Inventory
Control
The term
‘Inventory’ is used to denote (i) goods awaiting sale (the stock items of a
trading concern and the finished stocks of a manufacturer); (ii) the goods in
course of manufacture, known as work-in-progress, and (iii) goods to be used
directly or indirectly in production, i.e., raw materials and supplies.
In a
manufacturing company, normally the cost of materials constitutes fifty percent
of the production cost and the cost of inventory (i.e., raw materials W.I.P.,
and finished good) represents about one-third of the total assets. As the costs
of materials and inventory are quite formidable but at the same time
controllable, there is a great need felt for proper planning, purchasing,
handling and accounting for the same, and also to organize the system of
inventory control in a manner that it may provide the maximum profitably to the
management.
Techniques of Inventory Control
The techniques or the tools
generally used to effect control over the inventory are the following:
1)
Budgetary techniques for inventory planning;
2)
A-B-C. System of inventory control;
4)
VED Analysis;
5)
Perpetual inventory system and the system of
store verification;
6)
Fixation of Stock Level;
7)
Control Ratios.
1)
Budgetary Techniques
For the purchase
of raw materials and stocks, what we required is a purchase Budged to be
prepared in terms of quantities and values involved. The sales stipulated as
per sales Budget of the corresponding period generally works out to be the key
factor to decide the production quantum during the budget period, which
ultimately decides the purchases to be made and the inventories to be planned.
2)
A-B-C Analysis
To exercise
proper control on stores, it is essential that the store items should be
classified according to values so that the most valuable items may be paid
greater and due a attention regarding their safety and care, as compared to
others. The stores are divided into three categories generally, viz., A, B, and
C.
In the ABC
system, greatest care and control is to be exercised on the items of ‘A’ list
as any loss or breakage or wastage of any items of this list may prove to be
very costly; proper care need be exercised on ‘B’ list items and comparatively
less control is needed for ‘C’ list items. The rules relating to receipt
maintenance issue and writing off stores items should be formed in accordance
with the utility and value of the items based on the above categorization.
ABC analysis
measures the cost significance of each item of materials. It concentrated on
important items, so it is also known as ‘Control by importance and Exception’.
3)
Economic
Order Quantity
This
represents the normal quantity to be placed on order when the stock has reached
its re-order level. Re-ordering quantity is to be fixed taking into account the
maximum and minimum stock levels. The quantity ordered must be that which, when
added to the minimum stock, will not exceed the maximum stock to be carried at
any point of time. The following factors govern the re-ordering quantity:
a)
Average consumption
b)
Cost of pacing order
c)
Cost of storage
d)
Interest on capital etc.
EOQ = Economic
order quantity or number of units in one lot.
A = Annual usage in units
S = Ordering costs for one order (or
set-up costs for one set-up)
I = Inventory carrying costs per unit
per year.
4)
VED Analysis:
VED
– Vital, Essential, Desirable – analysis is used primarily for control of spare
parts. The spare, parts can be divided into three categories – vital, essential
or desirable – keeping in view the critically to production.
5)
Perpectual Inventory System
Perpectual
Inventory is a system of records maintained by the controlling department,
which reflects the physical movement of stocks and their current balance. It
aims at devising the system of records by which the receipts and issues of
stores may be recorded immediately at the time of each transaction and the
balance may be brought out so as to show the up-to-date position. The records
used for perpectual inventory are:
a)
Bin Cards;
b)
Store Ledger Accounts or Stores Record cards;
c)
The forms and documents used for receipt, issue
and transfer of materials.
6)
Fixation of stock level
The object of fixing stock levels for
each item of material is to maintain required quantity of materials in the
store and thereby the expenses may be reduced. The different stock levels are:
(1) Minimum stock level (2) Maximum stock level (3) Reorder stock level
a.
Minimum
stock level: It
represents the minimum quantity of an item of material to be kept in the store
at any time. Material should not be allowed to fall below this level. If the
stock goes below this level, production may be held up for want of materials.
This stock is also known as safety stock level or buffer stock.
b.
Maximum stock level:
It is the stock level above which stock should not be
allowed to rise. This is the maximum quantity of stock of raw materials which
can be had in the stock. It is goes above, it will be overstocking.
c.
