The financial press is fond of highlighting the fact that, sporting stilettos and leather skirts, Lynn Tilton does not dress like your typical manufacturing executive. Much more important, however, is the fact that her business success is also far from typical. In fact, as the full or partial owner of 74 companies with revenues of more than $8 billion, Tilton is one of the wealthiest female entrepreneurs in the United States. Her company, Patriarch Partners, is sometimes referred to as the largest woman-owned business in America.
Her path to success is an inspiring tale of determination. Tilton started on Wall Street as a single mother, working 15-hour days as she put herself through business school. During years of employment at numerous financial institutions, she developed a knack for analyzing balance sheets and interpreting complex financial information. Eventually, Tilton started her own company, Patriarch Partners, and invested in the debt of a number of distressed companies. She quickly figured out that the only way she was going to make money on those investments was to take control of the companies and try to make them profitable. Thus, seemingly almost by accident, she became the CEO of dozens of failing manufacturing companies. Amazingly, she was able to make these companies profitable when others had given up on them.
As a result of this initial success, Tilton made corporate turnarounds the focus of her company. Once a business is acquired, she installs a new management team, improves productivity, and identifies new products for the company to produce. For example, she turned a failed paper mill into a producer of alternative fuels, and saved a helicopter company by identifying new customers. When others were fleeing the auto industry, she dove in and bought a number of auto-parts companies.
While she is a tough negotiator, Tilton also has the respect of her workers. Duane Ludgon, a union negotiator says, “Workers really take to Lynn. She's just human and honest with people. I don't say that about many CEOs.” In fact, Tilton is a crusader for U.S. manufacturing. She says, “The key to America's future is manufacturing. We simply have to become a country that can make things again.”
Not all of her investments are immediate successes. Her investment in a fire-truck manufacturer, American LaFrance, was slow to turn a profit. But everyone involved figured it was only a matter of time before her persistent approach made this fire-truck maker another business that she saved before it went up in smoke.
Source: Robert Frank, “Tilton Flaunts Her Style at Patriarch,” Wall Street Journal Online (January 8, 2011).
Preview of Chapter 20
The Feature Story about Patriarch Partners describes the approach Lynn Tilton uses to turn around a failing company. Accurate costing is critical to this process. For example, in order to submit accurate bids on new jobs and to know whether it profited from past jobs, the company needs a good costing system. This chapter illustrates how these costs are assigned to specific jobs, such as the manufacture of individual fire trucks at one of Tilton's companies, American LaFrance. We begin the discussion in this chapter with an overview of the flow of costs in a job order cost accounting system. We then use a case study to explain and illustrate the documents, entries, and accounts in this type of cost accounting system.
The content and organization of Chapter 20 are as follows.
Cost accounting involves measuring, recording, and reporting product costs. Companies determine both the total cost and the unit cost of each product. The accuracy of the product cost information is critical to the success of the company. Companies use this information to determine which products to produce, what price to charge, and the amounts to produce. Accurate product cost information is also vital for effective evaluation of employee performance.
A cost accounting system consists of accounts for the various manufacturing costs. These accounts are fully integrated into the general ledger of a company. An important feature of a cost accounting system is the use of a perpetual inventory system. Such a system provides immediate, up-to-date information on the cost of a product.
There are two basic types of cost accounting systems: (1) a job order cost system and (2) a process cost system. Although cost accounting systems differ widely from company to company, most involve one of these two traditional product costing systems.
Under a job order cost system, the company assigns costs to each job or to each batch of goods. An example of a job is the manufacture of a mainframe computer by IBM, the production of a movie by Disney, or the making of a fire truck by American LaFrance. An example of a batch is the printing of 225 wedding invitations by a local print shop, or the printing of a weekly issue of Fortune magazine by a high-tech printer such as Quad Graphics.
An important feature of job order costing is that each job or batch has its own distinguishing characteristics. For example, each house is custom built, each consulting engagement by a CPA firm is unique, and each printing job is different. The objective is to compute the cost per job. At each point in manufacturing a product or performing a service, the company can identify the job and its associated costs. A job order cost system measures costs for each completed job, rather than for set time periods. Illustration 20-1 shows the recording of costs in a job order cost system.
