goods (50,000)
Cost of production/Gross works cost
3,70,000
Add: Closing stock of work-in-progress
30,000
Less: Opening stock of work-in-progress
(20,000)
Works cost
₹ , , 3,80,000
Less: Factory overheads x 100
(1,00,000)
Prime cost 2,80,000
Less: Direct labour (1,20,000)
Raw material consumed
1,60,000
2. Computation of the raw material purchased
Particulars (₹)
Closing stock of Raw Material 25,000
Add: Raw Material consumed 1,60,000
Less: Opening stock of Raw Material (20,000)
Raw Material purchased 1,65,000
Q.3: RTA Ltd. has the following expenditure for the year ended 31st December, 2020:
SI. Amount (₹) Amount (₹)

No.
(i) Raw materials purchased 5,00,00,000
(ii) Freight inward 9,20,600
(iii) Wages paid to factory workers 25,20,000
(iv) Royalty paid for production 1,80,000
(v) Amount paid for power & fuel 3,50,000
(vi) Job charges paid to job workers 3,10,000
(vii) Stores and spares consumed 1,10,000
50
(viii) Depreciation on office building 50,000
(ix) Repairs & Maintenance paid for:
- Plant & Machinery 40,000
- Sales office building 20,000 60,000
(x) Insurance premium paid for:
- Plant & Machinery 28,200
- Factory building 18,800 47,000
(xi) Expenses paid for quality control activities check 18,000
activities
(xii) Research & development cost paid for 20,000
improvement in production process
(xiii) Expenses paid for pollution control and 36,000
engineering & maintenance
(xiv) Salary paid to Sales & Marketing mangers 5,60,000
(xv) Salary paid to General Manager 6,40,000
(xvi) Packing cost paid for:
- Primary packing necessary to maintain 46,000
quality
- For re-distribution of finished goods 80,000 1,26,000
(xvii) Fee paid to independent directors 1,20,000
(xviii) Performance bonus paid to sales staffs 1,20,000
(xix) Value of stock as on 1stJanuary, 2020:
- Raw materials 10,00,000
- Work-in-process 8,60,000
- Finished goods 12,00,000 30,60,000
(xx) Value of stock as on 31stDecember, 2020:
- Raw materials 8,40,000
- Work-in-process 6,60,000
- Finished goods 10,50,000 25,50,000
Amount realized by selling of scrap and waste generated during manufacturing process – ₹
48,000/-
From the above data you are requested to PREPARE Statement of Cost for RTA Ltd. for the
year ended 31st December, 2020, showing (i) Prime cost, (ii) Factory cost, (iii) Cost of
Production, (iv) Cost of goods sold and (v) Cost of sales.
[RTP May 21 & MTP March 21 (10 Marks]
ANSWER:
Statement of Cost of RTA Ltd. for the year ended 31st December, 2020:
51
SI. Particulars Amount (₹) Amount (₹)
No.
(i) Material Consumed:
- Raw materials purchased 5,00,00,000
- Freight inward 9,20,600
Add: Opening stock of raw materials 10,00,000
Less: Closing stock of raw materials (8,40,000) 5,10,80,600
(ii) Direct employee (labour) cost:
- Wages paid to factory workers 25,20,000
(iii) Direct expenses:
- Royalty paid for production 1,80,000
- Amount paid for power & fuel 3,50,000
- Job charges paid to job workers 3,10,000 8,40,000
Prime Cost 5,44,40,600
(iv) Works/ Factory overheads:
- Stores and spares consumed 1,10,000
- Repairs & Maintenance paid for plant & 40,000
machinery
- Insurance premium paid for plant & machinery 28,200
- Insurance premium paid for factory building 18,800
- Expenses paid for pollution control and
engineering & maintenance 36,000 2,33,000
Gross factory cost 5,46,73,600
Add: Opening value of W-I-P 8,60,000
Less: Closing value of W-I-P (6,60,000)
Factory Cost 5,48,73,600
(v) Quality control cost:
- Expenses paid for quality control check activities 18,000
(vi) Research & development cost paid for improvement in 20,000
production process
(vii) Less: Realisable value on sale of scrap and waste (48,000)
(viii) Add: Primary packing cost 46,000
Cost of Production 5,49,09,600
Add: Opening stock of finished goods 12,00,000
Less: Closing stock of finished goods (10,50,000)
Cost of Goods Sold 5,50,59,600
52
(ix) Administrative overheads:
- Depreciation on office building 50,000
- Salary paid to General Manager 6,40,000
- Fee paid to independent directors 1,20,000 8,10,000
(x) Selling overheads:
- Repairs & Maintenance paid for sales office 20,000
building
- Salary paid to Manager – Sales & Marketing 5,60,000
- Performance bonus paid to sales staffs 1,20,000 7,00,000
(xi) Distribution overheads:
- Packing cost paid for re-distribution of finished
goods 80,000
Cost of Sales 5,66,49,600
Q.4: Mix Soap Pvt. Ltd., manufactures three brands of soap – Luxury, Herbal and Beauty. The
following information has been obtained for the period from June 1 to June 30, 2021 relating
to three brands:
Luxury Herbal Beauty

Actual Production (units) 6,750 14,000 77,500
Wages paid (Rs.) 7,500 18,750 1,15,000
Raw materials consumed (Rs.) 20,000 47,000 2,40,000
Selling price per unit (Rs.) 25 15 8
Other data are:
Factory overheads Rs. 80,000

General & administration overheads (equal for all) Rs. 48,000
Selling overheads 20% of Works cost
If the company limits the manufacture to just one brand of soap adopting a single brand
production, then monthly production will be:
Units
Luxury 5,000
Herbal 15,000
Beauty 30,000
Further, factory overheads are to be allocated to each brand on the basis of the units
which could have been produced when single brand production was in operation.
You are required to:
(i) FIND out the Factory overhead rate for all the brands.
53
(ii) PREPARE a cost statement for the month of June showing the various elements of cost
and also the profit earned. [MTP April 21 (10 Marks)]
ANSWER:
(i) Calculation of Factory overhead rate.
If the single brand production was in operation, then
1 unit of Luxury = 3 units of Herbal = 6 units of Beauty. Therefore, the factory overhead ratio
in the reverse order would be 5,000:15,000:30,000 or 1:3:6.
The overhead rate will be lowest in case of brand which will be produced in high number.
Therefore, in case of Beauty soap brand, the overhead rate will be:
,
=
, , , ,
,
=
, , ,
,
= = 0.5
, ,
So, the overhead rate will be:

Luxury = 0.5 x 6 = Rs. 3
Herbal = 0.5 x 3 = Rs. 1.5
Beauty = 0.5 x 1 = Rs. 0.5
(ii) Statement of Cost of Mix Soap Pvt. Ltd. for the month of June 2021:
Luxury (Rs.) Herbal (Rs.) Beauty (Rs.) Total

(Rs.)
Raw material 20,000 47,000 2,40,000 3,07,000
consumed
Add: Wages paid 7,500 18,750 1,15,000 1,41,250
Prime cost 27,500 65,750 3,55,000 4,48,250
Add: Factory overheads 20,250 21,000 38,750 80,000
(Rs.3 x 6,750) (Rs.1.5 x 14,000) (Rs.0.5 x 77,500)
Works cost 47,750 86,750 3,93,750 5,28,250
Add: General & 16,000 16,000 16,000 48,000
administration
overheads (1:1:1)
Add: Selling expenses 9,550 17,350 78,750 1,05,650
(Rs.47,750 x (Rs.86,750 x (Rs. 3,93,750 x
0.20) 0.20) 0.20)
Cost of sales 73,300 1,20,100 4,88,500 6,81,900
Profit (Balancing figure) 95,450 89,900 1,31,500 3,16,850
Sales 1,68,750 2,10,000 6,20,000 9,98,750
(Rs.25 x 6,750) (Rs.15 x 14,000) (Rs.8 x 77,500)
54
RECONCILIATION
Q.1: The financial books of a company reveal the following data for the year ended 31st
March, 2020:
(₹)
Opening Stock:
Finished goods 625 units 1,06,250
Work-in-process 92,000
01.04.2019 to 31.03.2020
Raw materials consumed 16,80,000
Direct Labour 12,20,000
Factory overheads 8,44,000
Administration overheads (production related) 3,96,000
Dividend paid 2,44,000
Bad Debts 36,000
Selling and Distribution Overheads 1,44,000
Interest received 76,000
Rent received 92,000
Sales 12,615 units 45,60,000
Closing Stock: Finished goods 415 units 91,300
The cost records provide as under:
 Factory overheads are absorbed at 70% of direct wages.
 Administration overheads are recovered at 15% of factory cost.
 Selling and distribution overheads are charged at ₹ 6 per unit sold.
 Opening Stock of finished goods is valued at ₹ 240 per unit.
 The company values work-in-process at factory cost for both Financial and Cost Profit
Reporting.
Required:
(i) PREPARE statements for the year ended 31st March, 2020 showing:
 The profit as per financial records
 The profit as per costing records.
(ii) PREPARE a statement reconciling the profit as per costing records with the profit as per
financial records. [RTP May 21]
55
ANSWER:
(i) Statement of Profit as per financial records
(for the year ended March 31, 2020)
(₹) (₹)
To Opening stock of Finished 1,06,250 By Sales 45,60,000
Goods
To Work-in-process 92,000 By Closing stock of finished 91,300
Goods
To Raw materials consumed 16,80,000 By Work-in-Process 82,400
To Direct labour 12,20,000 By Rent received 92,000
To Factory overheads 8,44,000 By Interest received 76,000
To Administration overheads 3,96,000
To Selling & distribution 1,44,000
overheads
To Dividend paid 2,44,000
To Bad debts 36,000
To Profit 1,39,450
49,01,700 49,01,700
Statement of Profit as per costing records

(for the year ended March 31, 2020)
(₹)
Sales revenue (A) 45,60,000
(12,615 units)
Cost of sales:
Opening stock
(625 units x ₹ 240) 1,50,000
Add: Cost of production of 12,405 units 43,28,140
(Refer to Working note 2)
Less: Closing stock (1,44,795)
₹ , ,
,
Production cost of goods sold (12,615 units) 43,33,345
Selling & distribution overheads
(12,615 units x ₹ 6) 75,690
Cost of Sales: (B) 44,09,035
Profit: {(A) – (B)} 1,50,965
(ii) Statement of Reconciliation
56
(Reconciling the profit as per costing records with the profit as per financial records)
(₹) (₹)
Profit as per Cost Accounts 1,50,965
Add: Administration overheads over absorbed 1,68,540
(₹ 5,64,540 – ₹ 3,96,000)
Opening stock overvalued 43,750
(₹1,50,000 – ₹ 1,06,250)
Interest received 76,000
Rent received 92,000
Factory overheads over recovered 10,000 3,90,290
(₹ 8,54,000 – ₹ 8,44,000)
5,41,255
Less: Selling & distribution overheads under recovery 68,310
(₹ 1,44,000 – ₹ 75,690)
Closing stock overvalued (₹1,44,795 – ₹ 91,300) 53,495
Dividend 2,44,000
Bad debts 36,000 (4,01,805)
Profit as per financial accounts 1,39,450
Working Notes:
1. Number of units produced
Units
Sales 12,615
Add: Closing stock 415
Total 13,030
Less: Opening stock (625)
Number of units produced 12,405
2. Cost Sheet
(₹)
Raw materials consumed 16,80,000
Direct labour 12,20,000
Prime cost 29,00,000
(70% of direct wages)
Factory cost 37,54,000
Add: Opening work-in-process 92,000
Less: Closing work-in-process (84,400)
57
Factory cost of goods produced 37,63,600
Administration overheads 5,64,540
(15% of factory cost)
Cost of production of 12,405 units 43,28,140
(Refer to working note 1)
Cost of production per unit:
₹ , ,
= = = ₹ 348.90
. ,
Q.2: A manufacturing company disclosed a net profit Rs. 10,20,000 as per their cost
accounts for the year ended 31st March 2021. The financial accounts however disclosed a
net profit of Rs. 6,94,000 for the same period. The following information was revealed as a
result of scrutiny of the figures of both the sets of accounts.
(Rs.)
(i) Factory Overheads under-absorbed 80,000
(ii) Administration Overheads over-absorbed 1,20,000
(iii) Depreciation charged in Financial Accounts 6,50,000
(iv) Depreciation charged in Cost Accounts 5,50,000
(v) Interest on investments not included in Cost Accounts 1,92,000
(vi) Income-tax provided 1,08,000
(vii) Interest on loan funds in Financial Accounts 4,90,000
(viii) Transfer fees (credit in financial books) 48,000
(ix) Stores adjustment (credit in financial books) 28,000
(x) Dividend received 64,000
PREPARE a Reconciliation statement. [MTP MARCH 2021 (5 Marks)]
ANSWER:
Statement of Reconciliation

Net profit as per Cost accounts 10,20,000
Add:
Administration Overheads over-absorbed 1,20,000
Interest on investments 1,92,000
Transfer fees 48,000
Stores adjustment 28,000
Dividend received 64,000 4,52,000
Less:
Factory Overheads under-absorbed 80,000
58
Depreciation under charged 1,00,000
Income-tax provided 1,08,000
Interest on loan funds 4,90,000 (7,78,000)
Net profit as per Financial accounts 6,94,000
Q.3: The following figures have been taken from the financial accounts of a manufacturing
firm for the year ended 31st March, 2021:
Rs.
Direct material consumption 20,00,000
Direct wages 12,00,000
Administrative overheads 2,80,000
Selling and distribution overheads 3,84,000
Bad debts 32,000
Preliminary expenses written off 16,000
Legal charges 4,000
Dividend received 40,000
Interest on fixed deposit 8,000
Sales - 48,000 units 48,00,000
Closing stock:
Finished stock - 4,000 units 3,20,000
The cost accounts for the same period reveal that the Direct Material consumption was
Rs.22,40,000; Factory overhead is recovered at 20% on prime cost; Administration overhead
is recovered @ Rs. 4.8 per unit of production; and Selling and Distribution overheads are
recovered at Rs. 6.40 per unit sold.
Required:
PREPARE Costing and Financial Profit & Loss Accounts and RECONCILE the difference in
the profit as arrived at in the two sets of accounts. [MTP April 21 (10 Marks)]
ANSWER:
Costing Profit and Loss Account
Particulars Amount Particulars Amount

