CHAPTER 4 JOB ING 4-1 Cost pool a grouping of individual cost items. Cost tracing the assigning of direct costs to the chosen cost object. Cost allocation the assigning of indirect costs to the chosen cost object. Cost-allocation base a factor that links in a systematic way an indirect cost or group of indirect costs to a cost object. 4-2 In a job-costing system, costs are assigned to a distinct unit, batch, or lot of a product or service. In a process-costing system, the cost of a product or service is obtained by using broad averages to assign costs to masses of identical or similar units. 4-3 An advertising campaign for Pepsi is likely to be very specific to that individual client. Job costing enables all the specific aspects of each job to be identified. In contrast, the processing of checking account withdrawals is similar for many customers. Here, process costing can be used to compute the cost of each checking account withdrawal. 4-4 The seven steps in job costing are: (1) identify the job that is the chosen cost object, (2) identify the direct costs of the job, (3) select the cost-allocation bases to use for allocating indirect costs to the job, (4) identify the indirect costs associated with each cost-allocation base, (5) compute the rate per unit of each cost-allocation base used to allocate indirect costs to the job, (6) compute the indirect costs allocated to the job, and (7) compute the total cost of the job by adding all direct and indirect costs assigned to the job. 4-5 Two major cost objects that managers focus on in companies using job costing are (1) products or jobs, and (2) responsibility centers or departments. 4-6 Three major source documents used in job-costing systems are (1) job cost record or job cost sheet, a document that records and accumulates all costs assigned to a specific job, starting when work begins (2) materials requisition record, a document that contains information about the cost of direct materials used on a specific job and in a specific department; and (3) labor-time record, a document that contains information about the labor time used on a specific job and in a specific department. 4-7 The main concern with the source documents of job cost records is the accuracy of the records. Problems occurring in this area include incorrect recording of quantity or dollar amounts, materials recorded on one job being borrowed and used on other jobs, and erroneous job numbers being assigned to materials or labor inputs. 4-8 Two reasons for using an annual budget period are a. The numerator reason the longer the time period, the less the influence of seasonal patterns, and b. The denominator reason the longer the time period, the less the effect of variations in output levels on the allocation of fixed costs. 4-1
4-9 Actual costing and normal costing differ in their use of actual or budgeted indirect cost rates: Actual Costing Normal Costing Direct-cost rates Indirect-cost rates Actual rates Actual rates Actual rates Budgeted rates Each costing method uses the actual quantity of the direct-cost input and the actual quantity of the cost-allocation base. 4-10 A house construction firm can use job cost information (a) to determine the profitability of individual jobs, (b) to assist in bidding on future jobs, and (c) to evaluate professionals who are in charge of managing individual jobs. 4-11 The statement is false. In a normal costing system, the Manufacturing Overhead Control account will not, in general, equal the amounts in the Manufacturing Overhead Allocated account. The Manufacturing Overhead Control account aggregates the actual overhead costs incurred while Manufacturing Overhead Allocated allocates overhead costs to jobs on the basis of a budgeted rate times the actual quantity of the cost-allocation base. Underallocation or overallocation of indirect (overhead) costs can arise because of (a) the Numerator reason the actual overhead costs differ from the budgeted overhead costs, and (b) the Denominator reason the actual quantity used of the allocation base differs from the budgeted quantity. 