A company uses a process cost system when it manufactures a large volume of similar products. Production is continuous. Examples of a process cost system are the manufacture of cereal by Kellogg, the refining of petroleum by ExxonMobil, and the production of ice cream by Ben & Jerry's. Process costing accumulates product-related costs for a period of time (such as a week or a month) instead of assigning costs to specific products or job orders. In process costing, companies assign the costs to departments or processes for the specified period of time. Illustration 20-2 shows examples of the use of a process cost system. We will discuss the process cost system further in Chapter 21.
Can a company use both types of cost systems? Yes. For example, General Motors uses process cost accounting for its standard model cars, such as Malibus and Corvettes, and job order cost accounting for a custom-made limousine for the President of the United States.
The objective of both cost accounting systems is to provide unit cost information for product pricing, cost control, inventory valuation, and financial statement presentation.
MANAGEMENT INSIGHT
Jobs Won, Money Lost
Many companies suffer from poor cost accounting. As a result, they sometimes make products they should not be selling at all, or they buy product components that they could more profitably make themselves. Also, inaccurate cost data leads companies to misallocate capital and frustrates efforts by plant managers to improve efficiency.
For example, consider the case of a diversified company in the business of rebuilding diesel locomotives. The managers thought they were making money, but a consulting firm found that the company had seriously underestimated costs. The company bailed out of the business, and not a moment too soon. Says the consultant who advised the company, “The more contracts it won, the more money it lost.” Given that situation, a company cannot stay in business very long!
What type of costs do you think the company had been underestimating? (See page 980.)
The flow of costs (direct materials, direct labor, and manufacturing overhead) in job order cost accounting parallels the physical flow of the materials as they are converted into finished goods. As shown in Illustration 20-3 (page 942), companies first accumulate manufacturing costs in the form of raw materials, factory labor, or manufacturing overhead. They then assign manufacturing costs to the Work in Process Inventory account. When a job is completed, the company transfers the cost of the job to Finished Goods Inventory. Later when the goods are sold, the company transfers their cost to Cost of Goods Sold.
Illustration 20-3 provides a basic overview of the flow of costs in a manufacturing setting. A more detailed presentation of the flow of costs is summarized near the end of this chapter in Illustration 20-15. There are two major steps in the flow of costs: (1) accumulating the manufacturing costs incurred, and (2) assigning the accumulated costs to the work done. The following discussion shows that the company accumulates manufacturing costs incurred by debits to Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. When the company incurs these costs, it does not attempt to associate the costs with specific jobs. The company makes additional entries to assign manufacturing costs incurred. In the remainder of this chapter, we will use a case study to explain how a job order cost system operates.
To illustrate a job order cost system, we will use the January transactions of Wallace Company, which makes custom electronic sensors for corporate safety applications (such as fire and carbon monoxide) and security applications (such as theft and corporate espionage).
When Wallace receives the raw materials it has purchased, it debits the cost of the materials to Raw Materials Inventory. The company would debit this account for the invoice cost of the raw materials and freight costs chargeable to the purchaser. It would credit the account for purchase discounts taken and purchase returns and allowances. Wallace makes no effort at this point to associate the cost of materials with specific jobs or orders.
To illustrate, assume that Wallace purchases 2,000 lithium batteries (Stock No. AA2746) at $5 per unit ($10,000) and 800 electronic modules (Stock No. AA2850) at $40 per unit ($32,000) for a total cost of $42,000 ($10,000 + $32,000). The entry to record this purchase on January 4 is:
At this point, Raw Materials Inventory has a balance of $42,000, as shown in the T-account in the margin. As we will explain later in the chapter, the company subsequently assigns direct raw materials inventory to work in process and indirect raw materials inventory to manufacturing overhead.
Some of a company's employees are involved in the manufacturing process, while others are not. As discussed in Chapter 19, wages and salaries of nonmanufacturing employees are expensed as period costs (e.g., Salaries and Wages Expense). Costs related to manufacturing employees are accumulated in Factory Labor to ensure their treatment as product costs. Factory labor consists of three costs: (1) gross earnings of factory workers, (2) employer payroll taxes on these earnings, and (3) fringe benefits (such as sick pay, pensions, and vacation pay) incurred by the employer. Companies debit labor costs to Factory Labor as they incur those costs.