Reorder
stock level: It
is the point at which the storekeeper should initiate purchase requisition for
fresh supply. This level lies between the maximum level and the minimum level.
7)
Control Ratios
The control
ratios are mainly two –
a)
Inventory Turnover Ratio which we have studied
and
b)
Input-output Ratio.
Inventory
Turnover: Inventory Turnover
is a ratio of the value of the materials consumed during a period to the
average value of inventory held during that period.
If the inventory
turnover rate in terms of value of materials is high, or if the length of the
inventory turnover period is short, the material is said to be fast moving. So
if the rate of consumption is fast or if the inventory turnover rate is good,
it is a healthy measure of efficiency of materials control, as the capital
employed is properly utilized.
Input-output Ratio: The Input-output
Ratio is the ratio of the raw material put into manufacture and the standard
raw materials content of the actual output.
This ratio
enables one to find out whether the usage of the materials is favourable or
not. A standard ratio of input of materials and output of material should be
determined and the actual ratio should be compared with the standard ratio.
Answer of Q.N.2.
COST SHEET
Cost Sheets are
statements setting out the costs of a product giving details of all the costs.
Presentation of costing information depends upon the method of costing. A cost
sheet can be prepared weekly, monthly, quarterly or annually. In a cost sheet
besides total expenditure incurred, cost per unit of output in case of each
element of cost can be shown in a separate column. The cost sheet should give
cost per unit in the previous period for the purposes of comparison.
Walter & Bigg define, “The
expenditure which has been incurred upon production for a period is extracted
from the financial books and the store records, and set out in a memorandum or
a statement. If this statement is confined to the disclosure of the cost of the
units produced during the period, it is a termed as a cost sheet”. In other
words cost sheet is a statement showing the total cost under proper
classification in a logical order.
Components of Total Cost
1. Prime Cost
Prime cost consists of
costs of direct materials, direct labors and direct expenses. It is also known
as basic, first or flat cost.
2. Factory Cost
Factory cost comprises
prime cost and, in addition, works or factory overheads that include costs of
indirect materials, indirect labors and indirect expenses incurred in a
factory. It is also known as works cost, production or manufacturing cost.
3. Office Cost
Office cost is the sum
of office and administration overheads and factory cost. This is also termed as
administration cost or the total cost of production.
4. Total Cost
Selling and distribution
overheads are added to the total cost of production to get total cost or the
cost of sales.
Preparation
of Cost sheet
The following particulars have
been extracted from the costing records of a manufacturing co., for the year
ended 30th June, 1991.
Rs.
|
|
Raw material purchase
|
1,00,000
|
Wages
|
|
Direct
|
60,000
|
Indirect
|
10,000
|
Office Salaries
|
22,000
|
Finished Goods stock
|
10,000
|
Advertising
|
6,000
|
Agent’s Commission
|
10,000
|
Rent, rates & taxes etc
(9/10 for works , 1/10 for office)
|
2,000
|
Works
|
4,000
|
Building-repairs
|
2,000
|
Salaries-plant
|
4,000
|
Depreciation
|
Rs.
|
Plant Machinery
|
4,000
|
Building
|
2,000
|
Carriage inward
|
2,000
|
Carriage Outward
|
6,000
|
Sales
|
4,00,000
|
Opening Stock-
|
|
Raw material
|
40,000
|
Travelling expenses
|
2,000
|
Power
|
2,000
|
Plant Maintenance
|
8,000
|
Miscellaneous expenses
|
|
Plant
|
2,000
|
Office
|
2,000
|
Closing Stock
|
|
Raw Materials
|
40,000
|
Finished goods
|
6,000
|
Building is occupied 9/10 by
factory and 1/10 by office. Production 20,000 (Units). You are required to
prepare a detailed cost statement showing: Materials consumed, Prime cost,
Works on cost, Cost of production, Cost of sales and Profit earned.
Solution
Cost statement of the
year ended 30th June, 1991.