(Rs.) (Rs.)
To Direct Material consumed 22,40,000 By Sales 48,00,000
To Direct Wages 12,00,000 By Closing Work-in-process 96,000
Prime Cost 34,40,000 By Closing Finished stock 3,10,154
. , , . ,
x 4,000
,
59
To Factory overheads 6,88,000
(20% of prime cost)
41,28,000
To Administrative overheads 2,49,600
(Rs. 4.80 × 52,000* units)
To Selling &distribution overheads 3,07,200
(Rs.6.40 × 48,000 units)
To Net profit (balancing figure) 5,21,354
52,06,154 52,06,154
* Units produced = Units sold + Closing stock - Opening stock

= 48,000 + 4,000 - 0 = 52,000 units
Financial Profit and Loss Account

(Rs.) (Rs.)
To Direct Material consumed 20,00,000 By Sales 48,00,000
To Direct Wages 12,00,000 By Dividend received 40,000
To Factory overheads 6,40,000 By Interest on fixed deposit 8,000
To Administrative overheads 2,80,000 By Closing Work-in-process 96,000
To Selling & distribution overheads 3,84,000 By Closing Finished stock 3,20,000
To Bad debts 32,000
To Preliminary expenses 16,000
To Legal charges 4,000
To Net profit (balancing figure) 7,08,000
52,64,000 52,64,000
Reconciliation Statement

Net profit as per Financial Profit & Loss A/c 7,08,000
Add: Administrative overheads (2,80,000 - 2,49,600) 30,400
Selling & Distribution overheads (3,84,000 - 3,07,200) 76,800
Bad debts 32,000
Preliminary expenses 16,000
Legal charges 4,000 1,59,200
8,67,200
60
Less: Difference in value of materials consumed (22,40,000 - 2,40,000
20,00,000)
Factory overheads (6,88,000 - 6,40,000) 48,000
Dividend received 40,000
Interest on fixed deposit 8,000
Closing stock (3,20,000 - 3,10,154) 9,846 (3,45,846)
Profit as per Costing Profit & Loss A/c 5,21,354
61
PROCESS COSTING, JOINT PRODUCTS & BY
PRODUCTS
Q.1: A company's plant processes 6,750 units of a raw material in a month to produce two
products 'M' and 'N'.
The process yield is as under:
Product M 80%
Product N 12%
Process Loss 8%
The cost of raw material is ₹ 80 per unit.
Processing cost is ₹ 2,25,000 of which labour cost is accounted for 66%. Labour is
chargeable to products 'M' and 'N' in the ratio of 100:80.
Prepare a Comprehensive Cost Statement for each product showing:
(i) Apportionment of joint cost among products 'M' and 'N' and
(ii) Total cost of the products 'M' and 'N'. [Nov 2020]
ANSWER:
Comprehensive Cost Statement
Particulars Total Cost Product-M Product-N

(₹) (₹) (₹)
No. of units produced * 5,400 units 810 units
Cost of raw material (₹ 80 × 6,750 units) 5,40,000
Processing cost:
- Labour cost (₹ 2,25,000 x 66%) 1,48,500
- Other costs (₹ 2,25,000 - 1,48,500) 76,500
Total Joint cost 7,65,000

(i) Apportionment of joint costs
between the joint products
Labour cost in the ratio of 100:80 1,48,500 82,500 66,000
1,48,500 x 100 1,48,500 x 80
180 180
Other joint costs (including material) in the 6,16,500 5,36,087 80,413
ratio of output 6,16,500 x 5,400 6,16,500 x 810
(5,400:810) 6,210 6,210
(ii) Total product cost 7,65,000 6,18,587 1,46,413
62
* No. of units produced of Product M = 6750 units x 80% = 5400 units
No. of units produced of Product N = 6750 units x 12% = 810 units
Q.2: Following details are related to the work done in Process-I by ABC Ltd. during the month
or May 2019:
(₹)
Opening work in process (3,000 units)
Materials 1,80,500
Labour 32,400
Overheads 90,000
Materials introduced in Process-I (42,000 units) 36,04,000
Labour 4,50,000
Overheads 15,18,000
Units Scrapped : 4,800 units
Degree of completion :
Materials : 100%
Labour & overhead : 70%
Closing Work-in-process : 4,200 units
Degree of completion :
Materials : 100%
Labour & overhead : 50%
Units finished and transferred to Process-II : 36,000 units
Normal loss:
4% of total input including opening work-in-process
Scrapped units fetch ₹ 62.50 per piece.
Prepare:
(i) Statement of equivalent production.
(ii) Statement of cost per equivalent unit.
(iii) Process-I A/c
(iv) Normal Loss Account and
(v) Abnormal Loss Account [Nov 2020 (10 Marks)]
ANSWER:
(i) Statement of Equivalent Production (Weighted Average method)
Particulars Input Particulars Output Equivalent Production

Units Units
Material Labour & O.H.
63
% Units % Units
Opening WIP 3,000 Completed and 36,000 100 36,000 100 36,000
transferred to
Process-II
Units 42,000 Normal Loss 1,800 -- -- -- --
introduced (4% of 45,000
units)
Abnormal loss 3,000 100 3,000 70 2,100
(Balancing
figure)
Closing WIP 4,200 100 4,200 50 2,100
45,000 45,000 43,200 40,200
(ii) Statement showing cost for each element
Particulars Materials (₹) Labour (₹) Overhead (₹) Total (₹)

Cost of opening 1,80,500 32,400 90,000 3,02,900
workin-process
Cost incurred during 36,04,000 4,50,000 15,18,000 55,72,000
the month
Less: Realisable (1,12,500) -- -- (1,12,500)
Value of normal scrap
(₹ 62.50 × 1,800
units)
Total cost: (A) 36,72,000 4,82,400 16,08,000 57,62,400
Equivalent units: (B) 43,200 40,200 40,200
Cost per equivalent 85.00 12.00 40.00 137.00
unit: (C) = (A ÷ B)
Statement of Distribution of cost
Particulars Amount (₹) Amount (₹)

1. Value of units completed and transferred: 49,32,000
(36,000 units × ₹ 137)
2. Value of Abnormal Loss:
- Materials (3,000 units × ₹ 85) 2,55,000
- Labour (2,100 units × ₹ 12) 25,200
- Overheads (2,100 units × ₹ 40) 84,000 3,64,200
3. Value of Closing W-I-P:
- Materials (4,200 units × ₹ 85) 3,57,000
- Labour (2,100 units × ₹ 12) 25,200
- Overheads (2,100 units × ₹ 40) 84,000 4,66,200
64
(iii) Process-I A/c
Particulars Units (₹) Particulars Units (₹)

To Opening W.I.P:
− Materials 3,000 1,80,500 By Normal Loss 1,800 1,12,500
− Labour -- 32,400 (₹ 62.5 × 1,800
− Overheads -- 90,000 units)
To Materials 42,000 36,04,000 By Abnormal 3,000 3,64,200
introduced loss
To Labour 4,50,000 By Process-I A/c 36,000 49,32,000
To Overheads 15,18,000 By Closing WIP 4,200 4,66,200
45,000 58,74,900 45,000 58,74,900
(iv) Normal Loss A/c

To Process-I 1,800 1,12,500 By Cost Ledger 1,800 1,12,500
A/c Control A/c
1,800 1,12,500 1,800 1,12,500
(v) Abnormal Loss A/c

To Process-I 3,000 3,64,200 By Cost Ledger Control 3,000 1,87,500
A/c A/c (₹ 62.5 × 3,000
units)
By Costing Profit & 1,76,700
Loss A/c (Bal. Figure)
3,000 3,64,200 3,000 3,64,200
Q.3: MNO Ltd has provided following details:

 Opening work in progress is 10,000 units at ₹ 50,000 (Material 100%, Labour and
overheads 70% complete).
 Input of materials is 55,000 units at ₹ 2,20,000. Amount spent on Labour and Overheads
is ₹ 26,500 and ₹ 61,500 respectively.
 9,500 units were scrapped; degree of completion for material 100% and for labour &
overheads 60%.
 Closing work in progress is 12,000 units; degree of completion for material 100% and for
labour & overheads 90%.
 Finished units transferred to next process are 43,500 units.
Normal loss is 5% of total input including opening work in progress. Scrapped units
would fetch ₹ 8.50 per unit.
65
You are required to prepare using FIFO method:
(i) Statement of Equivalent production
(ii) Abnormal Loss Account [Jan
2021]
ANSWER:
(i) Statement of Equivalent Production (Using FIFO method)
Particulars Input Particulars Output Equivalent Production

Units Units
Material Labour & O.H.
% Units % Units
Opening 10,000 Completed and
WIP transferred to
Process-II
Units 55,000 - From opening 10,000 - 30 3,000
introduced WIP
- From fresh inputs 33,500 100 33,500 100 33,500
43,500 33,500 36,500
Normal Loss 3,250 - -
{5% (10,000 +
55,000 units)}
Abnormal loss 6,250 100 6,250 60 3,750
(9,500 – 3,250)
Closing WIP 12,000 100 12,000 90 10,800
65,000 65,000 51,750 51,050
(ii) Abnormal Loss A/c

To Process-I A/c 6,250 29,698 By Cost Ledger Control A/c 6,250 53,125
(Refer Working (6,250 units × ₹ 8.5)
Note-2)
To Costing Profit & - 23,427
Loss A/c
6,250 53,125 6,250 53,125
Workings Notes:
1. Computation of Cost per unit
Particulars Materials Labour Overhead

(₹) (₹) (₹)
Input costs 2,20,000 26,500 61,500
Less: Realisable value of normal scrap (27,625) -- --
(3,250 units x ₹ 8.5)
66
Net cost 1,92,375 26,500 61,500
Equivalent Units 51,750 51,050 51,050
Cost Per Unit 3.7174 0.5191 1.2047
Total cost per unit = ₹ (3.7174 + 0.5191 + 1.2047) = ₹ 5.4412

2. Valuation of Abnormal Loss
(₹)
Materials (6,250 units x ₹ 3.7174 2,20,000
Labour (3,750 units x ₹ 0.5191) 11,946.63
Overheads (3,750 units x ₹ 1.2047) 4,517.62
29,698
Q.4: Mayura Chemicals Ltd buys a particular raw material at ₹ 8 per litre. At the end of the
processing in Department- I, this raw material splits-off into products X, Y and Z. Product X
is sold at the split-off point, with no further processing. Products Y and Z require further
processing before they can be sold. Product Y is processed in Department-2, and Product Z
is processed in Department-3. Following is a summary of the costs and other related data for
the year 2019-20:
Particulars Department
1 2 3
Cost of Raw Material ₹ 4,80,000 - -
Direct Labour ₹ 70,000 ₹ 4,50,000 ₹ 6,50,000
Manufacturing Overhead ₹ 48,000 ₹ 2,10,000 ₹ 4,50,000
Products
X Y Z
Sales (litres) 10,000 15,000 22,500
Closing inventory (litres) 5,000 - 7,500
Sale price per litre (₹) 30 64 50
There were no opening and closing inventories of basic raw materials at the beginning as
well as at the end of the year. All finished goods inventory in litres was complete as to
processing. The company uses the Net-realisable value method of allocating joint costs.
You are required to prepare:
(i) Schedule showing the allocation of joint costs.
(ii) Calculate the Cost of goods sold of each product and the cost of each item in Inventory.
(iii) A comparative statement of Gross profit. [Jan 2021 (10 Marks)]
ANSWER:
(i) Statement of Joint Cost allocation of inventories of X, Y and Z
Products Total
67
X (₹) Y (₹) Z (₹) (₹)
Final sales value of 4,50,000 9,60,000 15,00,000 29,10,000

total production (15,000 x ₹ 30) (15,000 x ₹ 64) (30,000 x ₹ 50)
(Working Note 1)
Less: Additional -- 6,60,000 11,00,000 17,60,000
cost
Net realisable value 4,50,000 3,00,000 4,00,000 11,50,000
(at split-off point)
Joint cost allocated 2,34,000 1,56,000 2,08,000 5,98,000
(Working Note 2)
(ii) Calculation of Cost of goods sold and Closing inventory
Products Total
X (₹) Y (₹) Z (₹) (₹)
Allocated joint cost 2,34,000 1,56,000 2,08,000 5,98,000

Add: Additional costs -- 6,60,000 11,00,000 17,60,000
Cost of goods sold 2,34,000 8,16,000 13,08,000 23,58,000
(COGS)
Less: Cost of closing 78,000 -- 3,27,000 4,05,000
inventory (COGS × 100/3%) (COGS × 25%)
(Working Note 1)
Cost of goods sold 1,56,000 8,16,000 9,81,000 19,53,000
(iii) Comparative Statement of Gross Profit
Products Total
X (₹) Y (₹) Z (₹) (₹)
Sales revenue 3,00,000 9,60,000 11,25,000 23,85,000

(10,000 x ₹ 30) (15,000 x ₹ 64) (22,500 x ₹ 50)
Less: Cost of goods 1,56,000 8,16,000 9,81,000 19,53,000
sold
Gross Profit 1,44,000 1,44,000 1,44,000 4,32,000
Working Notes:
1. Total production of three production for the year 2019-2020
Products Quantity Quantity of Total Closing

sold in closing inventory production inventory
litres in litres percentage (%)
(1) (2) (3) (4) = [(2) + (3)} (5) = (3)/ (4)
X 10,000 5,000 15,000 100/3
Y 15,000 -- 15,000 --
68
Z 22,500 7,500 30,000 25
2. Joint cost apportioned to each product:
= x Net Realisable value or each product