To illustrate, assume that Wallace incurs $32,000 of factory labor costs. Of that amount, $27,000 relates to wages payable and $5,000 relates to payroll taxes payable in February. The entry to record factory labor for the month is:
At this point, Factory Labor has a balance of $32,000, as shown in the T-account in the margin. The company subsequently assigns direct factory labor to work in process and indirect factory labor to manufacturing overhead.
A company has many types of overhead costs. If these overhead costs, such as property taxes, depreciation, insurance, and repairs, relate to overhead costs of a nonmanufacturing facility, such as an office building, then these costs are expensed as period costs (e.g., Property Tax Expense, Depreciation Expense, Insurance Expense, and Repairs Expense). If the costs relate to the manufacturing process, then they are accumulated in Manufacturing Overhead, to ensure their treatment as product costs.
Using assumed data, the summary entry for manufacturing overhead in Wallace Company is:
At this point, Manufacturing Overhead has a balance of $13,800, as shown in the T-account in the margin. The company subsequently assigns manufacturing overhead to work in process.
Manufacturing Costs
During the current month, Ringling Company incurs the following manufacturing costs:
(a) Raw material purchases of $4,200 on account.
(b) Incurs factory labor of $18,000. Of that amount, $15,000 relates to wages payable and $3,000 relates to payroll taxes payable.
(c) Factory utilities of $2,200 are payable, prepaid factory insurance of $1,800 has expired, and depreciation on the factory building is $3,500.
Prepare journal entries for each type of manufacturing cost.
Action Plan
In accumulating manufacturing costs, debit at least one of three accounts: Raw Materials Inventory, Factory Labor, and Manufacturing Overhead.
Manufacturing overhead costs may be recognized daily. Or manufacturing overhead may be recorded periodically through a summary entry.
Solution
Related exercise material: BE20-1, BE20-2, E20-1, E20-7, E20-8, E20-11, and DO IT! 20-1.
Assigning manufacturing costs to work in process results in the following entries.
1. Debits made to Work in Process Inventory.
2. Credits made to Raw Materials Inventory, Factory Labor, and Manufacturing Overhead.
An essential accounting record in assigning costs to jobs is a job cost sheet, as shown in Illustration 20-4. A job cost sheet is a form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job.
Companies keep a separate job cost sheet for each job. The job cost sheets constitute the subsidiary ledger for the Work in Process Inventory account. A subsidiary ledger consists of individual records for each individual item—in this case, each job. The Work in Process account is referred to as a control account because it summarizes the detailed data regarding specific jobs contained in the job cost sheets. Each entry to Work in Process Inventory must be accompanied by a corresponding posting to one or more job cost sheets.
Helpful Hint In today's electronic environment, companies typically maintain job cost sheets as computer files.
Companies assign raw materials costs to jobs when their materials storeroom issues the materials in response to requests. Requests for issuing raw materials are made on a prenumbered materials requisition slip. The materials issued may be used directly on a job, or they may be considered indirect materials. As Illustration 20-5 shows, the requisition should indicate the quantity and type of materials withdrawn and the account to be charged. The company will charge direct materials to Work in Process Inventory, and indirect materials to Manufacturing Overhead.
Helpful Hint Approvals are an important part of a materials requisition slip because they help to establish individual accountability over inventory.
Helpful Hint Note the specific job to be charged.
Ethics Note
The internal control principle of documentation includes prenumbering to enhance accountability.
The company may use any of the inventory costing methods (FIFO, LIFO, or average-cost) in costing the requisitions to the individual job cost sheets.
Periodically, the company journalizes the requisitions. For example, if Wallace uses $24,000 of direct materials and $6,000 of indirect materials in January, the entry is:
This entry reduces Raw Materials Inventory by $30,000, increases Work in Process Inventory by $24,000, and increases Manufacturing Overhead by $6,000, as shown below.