4-12 Debit entries to Work-in-Process Control represent increases in work in process. Examples of debit entries under normal costing are (a) direct materials used (credit to Materials Control), (b) direct manufacturing labor billed to job (credit to Wages Payable Control), and (c) manufacturing overhead allocated to job (credit to Manufacturing Overhead Allocated). 4-13 Alternative ways to make end-of-period adjustments for underallocated or overallocated overhead are as follows: (i) Proration based on the total amount of indirect costs allocated (before proration) in the ending balances of work in process, finished goods, and cost of goods sold. (ii) Proration based on total ending balances (before proration) in work in process, finished goods, and cost of goods sold. (iii) Year-end write-off to Cost of Goods Sold. (iv) Restatement of all overhead entries using actual indirect cost rates rather than budgeted indirect cost rates. 4-14 A company might use budgeted costs rather than actual costs to compute direct labor rates because it may be difficult to trace direct labor costs to jobs as they are completed (for example, because bonuses are only known at the end of the year). 4-15 Modern technology such as electronic data interchange (EDI) is helpful to managers because it provides them with quick and accurate product-cost information that facilitates the management and control of jobs. 4-2
4-16 (10 min) Job order costing, process costing. a. Job costing l. Job costing b. Process costing m. Process costing c. Job costing n. Job costing d. Process costing o. Job costing e. Job costing p. Job costing f. Process costing q. Job costing g. Job costing r. Process costing h. Job costing (but some process costing) s. Job costing i. Process costing t. Process costing j. Process costing u. Job costing k. Job costing 4-18 (20-30 min.) Job costing, normal and actual costing. 1. Budgeted indirectcost rate Actual indirectcost rate = Budgeted indirect costs Budgeted direct labor-hours = = $50 per direct labor-hour = Actual indirect costs Actual direct labor-hours = = $42 per direct labor-hour $8,000,000 160,000hours $6,888,000 164,000hours These rates differ because both the numerator and the denominator in the two calculations are different one based on budgeted numbers and the other based on actual numbers. 2a. Laguna Model Normal costing Direct costs Direct materials Direct labor Indirect costs Assembly support ($50 900; $50 1,010) Total costs $106,450 36,276 142,726 45,000 $187,726 Mission Model $127,604 41,410 169,014 50,500 $219,514 4-3
2b. Actual costing Direct costs Direct materials Direct labor Indirect costs Assembly support ($42 900; $42 1,010) Total costs $106,450 36,276 142,726 37,800 $180,526 $127,604 41,410 169,014 42,420 $211,434 3. Normal costing enables Anderson to report a job cost as soon as the job is completed, assuming that both the direct materials and direct labor costs are known at the time of use. Once the 900 direct labor-hours are known for the Laguna Model (June 2007), Anderson can compute the $187,726 cost figure using normal costing. Anderson can use this information to manage the costs of the Laguna Model job as well as to bid on similar jobs later in the year. In contrast, Anderson has to wait until the December 2007 year-end to compute the $180,526 cost of the Laguna Model using actual costing. Although not required, the following overview diagram summarizes Anderson Construction s job-costing system. INDIRECT POOL Assembly Support ALLOCATION BASE OBJECT: RESIDENTIAL HOME Direct Labor-Hours Indirect Costs Direct Costs DIRECT S Direct Materials Direct Manufacturing Labor 4-4