₹ , ,
Joint cost of product x = x ₹ 4,50,000 = ₹ 2,34,000
₹ , ,
₹ , ,
Joint cost of product Y = x ₹ 3,00,000 = ₹ 1,56,000
₹ , ,
₹ , ,
Joint cost of product Z = x ₹ 4,00,000 = ₹ 2,08,000
₹ , ,
Q.5: A company produces a component, which passes through two processes. During the
month of November, 2020, materials for 40,000 components were put into Process- I of which
30,000 were completed and transferred to Process- II. Those not transferred to Process- II
were 100% complete as to materials cost and 50% complete as to labour and overheads cost.
The Process- I costs incurred were as follows:
Direct Materials ₹ 3,00,000
Direct Wages ₹ 3,50,000
Factory Overheads ₹ 2,45,000
Of those transferred to Process II, 28,000 units were completed and transferred to finished
goods stores. There was a normal loss with no salvage value of 200 units in Process II. There
were 1,800 units, remained unfinished in the process with 100% complete as to materials
and 25% complete as regard to wages and overheads.
Costs incurred in Process-II are as follows:
Packing Materials ₹ 80,000
Direct Wages ₹ 71,125
Factory Overheads ₹ 85,350
Packing material cost is incurred at the end of the second process as protective packing to
the completed units of production.
Required:
(i) PREPARE Statement of Equivalent Production, Cost per unit and Process I A/c.
(ii) PREPARE statement of Equivalent Production, Cost per unit and Process II A/c.
[RTP May 21]
ANSWER:
Process 1
Statement of Equivalent Production and Cost
Input (Units) Particulars Output Units Equivalent Production

Materials Labour Overheads
(%) Units (%) Units (%) Units
69
40,000 Completed 30,000 100 30,000 100 30,000 100 30,000
Closing WIP 10,000 100 10,000 50 5,000 50 5,000
40,000 40,000 40,000 35,000 35,000
Particulars Materials Labour Overhead Total

Cost incurred (₹) 3,00,000 3,50,000 2,45,000 8,95,000
Equivalent units 40,000 35,000 35,000
Cost per equivalent unit (₹) 7.50 10.00 7.00 24.50
Process-I Account

To Materials 40,000 3,00,000 By Process-II A/c 30,000 7,35,000
(30,000 units × ₹24.5)
To Labour 3,50,000 By Closing WIP* 10,000 1,60,000
To Overhead 2,45,000
40,000 8,95,000 40,000 8,95,000
* (Material 10,000 units × ₹ 7.5) + (Labour 5,000 units × ₹ 10) + (Overheads 5,000 units × ₹7)
= ₹ 75,000 + ₹ 50,000 + ₹ 35,000 = ₹ 1,60,000
Process II
Statement of Equivalent Production and Cost
Input (Units) Particulars Output Units Equivalent Production

Materials Labour Overheads
(%) Units (%) Units (%) Units
30,000 Completed 28,000 100 28,000 100 28,000 100 28,000
Normal loss 200 -- -- --
Closing WIP 1,800 100 1,800 25 450 25 450
30,000 30,000 29,800 28,450 28,450
Particulars Materials Labour Overhead Total

Process-I Cost 7,35,000 -- -- 7,35,000
Cost incurred (₹) -- 71,125 85,350 1,56,475
Equivalent units 29,800 28,450 28,450 --
Cost per equivalent unit (₹) 24.6644 2.5000 3.0000 30.1644
Process-II Account

To Process-I A/c 30,000 7,35,000 By Normal loss A/c 200 --
70
To Packing Material -- 80,000 By Finished Goods Stock 28,000* 9,24,604
A/c
To Direct Wages -- 71,125 By Closing WIP 1,800** 46,871
To Factory -- 85,350
Overhead
30,000 9,71,475 30,000 9,71,475
* 28,000 × ₹ 30.1644 = ₹ 8,44,603 + ₹ 80,000 (Packing Material Cost) = ₹ 9,24,604

** 1,800 units × ₹ 24.6644 + 450 units × (₹ 2.5 + ₹3) = ₹ 46,871
Q.6: MP Ltd. produces a Product-X, which passes through three processes, I, II and III. In
Process-III a by-product arises, which after further processing at a cost of Rs. 85 per unit,
product Z is produced. The information related for the month of September 2020 is as
follows:
Process – I Process- II Process – III

Normal loss 5% 10% 5%
Materials introduced (7,000 units) 1,40,000 - -
Materials added 62,000 1,36,000 84,200
Direct wages 42,000 54,000 48,000
Direct expenses 14,000 16,000 14,000
Production overhead for the month is Rs. 2,88,000, which is absorbed as a percentage of
direct wages.
The scraps are sold at Rs. 10 per unit
Product-Z can be sold at Rs. 135 per unit with a selling cost of Rs. 15 per unit
No. of units produced:
Process-I- 6,600; Process-II- 5,200, Process-III- 4,800 and Product-Z- 600
There is no stock at the beginning and end of the month.
You are required to PREPARE accounts for:
(i) Process-I, II and III
(ii) By-product-Z [MTP March 21 (10 Marks)]
ANSWER:
Total direct wages
= Rs. 42,000 + Rs. 54,000 + Rs. 48,000 = Rs. 1,44,000
Percentage absorption of production overhead on the basis of direct wages
, ,
= x 100 = 200%
, ,
(i) Process- I A/c
Particulars Units Amt. (Rs.) Particulars Units Amt. (Rs.)
71
To Materials 7,000 1,40,000 By Normal loss 350 3,500
(5% of 7,000 units)
To Other materials - 62,000 By Process-II* 6,600 3,35,955
To Direct wages - 42,000 By Abnormal loss* 50 2,545
To Direct expenses - 14,000
To Production OH - 84,000
(200% of Rs.42,000)
7,000 3,42,000 7,000 3,42,000
. ( , , , )
* Cost per unit = = ₹ 50.9022
( , )
Process – II A/c

To Process-I A/c 6,600 3,35,955 By Normal loss 660 6,600
(10% of 6,600 units)
To Other materials - 1,36,000 By Process-III** 5,200 5,63,206
To Direct wages - 54,000 By Abnormal loss** 740 80,149
To Direct expenses - 16,000
To Production OH - 1,08,000
(200% of Rs.54,000)
6,600 6,49,955 6,600 6,49,955
. ( , , , )
** Cost per unit = = ₹ 108.3089
( , )
Process – III A/c

To Process-I A/c 5,200 5,63,206 By Normal loss 260 2,600
(5% of 5,200 units)
To Other materials - 84,200 By Product-X*** 4,800 8,64,670
To Direct wages - 48,000
To Direct expenses - 14,000 By Product-Z# 600 21,000
(Rs.35 × 600 units)
To Production OH - 96,000
(200% of Rs.48,000)
To Abnormal gain*** 460 82,864
5,660 8,88,270 5,660 8,88,270

. ( , , , , )
*** Cost per unit = = ₹ 180.1396
( , )
# Realisable value = Rs. 135 – (85+15) = Rs. 35

72
(ii) By-Product Process A/c

To Process-III A/c 600 21,000 By Product-Z 600 81,000
To Processing cost - 51,000
To Selling - 9,000
expenses
600 81,000 600 81,000
Q.7: An article passes through three successive operations from raw materials stage to the
finished product stage. The following data are available from the production records for the
month of March, 2021:
Operation No. of pieces (Input) No. of pieces No. of pieces

(Rejected) (Output)
1 1,80,000 60,000 1,20,000
2 1,98,000 18,000 1,80,000
3 1,44,000 24,000 1,20,000
(i) DETERMINE the input required to be introduced in the first operation in no. of pieces in
order to obtain finished output of 500 pieces after the last operation.
(ii) CALCULATE the cost of raw material required to produce one piece of finished product,
if the weight of the finished piece is 0.5 kg. and the price of raw material is Rs. 80 per
kg.
[MTP April 21 (5 Marks)]
ANSWER:
Statement of production
Operation Input Rejections Output

Total % of output
1 1,80,000 60,000 50 1,20,000
2 1,98,000 18,000 10 1,80,000
3 1,44,000 24,000 20 1,20,000
(i) Determination of input required to obtain 500 pieces of finished output:
Particulars No. of pieces

Output required after operation 3 500
Add: Rejection in operation 3 (20%) 100
73
Input required in operation 1 990
(ii) Calculation of cost of raw material:

To produce 500 pieces of final output, 990 pieces of inputs are required at operation 1.
Thus, to get a finished piece of 0.5 kg. of output, the weight of input required is:
.
= = 990 = 0.99 Kg.
The cost of raw material would be Rs. 80 × 0.99 kg. = Rs.79.20
Q.8: The following information relates to Process Q:
(i) Opening Work-in-Progress 16,000 units at

Rs.1,50,000
Degree of Completion:
Material 100%
Labour and Overhead 60%
Input - 3,64,000 units Rs. 14,75,000
(ii)
Wages paid Rs. 6,81,200
(iii)
(iv) Overheads paid Rs. 3,40,600
(v) Units scrapped 28,000
Material 100%
(vi) Closing Work - in- Progress 36,000 units
Material 100%
(vii) Units completed and transferred to next process 3,16,000
(viii) Normal loss is 5% of total input including opening WIP
(ix) Scrap value is Rs. 5 per unit to be adjusted out of direct material cost
You are required to COMPUTE on the basis of fifo:
(i) Equivalent production
(ii) Cost of unit
(iii) Value of units transferred to next process [MTP April 21 (10 Marks)]
ANSWER:
(i) Statement of Equivalent Production (FIFO Method)
Input Output Equivalent Production
74
Particulars Units Particulars Units Material Labour &
Overhead
(%) Units (%) Units
Opening WIP 16,000 Transfer to
next Process:
Introduced 3,64,000 Opening WIP 16,000 -- -- 40 6,400
completed
Introduced & 3,00,000 100 3,00,000 100 3,00,000
completed
Normal loss 19,000 -- -- -- --
5% (16,000
+ 3,64,000)
Abnormal 9,000 100 9,000 80 7,200
loss
Closing WIP 36,000 100 36,000 70 25,200
3,80,000 3,80,000 3,45,000 3,38,800
(ii) Computation of Cost per unit
Particulars Material Labour Overhead

(Rs.) (Rs.) (Rs.)
Input of Materials 14,75,000 -- --
Expenses -- 6,81,200 3,40,600
Total 14,75,000 6,81,200 3,40,600
Less: Sale of Scrap (95,000) -- --
(19,000 units x Rs. 5)
Net cost (A) 13,80,000 6,81,200 3,40,600
Equivalent Units (B) 3,45,000 3,38,800 3,38,800
Cost Per Unit (A/B) 4.0000 2.0106 1.0053
Total cost per unit = Rs. (4.0000 + 2.0106 + 1.0053) = Rs. 7.0159
(iii) Value of units transferred to next process:
Material (Rs.) Labour (Rs.)

Opening W-I-P 1,50,000
Add: Labour (6,400 units × Rs. 2.0106) 12,868
Overhead (6,400 units × Rs. 1.0053) 6,434 1,69,302
New introduced (3,00,000 units × Rs. 7.0159) 21,04,770
22,74,072
75
OPERATING COSTING
Q.1: SEZ Ltd. built a 120 km. long highway and now operates a toll road to collect tolls. The
company has invested ₹ 900 crore to build the road and has estimated that a total of 120
crore vehicles will be using the highway during the 10 years toll collection tenure. The other
costs for the month of “June 2020” are as follows:
(i) Salary:
 Collection personnel (3 shifts and 5 persons per shift) - ₹ 200 per day per person.
 Supervisor (3 shifts and 2 persons per shift) - ₹ 350 per day per person.
 Security personnel (2 shifts and 2 persons per shift) - ₹ 200 per day per person.
 Toll Booth Manager (3 shifts and 1 person per shift) - ₹ 500 per day per person.
(ii) Electricity - ₹ 1,50,000
(iii) Telephone - ₹ 1,00,000
(iv) Maintenance cost - ₹ 50 lakhs
(v) The company needs 30% profit over total cost.
Required:
(1) Calculate cost per kilometre.
(2) Calculate the toll rate per vehicle. [Nov 2020 (10 Marks)]
ANSWER:
Statement of Cost
Particulars (₹)
A. Apportionment of Capital cost ₹ 7,50,00,000
x
B. Other Costs
Salary to Collection Personnel (3 Shifts × 5 persons per shift × 30 days × ₹ 90,000
200 per day)
Salary to Supervisor (3 Shifts × 2 persons per shift × 30 days × ₹ 63,000
350 per day)
Salary to Security Personnel (2 Shifts × 2 persons per shift × 30 days × ₹ 24,000
200 per day)
Salary to Toll Booth Manager (3 Shifts × 1 person per shift × 30 days× ₹ 500 45,000
per day)
Electricity 1,50,000
Telephone 1,00,000
4,72,000
76
C. Maintenance cost 50,00,000
Total (A + B + C) 8,04,72,000
(1) Calculation of cost per kilometer:

₹ , , ,
= = = ₹ 6,70,600
. .
(2) Calculation of toll rate per vehicle:

