Factory Overhead Controllable Variance:
Learning Objective of
the article:
- Define and explain factory overhead controllable
variance.
- How FOH controllable variance is calculated?
- What are the
reasons / causes of unfavorable controllable variance?
Contents:
-
Definition
-
Formula of factory overhead controllable variance
-
Example
-
Reasons / causes of unfavorable controllable variance
Factory overhead controllable variance
is the difference between actual expenses incurred and the budget allowance
based on standard hours allowed for work performed.
Factory overhead controllable variance is the
responsibility of the department managers to the extent that they can exercise
control over the costs to which the variances relate.
Following formula/equation is used for the calculation of
controllable variance:
[Controllable
Variance = Actual factory overhead – Budgeted allowance based on standard hours
allowed*]
[*Fixed expenses
budgeted + variable expenses (standard hours allowed for actual production × variable
overhead rate)]
Following is the flexible budget of a
department of a manufacturing company. The data from this flexible budget is
used to calculate all variances relating to factory overhead.
|
Department 3
Monthly Flexible Budget |
|
Capacity |
80% |
90% |
100% |
|
|
Standard production |
800 |
1,000 |
1,200 |
|
|
Direct labor hours |
3,200 |
4,000 |
4,800 |
|
|
Variable factory overhead: |
|
|
|
|
|
Indirect labor |
$1,600 |
$2,000 |
$2,400 |
$0.50 / dlh |
|
Indirect materials |
960 |
1,200 |
1,440 |
$0.30 |
|
Supplies |
640 |
800 |
960 |
$0.20 |
|
Repairs |
480 |
600 |
720 |
$0.15 |
|
Power and light |
160 |
200 |
240 |
$0.05 |
| |
----------- |
----------- |
----------- |
----------- |
|
Total variable factory overhead |
$3,840 |
$4,800 |
$5,760 |
$1.20 per dlh |
| |
====== |
====== |
====== |
====== |
|
Fixed factory overhead: |
|
|
|
|
|
Supervisor |
$1,200 |
$1,200 |
$1,200 |
|
|
Depreciation on machinery |
700 |
700 |
700 |
|
|
Insurance |
250 |
250 |
250 |
|
|
Property tax |
250 |
250 |
250 |
|
|
Power and light |
400 |
400 |
400 |
|
|
Maintenance |
400 |
400 |
400 |
|
| |
----------- |
----------- |
----------- |
|
|
Total fixed factory overhead |
$3,200 |
$3,200 |
$3,200 |
$3,200 per month |
| |
----------- |
----------- |
----------- |
====== |
|
Total factory overhead |
$7,040 |
$8,000 |
$8,960 |
$3,200 per month
+ $1.20 per dlh |
| |
====== |
====== |
====== |
====== |
Following data is also provided:
Actual factory overhead is $7,384. Actual
production is 850 units of finished product. Actual hours used are 3,475
hours. 4 standard hours are allowed to complete a unit of finished product.
Required: Calculate factory overhead controllable
variance.
Calculation of Standard Overhead Rate:
Assuming that 90% column represents normal
capacity, the standard overhead rate is computed as follows:
Total factory overhead /
Direct labor hours
= $8,000 / 4,000
= $2 per standard direct labor
hour
At 90% capacity level, the
rate consists of:
Total variable factory overhead /
Direct labor hours
= $4,800 / 4,000
= $1.20 variable factory overhead rate
Total fixed factory overhead /
Direct labor hours
= $3,200 / 4,000
= $0.80 fixed factory overhead rate
Total factory overhead rate
at normal capacity:
($1.20 + $0.80) = $2.00
Calculation of Controllable variance:
| Actual factory overhead |
|
$7,384 |
| Budgeted allowance based
on standard hours allowed: |
|
|
|
Fixed expenses budgeted |
$3,200 |
|
|
Variable expenses (3,400 standard hours allowed × $1.20 variable
overhead rate) |
4,080 |
|
| |
---------- |
7,280 |
| |
|
----------- |
| Controllable variance |
|
$104unfav. |
| |
|
====== |
Factory overhead controllable variance
consists of variable expenses only and can also be calculated as follows:
| Actual variable expenses
($7,384 actual factory overhead – $3,200 of fixed expenses budgeted) |
$4,184 |
| Variable expenses for
standard hours allowed |
$4,080 |
| |
---------- |
| Controllable variance |
$104 unfav. |
| |
====== |
Possible reasons / causes for the
unfavorable controllable variance are:
-
Indirect materials were purchased from a different supplier with
higher costs.
- More
Indirect materials were used due to waste.
-
Indirect labor rates were higher due to a change in personnel or
higher negotiated raises than budgeted.
- Fixed overhead costs were more than
budgeted.
|