Accounting, Chapters 14-26
Accounting, Chapters 14-26
27th Edition
ISBN: 9781337514095
Author: Carl Warren, James M. Reeve, Jonathan Duchac
Publisher: Cengage Learning
Question
Book Icon
Chapter 23, Problem 23.5BPR

1.

To determine

Direct labor variances:

The difference between the actual labor cost in the production and the standard labor cost for actual production is known as direct labor cost variance. The direct labor variance can be classified as follows:

    • Labor rate variance.
    • Labor time variance.

To determine: The direct labor time variance, if the department had typed 81,900 lines according to the original plan.

1.

Expert Solution
Check Mark

Explanation of Solution

Determine the direct labor time variance.

Direct labor time variance} = [(Actual direct labor hours (2)Standard direct labor hours (3))× Standard rate per hour]=[(120hours117 hours)× $23 per hour]=[3 hours× $23per hour]=$69 (1)

Actual labor hours=(Number of employees×Number of labor                                        hours per week)=3employees×40hours=120hours (2)

(Standard direct labor hours)=(Number of lines typedStandard labor time per hour)=81,900lines700lines per hour=117hours (3)

Conclusion

The direct labor time variance is $69 and it is an unfavorable variance, since the actual direct labor hour is more than the standard direct labor hour.

2.

To determine

The actual labor time variance, as a result of typing 88,900 lines.

2.

Expert Solution
Check Mark

Explanation of Solution

Determine the direct labor time variance.

Actual labor time variance} = [(Actual direct labor hours (2)Standard direct labor hours (5))× Standard rate per hour]=[(120hours127 hours)× $23 per hour]=[(7) hours× $23per hour]=$(161) (4)

(Standard direct labor hoursfor actual production)=(Number of lines typedStandard labor time per hour)=88,900lines700lines per hour=127hours (5)

Conclusion

The direct labor time variance is $(161) and it is a favorable variance, since the actual direct labor hour is lesser than the standard direct labor hour.

3.

To determine

The direct labor rate variance as a result of the bonus.

3.

Expert Solution
Check Mark

Explanation of Solution

Determine the direct labor rate variance.

Direct labor rate variance = [(Actual rate per hourStandard rate per hour)× Actual hours (2)]=[($30$23)×120 hours]=$7×120 hours=$840 (6)

Conclusion

The direct labor rate variance is $840 and it is an unfavorable variance, since the actual rate per hour is more than the standard rate per hour.

4.

To determine

The labor time variance in the first week if a new employee had been hired from the employment firm.

4.

Expert Solution
Check Mark

Explanation of Solution

Determine the direct labor time variance.

Actual labor time variance} = [(Actual direct labor hours (8)Standard direct labor hours (5))× Standard rate per hour]=[(160hours127 hours)× $23 per hour]=[33 hours× $23per hour]=$759 (7)

Actual labor hours=(Number of employees×Number of labor                                        hours per week)=4employees×40hours=160hours (8)

Conclusion

The direct labor time variance is $759 and it is an unfavorable variance, since the actual direct labor hour is more than the standard direct labor hour.

5.

To determine

To identify: The better decision between paying the bonus, and hiring another transcriptionist.

5.

Expert Solution
Check Mark

Answer to Problem 23.5BPR

Paying the bonus is the better decision when compared to hiring another transcriptionist as paying the bonus is less costly.

Explanation of Solution

Determine the total direct labor cost time variance.

Total direct labor cost variance = (Direct labor rate variance (4) +Direct labor time variance (6))= $(161)+$840=$679 (9)

The direct labor cost variance for paying the bonus is $679 (9) and it is an unfavorable variance, since the direct labor rate variance is more than the direct labor time variance. The labor cost variance in hiring another transcript would have been $759 (7) which is unfavorable, which is more than the cost of paying the bonus.

Conclusion

Hence, the net benefit of paying the bonus when compared to hiring another transcriptionist is $80 $679(9)$759(7) .

6.

To determine

To explain: The performance-related issues that the labor time, and rate variances fail to consider, if any.

6.

Expert Solution
Check Mark

Explanation of Solution

The performance-related issues that the labor time and rate variances fail to consider are as follows:

  • The number of errors in the report from the fatigue of the typist is failed to be considered by the labor time and rate variances. If a report has many errors, then it will require more time for correcting such errors at a later date.
  • In addition to this, errors in the report may lead to draw incorrect conclusions by the doctors from the test analyses.
  • Thus, the manager should consider the quality of the work also beside considering the efficiency of doing the work.

Want to see more full solutions like this?