% ₹ , , , ₹ , , ,
= = = ₹ 10.46
, , ,
Working:
Vehicles per month = x
= x = 1 Crore vehicles
Q.2: VPS is a public school having 25 buses each plying in different directions for the
transport of its school students. In view of large number of students availing of the bus
service, the buses work two shifts daily both in the morning and in the afternoon. The buses
are garaged in the school. The workload of the students has been so arranged that in the
morning, the first trip picks up senior students and the second trip plying an hour later picks
up junior students. Similarly, in the afternoon, the first trip takes the junior students and an
hour later the second trip takes the senior students home.
The distance travelled by each bus, one way is 8 km. The school works 22 days in a month
and remains closed for vacation in May and June. The bus fee, however, is payable by the
students for all the 12 months in a year.
The details of expenses for a year are as under:
Driver's salary – payable for all the 12 in months ₹ 12,000 per month per driver
Cleaner's salary payable for all the 12 months ₹ 8,000 per month per cleaner
License fees, taxes etc. ₹ 8,400 per bus per annum
Insurance Premium ₹ 15,600 per bus per annum
Repairs and Maintenance ₹ 20,500 per bus per annum
Purchase price of the bus ₹ 20,00,000 each
Life of the bus 16 years
Scrap value ₹ 1,60,000
Diesel Cost ₹ 78.50 per litre
Each bus gives an average of 5 km. per litre of diesel. The seating capacity of each bus is 40
students.
The school follows differential transportation fees based on distance travelled as under:
Students picked up and dropped within the Transportation Percentage of students

range of distance from the school fee availing this facility
77
2 km. 25% of Full 15%
4 km. 50% of Full 30%
8 km. Full 55%
Due to a pandemic, lockdown imposed on schools and the school remained closed from April
2020 to December 2020. Drivers and cleaners were paid 75% of their salary during the
lockdown period. Repairing cost reduced to 75% for the year 2020.
Ignore the interest cost.
Required:
(ii) PREPARE a statement showing the expenses of operating a single bus and the fleet of
25 buses for a year.
(iii) FIND OUT transportation fee per student per month in respect of:
(a) Students coming from a distance of upto 2 km. from the school.
(b) Students coming from a distance of upto 4 km. from the school; and
(c) Students coming from a distance of upto 8 km. from the school.
(iv) CALCULATE the minimum bus fare that has to be recovered from the students for the
year 2020. [RTP
May 21]
ANSWER:
(i) Statement showing the expenses of operating a single bus and the fleet of 25 buses for
a year
Particulars Per bus per Fleet of 25 buses

annum (₹) per annum (₹)
Running Costs: (A)
Diesel (Refer to working note 1) 2,21,056 55,26,400
Repairs & maintenance costs: (B) 20,500 5,12,500
Fixed charges:
Driver's salary 1,44,000 36,00,000
(₹ 12,000 × 12 months)
Cleaners salary 96,000 24,00,000
(₹ 8,000 × 12 months)
Licence fee, taxes etc. 8,400 2,10,000
Insurance 15,600 3,90,000
Depreciation
₹ , , ₹ , , 1,15,000 28,75,000
Total fixed charges: (C) 3,79,000 94,75,000

Total expenses: (A+B+C) 6,20,556 1,55,13,900
(ii) Average cost per student per month in respect of students coming from a distance of:
(a) 2 km. from the school {₹ 6,20,556 / (236 students × 12 months)} ₹ 219.12
78
(b) 4 km. from the school (₹ 219.12 × 2) ₹ 438.24
(c) 8 km. from the school (₹ 219.12 × 4) ₹ 876.48
(iii) Calculation of minimum bus fare to be recovered from the students during the year
2020:
Statement showing the expenses of operating a single bus in year 2020
Particulars Fleet of 25 buses per

annum (₹)
Running Costs: (A)
Diesel (Refer to working note 1) 66,316.80
Repairs & maintenance costs: (B) 15,375
(₹ 20,500 x 0.75)
Fixed charges:
Driver's salary 1,17,000
{₹ 12,000 × 3 months + (75% of ₹ 12,000 x 9 months)}
Cleaners salary 78,000
{₹ 8,000 × 12 months + (75% of ₹ 8,000 x 9 months)}
Licence fee, taxes etc. 8,400
Insurance 15,600
₹ , , ₹ , , 1,15,000
Depreciation
Total fixed charges: (C) 3,34,000

Total expenses: (A+B+C) 4,15,691.80
Minimum bus fare to be recovered:
(a) 2 km. from the school {₹ 4,15,691.8 / (236 students × 12 months)} ₹ 146.78
(b) 4 km. from the school (₹ 146.78 × 2) ₹ 293.56
(c) 8 km. from the school (₹146.78 × 4) ₹ 587.12
Working Notes:
1. Calculation of diesel cost per bus:
No. of trips made by a bus each day 4

Distance travelled in one trip both ways (8 km. × 2 trips) 16 km.
Distance travelled per day by a bus (16 km. × 4 shifts) 64 km.
Distance travelled during a month (64 km. × 22 days) 1,408 km.
Distance travelled per year (1,408 × 10 months) 14,080 km.
No. of litres of diesel required per bus per year (14,080 km. ÷ 5 km.) 2,816 litres
Cost of diesel per bus per year (2,816 litres × ₹ 78.50) ₹ 2,21,056
79
2. Calculation of equivalent number of student per bus:
Bus capacity of 2 trips (40 students × 2 trips) 80 students

1/4th fare students (15% × 80 students) 12 students
½ fare students (30% × 80 students × 2) (equivalent to 1/4th fare 48 students
students)
Full fare students (55% × 80 students × 4) (equivalent to 1/4th fare 176 students
students)
Total students equivalent to 1/4th fare students 236 udents
3. Calculation of diesel cost per bus in Year 2020:
Distance travelled during a month (64 km. × 22 days) 1,408 km.

Distance travelled during the year 2020 (1,408 × 3 months) 4,224 km.
No. of litres of diesel required per bus per year (4,224 km. ÷ 5 844.8 litres
km.)
Cost of diesel per bus per year (844.8 litres × ₹ 78.50) ₹ 66,316.80
Q.3: GMCS Ltd. collects raw milk from the farmers of Ramgarh, Pratapgarh and Devgarh
panchayats and processes this milk to make various dairy products. GMCS Ltd. has its own
vehicles (tankers) to collect and bring the milk to the processing plant. Vehicles are parked
in the GMCS Ltd.'s garage situated within the plant compound. Following are the information
related with the vehicles:
Ramgarh Pratapgarh Devgarh

No. of vehicles assigned 4 3 5
No. of trips a day 3 2 4
One way distance from the processing 24 k.m. 34 k.m. 16 k.m.
plant
Fess & taxes per month (Rs.) 5,600 6,400 ---
All the 5 vehicles assigned to Devgarh panchayat, were purchased five years back at a cost
of Rs. 9,25,000 each. The 4 vehicles assigned to Ramgarh panchayat, were purchased two
years back at a cost of Rs. 11,02,000 each and the remaining vehicles assigned to
Pratapgarh were purchased last year at a cost of Rs. 13,12,000 each. With the purchase of
each vehicle a two years free servicing warranty is provided. A vehicle gives 10 kmpl mileage
in the first two year of purchase, 8 kmpl in next two years and 6 kmpl afterwards. The vehicles
are subject to depreciation of 10% p.a. on straight line basis irrespective of usage. A vehicle
has the capacity to carry 10,000 litres of milk but on an average only 70% of the total capacity
is utilized.
The following expenditures are related with the vehicles:
Salary of Driver (a driver for each vehicle) Rs. 24,000 p.m.

Salary to Cleaner (a cleaner for each vehicle) Rs. 12,000 p.m.
Allocated garage parking fee Rs. 4,200 per vehicle per month
80
Servicing cost Rs. 15,000 for every complete
5,000 k.m. run.
Price of diesel per litre Rs. 78.00
From the above information you are required to CALCULATE
(i) Total operating cost per month for each vehicle. (Take 30 days for the month)
(ii) Vehicle operating cost per litre of milk. [MTP March 21 (10 Marks)]
ANSWER:
(i) Calculation of Operating Cost per month for each vehicle
Ramgarh Pratapagarh Devgarh Total

(₹) (₹) (₹) (₹)
A. Running Costs:
Cost of diesel (Working 1,68,480 95,472 2,49,600 5,13,552

Note- 2)
Servicing cost (Working 45,000 - 45,000 90,000

Note- 3)
2,13,480 95,472 2,94,600 6,03,552
B. Fixed Costs:
Salary to drivers 96,000 72,000 1,20,000 2,88,000

(4 drivers × (3 drivers × (5 drivers ×
Rs. 24,000) Rs. 24,000) Rs. 24,000)
Salary to cleaners 48,000 36,000 60,000 1,44,000
(4 cleaners × (3 cleaners × (5 cleaners ×
Rs. 12,000) Rs. 12,000) Rs. 12,000)
Allocated garage 16,800 12,600 21,000 50,400
parking fee (4 vehicles × (3 vehicles × (5 vehicles ×
Rs.4,200) Rs.4,200) Rs.4,200)
Depreciation (Working 36,733 32,800 38,542 1,08,075
Note- 4)
Fess & taxes 5,600 6,400 --- 12,000
2,03,133 1,59,800 2,39,542 6,02,475

Total [A + B] 4,16,613 2,55,272 5,34,142 12,06,027
Operating Cost per vehicle 1,04,153 85,091 1,06,828 1,00,502
(Rs.4,16,613 ÷ (Rs.2,55,272 ÷ (Rs.5,34,142 ÷ (Rs.12,06,027
4 vehicles) 3 vehicles) 5 vehicles) ÷ 12 vehicles)
(ii) Vehicles operating cost per litre of milk

. , ,
= = Rs. 0.15
, , (
81
Working Notes:
1. Distance covered by the vehicles in a month
Rate Total Distance (in

K.M.)
Ramgarh (4 vehicles × 3 trips × 2 × 24 km. × 30 days) 17,280
Pratapgarh (3 vehicles × 2 trips × 2 × 34 km. × 30 days) 12,240
Devgarh (5 vehicles × 4 trips × 2 × 16 km. × 30 days) 19,200
2. Cost of diesel consumption

Total distance travelled (K.M.) 17,280 12,240 19,200
Mileage per litre of diesel 8 kmpl 10 kmpl 6 kmpl
Diesel consumption (Litre) 2,160 1,224 3,200
(17,280 ÷ 8) (12,240 ÷ 10) (19,200 ÷ 6)
Cost of diesel consumption @ Rs. 78 per 1,68,480 95,472 2,49,600
litre (Rs.)
3. Servicing Cost

Total distance travelled 17,280 12,240 19,200
(K.M.)
Covered under free service No Yes No
warranty
No. of services required 3 2 3
(17,280 k.m. ÷ (12,240 k.m. ÷ (19,200 k.m. ÷
5,000 k.m.) 5,000 k.m.) 5,000 k.m.)
Total Service Cost (Rs.) 45,000 --- 45,000

(Rs. 15,000 × 3) (Rs. 15,000 × 3)
4. Calculation of Depreciation

No. of vehicles 4 3 5
Cost of a vehicle (Rs.) 11,02,000 13,12,000 9,25,000
Total Cost of vehicles 44,08,000 39,36,000 46,25,000
(Rs.)
Depreciation per month 36,733 32,800 38,542
(Rs.) Rs. 44,08,000 x 10% Rs. 39,36,000 x 10% Rs. 46,25,000 x 10%
12 months 12 months 12 months
5. Total volume of Milk Carried
Rate Milk Qty. (Litre)
82
Ramgarh (10,000 ltr. × 0.7 × 4 vehicles × 3 trips × 30 days) 25,20,000
Pratapgarh (10,000 ltr. × 0.7 × 3 vehicles × 2 trips × 30 days) 12,60,000
Devgarh (10,000 ltr. × 0.7 × 5 vehicles × 4 trips × 30 days) 42,00,000
79,80,000
Q.4: Harry Transport Service is a Delhi based national goods transport service provider,
owning five trucks for this purpose. The cost of running and maintaining these trucks are as
follows:
Particulars Amount
Diesel cost Rs.15 per km.
Engine oil Rs. 4,200 for every 14,000 km.
Repair and maintenance Rs.12,000 for every 10,000 km.
Driver’s salary Rs. 20,000 per truck per month
Cleaner’s salary Rs. 7,000 per truck per month
Supervision and other general Rs.15,000 per month
expenses
Cost of loading of goods Rs. 200 per Metric Ton (MT)
Each truck was purchased for Rs. 20 lakhs with an estimated life of 7,20,000 km.
During the next month, it is expecting 6 bookings, the details of which are as follows:
SL. No. Journey Distance (in km) Weight-Up (in Weight-Down (in
MT) MT)
1. Delhi to Kochi 2,700 15 7
2. Delhi to Guwahati 1,890 13 0
3. Delhi to Vijayawada 1,840 16 0
4. Delhi to Varanasi 815 11 0
5. Delhi to Asansol 1,280 13 5
6. Delhi to Chennai 2,185 11 9
Total 10,710 79 21
Required:
(i) CALCULATE the total absolute Ton-km for the next month.
(ii) CALCULATE the cost per ton-km. [MTP April 21 (10 Marks)]
ANSWER:
(i) Calculation of Absolute Ton-km for the next month:
Journey Distance WeightUp Ton-km WeightDown Ton-km Total

(in km) (in MT) (in MT)
(a) (b) (c) = (a)×(b) (d) (e) = (f) =
(a)×(d) (c)+(e)
83
Delhi to Kochi 2,700 15 40,500 7 18,900 59,400
Delhi to 1,890 13 24,570 0 0 24,570
Guwahati
Delhi to 1,840 16 29,440 0 0 29,440
Vijayawada
Delhi to Varanasi 815 11 8,965 0 0 8,965
Delhi to Asansol 1,280 13 16,640 5 6,400 23,040
Delhi to Chennai 2,185 11 24,035 9 19,665 43,700
Total 10,710 79 1,44,150 21 44,965 1,89,115
Total absolute Ton-Km = 1,89,115 ton-km

(ii) Calculation of Cost per ton-km:

A. Running cost:
Diesel Cost {Rs. 15 x (10,710 x 2)} 3,21,300
Engine all cost

. ,
x 21,420 6,426
,
Cost of loading of goods {Rs. 200 x (79 + 21)} 20,000
Depreciation
. , ,
x 21,420 km 59,500 4,07,226
, ,
B. Repair & Maintenance Cost 25,704

Rs. 12,000
x 21,420 km
10,000 km
C. Standing Charges
Drivers’ salary (Rs.20,000 × 5 trucks) 1,00,000
Cleaners’ salary (Rs.7,000 × 5 trucks) 35,000
Supervision and other general expenses 15,000 1,50,000
Total Cost (A + B + C) 5,82,930