Particular
|
Total Cost
|
Cost per unit
|
||
Opening Stock of raw material
|
40,000
|
|||
Add Purchases
|
1,00,000
|
|||
Add Carriage inward
|
2,000
|
|||
1,42,000
|
||||
Less Closing stock or raw
materials
|
40,000
|
|||
i) Materials consumed
|
1,02,000
|
5.10
|
||
Direct labour
|
60,000
|
3,00
|
||
ii) Prime Cost
|
1,62,000
|
8.10
|
||
Add: Factory overheads
|
||||
Indirect Wages
|
10,000
|
0.50
|
||
Power
|
2,000
|
0.10
|
||
Plant Maintenance
|
8,000
|
0.40
|
||
Rent, rates and taxes (9/10)
|
1,800
|
0.09
|
||
Misc. Expenses
|
2,000
|
0.10
|
||
Repairs – Building (9/10)0.20
|
1,800
|
0.20
|
||
Salaries – Plant
|
4000
|
0.20
|
||
Depreciation – Plant
|
4,000
|
0.09
|
||
-Building (9/10)
|
1,800
|
34,000
|
1.77
|
|
iii) Works cost
|
1,97,400
|
9.87
|
||
Add: Office Overheads
|
||||
Office Salaries
|
22,000
|
1.10
|
||
Rents, Rates and Taxes (1/10)
|
200
|
0.01
|
||
Misc. expenses
|
4,000
|
0.20
|
||
Repairs – Building (1/10)
|
200
|
0.01
|
||
Depreciation- Building (1/10)
|
200
|
26,600
|
0.01
|
1.33
|
iv) Cost of Production
|
2,24,000
|
11.20
|
||
Add: Opening Stock of finished product
|
10,000
|
|||
2,34,000
|
||||
Less: Closing stock of finished goods
|
6,000
|
|||
Cost of goods sold
|
2,28,000
|
|||
Add: Selling and distribution overheads
|
||||
Carriage outwards
|
6,000
|
|||
Travelling expenses
|
2,000
|
|||
Advertising
|
6,000
|
|||
Agent’s Commission
|
10,000
|
24,000
|
||
Cost of Sales
|
2,52,000
|
|||
Add Profit margin
|
1,48,000
|
|||
v) Sales value
|
4,00,000
|
|||
Answer of Q.N.3 (a).
Types of Cost:
Cost classification is the process of grouping costs according to their
common characteristics. It is the placement of like items together according to
their common characteristics. A suitable classification of costs is of vital
importance in order to identify the cost with cost centers or cost units. Costs
may be classified according to their nature, i.e. material, labour and expenses
and a number of other characteristics. The important ways of classification
are:
a)
By Nature or Elements
b)
By Functions
c)
As Direct and Indirect
d)
By Variability
e)
By Controllability
f)
By Normality
g)
By Capital or Revenue
h)
By Time
i)
According to Planning and Control
j)
For Managerial Decisions.
By Nature or
Element or Analytical Classification
According to this
classification, the costs are divided into three categories i.e. Materials,
Labour and Expenses. There can be further sub classification of each element;
for example, material into raw material components, and spare parts, consumable
stores, packing material etc. This classification is important as it helps to find
out the total cost, how such total cost is constituted and valuation of work in
progress.
By Functions
According to
this classification costs are divided as follows:
Manufacturing and Production
Cost: This is the total of costs involved in manufacture, construction
and fabrication of units of production.
Commercial Cost: This is
the total of costs incurred in the operation of a business undertaking other
than the cost of manufacturing and production. Commercial cost may further be
sub-divided into (a) administrative cost and (b) selling and distribution cost.
As Direct and
Indirect
According to this
classification, total cost is divided into direct costs and indirect costs.
Direct costs are those
which are incurred for and may be conveniently identified with a particular
cost centre or cost unit. Materials used and labour employed are common
examples of direct costs.
Indirect costs are those
cost which are incurred for the benefit of number of cost centers or cost units
and cannot be conveniently identified with a particular cost centre or cost
unit. Examples of indirect cost include rent of building, management salaries,
machinery depreciation etc.
By Variability
According to
this classification, costs are classified into three groups viz. fixed, variable
and semi-variable.