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4-20 (20-30 min.) Job costing, accounting for manufacturing overhead, budgeted rates. 1. An overview of the product costing system is INDIRECT POOL Machining Department Manufacturing Overhead Assembly Department Manufacturing Overhead ALLOCATION BASE Machine-Hours Direct Manuf. Labor Cost OBJECT: PRODUCT Indirect Costs Direct Costs DIRECT Direct Materials Direct Manufacturing Labor Budgeted manufacturing overhead divided by allocation base: Machining overhead Assembly overhead: $1,800,000 50,000 $3,600,000 $2,000,000 = $36 per machine-hour = 180% of direct manuf. labor costs 2. Machining department, 2,000 hours $36 $72,000 Assembly department, 180% $15,000 27,000 Total manufacturing overhead allocated to Job 494 $99,000 3. Machining Assembly Actual manufacturing overhead $2,100,000 $ 3,700,000 Manufacturing overhead allocated, 55,000 $36 1,980,000 180% $2,200,000 3,960,000 Underallocated (Overallocated) $ 120,000 $ (260,000) 4-6
4-22 (15 20 min.) Service industry, time period used to compute indirect cost rates. 1. Jan March April June July Sept Oct Dec Total Direct labor costs $400,000 $280,000 $250,000 $270,000 $1,200,000 Variable overhead costs as a percentage of direct labor costs 90% 60% 60% 60% Variable overhead costs (Percentage direct labor costs) $360,000 $168,000 $150,000 $162,000 $ 840,000 Fixed overhead costs 300,000 300,000 300,000 300,000 1,200,000 Total overhead costs $660,000 $468,000 $450,000 $462,000 $2,040,000 Total overhead costs as a percentage of direct labor costs 165% 167% 180% 171% 170% Budgeted Overhead Rate Used Job 332 Jan March Rate July Sept Rate Average Yearly Rate Direct materials $10,000 $10,000 $10,000 Direct labor costs 6,000 6,000 6,000 Overhead allocated (variable + fixed) (165%; 180%; 170% of $6,000) 9,900 10,800 10,200 Full cost of Job 332 $25,900 $26,800 $26,200 (a) (b) The full cost of Job 332, using the budgeted overhead rate of 165% for January March, is $25,900. The full cost of Job 332, using the budgeted overhead rate of 180% for July September, is $26,800. (c) The full cost of Job 332, using the annual budgeted overhead rate of 170%, is $26,200. 2. Budgeted fixed overhead rate based on annual fixed overhead costs and annual direct labor costs = $1,200,000 $1,200,000 = 100% Budgeted Variable Overhead Rate Used Job 332 January March rate July Sept rate Direct materials $10,000 $10,000 Direct labor costs 6,000 6,000 Variable overhead allocated (90%; 60%; of $6,000) 5,400 3,600 Fixed overhead allocated (100% of $6,000) 6,000 6,000 Full cost of Job 332 $27,400 $25,600 4-7
(a) The full cost of Job 332, using the budgeted variable overhead rate of 90% for January March and an annual fixed overhead rate of 100%, is $27,400. (b) The full cost of Job 332, using the budgeted variable overhead rate of 60% for July September and an annual fixed overhead rate of 100%, is $25,600. 3. If Printers, Inc. sets prices at a markup of costs, then prices based on costs calculated as in Requirement 2 (rather than as in Requirement 1) would be more effective in deterring clients from sending in last-minute, congestion-causing orders in the January March time frame. In this calculation, more variable manufacturing overhead costs are allocated to jobs in the first quarter, reflecting the larger costs of that quarter caused by higher overtime and facility and machine maintenance. This method better captures the cost of congestion during the first quarter. 4-24 (3545 min.) Job costing, journal entries. Some instructors may also want to assign Exercise 4-25. It demonstrates the relationships of the general ledger to the underlying subsidiary ledgers and source documents. 1. An overview of the product costing system is: INDIRECT POOL ALLOCATION BASE Manufacturing Overhead Direct Manufacturing Labor Costs OBJECT: PRINT JOB Indirect Costs Direct Costs DIRECT Direct Materials Direct Manuf. Labor 4-8