Total absolute ton-km 1,89,115
Cost per ton-km 3.08
84
JOB & BATCH COSTING
Q.1: Following are the particulars of two workers 'R' and 'S' for a month:
Particulars R S
(i) Basic Wages (₹) 15,000 30,000
(ii) Dearness Allowance 50% 50%
(iii) Contribution to EPF (on basic wages) 7% 7.5%
(iv) Contribution to ESI (on basic wages) 2% 2%
(v) Overtime (hours) 20 -
The normal working hours for the month are 200 hrs. Overtime is paid at double the total of
normal wages and dearness allowance. Employer's contribution to State Insurance and
Provident Fund are at equal rates with employees' contributions.
Both workers were employed on jobs A, B and C in the following proportions :
Jobs A B C
R 75% 10% 15%
S 40% 20% 40%
Overtime was done on job 'A'.
You are required to :
(i) Calculate ordinary wage rate per hour of 'R' and ‘S’.
(ii) Allocate the worker's cost to each job 'A', 'B' and 'C'. [Nov 2020 (6 Marks)]
ANSWER:
(i) Calculation of Net Wages paid to Worker ‘R’ and ‘S’
Particulars R (₹) S (₹)

Basic Wages 15,000.00 30,000.00
Dearness Allowance (DA) (50% of Basic Wages) 7,500.00 15,000.00
Overtime Wages (Refer to Working Note 1) 4,500.00 ----
Gross Wages earned 27,000.00 45,000.00
Less: Provident Fund (7% × ₹ 15,000); (7.5% × ₹ (1,050.00) (2,250.00)
30,000)
Less: ESI (2% × ₹ 15,000); (2% × ₹ 30,000) (300.00) (600.00)
Net Wages paid 25,650.00 42,150.00
Calculation of ordinary wage rate per hour of Worker ‘R’ and ‘S’
85
R (₹) S (₹)
Gross Wages (Basic Wages + DA) 22,500.00 45,000.00
(excluding overtime)
Employer’s contribution to P.F. and E.S.I. 1,350.00 2,850.00
23,850.00 47,850.00
Ordinary wages Labour Rate per hour 119.25 239.25
(₹ 23,850 ÷ 200 hours); (₹ 47,850 ÷ 200 hours)
(ii) Statement Showing Allocation of workers cost to each Job
Total Jobs
Wages A B C
Worker R
Ordinary Wages (15:2:3) 23,850.00 17,887.50 2,385.00 3577.50
Overtime 4500.00 4500.00 - --
Worker S
Ordinary Wages (2:1:2) 47,850.00 19,140.00 9,570.00 19,140.00
76,200.00 41,527.50 11,955.00 22,717.50
Working Note:
Normal Wages are considered as basic wages.
( . .)
Over time =
₹ ,
=2x x 20 hours
= ₹ 4,500
Q.2: SM Motors Ltd. is a manufacturer of auto components. Following are the details of
expenses for the year 2019-20:
(₹)
(i) Opening Stock of Material 15,00,000
(ii) Closing Stock of Material 20,00,000
(iii) Purchase of Material 1,80,50,000
(iv) Direct Labour 90,50,000
(v) Factory Overhead 30,80,000
(vi) Administrative Overhead 20,50,400
During the FY 2020-21, the company has received an order from a car manufacturer where
it estimates that the cost of material and labour will be ₹ 80,00,000 and ₹ 40,50,000
respectively. The company charges factory overhead as a percentage of direct labour and
administrative overheads as a percentage of factory cost based on previous year's cost.
Cost of delivery of the components at customer’s premises is estimated at ₹ 4,50,000.
86
(i) CALCULATE the overheads recovery rates based on actual costs for 2019-20.
(ii) PREPARE a job cost sheet for the order received and the price to be quoted if the desired
profit is 25% on sales. [RTP May 21]
ANSWER:
(i) Calculation of Overheads Recovery Rate:
Factory overheads Recovery Rate = x 100

.
₹ , ,
= x 100 = 34% of Direct labour
₹ , ,
Administrative Overhead Recovery Rate
= x 100
( . .)
₹ , ,
= x 100 = 6.91% of Factory Cost
₹ , , ,
Working Note:
Calculation of Factory Cost in 2019-20
Particulars Amount (₹)

Opening Stock of Material 15,00,000
Add: Purchase of Material 1,80,50,000
Less: Closing Stock of Material (20,00,000)
Material Consumed 1,75,50,000
Direct Labour 90,50,000
Prime Cost 2,66,00,000
Factory Overhead 30,80,000
(ii) Job Cost Sheet for the order received in 2020-21

Material 80,00,000
Labour 40,50,000
Factory Overhead (34% of ₹ 40,50,000) 13,77,000
Administrative Overhead (6.91% of ₹ 1,34,27,000) 9,27,806
Cost of delivery 4,50,000
Total Cost 1,48,04,806
Add: Profit @ 25% of Sales or 33.33% of cost 49,34,935
Sales value (Price to be quoted for the order) 1,97,39,741
87
Hence the price to be quoted is ₹ 1,97,39,741
Q.3: A Ltd. is an engineering manufacturing company producing job orders on the basis of
specifications provided by the customers. During the last month it has completed three jobs
namely A, B and C. The following are the items of expenditures which are incurred in addition
to direct materials and direct employee cost:
(i) Office and administration cost - Rs. 6,00,000
(ii) Product blueprint cost for job A - Rs. 2,80,000
(iii) Hire charges paid for machinery used in job work B - Rs. 80,000
(iv) Salary to office attendants - Rs. 1,00,000
(v) One time license fee paid for software used to make computerised graphics for job C -
Rs. 1,00,000.
(vi) Salary paid to marketing manager - Rs. 2,40,000.
Required:
CALCULATE direct expenses attributable to each job. [MTP March 21 (5 Marks]
ANSWER:
Calculation of Direct expenses
Particulars Job A (Rs.) Job B (Rs.) Job C (Rs.)

Product blueprint cost 2,80,000 -- --
Hire charges paid for machinery -- 80,000 --
License fee paid for software -- -- 1,00,000
Total Direct expenses 2,80,000 80,000 1,00,000
Q.4: A jobbing factory has undertaken to supply 200 pieces of a component per month for
the ensuing six months. Every month a batch order is opened against which materials and
labour hours are booked at actual. Overheads are levied at a rate per labour hour. The
selling price contracted for is Rs. 80 per piece. From the following data COMPUTE the cost
and profit per piece of each batch order and overall position of the order for 1,200 pieces.
Month Batch Output Material cost Direct wages Direct labour

(Pieces)
(Rs.) (Rs.) (Hours)
January 210 6,500 1,200 240
February 200 6,400 1,400 280
March 220 6,800 1,500 280
April 180 6,300 1,400 270
May 200 7,000 1,500 300
June 220 7,200 1,600 320
The other details are:
88
Month Chargeable expenses Direct labour
(Rs.) Hours
January 1,20,000 4,800
February 1,05,600 4,400
March 1,20,000 5,000
April 1,05,800 4,600
May 1,30,000 5,000
June 1,20,000 4,800
ANSWER:
Jan. Feb. March April May June Total

Particulars
(Rs.) (Rs.) (Rs.) (Rs.) (Rs.) (Rs.) (Rs.)
Batch output 210 200 220 180 200 220 1,230
(in pieces)
Sale value @ Rs.80 16,800 16,000 17,600 14,400 16,000 17,600 98,400
Material cost 6,500 6,400 6,800 6,300 7,000 7,200 40,200
Direct wages 1,200 1,400 1,500 1,400 1,500 1,600 8,600
Chargeable expenses* 6,000 6,720 6,720 6,210 7,800 8,000 41,450
Total cost 13,700 14,520 15,020 13,910 16,300 16,800 90,250
Profit per batch 3,100 1,480 2,580 490 (300) 800 8,150
Total cost per piece 65.2 72.6 68.3 77.3 81.5 76.4 73.4
Profit per piece 14.8 7.4 11.7 2.7 (1.5) 3.6 6.6
Overall position of the order for 1,200 pieces

Sales value of 1,200 pieces @ Rs. 80 per piece Rs. 96,000
Total cost of 1,200 pieces @ Rs. 73.4 per piece Rs. 88,080
Profit Rs. 7,920
* x Direct labour hours for batch
89
CONTRACT COSTING
Q.1: W Limited undertook a contract for ₹ 5,00,000 on 1st July, 2019. On 30th June, 2020
when the accounts were closed, the following details about the contract were gathered:
Amount (₹)
Materials purchased 1,00,000
Wages paid 45,000
General expenses 10,000
Materials on hand (30-6-2020) 25,000
Wages accrued (30-6-2020) 5,000
Work certified 2,00,000
Cash received 1,50,000
Work uncertified 15,000
The above contract contained "Escalation clause" which read as follows :
"In the event of increase in the prices of materials and rates of wages by more than 5%, the
contract price would be increased accordingly by 25% of the rise in the cost of materials and
wages beyond 5% in each case."
It was found that since the date of signing the agreement, the prices of materials and wage
rates increased by 25%. The value of the work certified does not take into account the effect
of the above clause.
Calculate the 'value of work certified' after taking the effect of 'Escalation Clause' as on 30th
June, 2020. [Nov 2020]
ANSWER:
Workings:
(i) Percentage of work certified:
₹ , ,
x 100 = x 100 = 40%
₹ , ,
(ii) Value of material and labour used in the contract:

Material purchased 1,00,000
Less: Material on hand (30-06-2020) (25,000) 75,000
Wages paid 45,000
Add: Wages accrued (30-06-2020) 5,000 50,000
1,25,000
Price of materials and wages has been increased by 25%, the value before price increase is:
90
₹ , ,
x 100 = ₹ 1,00,000
(iii) Calculation of value of work certified:

The value of the contract would be increased by 25% of the price increased beyond 5%.
Price increased beyond 5% = ₹ 25,000 – 5% of ₹ 1,00,000 = ₹ 20,000
Value of contract would be increased by 25% of ₹ 20,000 = ₹ 5,000
Therefore, the revised contract value = ₹ 5,00,000 + ₹ 5,000 = ₹ 5,05,000
Calculation of the Value of work certified after taking the effect of escalation clause:
Revised contract value × Percentage of work certified
= ₹ 5,05,000 × 40% = ₹ 2,02,000
Q.2: Zed Limited obtained a contract NO. 1551 for Rs. 150 lacs. The following details are
available in respect of this contract for the year ended March 31, 2021:
Rs.
Materials purchased 4,80,000
Materials issued from stores 15,00,000
Wages paid 21,00,000
Drawing and maps 1,80,000
Sundry expenses 45,000
Electricity charges 75,000
Plant hire expenses 1,80,000
Sub-contract cost 60,000
Materials retuned to stores 90,000
Materials retuned to suppliers 60,000
The following balances relating to the contract No. 1551 for the year ended on March 31,
2020 and March 31, 2021 are available:
as on 31st March, 2020 as on 31st March, 2021

Work certified 36,00,000 1,05,00,000
Work uncertified 60,000 1,20,000
Materials at site 45,000 90,000
Wages outstanding 30,000 60,000
The contractor receives 70% of work certified in cash.
PREPARE Contract Account and Contractee’s Account. [MTP April 21 (10 Marks)]
ANSWER:
Contract No. 1551 Account for the year ended 31st March, 2021
Dr. Cr.
91
(Rs.) (Rs.)
To Work in progress b/d: By Material returned to 90,000
stores
Work certified 36,00,000 By Material returned to 60,000
suppliers
Work uncertified 60,000 By Stock (Materials) c/d 90,000
To Stock (Materials) b/d 45,000 By Work in progress c/d:

To Material purchased 4,80,000 Work certified 1,05,00,000
To Material issued 15,00,000 Work uncertified 1,20,000
To Wages paid 21,00,000

Less: Opening O/s (30,000)
Add: Closing O/s 60,000 21,30,000
To Drawing and maps 1,80,000
To Sundry expenses 45,000
To Electricity charges 75,000
To Plant hire expenses 1,80,000
To Sub-contract cost 60,000
To Notional profit c/d (balancing 25,05,000
figure)
1,08,60,000 1,08,60,000
Dr. Contractee’s Account Cr.
Particulars Amount (Rs.) Particulars Amount (Rs.)

To Balance c/d 73,50,000 By Balance b/d 25,20,000
(Rs. 1,05,00,000 × 70%) (70% of Rs. 36,00,000)
By Bank A/c 48,30,000
73,50,000 73,50,000
92
BUDGETARY CONTROL
Q.1: G Ltd. manufactures a single product for which market demand exists for additional
quantity. Present sales of ₹ 6,00,000 utilises only 60% capacity of the plant. The following
data are available:
(1) Selling price : ₹ 100 per unit
(2) Variable cost : ₹ 30 per unit
(3) Semi-variable expenses : ₹ 60,000 fixed + ₹ 5 per unit
(4) Fixed expenses : ₹ 1,00,000 at present level, estimated to
increase by 25% at and above 80% capacity.
You are required to prepare a flexible budget so as to arrive at the operating profit at 60%,
80% and 100% levels. [Nov 2020]
ANSWER:
Flexible Budget
Activity Level 60% 80% 100%

Production (units) 6,000 8,000 10,000
(₹) (₹) (₹)
Sales @ ₹ 100 per unit 6,00,000 8,00,000 10,00,000
2,10,000 2,80,000 3,50,000
Variable Cost
(@ ₹ 35 (₹ 30 + ₹ 5) per unit)
Contribution (A) 3,90,000 5,20,000 6,50,000
Fixed Cost (part of semi-variable cost) 60,000 60,000 60,000
Other Fixed Cost 1,00,000 1,25,000 1,25,000
Total Fixed Cost (B) 1,60,000 1,85,000 1,85,000
Operating Profit (A – B) 2,30,000 3,35,000 4,65,000
Q.2: XYZ Ltd. is engaged in the manufacturing of toys. It can produce 4,20,000 toys at its 70%
capacity on per annum basis. Company is in the process of determining sales price for the
financial year 2020-21. It has provided the following information:
Direct Material ₹ 60 per unit

