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Give an example of how, under absorption costing, operating income could fall even though the unit sales level rises.

Short Answer

Expert verified
Under absorption costing, increased production relative to sales can defer expenses into inventory, reducing operating income despite higher sales.

Step by step solution

01

Understand Absorption Costing

Absorption costing is a method of accounting where all manufacturing costs—both fixed and variable—are assigned to produced units. This means each unit of product carries a portion of the fixed manufacturing overhead, which affects the cost per unit and inventory valuation.
02

Consider Changes in Inventory Levels

Operating income under absorption costing can be impacted by the levels of inventory since fixed manufacturing overhead costs move with the inventory. If inventory levels rise, some of these costs are deferred to the balance sheet as part of inventory and don't impact the income statement immediately.
03

Evaluate the Increase in Unit Sales

When unit sales increase, it would generally suggest increased revenue, which would improve operating income. However, under absorption costing, if production exceeds sales, then more fixed overhead is absorbed into inventory, resulting in lower cost of goods sold on the income statement.
04

Assess the Impact on Operating Income

Operating income can decrease if the increased production causes more fixed overhead costs to be absorbed into inventory rather than expensed in the current period. This means even with higher sales, actual expenses appear lower, but the additional cost is just accumulating in inventories.
05

Consider Example

Suppose a company produces 1,000 units and sells 800 in one period with $5,000 fixed manufacturing costs. Next period, they produce 1,500 units but sell 1,300. The fixed cost per unit, initially seen as $5, reallocates as more units are produced, affecting the cost of goods sold compared to inventory valuation. With increasing inventory, more fixed costs are deferred, potentially decreasing operating income even with higher sales.

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Key Concepts

These are the key concepts you need to understand to accurately answer the question.

Operating Income
Operating income is an essential measure in finance and accounting, representing the profit a company makes from its core business operations. This is what remains after subtracting operating expenses, like wages and cost of goods sold, from total revenue.
To calculate operating income, use the formula:\[\text{Operating Income} = \text{Gross Profit} - \text{Operating Expenses}\]Where gross profit is calculated by subtracting cost of goods sold (COGS) from sales revenue.
In absorption costing, operating income can be influenced by changes in inventory levels. For instance, if more goods are produced but not sold, some fixed manufacturing overhead costs shift to the inventory balance, impacting COGS recorded. This deferral can create scenarios where operating income decreases even if sales increase, because the expenses aren't fully reflected in the current income statement.
Fixed Manufacturing Overhead
Fixed manufacturing overhead refers to costs that do not change with the level of production, such as rent, utilities, and salaries of permanent staff. These costs are essential to the manufacturing process and exist regardless of the number of units produced.
Under absorption costing, these fixed costs are divided among all units produced, creating a per-unit cost that includes a share of these overhead expenses.
For example:
  • If your total fixed manufacturing overhead is $10,000 and you produce 1,000 units, each unit carries $10 of overhead.
  • If production increases to 2,000 units, the per-unit overhead cost drops to $5.
In absorption costing, this can lead to variations in reported operating income due to changes in inventory, as not all overhead costs are immediately reflected in the cost of goods sold when production levels vary.
Inventory Valuation
Inventory valuation in accounting is the practice of assigning a monetary value to a company's unsold inventory. It's crucial as this valuations impact the cost of goods sold, net income, and in turn, the profitability of a business.
Under absorption costing, inventory includes not only direct materials and labor but also both fixed and variable manufacturing overhead. Since some costs are deferred in inventory, this method can delay the impact of increased fixed costs.
If production rates exceed sales, more fixed manufacturing overhead passes into inventory rather than being expensed, and inventory valuation increases.
This affects the financial statements by showing potentially lower expenses in the current period and higher inventory, which shifts the recognition of some costs to future periods when inventory is actually sold.
Cost of Goods Sold
Cost of Goods Sold (COGS) represents the direct costs attributable to the production of goods sold by a company. This includes the costs of materials and labor directly used in creating the product.
COGS is a crucial measure as it can significantly affect gross profit and, by extension, operating income.
When calculated under absorption costing, COGS also includes fixed manufacturing overhead allocated on a per-unit basis. This means changes in inventory levels can influence reported costs.
  • If many goods are produced but not sold in the current period, fixed costs become part of inventory, and COGS remains artificially low.
  • In contrast, selling a large number of goods that were manufactured in previous periods can increase COGS, as previously deferred costs are now recognized.
This makes the COGS amount less consistent across periods, as it depends on both production and sales activity, impacting overall operating income.

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Most popular questions from this chapter

Match each of the following items with one or more of the denominator-level capacity concepts by putting the appropriate letter(s) by each item: a. Theoretical capacity b. Practical capacity c. Normal capacity utilization d. Master-budget capacity utilization 1\. Measures the denominator level in terms of what a plant can supply 2\. Is based on producing at full efficiency all the time 3\. Represents the expected level of capacity utilization for the next budget period 4\. Measures the denominator level in terms of demand for the output of the plant 5\. Takes into account seasonal, cyclical, and trend factors 6\. Should be used for performance evaluation in the current year 7\. Represents an ideal benchmark 8\. Highlights the cost of capacity acquired but not used 9\. Should be used for long-term pricing purposes 10\. Hides the cost of capacity acquired but not used 11\. If used as the denominator-level concept, would avoid the restatement of unit costs when expected demand levels change