Illustration 20-6 shows the posting of requisition slip R247 to Job No. 101 and other assumed postings to the job cost sheets for materials. The requisition slips provide the basis for total direct materials costs of $12,000 for Job No. 101, $7,000 for Job No. 102, and $5,000 for Job No. 103. After the company has completed all postings, the sum of the direct materials columns of the job cost sheets (the subsidiary account amounts of $12,000, $7,000, and $5,000) should equal the direct materials debited to Work in Process Inventory (the control account amount of $24,000).
Helpful Hint Companies post to control accounts monthly, and post to job cost sheets daily.
Helpful Hint Prove the $24,000 direct materials charge to Work in Process Inventory by totaling the charges by jobs:
The Cost of an iPhone? Just Tear One Apart
All companies need to know what it costs to make their own products—but a lot of companies would also like to know the cost of their competitors’ products as well. That's where iSuppli steps in. For a price, iSuppli will tear apart sophisticated electronic devices to tell you what it would cost to replicate. In the case of smart-phones, which often have more than 1,000 tiny components, that is no small feat. As shown in the chart below, components of many smart-phones cost about $170. Assembly is only about another $6.50. The difference between what you pay and the “cost” is not all profit. Consider the additional nonproduction costs of research, design, marketing, patent fees, and selling costs.
Source: “The Business of Dissecting Electronics: The Lowdown on Teardowns,” The Economist.com (January 21, 2010).
What type of costs are marketing and selling costs, and how are they treated for accounting purposes? (See page 980.)
Companies assign factory labor costs to jobs on the basis of time tickets prepared when the work is performed. The time ticket indicates the employee, the hours worked, the account and job to be charged, and the total labor cost. Many companies accumulate these data through the use of bar coding and scanning devices. When they start and end work, employees scan bar codes on their identification badges and bar codes associated with each job they work on. When direct labor is involved, the time ticket must indicate the job number, as shown in Illustration 20-7 (page 948). The employee's supervisor should approve all time tickets.
The time tickets are later sent to the payroll department, which applies the employee's hourly wage rate and computes the total labor cost. Finally, the company journalizes the time tickets. It debits the account Work in Process Inventory for direct labor and debits Manufacturing Overhead for indirect labor. For example, if the $32,000 total factory labor cost consists of $28,000 of direct labor and $4,000 of indirect labor, the entry is:
As a result of this entry, Factory Labor is reduced by $32,000 so it has a zero balance, and labor costs are assigned to the appropriate manufacturing accounts. The entry increases Work in Process Inventory by $28,000 and increases Manufacturing Overhead by $4,000, as shown below.
Let's assume that the labor costs chargeable to Wallace's three jobs are $15,000, $9,000, and $4,000. Illustration 20-8 shows the Work in Process Inventory and job cost sheets after posting. As in the case of direct materials, the postings to the direct labor columns of the job cost sheets should equal the posting of direct labor to Work in Process Inventory.
Companies charge the actual costs of direct materials and direct labor to specific jobs. In contrast, manufacturing overhead relates to production operations as a whole. As a result, overhead costs cannot be assigned to specific jobs on the basis of actual costs incurred. Instead, companies assign manufacturing overhead to work in process and to specific jobs on an estimated basis through the use of a predetermined overhead rate.
Helpful Hint Prove the $28,000 direct labor charge to Work in Process Inventory by totaling the charges by jobs:
The predetermined overhead rate is based on the relationship between estimated annual overhead costs and expected annual operating activity, expressed in terms of a common activity base. The company may state the activity in terms of direct labor costs, direct labor hours, machine hours, or any other measure that will provide an equitable basis for applying overhead costs to jobs. Companies establish the predetermined overhead rate at the beginning of the year. Small companies often use a single, company-wide predetermined overhead rate. Large companies often use rates that vary from department to department. The formula for a predetermined overhead rate is as follows.
Overhead relates to production operations as a whole. To know what “the whole” is, the logical thing is to wait until the end of the year's operations. At that time, the company knows all of its costs for the period. As a practical matter, though, managers cannot wait until the end of the year. To price products effectively as they are completed, managers need information about product costs of specific jobs completed during the year. Using a predetermined overhead rate enables a cost to be determined for the job immediately. Illustration 20-10 indicates how manufacturing overhead is assigned to work in process.