2. & 3. This answer assumes COGS given of $4,020 does not include the writeoff of overallocated manufacturing overhead. 2. (1) Materials Control s Payable Control (2) Work-in-Process Control Materials Control (3) Manufacturing Overhead Control Materials Control (4) Work-in-Process Control Manufacturing Overhead Control Wages Payable Control (5) Manufacturing Overhead Control Accumulated Depreciation buildings and manufacturing equipment (6) Manufacturing Overhead Control Miscellaneous accounts (7) Work-in-Process Control Manufacturing Overhead Allocated (1.60 $1,300 = $2,080) (8) Finished Goods Control Work-in-Process Control (9) s Receivable Control (or Cash) Revenues (10) Cost of Goods Sold Finished Goods Control (11) Manufacturing Overhead Allocated Manufacturing Overhead Control Cost of Goods Sold 800 710 100 1,300 900 400 550 2,080 4,120 8,000 4,020 2,080 800 710 100 2,200 400 550 2,080 4,120 8,000 4,020 1,950 130 4-9
3. Materials Control Bal. 12/31/2008 100 (2) Issues (1) Purchases 800 (3) Issues Bal. 12/31/2009 90 710 100 Bal. 12/31/2008 (2) Direct materials (4) Direct manuf. labor (7) Manuf. overhead allocated 2,080 Bal. 12/31/2009 30 Work-in-Process Control 60 (8)Goods completed 4,120 710 1,300 Finished Goods Control Bal. 12/31/2008 500 (10) Goods sold 4,020 (8) Goods completed 4,120 Bal. 12/31/2009 600 Cost of Goods Sold (10) Goods sold 4,020 (11) Adjust for overallocation 130 Bal. 12/31/2009 3,890 Manufacturing Overhead Control (3) Indirect materials 100 (11) To close 1,950 (4) Indirect manuf. labor (5) Depreciation (6) Miscellaneous 900 400 550 Bal. 0 Manufacturing Overhead Allocated (11) To close 2,080 (7) Manuf. overhead allocated 2,080 Bal. 0 4-10
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4-26 (45 min.) Job costing, journal entries. Some instructors may wish to assign Problem 4-24. It demonstrates the relationships of journal entries, general ledger, subsidiary ledgers, and source documents. 1. An overview of the product-costing system is INDIRECT POOL Manufacturing Overhead ALLOCATION BASE OBJECT PRODUCT Machine-Hours Indirect Costs Direct Costs DIRECT S Direct Materials Direct Manuf. Labor 2. Amounts in millions. (1) Materials Control s Payable Control (2) Work-in-Process Control Materials Control (3) Manufacturing Department Overhead Control Materials Control (4) Work-in-Process Control Wages Payable Control (5) Manufacturing Department Overhead Control Wages Payable Control (6) Manufacturing Department Overhead Control Accumulated Depreciation (7) Manufacturing Department Overhead Control Various liabilities (8) Work-in-Process Control Manufacturing Overhead Allocated (9) Finished Goods Control Work-in-Process Control (10a) Cost of Goods Sold Finished Goods Control (10b) s Receivable Control (or Cash ) Revenues 150 145 10 90 30 19 9 63 294 292 400 150 145 10 90 30 19 9 63 294 292 400 4-12
The posting of entries to T-accounts is as follows: Bal. 12 (1) 150 Materials Control (2) 145 (3) 10 Work-in-Process Control Bal. 2 (9) 294 (2) 145 (4) 90 (8) 63 Bal. 6 Finished Goods Control Cost of Goods Sold Bal. 6 (10a) 292 (10a) 292 (9) 294 (11) 5 Manufacturing Department Overhead Control Manufacturing Overhead Allocated (3) 10 (11) 68 (11) 63 (8) 63 (5) 30 (6) 19 (7) 9 s Payable Control Wages Payable Control (1) 150 (4) 90 (5) 30 Accumulated Depreciation Various Liabilities (6) 19 (7) 9 s Receivable Control Revenues (10b) 400 (10b) 400 The ending balance of Work-in-Process Control is $6. 3. (11) Manufacturing Overhead Allocated 63 Cost of Goods Sold 5 Manufacturing Department Overhead Control 68 Entry posted to T-accounts in Requirement 2. 4-13