(i) Fixed or period costs
are commonly described as those which remain fixed in total amount with
increase or decrease in the volume of output or productive activity for a given
period of time. Examples of fixed costs are rent, insurance of factory
building, factory manager’s salary etc.
(ii) Variable or product costs
are those which vary in total in direct proportion to the volume of output. Examples
are direct material costs, direct labour costs, power, repairs etc. Such costs
are known as product costs because they depend on the quantum of output rather
than on time.
(iii) Semi-variable costs
are those which are partly fixed and partly variable. For example, telephone
expenses included a fixed portion of annual charge plus variable charge
according to calls; thus total telephone expenses are semi-variable. Other
examples of such costs are depreciation, repairs and maintenance of building and
plant etc.
By
Controllability
Under this, costs are classified
according to whether or not they are influenced by the actions of a given
member of the undertaking. On this basis it is classified into two categories:
(i) Controllable costs
are those which can be influenced by the action of a specified member of an
undertaking, that is to say, costs which are at least partly within the control
of management. Generally speaking, all direct costs including direct material,
direct labour and some of the overhead expenses are controllable by lower level
of management.
(ii) Uncontrollable costs
are those which cannot be influenced by the action of a specified member of an
undertaking that it is to say, which are within the control of management. Most
of the fixed costs are uncontrollable. For example, rent of the building is not
controllable and so are managerial salaries.
By Normality
Under this, costs are classified
according to whether these are cost which are normally incurred as a given
level of output in the conditions in which that level of activity is normally
attained. On this basis, it is classified into two categories:
(a) Normal cost: It is
the cost which is normally incurred at a given level of output in the
conditions in which that level of output is normally attained. It is a part of
cost of production.
(b) Abnormal cost: It is
the cost which is not normally incurred at a given level of output in the
conditions in which that level of output is normally attained. It is not a part
of cost of production and charged to Costing Profit and Loss Account.
By Capital and
Revenue or Financial Accounting Classification
The cost which is incurred in
purchasing assets either to earn income or increasing the earning capacity of
the business is called capital cost. For example, the cost of a rolling machine
in case of steel plan. Such cost is incurred at one point of time but the
benefits accruing from it are spread over a number of accounting years.
It any expenditure is done in
order to maintain the earning capacity of the concern such as cost of
maintaining an asset or running a business it is revenue expenditure e.g. cost of
materials used in production, labour charges paid to convert the material into production,
salaries, depreciation, repairs and maintenance charges, selling and distribution
charges etc.
By Time
Cost can be
classified as (i) Historical costs and (ii) Predetermined costs.
i) Historical costs: The
cost which is ascertained after their incurrence is called historical costs.
ii) Predetermined costs: Such
costs are estimated costs i.e. computed in advance of production taking into consideration
the previous period’s costs and the factors affecting such costs. Predetermined
cost determined on scientific basis becomes standard cost.
According to
Planning and Control
Planning and control are two
important functions of management. Cost accounting furnishes information to the
management which is helpful is the due discharge of these two functions.
According to this, costs can be classified as budgeted costs and standard
costs.
i) Budgeted costs: Budgeted
costs represent an estimate of expenditure for different phases of business
operations such as manufacturing, administration, sales, research and
development etc. coordinated in a well conceived framework for a period of time
in future which subsequently becomes the written expression of managerial targets
to be achieved.
ii) Standard Cost: Standard
cost is the predetermined cost based on a technical estimate for materials,
labour and overhead for a selected period of time and for a prescribed set of
working conditions.
For Managerial
Decisions
On this
basis, costs may be classified into the following costs:
i) Marginal cost: Marginal
cost is the total of variable costs i.e. prime cost plus variable overheads.
ii) Out of pocket costs: This
is that portion of the cost which involves payment to outsiders i.e., gives
rise to cash expenditure as opposed to such costs as depreciation, which do not
involve any cash expenditure.
iii) Differential costs: The
change in costs due to change in the level of activity or pattern or method of
production is known as differential costs.
iv) Sunk costs: A sunk
cost is an irrecoverable cost and is caused by complete abandonment of a plant.