Wallace uses direct labor cost as the activity base. Assuming that the company expects annual overhead costs to be $280,000 and direct labor costs for the year to be $350,000, the overhead rate is 80%, computed as follows.
$280,000 ÷ $350,000 = 80%
This means that for every dollar of direct labor, Wallace will assign 80 cents of manufacturing overhead to a job. The use of a predetermined overhead rate enables the company to determine the approximate total cost of each job when it completes the job.
Historically, companies used direct labor costs or direct labor hours as the activity base. The reason was the relatively high correlation between direct labor and manufacturing overhead. Today more companies are using machine hours as the activity base, due to increased reliance on automation in manufacturing operations. Or, as mentioned in Chapter 19 (and discussed more fully in Chapter 21), many companies now use activity-based costing to more accurately allocate overhead costs based on the activities that give rise to the costs.
A company may use more than one activity base. For example, if a job is manufactured in more than one factory department, each department may have its own overhead rate. In the Feature Story, American LaFrance might use two bases in assigning overhead to fire-truck jobs: direct materials dollars for indirect materials, and direct labor hours for such costs as insurance and supervisors’ salaries.
Wallace Company applies manufacturing overhead to work in process when it assigns direct labor costs. It also applies manufacturing overhead to specific jobs at the same time. For January, Wallace applied overhead of $22,400 in response to its assignment of $28,000 of direct labor costs (direct labor cost of $28,000 × 80%). The following entry records this application.
This entry reduces the balance in Manufacturing Overhead and increases Work in Process Inventory by $22,400, as follows.
The overhead that Wallace applies to each job will be 80% of the direct labor cost of the job for the month. Illustration 20-11 shows the Work in Process Inventory account and the job cost sheets after posting. Note that the debit of $22,400 to Work in Process Inventory equals the sum of the overhead applied to jobs: Job 101 $12,000 + Job 102 $7,200 + Job 103 $3,200.
At the end of each month, the balance in Work in Process Inventory should equal the sum of the costs shown on the job cost sheets of unfinished jobs. Illustration 20-12 presents proof of the agreement of the control and subsidiary accounts in Wallace. (It assumes that all jobs are still in process.)
Work in Process
Danielle Company is working on two job orders. The job cost sheets show the following:
Direct materials—Job 120 $6,000; Job 121 $3,600
Direct labor—Job 120 $4,000; Job 121 $2,000
Manufacturing overhead—Job 120 $5,000; Job 121 $2,500
Prepare the three summary entries to record the assignment of costs to Work in Process from the data on the job cost sheets.
Action Plan
Recognize that Work in Process Inventory is the control account for all unfinished job cost sheets.
Debit Work in Process Inventory for the materials, labor, and overhead charged to the job cost sheets.
Credit the accounts that were debited when the manufacturing costs were accumulated.
Solution
Related exercise material: BE20-3, BE20-4, BE20-7, E20-2, E20-7, E20-8, and DO IT! 20-2.
When a job is completed, Wallace summarizes the costs and completes the lower portion of the applicable job cost sheet. For example, if we assume that Wallace completes Job No. 101, a batch of electronic sensors, on January 31, the job cost sheet appears as shown in Illustration 20-13.
When a job is finished, Wallace makes an entry to transfer its total cost to finished goods inventory. The entry is as follows.
This entry increases Finished Goods Inventory and reduces Work in Process Inventory by $39,000, as shown in the T-accounts below.
Finished Goods Inventory is a control account. It controls individual finished goods records in a finished goods subsidiary ledger. The company posts directly from completed job cost sheets to the receipts columns. Illustration 20-14 shows the finished goods inventory record for Job No. 101.
Companies recognize cost of goods sold when each sale occurs. To illustrate the entries a company makes when it sells a completed job, assume that on January 31 Wallace sells on account Job 101. The job cost $39,000, and it sold for $50,000. The entries to record the sale and recognize cost of goods sold are:
As Illustration 20-14 shows, Wallace records, in the issues section of the finished goods record, the units sold, the cost per unit, and the total cost of goods sold for each job sold.