Direct Labour ₹ 30 per unit Indirect Overheads:
Fixed ₹ 65,50,000 per annum
Variable ₹ 15 per unit
Semi-variable ₹ 5,00,000 per annum up to 60% capacity and ₹ 50,000 for every 5%
increase in capacity or part thereof up to 80% capacity and thereafter
₹ 75,000 for every 10% increase in capacity or part thereof.
93
Company desires to earn a profit of ₹ 25,00,000 for the year. Company has planned that the
factory will operate at 50% of capacity for first six months of the year and at 75% of capacity
for further three months and for the balance three months, factory will operate at full
capacity.
You are required to :
(2) Determine the average selling price at which each of the toy should be sold to earn the
desired profit.
(3) Given the above scenario, advise whether company should accept an offer to sell each
Toy at:
(a) ₹ 130 per Toy
(b) ₹ 129 per Toy [Jan 2021 (10 Marks)]
ANSWER:
(1) Statement of Cost
For first 6 For further 3 For Total

months months remaining 3
months
6,00,000 x 6,00,000 x 6,00,000 x
6/12 x 50% 3/12 x 75% 3/12
= 1,50,000 = 1,12,500 = 1,50,000 4,12,500
units units units units
Direct Material 90,00,000 67,50,000 90,00,000 2,47,50,000
Direct labour 45,00,000 33,75,000 45,00,000 1,23,75,000
Indirect – Variable Expenses 22,50,000 16,87,500 22,50,000 61,87,500
Indirect – Fixed Expenses 32,75,000 16,37,500 16,37,500 65,50,000
Indirect Semi-variable
expenses
For first six months @ 2,50,000

5,00,000 per annum
For further three months 1,62,500

@ 6,50,000* per annum
For further three months 2,12,500 6,25,000

@ 8,50,000** per
annum
Total Cost 1,92,75,000 1,36,12,500 1,76,00,000 5,04,87,500
Desired Profit 25,00,000
Sales value 5,29,87,500
Average Sales price per Toy 128.45
* ₹ 5,00,000+ [3 times (from 60% to 75%) x 50,000] = ₹ 6,50,000
94
** ₹ 6,50,000+ [1 time (from 75% to 80%) x 50,000] + [2 times (from 80% to 100%) × 75,000]
= ₹ 8,50,000
(2) (a) Company Should accept the offer as it is above its targeted sales price of ₹ 128.45 per toy.
(b) Company Should accept the offer as it is above its targeted sales price of ₹ 128.45 per toy.
Q.3: RS Ltd manufactures and sells a single product and has estimated sales revenue of ₹
302.4 lakh during the year based on 20% profit on selling price. Each unit of product requires
6 kg of material A and 3 kg of material B and processing time of 4 hours in machine shop and
2 hours in assembly shop. Factory overheads are absorbed at a blanket rate of 20% of direct
labour. Variable selling & distribution overheads are ₹ 60 per unit sold and fixed selling &
distribution overheads are estimated to be ₹ 69,12,000.
The other relevant details are as under:
Purchase Price: Material A ₹ 160 per kg

Materials B ₹ 100 per kg
Labour Rate: Machine Shop ₹ 140 per hour
Assembly Shop ₹ 70 per hour
Finished Stock Material A Material B

Opening Stock 2,500 units 7,500 kg 4,000 kg
Closing Stock 3,000 units 8,000 kg 5,500 kg
Required:
(i) CALCULATE number of units of product proposed to be sold and selling price per unit,
(ii) PREPARE Production Budget in units, and
(iii) PREPARE Material Purchase Budget in units. [RTP May 21]
ANSWER:
Workings:
Statement Showing “Total Variable Cost for the year”

Estimated Sales Revenue 3,02,40,000
Less: Desired Profit Margin on Sale @ 20% 60,48,000
Estimated Total Cost 2,41,92,000
Less: Fixed Selling and Distribution Overheads 69,12,000
Total Variable Cost 1,72,80,000
Statement Showing “Variable Cost per unit”
Particulars Variable Cost

p.u. (₹)
Direct Materials:
A: 6 Kg. @ ₹ 160 per kg. 960
95
B: 3 Kg. @ ₹ 100 per kg. 300
Labour Cost:
Machine Shop: 4 hrs. @ ₹ 140 per hour 560
Assembly Shop: 2 hrs. @ ₹ 70 per hour 140
Factory Overheads: 20% of (₹ 560 + ₹ 140) 140
Variable Selling & Distribution Expenses 60
Total Variable Cost per unit 2,160
(i) Calculation of number of units of product proposed to be sold and selling price per
unit:
Number of Units Sold = Total Variable Cost / Variable Cost per unit
= ₹ 1,72,80,000 / ₹ 2,160
= 8,000 units
Selling Price per unit = Total Sales Value / Number of Units Sold
= ₹ 3,02,40,000 / 8,000 units
= ₹ 3,780
(ii) Production Budget (units)
Particulars Units
Budgeted Sales 8,000
Add: Closing Stock 3,000
Total Requirements 11,000
Less: Opening Stock (2,500)
Required Production 8,500
(iii) Material Purchases Budget (Kg.)
Particulars Material Material

A B
Requirement for Production 51,000 25,500
(8,500 units × 6 Kg.) (8,500 units × 3 Kg.)
Add: Desired Closing Stock 8,000 5,500
Total Requirements 59,000 31,000
Less: Opening Stock (7,500) (4,000)
Quantity to be purchased 51,500 27,000
Q.4: The information of Z Ltd. for the year ended 31st March 2021 is as below:
Amount (Rs.)
Direct materials 17,50,000
Direct wages 12,50,000
96
Variable factory overhead 9,50,000
Fixed factory overhead 12,00,000
Other variable costs 6,00,000
Other fixed costs 4,00,000
Profit 8,50,000
Sales 70,00,000
During the year, the company manufactured two products, X and Y, and the output and cost
were:
X Y
Output (units) 8,000 4,000
Selling price per unit (Rs.) 600 550
Direct material per unit (Rs.) 140 157.50
Direct wages per unit (Rs.) 90 132.50
Variable factory overheads are absorbed as a percentage of direct wages and other variable
costs are computed as:
Product X – Rs. 40 per unit and Product Y- Rs. 70 per unit.
For the FY 2021-22, it is expected that demand for product X and Y will fall by 20% & 10%
respectively. It is also expected that direct wages cost will raise by 20% and other fixed costs
by 10%. Products will be required to be sold at a discount of 20%.
(i) PREPARE profitability statement for the FY 2020-21 and
(ii) PREPARE a budget for the FY 2021-22. [MTP March 21 (10 Marks)]
ANSWER:
(i) Production-wise Profitability Statement for the FY 2020-21:
Particulars Product-X (Rs.) Product-Y (Rs.) Total (Rs.)

Selling price per unit 600 550
Sales value 48,00,000 22,00,000 70,00,000
Direct material 11,20,000 6,30,000 17,50,000
(Rs.140 × 8,000 units) (Rs.157.50 × 4,000 units)
Direct wages 7,20,000 5,30,000 12,50,000
(Rs.90 × 8,000 units) (Rs.132.5 × 4,000 units)
Variable factory 5,47,200 4,02,800 9,50,000
overheads* (76% of Rs. 7,20,000) (76% of Rs. 5,30,000)
Other variable costs 3,20,000 2,80,000 6,00,000
(Rs.40 × 8,000 units) (Rs.70 × 4,000 units)
Contribution 20,92,800 3,57,200 24,50,000
97
Fixed factory - - 12,00,000
overheads
Other fixed costs - - 4,00,000
Profit 8,50,000
* Percentage absorption of variable factory overheads on the basis of direct wages

, ,
= x 100 = 76%
, ,
(ii) Preparation of Budget for the FY 2021-22:
Particulars Product-X (Rs.) Product-Y (Rs.) Total (Rs.)

(8,000 units × 80%) (4,000 units × 90%)
Selling price per unit 480 440
(Rs.600 × 80%) (Rs.550 × 80%)
Sales value 30,72,000 15,84,000 46,56,000
Direct material 8,96,000 5,67,000 14,63,000
(Rs.140 × 6,400 units) (Rs.157.50 × 3,600 units)
Direct wages per unit 6,91,200 5,72,400 12,63,600
(Rs.108 × 6,400 units) (Rs.159 × 3,600 units)
Variable factory 5,25,312 4,35,024 9,60,336
overheads (76% of Rs.6,91,200) (76% of Rs.5,72,400)
Other variable costs 2,56,000 2,52,000 5,08,000
(Rs.40 × 6,400 units) (Rs.70 × 3,600 units)
Contribution 7,03,488 (2,42,424) 4,61,064
Fixed factory overheads - - 12,00,000
Other fixed costs (110% - - 4,40,000
of Rs.4,00,000)
Profit/ (Loss) (11,78,936)
Q.5: Following data is available from the costing department of Aarya Ltd. which
manufactures and markets a single product:
Material Rs. 32 per unit Fixed Cost (Rs.) Rs. 10,00,000

Conversion Cost (Variable) Rs. 24 per unit Present Sales (units) 90,000
Dealer’s Margin (10% of Rs. 8 per unit Capacity Utilization 60 %
Sales)
Selling Price Rs. 80 per unit
There is acute competition in the market, thus extra efforts are necessary to enhance the
sales. For this, following suggestions have been proposed:
(i) Reducing selling price by 5 per cent.
98
(ii) Increasing dealer's margin by 20 per cent over the existing rate.
Which of these two suggestions would you RECOMMEND, if the company desires to maintain
the present profit? GIVE REASONS. [MTP April 21 (10 Marks)]
ANSWER:
Workings:
Statement Showing Profit on Sale of 90,000 units
(Rs.) (Rs.)
Selling Price per unit 80
Less: Variable Cost per unit
Material 32
Conversion Cost 24
Dealers’ Margin 8 64
Contribution per unit 16
Total Contribution (90,000 units × Rs. 16) 14,40,000
Less: Fixed Cost 10,00,000
Profit 4,40,000
In both the proposed suggestions, the fixed costs remain unchanged. Therefore, the present profit of
Rs. 4,40,000 can be maintained by maintaining the total contribution at the present level i.e. Rs.
14,40,000.
(i) Reducing Selling Price by 5%
New Selling Price (Rs. 80 − 5% of Rs. 80) = Rs. 76
New Dealer's Margin (10% of Rs. 76) = Rs. 7.60
New Variable Cost (Rs. 32 + Rs. 24 + Rs. 7.60) = Rs. 63.60
New Contribution per unit (Rs. 76 − Rs. 63.60) = Rs. 12.40
Level of sales required for present level of Profits =
. , ,
=
. .
= 1,16,129 units
(ii) Increasing Dealer’s Margin by 20%
New Dealer’s Margin after increasing it by 20% = Rs. 8 + (20% of Rs. 8)
= Rs. 9.60
New Variable Cost (Rs. 32 + Rs. 24 + Rs. 9.60) = Rs. 65.60
Contribution (Rs. 80 − Rs. 65.60) = Rs. 14.40
Level of sales required for present level of Profits =
99
. , ,
=
. .
= 1,00,000 units
Conclusion:
The second proposal, i.e., increasing the Dealer's Margin is recommended because:
1. The contribution per unit is higher which is Rs. 14.40 in comparison to Rs. 12.40 in the first
proposal; and
2. The sales (in units) required to earn the same level of profit are lower. They are at 1,00,000
units as against 1,16,129 units in the first proposal. This means a lower sales effort and less
finance would be required for implementing proposal (ii) as against proposal (i). Of course,
under proposal (ii) the company can earn higher profits than at present level if it can increase
its sales beyond 1,00,000 units.
100
STANDARD COSTING
Q.1: ABC Ltd. has furnished the following information regarding the overheads for the month
of June 2020 :
(i) Fixed Overhead Cost Variance ₹ 2,800 (Adverse)

(ii) Fixed Overhead Volume Variance ₹ 2,000 (Adverse)
(iii) Budgeted Hours for June, 2020 2,400 hours
(iv) Budgeted Overheads for June,2020 ₹ 12,000
(v) Actual rate of recovery of overheads ₹ 8 Per Hour
From the above given information

Calculate:
(1) Fixed Overhead Expenditure Variance
(2) Actual Overheads Incurred
(3) Actual Hours for Actual Production
(4) Fixed Overhead Capacity Variance
(5) Standard hours for Actual Production
(6) Fixed Overhead Efficiency Variance [Nov 2020 (10 Marks)]
ANSWER:
(1) Fixed Overhead Expenditure Variance
= Budgeted Fixed Overheads – Actual Fixed Overheads
= ₹ 12,000 – ₹ 12,800 (as calculated below) = ₹ 800 (A)
(2) Fixed Overhead Cost Variance= Absorbed Fixed Overheads – Actual Fixed Overheads
2,800 (A) = ₹ 10,000 – Actual Overheads
Actual Overheads = ₹ 12,800
(3) Actual Hours for Actual Production = ₹ 12,800/ ₹8 = 1,600 hrs.
(4) Fixed Overhead capacity Variance
= Budgeted Fixed Overheads for Actual Hours– Budgeted Fixed Overheads
= ₹ 5 x 1600 hrs. – ₹ 12,000 = ₹ 4,000 (A)
(5) Standard Hours for Actual Production
= Absorbed Overheads/ Std. Rate = ₹ 10,000/ ₹ 5 = 2,000 hrs.
(6) Fixed Overhead Efficiency Variance
= Absorbed Fixed Overheads – Budgeted Fixed Overheads for Actual Hours
101
= ₹ 10,000 – ₹ 5 x 1,600 hrs. = ₹ 2,000 (F)
Working Note:
(i) Fixed Overhead Volume Variance = Absorbed Fixed Overheads – Budgeted Fixed Overheads
2,000 (A) = Absorbed Fixed Overheads – ₹ 12,000
Absorbed Fixed Overheads = ₹ 10,000
(ii) Standard Rate/ Hour = ₹ 5 (₹ 12,000 / 2,400 hrs.)
Q.2: Premier Industries has a small factory where 52 workers are employed on an average
for 25 days a month and they work 8 hours per day. The normal down time is 15%. The firm
has introduced standard costing for cost control. Its monthly budget for November, 2020
shows that the budgeted variable and fixed overhead are ₹ 1,06,080 and ₹ 2,21,000
respectively.
The firm reports the following details of actual performance for November, 2020, after the
end of the month:
Actual hours worked 8,100 hrs.