It is the written down value of the abandoned plant less its salvage value.
v) Imputed costs: These
costs are those costs which appear in cost accounts only e.g. national rent
charged on business premises owned by the proprietor, interest on capital for
which no interest has been paid. These costs are also known as notional costs.
vi) Opportunity cost: It
is the maximum possible alternative earning that might have been earned if the
productive capacity or services had been put to some alternative use.
vii) Replacement cost: It
is the cost at which there could be purchased an asset or material identical to
that which is being replaced or revalued. It is the cost of replacement at
current market price.
viii) Avoidable and unavoidable
cost: Avoidable costs are those which can be eliminated if a particular
product or department, with which they are directly related, is discontinued.
Unavoidable cost is that cost which will not be eliminated with the
discontinuation of a product or department.
Answer of Q.N.3 (b).
Methods of
Wages Payment
The methods
of remuneration can be classified into:
a)
Time Rate System
b)
Pieced Rate System
c)
Incentive Schemes
a)
Time
Rate System
In this system, a worker is paid on the basis of attendance for the day
or according to the hours of the day, regardless of the output. This system is
also known as time work, day work, day age rate or day rate. The wage rate of
the day worker may be fixed on hourly, daily, weekly, fortnightly, or monthly
basis depending on the practice followed in the concern. There are two variants
of this system, each differing only in so far as the fixation of the time rate
is concerned. They are:
1.
Measured Day work or Graduated Time Rate
2.
Differential Time Rate
Graduated Time Rate: Under this method wages are paid at time rates
which vary according to
a.
Merit-rating of the workers, or
b.
Changes in the cost of living index.
It the cost of living goes up, the wages also go up proportionately, and
vice versa. Thus the works get the real wages. Similarly, the workers having
higher merit rating get higher wages, and the workers with lower rating get
lower wages.
Differential Time Rate: Workers
are paid rate accounting to their individual efficiency. They are paid normal
rate upto a certain percentage of efficiency and the rate increases in steps
for efficiency slabs beyond the standard. As the efficiency is measured in
terms of output, this method does not fall strictly under the area of time rate
system.
b) Piece
Rate System
The payment of wages under this
system is based upon the out turn of the worker. The rate is fixed per piece of
work and the worker is paid according to the pieces of work completed or the
volume of work done by him, irrespective of the time taken by him in completing
that work. A workman is free to earn as much as his ability, energy, or skill
would allow to him to produce. The piece rate System can be classified into:
a.
Straight Piece Rate.
b.
Differential Piece Rate.
Straight Piece Rates: It is a simple method of making payment
at a fixed rate per unit for the units manufactured. Earnings = Number of units
X Rate per unit.
Differential Piece Rates: Under this system, efficient workers
are paid wages at a lower rate. A definite standard of efficiency is set for
each job and for efficiency below or above the standard different piece rates
are paid according to different levels of efficiency. The following two methods
of wage payment are studied under this system:
a.
Taylor Differential Piece-rate Method, and
b.
Merrick Differential Piece rate Method
Taylor Differential Piece-Rate: F.W. Taylor thought to improve the efficiency
of workers by suggesting two rates of payment of wages:
A higher rate
to the workers who product equal to or more than the standard fixed for
production during the day, and a lower rate to the workers who do not achieve
the standard.
Merrick Differential Piece-rate:
In the Taylor Method, the effect on the wages is quite sharp in the
marginal cases. To remove this defect Merrick suggested three piece rates for a
job as follows:
Percentage of
Standard Output Payment
under Merrick Method
Upto 83% Normal
piece rate
Above 83% and
upto 100% 110% of
normal piece rate
Above 100% 120%
of normal piece rate
c) Incentive
Schemes
Under this
heading, we study the following methods:
a.
Halsey Premium Scheme;
b.
Halsey Weir Scheme;
c.
Rowan Premium Scheme;
Halsey
Premium Scheme: Under this plan,
i.
Time rate is guaranteed;
ii.
Standard time is fixed for the job or operation;
iii.
The workers producing more than the standard, or the workers
completing the work in less than the standard time fixed, get bonus in addition
to the ordinary time wage;
iv.
The bonus of the premium, by whatever name
called, is 30 to 70 percent of the wages of time saved, the usual percentage
being 50%,
v.
The remaining of the bonus percentage is shared
by the employer.
