Problem 10-37 Variance Computation; Analysis of Performance and Responsibility (LO 10-1, 10- 3) Santa Rosa Industries uses a standard-costing system to assist in the evaluation of operations. The company has had considerable trouble in recent months with suppliers and employees, so much so that management hired a new production supervisor, Frank Schmidt. The new supervisor has been on the job for five months and has seemingly brought order to an otherwise chaotic situation. The vice president of manufacturing recently commented that “. .. Schmidt has really done the trick. The change to a new direct-material supplier and Schmidt's team-building/morale-boosting training exercises have truly brought things under control." The VP's comments were based on both a plant tour, where he observed a contented workforce, and a review of the following data, which was excerpted from a performance report: Direct-material variances Direct-labor variances $2,020 Favorable $5,990 Favorable These variances are especially outstanding, given that the amounts are favorable and small. (Santa Rosa's budgeted material and labor costs generally each average about $367,000 for similar perlods.) Additional data follow. • The company purchased and consumed 46,700 pounds of direct materials at $9.40 per pound, and pald $18.70 per hour for 22,600 direct-labor hours of activity. Total completed production amounted to 10,500 units. • A review of the firm's standard cost records found that each completed unit requires 4.0 pounds of direct material at $10.50 per pound and,2.6 direct-labor hours at $15.70 per hour.
Problem 10-37 Variance Computation; Analysis of Performance and Responsibility (LO 10-1, 10- 3) Santa Rosa Industries uses a standard-costing system to assist in the evaluation of operations. The company has had considerable trouble in recent months with suppliers and employees, so much so that management hired a new production supervisor, Frank Schmidt. The new supervisor has been on the job for five months and has seemingly brought order to an otherwise chaotic situation. The vice president of manufacturing recently commented that “. .. Schmidt has really done the trick. The change to a new direct-material supplier and Schmidt's team-building/morale-boosting training exercises have truly brought things under control." The VP's comments were based on both a plant tour, where he observed a contented workforce, and a review of the following data, which was excerpted from a performance report: Direct-material variances Direct-labor variances $2,020 Favorable $5,990 Favorable These variances are especially outstanding, given that the amounts are favorable and small. (Santa Rosa's budgeted material and labor costs generally each average about $367,000 for similar perlods.) Additional data follow. • The company purchased and consumed 46,700 pounds of direct materials at $9.40 per pound, and pald $18.70 per hour for 22,600 direct-labor hours of activity. Total completed production amounted to 10,500 units. • A review of the firm's standard cost records found that each completed unit requires 4.0 pounds of direct material at $10.50 per pound and,2.6 direct-labor hours at $15.70 per hour.
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Transcribed Image Text:Required:
1. On the basis of the information contained in the performance report, should Santa Rosa be concerned about its variances?
2-a. Calculate the company's direct-material variances.
2-b. Calculate the company's direct-labor variances.
3. On the basis of your answers to requirement (2), should Santa Rosa be concerned about its variances?
4. Are things going as smoothly as the vice president believes?
5. Is it possible that some of the company's current problems lie outside Schmidt's area of responsibility?
Complete this question by entering your answers in the tabs below.
Req 2B
Req 3
Reg 4
Reg 5
Req 1
Reg 2A
On the basis of the information contained in the performance report, should Santa Rosa be concerned about its variances?
OYes
No
Req 1
Req 2A >
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Transcribed Image Text:Check my wor
Problem 10-37 Variance Computation; Analysis of Performance and Responsibility (LO 10-1, 10-
3)
Santa Rosa Industries uses a standard-costing system to assist in the evaluation of operations. The company has had
considerable trouble in recent months with suppliers and employees, so much so that management hired a new production
supervisor, Frank Schmidt. The new supervisor has been on the job for five months and has seemingly brought order to an
otherwise chaotic situation.
The vice president of manufacturing recently commented that “.. Schmidt has really done the trick. The change to a new
direct-material supplier and Schmidt's team-building/morale-boosting training exercises have truly brought things under
control." The VP's comments were based on both a plant tour, where he observed a contented workforce, and a review of
the following data, which was excerpted from a performance report:
es
Direct-material variances
Direct-labor variances
$2,020 Favorable
$5,990 Favorable
These variances are especially outstanding, given that the amounts are favorable and smallI. (Santa Rosa's budgeted
material and labor costs generally each average about $367,000 for similar periods.) Additional data follow.
• The company purchased and consumed 46,700 pounds of direct materials at $9.40 per pound, and paid $18.70 per hour
for 22,600 direct-labor hours of activity. Total completed production amounted to 10,500 units.
• A review of the firm's standard cost records found that each completed unit requires 4.0 pounds of direct material at
$10.50 per pound and,2.6 direct-labor hours at $15.70 per hour.
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