Actual production expressed in standard hours 8,800 hrs.
Actual Variable Overheads ₹ 1,02,000
Actual Fixed Overheads ₹ 2,00,000
You are required to calculate:
(i) Variable Overhead Variances:
(a) Variable overhead expenditure variance.
(b) Variable overhead efficiency variance.
(ii) Fixed Overhead Variances:
(a) Fixed overhead budget variance.
(b) Fixed overhead capacity variance.
(c) Fixed overhead efficiency variance.
(iii) Control Ratios:
(a) Capacity ratio.
(b) Efficiency ratio.
(c) Activity ratio. [Jan 21 (10 Marks)]
ANSWER:
Workings:
Calculation of budgeted hours
Budgeted hours = (52 x 25 x 8) x 85% = 8,840 hours
(i) Variable overheads variance
(a) Variable overheads expenditure variance
102
= Std. overhead for Actual hours – Actual variable Overheads
₹ , ,
= x 8,100 - ₹ 1,02,000
,
= 4800 A
(b) Variable overhead efficiency variance
Std. rate per hour x (Std. hours for actual production – Actual hours)
₹ , ,
= (8,800 hours – 8,100 hours)
,
= 8400 F
(ii) Fixed overheads variances
(a) Fixed overheads budget variance
= Budgeted overhead – Actual overhead
= ₹ 2,21,000 – ₹ 2,00,000
= 21,000 F
(b) Fixed overheads capacity variance
= Std rate x (Actual hours – budgeted hours)
₹ , ,
= x (8,100 – 8,840)
,
= 18,500 A
(c) Fixed overhead efficiency variance
= Std rate x (Std hours for actual production – Actual hours)
₹ , ,
= x (8,800 – 8,100)
,
= 17,500 F
(iii) Control Ratios
(a) Capacity Ratio
= x 100
,
= x 100 = 91.63%
,
(b) Efficiency Ratio
= x 100
,
= x 100 = 108.64%
,
(c) Activity Ratio
= x 100
103
,
= x 100 = 99.55%
,
Q.3: LM Limited produces a product ‘SX4’ which is sold in a 10 Kg. packet. The standard cost
card per packet of ‘SX4’ is as follows”
(₹)
Direct materials 10 Kg @ ₹ 90 per kg 900
Direct labour 8 hours @ ₹ 80 per hour 640
Variable Overhead 8 hours @ ₹ 20 per hour 160
Fixed overhead 250
1,950
Budgeted output for a quarter of a year was 10,000 kg. Actual output is 9,000 kg.
Actual costs for this quarter are as follows:
(₹)
Direct Materials 8,900 kg. @ ₹ 92 per kg. 8,18,800
Direct Labour 7,000 hours @ ₹ 84 per hour 5,88,000
Variable Overhead incurred 1,40,000
Fixed overhead incurred 2,60,000
You are required to CALCULATE:
(i) Material Usage Variance
(ii) Material Price Variance
(iii) Material Cost Variance
(iv) Labour Efficiency Variance
(v) Labour Rate Variance
(vi) Labour Cost Variance
(vii) Variable Overhead Cost Variance
(viii) Fixed Overhead Cost Variance [RTP May 21]
ANSWER:
(i) Material Usage Variance = Std. Price (Std. Quantity – Actual Quantity)
= ₹ 90 (9,000 kg. – 8,900 kg.)
= ₹ 9,000 (Favourable)
(ii) Material Price Variance = Actual Quantity (Std. Price – Actual Price)
= 8,900 kg. (₹ 90 – ₹ 92) = ₹ 17,800 (Adverse)
(iii) Material Cost Variance = Std. Material Cost – Actual Material Cost
= (SQ × SP) – (AQ × AP)
= (9,000 kg. × ₹ 90) – (8,900 kg. × ₹ 92)
104
= ₹ 8,10,000 – ₹ 8,18,800
= ₹ 8,800 (Adverse)
(iv) Labour Efficiency Variance = Std. Rate (Std. Hours – Actual Hours)
,
= ₹ 80 ( x 8 Hours – 7,000 hrs.)
= ₹ 80 (7,200 hrs. – 7,000 hrs.)

= ₹ 16,000 (Favourable)
(v) Labour Rate Variance = Actual Hours (Std. Rate – Actual Rate)
= 7,000 hrs. (₹ 80 – ₹ 84)
= ₹ 28,000 (Adverse)
(vi) Labour Cost Variance = Std. Labour Cost – Actual Labour Cost
= (SH × SR) – (AH × AR)
= (7,200 hrs. × ₹ 80) – (7,000 hrs. × ₹ 84)
= ₹ 5,76,000 – ₹ 5,88,000
= ₹ 12,000 (Adverse)
(vii) Variable Cost Variance = Std. Variable Cost – Actual Variable Cost
= (7,200 hrs. × ₹ 20) – ₹ 1,40,000
= ₹ 4,000 (Adverse)
(viii) Fixed Overhead Cost Variance = Absorbed Fixed Overhead – Actual Fixed Overhead
₹
= × 9,000 kgs. – ₹ 2,60,000
.
= ₹ 2,25,000 – ₹ 2,60,000 = ₹ 35,000 (Adverse)
Q.4: AK Ltd. has furnished the following standard cost data per unit of production:
Material 10 kg @ Rs. 100 per kg.
Labour 6 hours @ Rs. 55 per hour
Variable overhead 6 hours @ Rs. 100 per hour.
Fixed overhead Rs.45,00,000 per month (Based on a normal volume of 30,000 labour hrs)
The actual cost data for the month of September 2020 are as follows:
Material used 50,000 kg at a cost of Rs. 52,50,000.
Labour paid Rs. 15,50,000 for 31,000 hours
Variable overheads Rs. 29,30,000
Fixed overheads Rs. 47,00,000
Actual production 4,800 units.
CALCULATE:
(i) Material Cost Variance.
105
(ii) Labour Cost Variance.
(iii) Fixed Overhead Cost Variance.
(iv) Variable Overhead Cost Variance. [MTP March 21 (5 Marks)]
ANSWER:
Budgeted Production 30,000 hours ÷ 6 hours per unit = 5,000 units
Budgeted Fixed Overhead Rate = Rs. 45,00,000 ÷ 5,000 units = Rs. 900 per unit Or
= Rs. 45,00,000 ÷ 30,000 hours = Rs. 150 per hour.
(i) Material Cost Variance = (Std. Qty. × Std. Price) – (Actual Qty. × Actual Price)
= (4,800 units × 10 kg. × Rs.100) - Rs. 52,50,000
= Rs. 48,00,000 – Rs. 52,50,000
= Rs. 4,50,000 (A)
(ii) Labour Cost Variance = (Std. Hours × Std. Rate) – (Actual Hours × Actual rate)
= (4,800 units × 6 hours × Rs. 55) – Rs. 15,50,000
= Rs. 15,84,000 – Rs. 15,50,000
= Rs. 34,000 (F)
(iii) Fixed Overhead Cost Variance = (Budgeted Rate × Actual Qty) – Actual Overhead
= (Rs. 900 × 4,800 units) – Rs.47,00,000
= Rs. 3,80,000 (A)
OR
= (Budgeted Rate × Std. Hours) – Actual Overhead
= (Rs. 150 × 4,800 units × 6 hours) – Rs. 47,00,000
= Rs. 3,80,000 (A)
(iv) Variable Overhead Cost Variance = (Std. Rate × Std. Hours) – Actual Overhead
= (4,800 units × 6 hours × Rs. 100) - Rs. 29,30,000
= Rs. 28,80,000 - Rs. 29,30,000
= Rs. 50,000 (A)
Q.5: Tricon Co. furnishes the following information for the month of September, 2020.
Particulars Budget Details Static Budget Actual

Units produced & Sold 4,000 3,200
(Rs.) (Rs.)
Direct Material 3 kg p.u. @ Rs. 30 per kg. 3,60,000 3,10,000
Direct Labour 1 hr. p.u. @ Rs. 72 per hr. 2,88,000 2,25,600
Variable Overhead 1 hr. p.u. @ Rs. 44 per hr. 1,76,000 1,47,200
Fixed Overhead 1,80,000 1,68,000
106
Total Cost 10,04,000 8,50,800
Sales 12,00,000 8,96,000
Profit 1,96,000 45,200
During the month 10,000 kg. of materials and 3,100 direct labour hours were utilized.
Required:
(i) PREPARE a flexible budget for the month.
(ii) DETERMINE the material usage variance and the direct labour rate variance for the
actual vs the flexible budget. [MTP April 21 (10 Marks)]
ANSWER:
(i) Statement Showing “Flexible Budget for 3,200 units Activity Level”

. , , 9,60,000
Sales x 3,200 units
,
Less: Variable Cost
Direct Material (3,200 units × 3 kg. p.u. × Rs. 30 per kg.) 2,88,000
Direct Labour (3,200 units × 1 hr. p.u. × Rs. 72 per hr.) 2,30,400
Variable Overhead (3,200 units × 1 hr. p.u. × Rs. 44 per 1,40,800 (6,59,200)
hr.)
Contribution 3,00,800
Less: Fixed Overhead 1,80,000
Profit 1,20,800
(ii) Computation of Variances

Material Usage Variance = Standard Cost of Standard Quantity for Actual Production –
Standard Cost of Actual Quantity
= (SQ × SP) – (AQ × SP)
Or
= (SQ – AQ) × SP
= [(3,200 units × 3 kg.) – 10,000 kg.] × Rs. 30.00
= Rs. 12,000 (A)
Labour Rate Variance = Standard Cost of Actual Time – Actual Cost
= (SR × AH) – (AR × AH)
Or
= (SR – AR) × AH
. , ,
= Rs. 72 − , .
x 3,100 hrs.
= Rs. 2,400 (A)
107
MARGINAL COSTING
Q.1: Moon Ltd. produces products 'X', 'Y' and 'Z' and has decided to analyse it's production
mix in respect of these three products - 'X', 'Y' and 'Z'.
You have the following information :
X Y Z
Direct Materials ₹ (per unit) 160 120 80
Variable Overheads ₹ (per unit) 8 20 12
Direct labour :
Departments: Rate per Hour (₹) Hours per unit Hours per unit Hours per unit
X Y Z
Department-A 4 6 10 5
Department-B 8 6 15 11
From the current budget, further details are as below:
X Y Z
Annual Production at present (in units) 10,000 12,000 20,000
Estimated Selling Price per unit (₹) 312 400 240
Sales departments estimate of possible sales in the 12,000 16,000 24,000
coming year (in units)
There is a constraint on supply of labour in Department-A and its manpower cannot be
increased beyond its present level.
Required:
(i) Identify the best possible product mix of Moon Ltd.
(ii) Calculate the total contribution from the best possible product mix. [Nov 2020]
ANSWER:
(i) Statement Showing “Calculation of Contribution/ unit”
Particulars X Y Z
(₹) (₹) (₹)
Selling Price (A) 312 400 240
Variable Cost:
Direct Material 160 120 80
Direct Labour
Dept. A (Rate x Hours) 24 40 20
108
Dept. B (Rate x Hours) 48 120 88
Variable Overheads 8 20 12
Total Variable Cost (B) 240 300 200
Contribution per unit (A - B) 72 100 40
Hours in Dept. A 6 10 5
Contribution per hour 12 10 8
Rank I II III
Existing Hours = 10,000 x 6hrs. + 12,000 x 10 hrs. + 20,000 x 5 hrs. = 2,80,000 hrs.
Best possible product mix (Allocation of Hours on the basis of ranking)
Produce ‘X’ = 12,000 units
Hours Required = 72,000 hrs (12,000 units × 6 hrs.)
Balance Hours Available = 2,08,000 hrs (2,80,000 hrs. – 72,000 hrs.)
Produce ‘Y’ (the Next Best) = 16,000 units
Hours Required = 1,60,000 hrs (16,000 units × 10 hrs.)
Balance Hours Available = 48,000 hrs (2,08,000 hrs. – 1,60,000 hrs.)
Produce ‘Z’ (balance) = 9,600 units (48,000 hrs./ 5 hrs.)
(ii) Statement Showing “Contribution”
Product Units Contribution/ Unit (₹) Total Contribution (₹)

X 12,000 72 8,64,000
Y 16,000 100 16,00,000
Z 9,600 40 3,84,000
Total 28,48,000
Q.2: During a particular period ABC Ltd has furnished the following data:
Sales ₹ 10,00,000
Contribution to sales ratio 37% and
Margin of safety is 25% of sales.
A decrease in selling price and decrease in the fixed cost could change the "contribution to
sales ratio" to 30% and "margin of safety" to 40% of the revised sales. Calculate:
(i) Revised Fixed Cost.
(ii) Revised Sales and
(iii) New Break-Even Point. [Jan 2021]
ANSWER:
109
Contribution to sales ratio (P/V ratio) = 37%
Variable cost ratio = 100% - 37% = 63%
Variable cost = ₹ 10,00,000 x 63% = ₹ 6,30,000
After decrease in selling price and fixed cost, sales quantity has not changed. Thus, variable cost is ₹
6,30,000.
Revised Contribution to sales = 30%
Thus, Variable cost ratio = 100% − 30% = 70%
₹ , ,
Thus, Revised sales = = ₹ 9,00,000
%
Revised, Break-even sales ratio = 100% − 40% (revised Margin of safety) = 60%
(i) Revised fixed cost = revised breakeven sales x revised contribution to sales
ratio
= ₹ 5,40,000 (₹ 9,00,000 x 60%) x 30%
= ₹ 1,62,000
(ii) Revised sales = ₹ 9,00,000 (as calculated above)
(iii) Revised Break-even point = Revised sales x Revised break-even sales ratio
= ₹ 9,00,000 x 60%
= ₹ 5,40,000
Q.3: Two manufacturing companies A and B are planning to merge. The details are as
follows:
A B
Capacity utilization (%) 90 60
Sales (₹) 63,00,000 48,00,000
Variable Cost (₹) 39,60,000 22,50,000
Fixed Cost (₹) 13,00,000 15,00,000
Assuming that the proposal is implemented, calculate:
(i) Break-Even sales of the merged plant and the capacity utilization at that stage.
(ii) Profitability of the merged plant at 80% capacity utilization.
(iii) Sales Turnover of the merged plant to earn a profit of ₹ 60,00,000.
(iv) When the merged plant is working at a capacity to earn a profit of ₹ 60,00,000, what
percentage of increase in selling price is required to sustain an increase of 5% in fixed
overheads. [Jan 21 (10 Marks)]
ANSWER:
Workings:
2. Statement showing computation of Breakeven of merged plant and other required
information
110
S. Plan A Plant B Merged
No. Particulars Before After Before After Plant
(90%) (100%) (60%) (100%) (100%)
(₹) (₹) (₹) (₹) (₹)
(i) Sales 63,00,000 70,00,000 48,00,000 80,00,000 1,50,00,000

