Exam 4: Ch 7, 8 Flashcards
The master budget is
a. a flexible budget.
b. a static budget.
c. developed at the end of the period.
d. based on the actual level of output
b. a static budget
A flexible budget
a. is another name for management by exception.
b. is developed at the end of the period.
c. is based on the budgeted level of output.
d. provides favorable operating results
b. is developed at the end of the period.
- Management by exception is the practice of concentrating on
a. the master budget.
b. areas not operating as anticipated.
c. favorable variances.
d. unfavorable variances.
b. areas not operating as anticipated.
- A variance is
a. the gap between an actual result and a benchmark amount.
b. the required number of inputs for one standard output.
c. the difference between an actual result and a budgeted amount.
d. the difference between a budgeted amount and a standard amount.
c. the difference between an actual result and a budgeted amount
- An unfavorable variance indicates that
a. actual costs are less than budgeted costs.
b. actual revenues exceed budgeted revenues.
c. the actual amount decreased operating income relative to the budgeted amount.
d. all of the above are true
c. the actual amount decreased operating income relative to the budgeted amount.
- A favorable variance indicates that
a. budgeted costs are less than actual costs.
b. actual revenues exceed budgeted revenues.
c. the actual amount decreased operating income relative to the budgeted amount.
d. all of the above are true.
b. actual revenues exceed budgeted revenues.
- Regier Company had planned for operating income of $10 million in the master budget but actually achieved operating income of only $7 million.
a. The static-budget variance for operating income is $3 million favorable.
b. The static-budget variance for operating income is $3 million unfavorable.
c. The flexible-budget variance for operating income is $3 million favorable.
d. The flexible-budget variance for operating income is $3 million unfavorable
b. The static-budget variance for operating income is $3 million unfavorable.
- The flexible budget contains
a. budgeted amounts for actual output.
b. budgeted amounts for planned output.
c. actual costs for actual output.
d. actual costs for planned output
a. budgeted amounts for actual output.
- The following items are the same for the flexible budget and the master budget EXCEPT
a. the same variable cost per unit.
b. the same total fixed costs.
c. the same units sold.
d. the same sales price per unit.
c. the same units sold.
- The sales-volume variance is due to
a. using a different selling price from that budgeted.
b. inaccurate forecasting of units sold.
c. poor production performance.
d. both (a) and (b).
b. inaccurate forecasting of units sold.
- An unfavorable sales-volume variance could result from
a. decreased demand for the product.
b. competitors taking market share.
c. customer dissatisfaction with the product.
d. all of the above.
d. all of the above
- If a sales-volume variance was caused by poor-quality products, then the
would be in the best position to explain the variance.
a. production manager
b. sales manager
c. purchasing manager
d. management accountant
a. production manager
- The variance that is BEST for measuring operating performance is the
a. static-budget variance.
b. flexible-budget variance.
c. sales-volume variance.
d. selling-price variance
b. flexible-budget variance
- An unfavorable flexible-budget variance for variable costs may be the result of
a. using more input quantities than were budgeted.
b. paying higher prices for inputs than were budgeted.
c. selling output at a higher selling price than budgeted.
d. both (a) and (b).
d. both (a) and (b).
- An unfavorable variance
a. may suggest investigation is needed.
b. is conclusive evidence of poor performance.
c. demands that standards be recomputed.
d. indicates continuous improvement is needed
a. may suggest investigation is needed
- All of the following are needed to prepare a flexible budget EXCEPT
a. determining the budgeted variable cost per output unit.
b. determining the budgeted fixed costs.
c. determining the actual selling price per unit.
d. determining the actual quantity of output units
c. determining the actual selling price per unit.
- The variance that LEAST affects cost control is the
a. flexible-budget variance.
b. direct-material-price variance.
c. sales-volume variance.
d. direct manufacturing labor efficiency variance
c. sales-volume variance
- A flexible-budget variance is $800 favorable for unit-related costs. This indicates that
a. costs were $800 more than the master budget.
b. costs were $800 less than for the planned level of activity.
c. costs were $800 more than standard for the achieved level of activity.
d. costs were $800 less than standard for the achieved level of activity.
d. costs were $800 less than standard for the achieved level of activity
- The flexible-budget variance for direct cost inputs can be further subdivided into
a. a static-budget variance and a sales-volume variance.
b. a sales-volume variance and an efficiency variance.
c. a price variance and an efficiency variance.
d. a static-budget variance and a price variance.
c. a price variance and an efficiency variance.
- Budgeted input quantity information may be obtained from
a. actual input quantities used last period.
b. standards developed by your company.
c. data from other companies that have similar processes.
d. all of the above.
d. all of the above
- When actual input data from past periods is used to develop a budget
a. past inefficiencies are excluded.
b. expected future changes are incorporated.
c. information is available at a low cost.
d. audited financial information must be used.
c. information is available at a low cost.
- When standards are used to develop a budget
a. past inefficiencies are excluded.
b. benchmarking must also be used.
c. information is available at a low cost.
d. flexible-budget amounts are difficult to determine
a. past inefficiencies are excluded
- The term budget indicates
a. that standards have been used to develop the budget.
b. that actual input data from past periods have been used to develop the budget.
c. that engineering studies have been used to develop the budget.
d. planned amounts for a future accounting period
d. planned amounts for a future accounting period
- A standard input
a. is a carefully determined price, cost, or quantity.
b. is usually expressed on a per unit basis.
c. may be developed using engineering studies.
d. is all of the above.
d. is all of the above.
- Ideal standards
a. assume peak operating conditions.
b. allow for normal machine breakdowns.
c. greatly improve employee motivation and performance.
d. are all of the above.
a. assume peak operating conditions.