4-28 (2030 min.) Job costing; actual, normal, and variation from normal costing. 1. Actual direct cost rate for professional labor = $58 per professional labor-hour Actual indirect cost rate = Budgeted direct cost rate for professional labor Budgeted indirect cost rate = = $744,000 15,500 hours $960,000 16,000 hours $720,000 16,000 hours = $48 per professional labor-hour = $60 per professional labor-hour = $45 per professional labor-hour (a) Actual Costing Direct-Cost Rate $58 (Actual rate) Indirect-Cost Rate $48 (Actual rate) (b) Normal Costing $58 (Actual rate) $45 (Budgeted rate) (c) Variation of Normal Costing $60 (Budgeted rate) $45 (Budgeted rate) 2. (a) Actual Costing Direct Costs Indirect Costs Total Job Costs $58 120 = $ 6,960 48 120 = 5,760 $12,720 (b) Normal Costing $58 120 = $ 6,960 45 120 = 5,400 $12,360 (c) Variation of Normal Costing $60 120 = $ 7,200 45 120 = 5,400 $12,600 All three costing systems use the actual professional labor time of 120 hours. The budgeted 110 hours for the Pierre Enterprises audit job is not used in job costing. However, Chirac may have used the 110 hour number in bidding for the audit. The actual costing figure of $12,720 exceeds the normal costing figure of $12,360 because the actual indirect-cost rate ($48) exceeds the budgeted indirect-cost rate ($45). The normal costing figure of $12,360 is less than the variation of normal costing (based on budgeted rates for direct costs) figure of $12,600, because the actual direct-cost rate ($58) is less than the budgeted direct-cost rate ($60). 4-14
Although not required, the following overview diagram summarizes Chirac s job-costing system. INDIRECT POOL Audit Support ALLOCATION BASE Professional Labor-Hours OBJECT: JOB FOR AUDITING PIERRE & CO. Indirect Costs Direct Costs DIRECT Professional Labor 4-15
4-30 (30 min.) Proration of overhead. 1. Budgeted manufacturing Budgeted manufacturing overhead cost = overhead rate Budgeted direct manufacturing labor cost $100,000 $200,000 50% of direct manufacturing labor cost 2. Overhead allocated = 50%Actual direct manufacturing labor cost = 50% $220,000 =$110,000 Overallocated plant overhead = Actual plant overhead costs Allocated plant overhead costs = $106,000 $110,000 = $4,000 Overallocated plant overhead = $4,000 3a. All overallocated plant overhead is written off to cost of goods sold. Both work in process (WIP) and finished goods inventory remain unchanged. Proration of $4,000 Dec. 31, 2009 Balance (Before Proration) (1) Overallocated Manuf. Overhead (2) Dec. 31, 2009 Balance (After Proration) (3) = (1) (2) WIP $ 50,000 $ 0 $ 50,000 Finished Goods 240,000 0 240,000 Cost of Goods Sold 560,000 4,000 556,000 Total $850,000 $4,000 $846,000 3b. Overallocated plant overhead prorated based on ending balances: Dec. 31, 2009 Balance (Before Proration) (1) Balance as a Percent of Total (2) = (1) $850,000 Proration of $4,000 Overallocated Manuf. Overhead (3) = (2) $4,000 Dec. 31, 2009 Balance (After Proration) (4) = (1) (3) WIP $ 50,000 0.0588 0.0588 $4,000 =$ 235 $ 49,765 Finished Goods 240,000 0.2824 0.2824 $4,000 = 1,130 238,870 Cost of Goods Sold 560,000 0.6588 0.6588 $4,000 = 2,635 557,365 Total $850,000 1.0000 $4,000 $846,000 3c. Overallocated plant overhead prorated based on 2009 overhead in ending balances: Dec. 31, 2009 Balance (Before Proration) (1) Allocated Manuf. Overhead in Dec. 31, 2009 Balance (2) Allocated Manuf. Overhead in Dec. 31, 2009 Balance as a Percent of Total (3) = (2) $110,000 Proration of $4,000 Overallocated Manuf. Overhead (4) = (3) $4,000 Dec. 31, 2009 Balance (After Proration) (5) = (1) (4) WIP $ 50,000 $ 10,000 a 0.0909 0.0909 $4,000=$ 364 $ 49,636 Finished Goods 240,000 30,000 b 0.2727 0.2727 $4,000= 1,091 238,909 Cost of Goods Sold 560,000 70,000 c 0.6364 0.6364 $4,000=$2,545 557,455 Total $850,000 $110,000 1.0000 $4,000 $846,000 4-16