(ii) Variable cost 39,60,000 44,00,000 22,50,000 37,50,000 81,50,000
(iii) Contribution (i - ii) 23,40,000 26,00,000 25,50,000 42,50,000 68,50,000
(iv) Fixed Cost 13,00,000 13,00,000 15,00,000 15,00,000 28,00,000
(v) Profit (iii - iv) 10,40,000 13,00,000 10,50,000 27,50,000 40,50,000
3. PV ratio of merged plant = x 100
₹ , ,
= x 100 = 45.67%
₹ , , ,
(i) Break even sales of merged plant =

/
₹ , ,
=
. %
= ₹ 61,30,939.34 (approx.)
₹ , , .
Capacity utilization = x 100 = 40.88%
₹ , , ,
(ii) Profitability of the merged plant at 80% capacity utilization

= (₹ 1,50,00,000 x 80%) x P/v ratio – fixed cost
= ₹ 1,20,00,000 x 45.67% – ₹ 28,00,000
= ₹ 26,80,400
(iii) Sales to earn a profit of ₹ 60,00,000
Desired sales =
/
₹ , , ₹ , ,
=
. %
= ₹ 1,92,68,666 (approx.)
(iv) Increase in fixed cost
= ₹ 28,00,000 x 5% = ₹ 1,40,000
Therefore, percentage increase in sales price
₹ , ,
= x 100 = 0.726% (approx.)
₹ , , ,
Q.4: ABC Health care runs an Intensive Medical Care Unit. For this purpose, it has hired a
building at a rent of ₹ 50,000 per month with the agreement to bear the repairs and
maintenance charges also.
111
The unit consists of 100 beds and 5 more beds can comfortably be accommodated when the
situation demands. Though the unit is open for patients all the 365 days in a year, scrutiny of
accounts for the year 2020 reveals that only for 120 days in the year, the unit had the full
capacity of 100 patients per day and for another 80 days, it had, on an average only 40 beds
occupied per day. But, there were occasions when the beds were full, extra beds were hired
at a charge of ₹ 50 per bed per day. This did not come to more than 5 beds above the normal
capacity on any one day. The total hire charges for the extra beds incurred for the whole
year amounted to ₹ 20,000.
The unit engaged expert doctors from outside to attend on the patients and the fees were
paid on the basis of the number of patients attended and time spent by them which on an
average worked out to ₹ 30,000 per month in the year 2020.
The permanent staff expenses and other expenses of the unit were as follows:
₹
2 Supervisors each at a per month salary of 5,000
4 Nurses each at a per month salary of 3,000
2 Ward boys each at a per month salary of 1,500
Other Expenses for the year were as under:
Repairs and Maintenance 28,000
Food supplied to patients 4,40,000
Caretaker and Other services for patients 1,25,000
Laundry charges for bed linen 1,40,000
Medicines supplied 2,80,000
Cost of Oxygen etc. other than directly borne for treatment of patients 75,000
General Administration Charges allocated to the unit 71,000
Required:
(i) What is the profit per patient day made by the unit in the year 2020, if the unit recovered
an overall amount of ₹ 200 per day on an average from each patient.
(ii) The unit wants to work on a budget for the year 2021, but the number of patients
requiring medical care is a very uncertain factor. Assuming that same revenue and
expenses prevail in the year 2021 in the first instance, work out the number of patient
days required by the unit to break even. [Jan 21 (10 Marks)]
ANSWER:
Workings:
Calculation of number of Patient days
100 Beds × 120 days = 12000
40 Beds × 80 days = 3,200
Extra beds = 400
Total = 15,600
112
(i) Statement of Profitability

Income for the year (₹ 200 per patient per day × 15,600 31,20,000
patient days)
Variable Costs:
Doctor Fees (₹ 30,000 per month × 12) 3,60,000
Food to Patients (Variable) 4,40,000
Caretaker Other services to patients (Variable) 1,25,000
Laundry charges (Variable) 1,40,000
Medicines (Variable) 2,80,000
Bed Hire Charges (₹ 50 × 400 Beds) 20,000
Total Variable costs (13,65,000)
Contribution 17,55,000
Fixed Costs:
Rent (₹ 50,000 per month × 12) 6,00,000
Supervisor (2 persons × ₹ 5,000 × 12) 1,20,000
Nurses (4 persons × ₹ 3,000 × 12) 1,44,000
Ward Boys (2 persons x ₹ 1500 x12) 36,000
Repairs (Fixed) 28,000
Cost of Oxygen 75,000
Administration expenses allocated 71,000
Total Fixed Costs (10,74,000)
Profit 6,81,000
Calculation of Contribution and profit per Patient day

Total Contribution = ₹ 17,55,000
Total Patient days = 15,600 days
Contribution per Patient day = ₹ 17,55,000 / 15,600 days = ₹ 112.50
Total Profit = ₹ 6,81,000
Total Patient days = 15,600 days
Profit per Patient day = ₹ 6,81,000 / 15,600 days = ₹ 43.65
(ii) Breakeven Point = Fixed Cost / Contribution per Patient day
= ₹ 10,74,000 / ₹ 112.50
= 9,547 patient days
Q.5: Aditya Limited manufactures three different products and the following information has
been collected from the books of accounts:
113
Products
S T U
Sales Mix 35% 35% 30%
Selling Price ₹ 300 ₹ 400 ₹ 200
Variable Cost ₹ 150 ₹ 200 ₹ 120
Total Fixed Costs ₹ 18,00,000
Total Sales ₹ 60,00,000
The company has currently under discussion, a proposal to discontinue the manufacture of
Product U and replace it with Product M, when the following results are anticipated:
Products
S T M
Sales Mix 50% 25% 25%
Selling Price ₹ 300 ₹ 400 ₹ 300
Variable Cost ₹ 150 ₹ 200 ₹ 150
Total Fixed Costs ₹ 18,00,000
Total Sales ₹ 64,00,000
Required
(i) COMPUTE the PV ratio, total contribution, profit and Break-even sales for the existing
product mix.
(ii) COMPUTE the PV ratio, total contribution, profit and Break-even sales for the proposed
product mix. {RTP May 21]
ANSWER:
(i) Computation of PV ratio, contribution and break-even sales for existing product mix
Products Total
S T M
Selling Price (₹) 300 400 200
Less: Variable Cost (₹) 150 200 120
Contribution per unit (₹) 150 200 80
P/V Ratio (Contribution/Selling price) 50% 50% 40%
Sales Mix 35% 35% 30%
Contribution per rupee of sales
17.5% 17.5% 12% 47%
(P/V Ratio × Sales Mix)
Present Total Contribution (₹60,00,000 × 47%) ₹ 28,20,000
Less: Fixed Costs ₹ 18,00,000
Present Profit ₹ 10,20,000
Present Break Even Sales (₹ 18,00,000/0.47) ₹ 38,29,787
114
(ii) Computation of PV ratio, contribution and break-even sale for proposed product mix
Products Total
S T M
Selling Price (₹) 300 400 300
Less: Variable Cost (₹) 150 200 150
Contribution per unit (₹) 150 200 150
P/V Ratio (Contribution/Selling price) 50% 50% 50%
Sales Mix 50% 25% 25%
Contribution per rupee of sales
25% 12.5% 12.5% 50%
(P/V Ratio × Sales Mix)
Present Total Contribution (₹60,00,000 × 50%) ₹ 32,00,000
Less: Fixed Costs ₹ 18,00,000
Present Profit ₹ 14,00,000
Present Break Even Sales (₹ 18,00,000/0.50) ₹ 36,00,000
Q.6: The following information has been obtained from the records of a manufacturing unit:
(Rs.) (Rs.)
Sales 80,000 units @ Rs. 50 40,00,000
Material consumed 16,00,000
Variable Overheads 4,00,000
Labour Charges 8,00,000
Fixed Overheads 7,20,000 35,20,000
Net Profit 4,80,000
CALCULATE:
(i) The number of units by selling which the company will neither lose nor gain anything.
(ii) The sales needed to earn a profit of 20% on sales.
(iii) The extra units which should be sold to obtain the present profit if it is proposed to
reduce the selling price by 20% and 25%.
(iv) The selling price to be fixed to bring down its Break-even Point to 10,000 units under
present conditions. [MTP March 21 (10 Marks)]
ANSWER:
Workings:
(1) Contribution per unit = Selling price per unit – Variable cost per unit
= Rs. 50 – {Rs. (16,00,000 + 4,00,000 + 8,00,000) ÷ 80,000 units}
= Rs. 50 – Rs. 35 = Rs. 15
115
.
(2) Profit-Volume (P/V) Ratio = x 100 = x 100 = 30%
.
Calculations:
(i) The number of units to be sold for neither loss nor gain i.e. Break-even units:
. , ,
= = = 48,000 units
.
(ii) The sales needed to earn a profit of 20% on sales:
As we know
S=V+F+P
(S = Sales; V = Variable Cost; F = Fixed Cost; P = Profit)
Suppose Sales units are x then
Rs. 50x = Rs. 35 x + Rs. 7,20,000 + Rs. 10x
Rs. 50x – Rs. 45x = Rs. 7,20,000
. , ,
Or, x = = 1,44,000 units
.
Therefore, Sales needed = 1,44,000 units × Rs. 50 = Rs. 72,00,000 to earn a profit of
20% on sales.
(iii) Calculation of extra units to be sold to earn present profit of Rs. 4,80,000 under
the following proposed selling price:
When selling price is reduced by

20% 25%
(Rs.) (Rs.)
Selling price per unit 40.00 37.50
(Rs. 50 × 80%) (Rs. 50 × 75%)
Less: Variable Cost per unit 35.00 35.00
Contribution per unit 5.00 2.50
Desired Contribution:
Fixed Overheads 7,20,000 7,20,000
Desired Profit 4,80,000 4,80,000
12,00,000 12,00,000
(a) Sales unit for desired contribution 2,40,000 units 4,80,000 units
Desired Contribution Rs. 12,00,000 Rs. 12,00,000
Contribution per unit Rs. 5 Rs. 2.5
(b) Units presently sold 80,000 units 80,000 units
(c) Extra units to be sold {(a) – (b)} 1,60,000 units 4,00,000 units
(iv) Sales price to bring down BEP to 10,000 units:
B.E.P (Units) =
116
. , ,
Or, Contribution per unit = = Rs. 72
,
So, Sales Price (per unit) = Variable Cost + Contribution

= Rs. 35 + Rs. 72 = Rs. 107
117

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BY : VINIT MISHRA SIR

ALL INDIA RANK - 04 4

10 ALL INDIA RANK -10

1. INTRODUCTION TO COST & MANAGEMENT ACCOUNTING 1 – 11

3. EMPLOYEE COST & DIRECT EXPENSES 19 – 24

5. ACTIVITY BASED COSTING 34 – 46

8. PROCESS COSTING, JOINT PRODUCTS & BY PRODUCTS 62 – 75

10. JOB & BATCH COSTING 85 – 89

11. CONTRACT COSTING 90 – 92

12. BUDGETARY CONTROL 93 – 100

13. STANDARD COSTING 101 – 107

14. MARGINAL COSTING 108 - 117

QUESTIONS AND ANSWERS

Q.1: Answer any four of the following:

Basis Cost Accounting Management Accounting

S. No. Industries Method of Costing

(e) Difference between Marginal costing and Absorption costing

S. No. Marginal costing Absorption costing

Q.2: Answer any four of the following:

S.No. Items Treatment

(b) Limitations of Budgetary Control System

Departmental overheads Rate =

Conditions required for the Application of Blanket Overhead:

S.No. Industry Method of Costing

­ Estimated profit margins

­ Selling & distribution expenses, if any

­ Post-split off costs.

Cost Control Cost Reduction

QUESTIONS AND ANSWERS

Economic Order Quantity (EOQ) =

(i) Calculation of saving by opting EOQ:

Existing Order policy EOQ Model

Savings of Cost by opting EOQ Model = ₹ 11,535 – ₹ 9,000 = ₹ 2,535

Re-order point/ Re-order level = 75 units x 12 days = 900 units

= = 19.95 days or 19 days

Economic Batch Quantity (EBQ) =

Where, D = Annual demand for the Stents

= 5,000 units of Stents

When run size is 4,000 When run size is 5,000

Total set up cost =

Extra cost = ₹ 92,250 - ₹ 90,000 = ₹ 2,250

Sales forecast of the product ‘X’ 20,000 units

(ii) Computation of Economic Order Quantity (EOQ):

(iii) Re – Order level:

(iv) Minimum consumption per day of raw material ‘D’:

Or, Min. consumption = 472 kg – 276 kg. = 196 kg.

When purchasing the ROQ When purchasing the EOQ

V Carrying Cost 964 kg. x ₹ 35 = ₹ 33,740 1,164 kg. x ₹ 35 = ₹ 40.470

(v) Average stock level = (Maximum level + Minimum level)

= (8,091 kg. + 3,900 kg.) = 5,995.5 kg.

= Minimum level + ROQ

= 3,900 kg. + x 1,691 kg. = 4,745.5 kg.

Economic order quantity (EOQ) =

= Minimum stock level of Pi + Re-order quantity

= 4,000 kg. + 10,000 kg. = 4,000 + 5,000 = 9,000 kg.

= (Refer to Working Note)

QUESTIONS AND ANSWERS

Q.2: Z Ltd is working by employing 50 skilled workers. It is considering the introduction of an

Hourly rate of wages (guaranteed) ₹ 50

Estimated profit margins

Selling & distribution expenses, if any

Post-split off costs.