- A favorable price variance for direct materials indicates that
a. a lower price than planned was paid for materials.
b. a higher price than planned was paid for materials.
c. less material was used during production than planned for actual output.
d. more material was used during production than planned for actual output
a. a lower price than planned was paid for materials.
- A favorable efficiency variance for direct manufacturing labor indicates that
a. a lower wage rate than planned was paid for direct labor.
b. a higher wage rate than planned was paid for direct labor.
c. less direct manufacturing labor-hours were used during production than planned for actual output. d. more direct manufacturing labor-hours were used during production than planned for actual output
c. less direct manufacturing labor-hours were used during production than planned for actual output
- An unfavorable price variance for direct materials might indicate
a. that the purchasing manager purchased in smaller quantities due to a change to just-in-time inventory methods.
b. congestion due to scheduling problems.
c. that the purchasing manager skillfully negotiated a better purchase price.
d. that the market had an unexpected oversupply of those materials.
a. that the purchasing manager purchased in smaller quantities due to a change to just-in-time inventory methods.
- A favorable efficiency variance for direct materials might indicate
a. that lower-quality materials were purchased.
b. an overskilled workforce.
c. poor design of products or processes.
d. a lower-priced supplier was used.
b. an overskilled workforce
- A favorable price variance for direct manufacturing labor might indicate that
a. employees were paid more than planned.
b. budgeted price standards are too tight.
c. underskilled employees are being hired.
d. an efficient labor force
c. underskilled employees are being hired
- An unfavorable efficiency variance for direct manufacturing labor might indicate that
a. work was efficiently scheduled.
b. machines were not properly maintained.
c. budgeted time standards are too lax.
d. higher-skilled workers were scheduled than planned
b. machines were not properly maintained
- The best label for the formula (AQ — BQ) BP is the
a. efficiency variance.
b. price variance.
c. total flexible-budget variance.
e. spending variance.
a. efficiency variance.
- The best label for the formula (AP -BP) AQ is the
a. efficiency variance.
b. price variance.
c. total flexible-budget variance.
d. spending variance.
b. price variance.
- A purchasing manager’s performance is BEST evaluated using the
a. direct materials price variance.
b. direct materials flexible-budget variance.
c. direct manufacturing labor flexible-budget variance.
d. affect the manager’s action has on total costs for the entire company
d. affect the manager’s action has on total costs for the entire company
- One of the primary reasons for using cost variances is
a. they diagnose the cause of a problem and what should be done to correct it.
b. for superiors to communicate expectations to lower-level employees.
c. to administer appropriate disciplinary action.
d. for financial control of operating activities and understanding why variances arise
d. for financial control of operating activities and understanding why variances arise
- A favorable cost variance of significant magnitude
a. is the result of good planning.
b. if investigated, may lead to improved production methods.
c. indicates management does not need to be concerned about lax standards.
d. does not need to be investigated
b. if investigated, may lead to improved production methods
- The variances that should be investigated by management include
a. only unfavorable variances.
b. only favorable variances.
c. all variances, both favorable and unfavorable.
d. both favorable and unfavorable variances considered significant in amount for the company
d. both favorable and unfavorable variances considered significant in amount for the company
- Typically, managers have the LEAST control over
a. the direct material price variance.
b. the direct material efficiency variance.
c. machine maintenance.
d. the scheduling of production
a. the direct material price variance
- If manufacturing machines are breaking down more than expected, this will contribute to
a. a favorable direct manufacturing labor price variance.
b. an unfavorable direct manufacturing labor price variance.
c. a favorable direct manufacturing labor efficiency variance.
d. an unfavorable direct manufacturing labor efficiency variance
d. an unfavorable direct manufacturing labor efficiency variance
- A single variance
a. signals the cause of a problem.
b. should be evaluated in isolation from other variances.
c. may be the result of many different problems.
d. should be used for performance evaluation
c. may be the result of many different problems.
- Variance analysis should be used
a. to understand why variances arise.
b. as the sole source of information for performance evaluation.
c. to punish employees that do not meet standards.
d. to encourage employees to focus on meeting standards
a. to understand why variances arise.
- Variances should be investigated
a. when they are kept below a certain amount.
b. when there is a small variance for critical items such as product defects.
c. even though the cost of investigation exceeds the benefit.
d. when there is an in-control occurrence
b. when there is a small variance for critical items such as product defects.
- When continuous improvement budgeted costing is implemented, cost reductions can result from
a. price reductions.
b. reducing materials waste.
c. producing products faster and more efficiently.
d. all of the above.
d. all of the above
- Nonfinancial performance measures
a. are usually used in combination with financial measures for control purposes.
b. are used to evaluate overall cost efficiency.
c. allow managers to make informed tradeoffs.
d. are often the sole basis of a manager’s performance evaluations
a. are usually used in combination with financial measures for control purposes
- Unfavorable direct material price variances are
a. always credits.
b. always debits.
c. credited to the Materials Control account.
d. credited to the Accounts Payable Control account
b. always debits
- Favorable direct manufacturing labor efficiency variances are
a. always credits.
b. always debits.
c. debited to the Work-in-Process Control account.
d. debited to the Wages Payable Control account.
a. always credits.
- From the perspective of control, the direct materials efficiency variance should be isolated at the time of
a. purchase.
b. use.
c. completion of the entire product.
d. sale of the product
b. use
- Standard costing systems are a useful tool when using
a. just-in-time systems.
b. total quality management.
c. computer-integrated manufacturing systems.
d. all of the above.
d. all of the above.