Total wages under this scheme is
calculated with the help of the following formula:
Earnings = Time taken x Rate per
hour + 50% (Time saved x Rate per hour)
Halsey
– Weir Scheme: This schedule is similar to Halsey scheme except that in
this scheme the workers and employers share the premium in 1:2 ratio.
Rowan
Premium Scheme (variable sharing plan): Mr. James Rowan introduced this
scheme in Glasgow in 1898. It is similar to Halsey scheme but the premium
concept here is different. Here the premium is in the ratio of Time saved to
Standard time, calculated on the ordinary wages.
Total wages
under this scheme is calculated with the help of the following formula:
Earnings =
Time taken x Rate per hour + Time saved / Standard time (Time taken x Rate per
hour)
Answer of Q.N.4. Differentiate between the
following:
(a)
FIFO and LIFO
Ans: Difference between FIFO and
LIFO Method:
FIFO method: According to this method the units first
entering the process are completed first. Thus the units completed during a
period would consist partly of the units which were incomplete at the beginning
of the period and partly of the units introduced during the period. The cost of completed units is affected by
the value of the opening inventory, which is based on the cost of the previous
period. The closing inventory of work-in-process is valued at its current cost.
LIFO method:
According to this method units last entering the process are to be completed
first. The completed units will be shown at their current cost and the
closing-work in process will continue to appear at the cost of the opening
inventory of work-in-progress along with current cost of work in progress if
any.
(b)
Allocation and Apportionment
Ans: Difference between
Allocation and Apportionment
Allocation
|
Apportionment
|
1)
Allocation means the allotment of
whole items of cost to cost centres or cost units.
2)
It deals with the whole items of
cost.
3)
Cost is directly allocated to any
cost centre or cost units.
4)
Cost is allocated when the cost
centre uses whole of the benefits of the expenses.
|
1)
Apportionment means allotment of
proportion of items of cost to cost centres or cost units.
2)
It deals with only proportion of
items of cost.
3)
It needs a suitable basis for
subdivision of cost by cost centres or cost units. Thus it is indirect
process of allotment.
4)
Cost is apportioned when cost centres
use only a proportion of the benefits of the whole expenses.
|
(c) Job
Costing and Contract costing
Ans: Difference between Job costing and
Contract Costing
Job costing: It is also called specific order costing. It
is adopted by industries where there is no standard product and each job or
work order is different from the others. The job is done strictly according to the
specifications given by the customer and usually the job takes only a short
time for completion. The purpose of job costing is to ascertain the cost of
each job separately. Job costing is used by printing presses, motor repair
shops, automobile garages, film studios, engineering industries etc.
Contract costing: It is also known as
terminal costing. Basically, this method is similar to job costing. However, it
is used where the job is big and spread over a long period of time. The work is
done according to the specifications of the customer. The purpose of contract
costing is to ascertain the cost incurred on each contract separately. Hence a separate
account is prepared for each contract. This method is used by firms engaged in
ship building, construction of buildings, bridges, dams and roads.
(d) Normal
Process loss and Abnormal Process Loss
Ans:
Difference between Normal Process loss and Abnormal Process Loss
Normal
loss: It is part of process cost which is caused under normal circumstances. It
is inevitable. Example, weight loss, scrap loss, pilferage. Normal loss is
calculated at a certain % of input in unit in respective process. It may have
scrap value. The cost of such normal loss is included in the total process cost
but the scrap value is deducted with total cost by crediting scrap value in
process account.
Abnormal
Loss: It is the part of the process loss caused due to abnormal circumstances
in the factory. For Ex, labour strike, break down of machinery. It is avoidable
and controllable by mgmt. Abnormal loss occurs in addition to normal loss. Abnormal
spoilage or defective work may arise in a process due to unforeseen factors.
The cost of such abnormal loss is not included in the total process cost but
the average cost of the lost units is charged to an Abnormal Loss Account which
is credited with the scrap and closed to the Profit and Loss Account. Thus, in
computing the abnormal loss, scrap value of the abnormal lost units will be
ignored but in working out the loss for charging to Profit and Loss Account,
this will be taken into consideration.