a,b,c Overhead allocated = Direct manuf. labor cost 50% = $20,000; 60,000; 140,000 50% 4. Writing off all of the overallocated plant overhead to Cost of Goods Sold (CGS) is usually warranted when CGS is large relative to Work-in-Process and Finished Goods Inventory and the overallocated plant overhead is immaterial. Both these conditions apply in this case. ROW should write off the $4,000 overallocated plant overhead to Cost of Goods Sold. 4-32 (1520 min.) Service industry, job costing, law firm. 1. INDIRECT POOL Legal Support ALLOCATION BASE Professional Labor-Hours OBJECT: JOB FOR CLIENT Indirect Costs Direct Costs DIRECT } Professional Labor 2. Budgeted professional Budgeted direct labor compensation per professional = labor-hour direct cost rate Budgeted direct labor-hours per professional $104,000 = 1,600 hours = $65 per professional labor-hour Note that the budgeted professional labor-hour direct-cost rate can also be calculated by dividing total budgeted professional labor costs of $2,600,000 ($104,000 per professional 25 professionals) by total budgeted professional labor-hours of 40,000 (1,600 hours per professional 25 professionals), $2,600,000 40,000 = $65 per professional labor-hour. 3. Budgeted indirect cost rate Budgeted total costs in indirect cost pool = Budgeted total professional labor-hours $2,200,000 = 1,600 hours 25 $2,200,000 = 40,000 hours = $55 per professional labor-hour 4-17
4. Richardson Punch Direct costs: Professional labor, $65 100; $65 150 Indirect costs: Legal support, $55 100; $55 150 $ 6,500 $ 9,750 5,500 $12,000 8,250 $18,000 4-18
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4-34 (2025 min.) Proration of overhead. 1. Budgeted manufacturing overhead rate is $4,800,000 80,000 hours = $60 per machine-hour. 2. Manufacturing overhead = Manufacturing overhead underallocated incurred = $4,900,000 $4,500,000* = $400,000 *$60 75,000 actual machine-hours = $4,500,000 Manufacturing overhead allocated a. Write-off to Cost of Goods Sold (1) Balance (Before Proration) (2) Write-off of $400,000 Underallocated Manufacturing Overhead (3) Balance (After Proration) (4) = (2) + (3) Work in Process Finished Goods Cost of Goods Sold Total $ 750,000 1,250,000 8,000,000 $10,000,000 $ 0 0 400,000 $400,000 $ 750,000 1,250,000 8,400,000 $10,400,000 b. Proration based on ending balances (before proration) in Work in Process, Finished Goods and Cost of Goods Sold. Proration of $400,000 (1) Balance (Before Proration) (2) Underallocated Manufacturing Overhead (3) Balance (After Proration) (4) = (2) + (3) Work in Process Finished Goods Cost of Goods Sold Total $ 750,000 1,250,000 8,000,000 $10,000,000 ( 7.5%) (12.5%) (80.0%) 100.0% 0.075 $400,000 = $ 30,000 0.125 $400,000 = 50,000 0.800 $400,000 = 320,000 $400,000 $ 780,000 1,300,000 8,320,000 $10,400,000 c. Proration based on the allocated overhead amount (before proration) in the ending balances of Work in Process, Finished Goods, and Cost of Goods Sold. Balance (Before Proration) Allocated Overhead Included in the Balance (Before Proration) Proration of $400,000 Underallocated Manufacturing Overhead Balance (After Proration) (1) (2) (3) (4) (5) (6) = (2) + (5) Work in Process $ 750,000 $ 240,000 a ( 5.33%) 0.0533 $400,000 = $ 21,320 $ 771,320 Finished Goods 1,250,000 660,000 b (14.67%) 0.1467 $400,000 = 58,680 1,308,680 Cost of Goods Sold 8,000,000 3,600,000 c (80.00%) 0.8000 $400,000 = 320,000 8,320,000 Total $10,000,000 $4,500,000 100.00% $400,000 $10,400,000 a $60 4,000 machine-hours ; b $60 11,000 machine-hours; c $60 60,000 machine-hours 4-20