Illustration 20-15 shows a completed flowchart for a job order cost accounting system. All postings are keyed to entries 1–8 in the example presented in the previous pages for Wallace Company.
The cost flows in the diagram can be categorized as one of four types:
Illustration 20-16 summarizes the flow of documents in a job order cost system.
DO IT!
Completion and Sale of Jobs
During the current month, Onyx Corporation completed Job 109 and Job 112. Job 109 cost $19,000 and Job 112 cost $27,000. Job 112 was sold on account for $42,000. Journalize the entries for the completion of the two jobs and the sale of Job 112.
Action Plan
Debit Finished Goods Inventory for the cost of completed jobs.
Debit Cost of Goods Sold for the cost of jobs sold.
Solution
Related exercise material: BE20-8, E20-2, E20-3, E20-4, E20-6, E20-7, E20-10, and DO IT! 20-3.
Our extended job order costing example focuses on a manufacturer so that you see the flow of costs through the inventory accounts. It is important to understand, however, that job order costing is also commonly used by service companies. While service companies do not have inventory, the techniques of job order costing are still quite useful in many service-industry environments. Consider, for example, the Mayo Clinic (health care), PriceWaterhouseCoopers (accounting), and Goldman Sachs (investment banking). These companies need to keep track of the cost of jobs performed for specific customers to evaluate the profitability of medical treatments, audits, or investment banking engagements.
Many service organizations bill their customers using cost-plus contracts. Cost-plus contracts mean that the customer's bill is the sum of the costs incurred on the job, plus a profit amount that is calculated as a percentage of the costs incurred. In order to minimize conflict with customers and reduce potential contract disputes, service companies that use cost-plus contracts must maintain accurate and up-to-date costing records. Up-to-date cost records enable a service company to immediately notify a customer of cost overruns due to customer requests for changes to the original plan or unexpected complications. Timely recordkeeping allows the contractor and customer to consider alternatives before it is too late.
A service company that uses a job order cost system does not have inventory accounts. It does, however, use an account similar to Work in Process Inventory, referred to here as Service Contracts in Process, to record job costs prior to completion. To illustrate the journal entries for a service company under a job order cost system, consider the following transactions for Frugal Interiors, an interior design company. The entry to record the assignment of $9,000 of supplies to projects ($7,000 direct and $2,000 indirect) is:
The entry to record the assignment of service salaries and wages of $100,000 ($84,000 direct and $16,000 indirect) is:
Frugal Interiors applies operating overhead at a rate of 50% of direct labor costs. The entry to record the application of overhead ($84,000 × 50%) based on the direct labor costs is:
Finally, upon completion, the job cost sheet of a design project for Sampson Corporation shows a total cost of $34,000. The entry to record completion of this project is:
Job cost sheets for a service company keep track of materials, labor, and overhead used on a particular job similar to a manufacturer. A number of exercises at the end of this chapter apply job order costing to service companies.
Sales Are Nice, but Service Revenue Pays the Bills
Jet engines are one of the many products made by the industrial operations division of General Electric (GE). At prices as high as $30 million per engine, you can bet that GE does its best to keep track of costs. It might surprise you that GE doesn't make much profit on the sale of each engine. So why does it bother making them? Service revenue—during one recent year, about 75% of the division's revenues came from servicing its own products. One estimate is that the $13 billion in aircraft engines sold during a recent three-year period will generate about $90 billion in service revenue over the 30-year life of the engines. Because of the high product costs, both the engines themselves and the subsequent service are most likely accounted for using job order costing. Accurate service cost records are important because GE needs to generate high profit margins on its service jobs to make up for the low margins on the original sale. It also needs good cost records for its service jobs in order to control its costs. Otherwise, a competitor, such as Pratt and Whitney, might submit lower bids for service contracts and take lucrative service jobs away from GE.
Source: Paul Glader, “GE's Focus on Services Faces Test,” Wall Street Journal Online (March 3, 2009).
Explain why GE would use job order costing to keep track of the cost of repairing a malfunctioning engine for a major airline. (See page 980.)