Subscribe now to access step-by-step solutions to millions of textbook problems written by subject matter experts!
Students have asked these similar questions
The Radiology Department provides imaging services for Emergency Medical Center. One important activity in the Radiology Department is transcribing digitally recorded analyses of images into a written report. The manager of the Radiology Department determined that the average transcriptionist could type 700 lines of a report in an hour. The plan for the first week in May called for 81,900 typed lines to be written. The Radiology Department has three transcriptionists. Each transcriptionist is hired from an employment firm that requires temporary employees to be hired for a minimum of a 40-hour week. Transcriptionists are paid $23.00 per hour. The manager offered a bonus if the department could type more lines for the week, without overtime. Due to high service demands, the transcriptionists typed more lines in the first week of May than planned. The actual amount of lines typed in the first week of May was 88,900 lines, without overtime. As a result, the bonus caused the average…
Sunshield Insurance takes 15 days to make payments on insurance claims. Claims are processed through three departments: data input, claims audit, and claims adjustment. The three departments are located in different buildings, approximately one hour apart from each other. Claims are processed in batches of 200. Each batch of 200 claims moves through three departments on a wheeled cart. Management is concerned about customer dissatisfaction. Hence, the implementation of the following measures is adopt by the management to reduce lead time. Adopt just-in-time principles in its claims payment operations Switching from paper forms to electronic forms Design claims payment "cells" that are organized around different types of insurance products or customers rather than processes Implement a "pull" scheduling processes. Please provide explanation for each measure on how it reduces the lead time of Sunshield. Thanks
St. John's Medical Center (SJMC) has five medical technicians who are responsible for conducting cardiac catheterization testing in SJMC's Cath Lab. Each technician is paid a salary of $36,000 and is capable of conducting 1,000 procedures per year. The cardiac catheterization equipment is one year old and was purchased for $250,000. It is expected to last five years. The equipment's capacity is 25,000 procedures over its life. Depreciation is computed on a straight-line basis, with no salvage value expected. The reading of the catheterization results is conducted by an outside physician whose fee is $120 per test. The technician's report with the outside physician's note of results is sent to the referring physician. In addition to the salaries and equipment, SJMC spends $50,000 for supplies and other costs needed to operate the equipment (assuming 5,000 procedures are conducted). When SJMC purchased the equipment, it fully expected to perform 5,000 procedures per year. In fact, during…

Chapter 23 Solutions

Accounting, Chapters 14-26

Ch. 23 - Direct materials variances Bellingham Company...Ch. 23 - Direct materials variances Dvorak Company produces...Ch. 23 - Direct labor variances Bellingham Company produces...Ch. 23 - Direct labor variances Dvorak Company produces a...Ch. 23 - Factory overhead controllable variance Bellingham...Ch. 23 - Factory overhead controllable variance Dvorak...Ch. 23 - Factory overhead volume variance Bellingham...Ch. 23 - Factory overhead volume variance Dvorak Company...Ch. 23 - Standard cost journal entries Bellingham Company...Ch. 23 - Standard cost journal entries Dvorak Company...Ch. 23 - Income statement with variances Prepare an income...Ch. 23 - Income statement with variances Prepare an income...Ch. 23 - Prob. 23.7APECh. 23 - Prob. 23.7BPECh. 23 - Standard direct materials cost per unit Roanoke...Ch. 23 - Standard product cost Sana Rosa Furniture Company...Ch. 23 - Budget performance report Genie in a Botile...Ch. 23 - Direct materials variances The following data...Ch. 23 - Direct materials variances Silicone Engine Inc....Ch. 23 - Standard direct materials cost per unit from...Ch. 23 - Standard product cost, direct materials variance...Ch. 23 - Direct labor variances The following data relate...Ch. 23 - Direct labor variances La Barte Company...Ch. 23 - Direct tabor variances Greeson Clothes Company...Ch. 23 - Direct labor standards for nonmanufacturing...Ch. 23 - Direct labor standards for a service company One...Ch. 23 - Direct labor variances for a service company...Ch. 23 - Direct materials and direct labor variances At the...Ch. 23 - Flexible overhead budget Leno Manufacturing...Ch. 23 - Flexible overhead budget Wiki Wiki Company has...Ch. 23 - Factory overhead cost variances The following data...Ch. 23 - Factory overhead cost variances Blumen Textiles...Ch. 23 - Factory overhead variance corrections The data...Ch. 23 - Factory overhead cost variance report Tannin...Ch. 23 - Recording standards in accounts Cioffi...Ch. 23 - Recording standards in accounts The Assembly...Ch. 23 - Income statement indicating standard cost...Ch. 23 - Prob. 23.24EXCh. 23 - Nonfinancial performance measures Alpha University...Ch. 23 - Direct materials and direct labor variance...Ch. 23 - Flexible budgeting and variance analysis I Love My...Ch. 23 - Direct materials, direct labor, and factory...Ch. 23 - Factory overhead cost variance report Tiger...Ch. 23 - Standards for nonmanufacturing expanses Code Head...Ch. 23 - Direct materials and direct labor variance...Ch. 23 - Flexible budgeting and variance analysis Im Really...Ch. 23 - Direct materials, direct labor, and factory...Ch. 23 - Factory overhead cost variance report Feeling...Ch. 23 - Prob. 23.5BPRCh. 23 - Genuine Spice Inc. began operations on January 1...Ch. 23 - Ethics in Action Dash Riprock is a cost analyst...Ch. 23 - Communication The senior management of Tungston...Ch. 23 - Variance interpretation You have been asked to...Ch. 23 - Variance interpretation Vanadium Audio Inc. is a...
Knowledge Booster
Background pattern image
Similar questions
SEE MORE QUESTIONS
Recommended textbooks for you
Text book image
Survey of Accounting (Accounting I)
Accounting
ISBN:9781305961883
Author:Carl Warren
Publisher:Cengage Learning
Text book image
Managerial Accounting
Accounting
ISBN:9781337912020
Author:Carl Warren, Ph.d. Cma William B. Tayler
Publisher:South-Western College Pub
Text book image
Financial And Managerial Accounting
Accounting
ISBN:9781337902663
Author:WARREN, Carl S.
Publisher:Cengage Learning,
Text book image
Cornerstones of Cost Management (Cornerstones Ser...
Accounting
ISBN:9781305970663
Author:Don R. Hansen, Maryanne M. Mowen
Publisher:Cengage Learning
Text book image
Managerial Accounting: The Cornerstone of Busines...
Accounting
ISBN:9781337115773
Author:Maryanne M. Mowen, Don R. Hansen, Dan L. Heitger
Publisher:Cengage Learning