3. Alternative (c) is theoretically preferred over (a) and (b). Alternative (c) yields the same ending balances in work in process, finished goods, and cost of goods sold that would have been reported had actual indirect cost rates been used. Chapter 4 also discusses an adjusted allocation rate approach that results in the same ending balances as does alternative (c). This approach operates via a restatement of the indirect costs allocated to all the individual jobs worked on during the year using the actual indirect cost rate. 4-21
4-36 (40 min.) Proration of overhead with two indirect cost pools. 1. a. C & A department: Overhead allocated = $40 4,000 Machine hours = $160,000 Underallocated overhead = Actual overhead costs Overhead allocated = $163,000 160,000 = $3,000 underallocated 1. b. Finishing department: Overhead allocated = $50 per direct labor-hour 2,000 direct labor-hours = $100,000 Overallocated overhead = Actual overhead costs Overhead allocated = $87,000 100,000 = $13,000 overallocated 2a. All overallocated overhead is written off to cost of goods sold. Both Work in Process and Finished goods inventory remain unchanged. Dec. 31, 2008 Balance (Before Proration) (1) Proration of $10,000 Overallocated Overhead (2) Dec. 31, 2008 Balance (After Proration) (3) = (1) + (2) WIP $ 150,000 0 $ 150,000 Finished Goods 250,000 0 250,000 Cost of Goods Sold 1,600,000 +$3,000 $13,000 1,590,000 Total $2,000,000 $ 10,000 $1,990,000 2b. Overallocated overhead prorated based on ending balances Dec. 31, 2008 Balance (Before Proration) (1) Balance as a Percent of Total (2) = (1) $2,000,000 Proration of $10,000 Overallocated Overhead (3) = (2) 10,000 Dec. 31, 2008 Balance (After Proration) (4) = (1) (3) WIP $ 150,000 0.075 0.075 $10,000 = $ 750 $ 149,250 Finished Goods 250,000 0.125 0.125 $10,000 = 1,250 248,750 Cost of Goods Sold 1,600,000 0.800 0.800 $10,000 = 8,000 1,592,000 Total $2,000,000 1.000 $10,000 $1,990,000 2c. Overallocated overhead prorated based on overhead in ending balances. (Note: overhead must be allocated separately from each department. This can be done using the number of machine hours/direct labor hours as a surrogate for overhead in ending balances.) 4-22
For C & A department: Allocated Overhead in Dec. 31, 2008 Balance (1) Allocated Overhead in Dec. 31, 2008 Balance as a Percent of Total (2) = (1) $160,000 Proration of $3,000 Underallocated Overhead (3) = (2) $3000 WIP 200 $40 = $ 8,000 0.05 0.05 $3,000 = $ 150 Finished Goods 600 $40 = 24,000 0.15 0.15 $3,000 = 450 Cost of Goods Sold 3,200 $40 = 128,000 0.80 0.80 $3,000 = 2,400 Total $160,000 1.00 $3,000 For finishing department: Allocated Overhead in Dec. 31, 2008 Balance (4) Allocated Overhead in Dec. 31, 2008 Balance as a Percent of Total (5) = (4) $100,000 Proration of $13,000 Underallocated Overhead (6) = (5) $13,000 WIP 100 $50 = $ 5,000 0.05 0.05 $13,000 = $ 650 Finished Goods 400 $50 = 20,000 0.20 0.20 $13,000 = 2,600 Cost of Goods Sold 1,500 $50 = 75,000 0.75 0.75 $13,000 = 9,750 Total $100,000 1.00 $13,000 Dec. 31, 2008 Balance (Before Proration) (7) Underallocated/ Overallocated Overhead (8) = (3) (6) Dec. 31, 2009 Balance (After Proration) (9) = (7) + (8) WIP $ 150,000 $150 $650 = $ (500) $ 149,500 Finished Goods 250,000 $450 $2,600 = (2,150) 247,850 Cost of Goods Sold 1,600,000 $2,400 $9,750 = (7,350) 1,592,650 Total $2,000,000 $(10,000) $1,990,000 3. The first method is simple and Cost of Goods Sold accounts for 80% of the three account amounts. The amount of overallocated and underallocated overhead is also immaterial. Allocation to the other two accounts is minimal. Therefore, write-off to cost of goods sold is the most cost effective alternative. 4-23