An advantage of job order costing is it is more precise in assignment of costs to projects than process costing. For example, assume that a construction company, Juan Company, builds 10 custom homes a year at a total cost of $2,000,000. One way to determine the cost of the homes is to divide the total construction cost incurred during the year by the number of homes produced during the year. For Juan Company, an average cost of $200,000 ($2,000,000 ÷ 10) is computed. If the homes are nearly identical, then this approach is adequate for purposes of determining profit per home. But if the homes vary in terms of size, style, and material types, using the average cost of $200,000 to determine profit per home is inappropriate. Instead, Juan Company should use a job order cost system to determine the specific cost incurred to build each home and the amount of profit made on each. Thus, job order costing provides more useful information for determining the profitability of particular projects and for estimating costs when preparing bids on future jobs.
One disadvantage of job order costing is that it requires a significant amount of data entry. For Juan Company, it is much easier to simply keep track of total costs incurred during the year than it is to keep track of the costs incurred on each job (home built). Recording this information is time-consuming, and if the data is not entered accurately, then the product costs are not accurate. In recent years, technological advances, such as bar-coding devices for both labor costs and materials, have increased the accuracy and reduced the effort needed to record costs on specific jobs. These innovations expand the opportunities to apply job order costing in a wider variety of business settings, thus improving management's ability to control costs and make better informed decisions.
A common problem of all costing systems is how to allocate overhead to the finished product. Overhead often represents more than 50% of a product's cost, and this cost is often difficult to allocate meaningfully to the product. How, for example, is the salary of a project manager allocated to the various homes, which may differ in size, style, and materials used, that she oversees? The accuracy of the job order cost system is largely dependent on the accuracy of the overhead allocation process. Even if the company does a good job of keeping track of the specific amounts of materials and labor used on each job, if the overhead costs are not allocated to individual jobs in a meaningful way, the product costing information is not useful. This issue will be addressed in more detail in Chapter 21.
At the end of a period, companies prepare financial statements that present aggregate data on all jobs manufactured and sold. The cost of goods manufactured schedule in job order costing is the same as in Chapter 19 with one exception: The schedule shows manufacturing overhead applied, rather than actual overhead costs. The company adds this amount to direct materials and direct labor to determine total manufacturing costs.
Companies prepare the cost of goods manufactured schedule directly from the Work in Process Inventory account. Illustration 20-17 shows a condensed schedule for Wallace Company for January.
Helpful Hint Companies usually prepare monthly financial statements for management use only.
Note that the cost of goods manufactured ($39,000) agrees with the amount transferred from Work in Process Inventory to Finished Goods Inventory in journal entry No. 7 in Illustration 20-15 (page 954).
The income statement and balance sheet are the same as those illustrated in Chapter 19. For example, Illustration 20-18 shows the partial income statement for Wallace for the month of January.
When Manufacturing Overhead has a debit balance, overhead is said to be under-applied. Underapplied overhead means that the overhead assigned to work in process is less than the overhead incurred. Conversely, when manufacturing overhead has a credit balance, overhead is overapplied. Overapplied overhead means that the overhead assigned to work in process is greater than the overhead incurred. Illustration 20-19 shows these concepts.
At the end of the year, all manufacturing overhead transactions are complete. There is no further opportunity for offsetting events to occur. At this point, Wallace eliminates any balance in Manufacturing Overhead by an adjusting entry. It considers under- or overapplied overhead to be an adjustment to cost of goods sold. Thus, Wallace debits underapplied overhead to Cost of Goods Sold. It credits overapplied overhead to Cost of Goods Sold.
To illustrate, assume that Wallace has a $2,500 credit balance in Manufacturing Overhead at December 31. The adjusting entry for the overapplied overhead is:
After Wallace posts this entry, Manufacturing Overhead has a zero balance. In preparing an income statement for the year, Wallace reports cost of goods sold after adjusting it for either under- or overapplied overhead.
Conceptually, some argue, under- or overapplied overhead at the end of the year should be allocated among ending work in process, finished goods, and cost of goods sold. The discussion of this possible allocation approach is left to more advanced courses.
DO IT!