Answer of Q.N.5.
a)
Cost Centre
A large business
is divided into a number of functional departments (such as production, marketing
and finance) for administrative convenience. These departments are further
divided into smaller divisions for cost ascertainment and control. These
smaller divisions are called cost centers. A cost centre is a location, person
or item of equipment (or group of these) in relation to which cost can be
ascertained and controlled. In simple words, it is a subdivision of the
organization to which cost can be charged.
The
determination of suitable cost centre is very important for the purpose of cost
ascertainment and control. The manager of a cost centre is held responsible for
control of cost of his cost centre. The number and size of cost centers vary
from organization to organization. The selection of a suitable cost centre
depends on the following factors:
a. Nature and
size of the business.
b. Layout and
organization of the factory.
c. Availability
of various cost data and information.
d. Management
policy regarding cost ascertainment and control.
b) Idle Time
When workers
spent their whole time at different jobs, then the time booked for jobs must
with the gate time. Ordinarily the time booked for jobs does not agree with the
gate time. It so happens, because of reasons like, waiting for materials,
machine breakdown, waiting for instruction, power failure etc. Reconciliation
of gate time with time booked is facilitated by preparing an idle time card.
Causes of Idle
Time: Idle time arises because of:
a)
Power failure
b)
Waiting for work
c)
Waiting for instruction
d)
Waiting for tools
e)
Machine breakdown
f)
Bad Planning of work
g)
Accidents, strikes etc.
h)
Time wasted in changing from one job to another
i)
Season nature of industry
j)
Time taken to reach the department, from gate
Control of Idle
Time: Following steps are suggested to control idle time:
a)
Vigilance must be exercised to control and
eliminate idle time.
b)
The instructions to the workers should be given
in advance so that workers need not wait.
c)
Plant and machine should be maintained properly
so that their breakdown can be avoided
d)
The causes of the idle time should be found out
and the root cause must be removed.
e)
Regular and timely supply of raw materials must
be made available through a good system of storing materials.
c) Selling and Distribution overhead
Selling overhead relates to
the expenses incurred for promoting the marketing of the products, securing and
executing the orders. Examples are salaries, commission and travelling expenses
of salesmen, sales office expenses, advertisement and publicity; cost of price
lists and catalogues, market research expenses, bad debts, etc.
Distribution overhead is the
cost of delivery and dispatch of finished products from the factory to
warehouse and from warehouse to customers, and includes the cost of bringing
returnable containers, if any, to the factory till they are ready for reuse.
Examples are carriage and freight, depreciation of delivery vans, repairs and
maintenance and insurance of delivery vans, warehouse rent and expenses,
transit insurance of finished goods.
Selling and Distribution are
therefore, two distinct functions, but in most of the organisations, they are
grouped together as selling and distribution expenses for the purpose of
accounting and control. With the increase in advertisement and sales
promotional activities, widening of sales territories and direct handling of
distribution, the importance of these costs has grown up considerably.
d) Work in progress
Work in process (WIP) is inventory that has been partially converted to finished goods through the production process, but
which requires additional work before it can be recorded as finished goods
inventory. WIP excludes inventory of raw
materials at the start of the production cycle and finished products inventory
at the end of the production cycle.
The cost of
work-in-process typically includes all of the raw
material cost related to the
final product, since raw materials are usually added at the beginning of the
conversion process. Also, a portion of the direct
labor cost and factory overhead will also be assigned to
work-in-process; more of these costs will be added as part of the remaining
manufacturing process.
The calculation
of ending work in process is:
Beginning WIP +
Manufacturing costs - Cost of goods manufactured
For example, ABC
International has beginning WIP of Rs. 5,000, incurs manufacturing costs of Rs.
29,000 during the month, and records Rs. 30,000 for the cost of goods
manufactured during the month. Its ending work in process is:
Rs. 5,000
Beginning WIP + Rs. 29,000 Manufacturing costs – Rs. 30,000 cost of goods
manufactured = Rs. 4,000 Ending WIP
This formula
only yields an approximate ending work in process number, since such factors as
scrap; spoilage etc. can cause a
considerable divergence between the results of the formula and the cost of the
actual WIP on hand.
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