4-38 (4055 min.) Overview of general ledger relationships. 1. & 3. An effective approach to this problem is to draw T-accounts and insert all the known figures. Then, working with T-account relationships, solve for the unknown figures (here coded by the letter X for beginning inventory figures and Y for ending inventory figures). Materials Control X 15,000 (1) 70,000 Purchases 85,000 100,000 70,000 Y 30,000 X (1) DM 70,000 (2) DL 150,000 (3) Overhead 90,000 310,000 320,000 (a) 5,000 (c) 3,000 Y 23,000 Work-in-Process Control 10,000 (4) 305,000 305,000 Finished Goods Control X 20,000 (5) 300,000 (4) 305,000 325,000 300,000 Y 25,000 Cost of Goods Sold (5) 300,000 (d) 6,000 (a) (b) Manufacturing Department Overhead Control 85,000 (d) 87,000 1,000 1,000 Manufacturing Overhead Allocated (d) 93,000 (3) (c) 90,000 3,000 Manufacturing overhead cost rate = $90,000 $150,000 = 60% Wages Payable Control (a) 6,000 Various s (b) 1,000 4-24
2. Adjusting and closing entries: (a) Work-in-Process Control 5,000 Manufacturing Department Overhead Control 1,000 Wages Payable Control 6,000 To recognize payroll costs (b) Manufacturing Department Overhead Control 1,000 Various accounts 1,000 To recognize miscellaneous manufacturing overhead (c) Work-in-Process Control 3,000 Manufacturing Overhead Allocated 3,000 To allocate manufacturing overhead Note: Students tend to forget entry (c) entirely. Stress that a budgeted overhead allocation rate is used consistently throughout the year. This point is a major feature of this problem. (d) Manufacturing Overhead Allocated 93,000 Manufacturing Department Overhead Control 87,000 Cost of Goods Sold 6,000 To close manufacturing overhead accounts and overallocated overhead to cost of goods sold An overview of the product-costing system is INDIRECT POOL Manufacturing Overhead ALLOCATION BASE Direct Manufacturing Labor Costs OBJECT: JOB Indirect Costs Direct Costs DIRECT Direct Materials Direct Manufacturing Labor 3. See the answer to 1. 4-25
4-40 (20 min.) Job costing, contracting, ethics. 1. Direct manufacturing costs: Direct materials Direct manufacturing labor Indirect manufacturing costs, 150% $6,000 Total manufacturing costs $25,000 6,000 $31,000 9,000 $40,000 Aerospace bills the Navy $52,000 ($40,000 130%) for 100 X7 seats or $520 ($52,000 100) per X7 seat. 2. Direct manufacturing costs: Direct materials Direct manufacturing labor a Indirect manufacturing costs, 150% $5,000 Total manufacturing costs a $6,000 $400 ($25 16) setup $600 ($50 12) design $25,000 5,000 $30,000 7,500 $37,500 Aerospace should have billed the Navy $48,750 ($37,500 130%) for 100 X7 seats or $487.50 ($48,750 100) per X7 seat. 3. The problems the letter highlights (assuming it is correct) include the following: a. Costs included that should be excluded (design costs) b. Costs double-counted (setup included as both a direct cost and in an indirect cost pool) c. Possible conflict of interest in Aerospace Comfort purchasing materials from a family-related company Steps the Navy could undertake include the following: (i) Use only contractors with a reputation for ethical behavior as well as quality products or services. (ii) Issue guidelines detailing acceptable and unacceptable billing practices by contractors. For example, prohibiting the use of double-counting cost allocation methods by contractors. (iii)issue guidelines detailing acceptable and unacceptable procurement practices by contractors. For example, if a contractor purchases from a family-related company, require that the contractor obtain quotes from at least two other bidders. (iv) Employ auditors who aggressively monitor the bills submitted by contractors. (v) Ask contractors for details regarding determination of costs. 4-26
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