Applied Manufacturing Overhead
For Karr Company, the predetermined overhead rate is 140% of direct labor cost. During the month, Karr incurred $90,000 of factory labor costs, of which $80,000 is direct labor and $10,000 is indirect labor. Actual overhead incurred was $119,000.
Compute the amount of manufacturing overhead applied during the month. Determine the amount of under- or overapplied manufacturing overhead.
Action Plan
Calculate the amount of overhead applied by multiplying the predetermined overhead rate by actual activity.
If actual manufacturing overhead is greater than applied, manufacturing overhead is underapplied.
If actual manufacturing overhead is less than applied, manufacturing overhead is overapplied.
Solution
Manufacturing overhead applied = (140% × $80,000) = $112,000
Underapplied manufacturing overhead = ($119,000 − $112,000) = $7,000
Related exercise material: BE20-10, E20-5, E20-12, E20-13, and DO IT! 20-4.
Cardella Company applies overhead on the basis of direct labor costs. The company estimates annual overhead costs will be $760,000, and annual direct labor costs will be $950,000. During February, Cardella works on two jobs: A16 and B17. Summary data concerning these jobs are as follows.
Manufacturing Costs Incurred
Purchased $54,000 of raw materials on account.
Factory labor $76,000, plus $4,000 employer payroll taxes.
Manufacturing overhead exclusive of indirect materials and indirect labor $59,800.
Assignment of Costs
Direct materials: | Job A16 $27,000, Job B17 $21,000 |
Indirect materials: | $3,000 |
Direct labor: | Job A16 $52,000, Job B17 $26,000 |
Indirect labor: | $2,000 |
The company completed Job A16 and sold it on account for $150,000. Job B17 was only partially completed.
Instructions
(a) Compute the predetermined overhead rate.
(b) Journalize the February transactions in the sequence followed in the chapter.
(c) What was the amount of under- or overapplied manufacturing overhead?
Action Plan
Predetermined overhead rate = Estimated annual overhead cost ÷ Expected annual operating activity.
In accumulating costs, debit three accounts: Raw Materials Inventory, Factory Labor, and Manufacturing Overhead.
When Work in Process Inventory is debited, credit one of the three accounts listed above.
Debit Finished Goods Inventory for the cost of completed jobs. Debit Cost of Goods Sold for the cost of jobs sold.
Overhead is underapplied when Manufacturing Overhead has a debit balance.
Solution to Comprehensive DO IT!
1 Explain the characteristics and purposes of cost accounting. Cost accounting involves the procedures for measuring, recording, and reporting product costs. From the data accumulated, companies determine the total cost and the unit cost of each product. The two basic types of cost accounting systems are job order cost and process cost.
2 Describe the flow of costs in a job order cost system. In job order costing, companies first accumulate manufacturing costs in three accounts: Raw Materials Inventory, Factory Labor, and Manufacturing Overhead. They then assign the accumulated costs to Work in Process Inventory and eventually to Finished Goods Inventory and Cost of Goods Sold.
3 Explain the nature and importance of a job cost sheet. A job cost sheet is a form used to record the costs chargeable to a specific job and to determine the total and unit costs of the completed job. Job cost sheets constitute the subsidiary ledger for the Work in Process Inventory control account.
4 Indicate how the predetermined overhead rate is determined and used. The predetermined overhead rate is based on the relationship between estimated annual overhead costs and expected annual operating activity. This is expressed in terms of a common activity base, such as direct labor cost. Companies use this rate to assign overhead costs to work in process and to specific jobs.
5 Prepare entries for jobs completed and sold. When jobs are completed, companies debit the cost to Finished Goods Inventory and credit it to Work in Process Inventory. When a job is sold, the entries are (a) debit Cash or Accounts Receivable and credit Sales Revenue for the selling price; and (b) debit Cost of Goods Sold and credit Finished Goods Inventory for the cost of the goods.
6 Distinguish between under- and overapplied manufacturing overhead. Underapplied manufacturing overhead indicates that the overhead assigned to work in process is less than the overhead incurred. Overapplied overhead indicates that the overhead assigned to work in process is greater than the overhead incurred.
1The numbers placed above the entries for Wallace Company are used for reference purposes in the summary provided in Illustration 20-15.