Earth's Best Light (EBL), a producer of energy-efficient light bulbs, expects that demand will increase markedly over the next decade. Due to the high fixed costs involved in the business, EBL has decided to evaluate its financial performance using absorption costing income. The production-volume variance is written off to cost of goods sold. The variable cost of production is \(\$ 2.70\) per bulb. Fixed manufacturing costs are \(\$ 1,015,000\) per year. Variable and fixed selling and administrative expenses are \(\$ 0.40\) per bulb sold and \(\$ 200,000,\) respectively. Because its light bulbs are currently popular with environmentally-conscious customers, EBL can sell the bulbs for \(\$ 9.60\) each. EBL is deciding among various concepts of capacity for calculating the cost of each unit produced. Its choices are as follows: Theoretical capacity\(\quad\) 725,000 bulbs Practical capacity\(\quad\) 406,000 bulbs Normal capacity \(\quad\)290,000 bulbs (average expected output for the next three years) Master budget capacity \(\quad\) 175,000 bulbs expected production this year 1\. Calculate the inventoriable cost per unit using each level of capacity to compute fixed manufacturing cost per unit. 2\. Suppose EBL actually produces 250,000 bulbs. Calculate the production- volume variance using each level of capacity to compute the fixed manufacturing overhead allocation rate. 3\. Assume EBL has no beginning inventory. If this year's actual sales are 175,000 bulbs, calculate operating income for EBL using each type of capacity to compute fixed manufacturing cost per unit.

Mile-High Foods, Inc., was formed in March 2011 to provide prepackaged snack boxes for a new low cost regional airline beginning on April 1. The company has just leased warehouse space central to the two airports to store materials. To move packaged materials from the warehouses to the airports, where final assembly will take place, Mile-High must choose whether to lease a delivery truck and pay a full-time driver at a fixed cost of \(\$ 5,000\) per month, or pay a delivery service a rate equivalent to \(\$ 0.40\) per box. This cost will be included in either fixed manufacturing overhead or variable manufacturing overhead, depending on which option is chosen. The company is hoping for rapid growth, as sales forecasts for the new airline are promising. However, it is essential that MileHigh managers carefully control costs in order to be compliant with their sales contract and remain profitable. Ron Spencer, the company's president, is trying to determine whether to use absorption, variable, or throughput costing to evaluate the performance of company managers. For absorption costing, he intends to use the practical- capacity level of the facility, which is 20,000 boxes per month. Production- volume variances will be written off to cost of goods sold. Costs for the three months are expected to remain unchanged. The costs and revenues for April, May, and June are expected to be as follows: Sales revenue \(\$ 6.00\) per box Direct material cost \(\$ 1.20\) per box Direct manufacturing labor cost \(\$ 0.35\) per box Variable manufacturing overhead cost \(\$ 0.15\) per box Variable delivery cost (if this option is chosen) \(\$ 0.40\) per box Fixed delivery cost (if this option is chosen) \(\$ 5,000\) per month Fixed manufacturing overhead costs \(\$ 15,000\) per month Fixed administrative costs \(\$ 28,000\) per month Projected production and sales for each month follow. High production in May is the result of an anticipated surge in June employee vacations. 1\. Compute operating income for April, May, and June under absorption costing, assuming that Mile-High opts to use a. the leased truck and salaried driver. b. the variable delivery service. 2\. Compute operating income for April, May, and June under variable costing, assuming that Mile-High opts to use a. the leased truck and salaried driver. b. the variable delivery service. 3\. Compute operating income for April, May, and June under throughput costing, assuming that MileHigh opts to use a. the leased truck and salaried driver. b. the variable delivery service. 4\. Should Mile-High choose absorption, variable, or throughput costing for evaluating the performance of managers? Why? What advantages and disadvantages might there be in adopting throughput costing? 5\. Should Mile-High opt for the leased truck and salaried driver or the variable delivery service? Explain briefly.

Cayzer Associates operates a chain of 10 hospitals in the Los Angeles area. Its central food-catering facility, Mealman, prepares and delivers meals to the hospitals. It has the capacity to deliver up to 1,300,000 meals a year. In \(2012,\) based on estimates from each hospital controller, Mealman budgeted for 975,000 meals a year. Budgeted fixed costs in 2012 were \(\$ 1,521,000\) Each hospital was charged \(\$ 6.46\) per meal \(-\$ 4.90\) variable costs plus \(\$ 1.56\) allocated budgeted fixed cost. Recently, the hospitals have been complaining about the quality of Mealman's meals and their rising costs. In mid- 2012 , Cayzer's president announces that all Cayzer hospitals and support facilities will be run as profit centers. Hospitals will be free to purchase quality-certified services from outside the system. Ron Smith, Mealman's controller, is preparing the 2013 budget. He hears that three hospitals have decided to use outside suppliers for their meals; this will reduce the 2013 estimated demand to 780,000 meals. No change in variable cost per meal or total fixed costs is expected in 2013. 1\. How did Smith calculate the budgeted fixed cost per meal of \(\$ 1.56\) in \(2012 ?\) 2\. Using the same approach to calculating budgeted fixed cost per meal and pricing as in 2012 , how much would hospitals be charged for each Mealman meal in \(2013 ?\) What would their reaction be? 3\. Suggest an alternative cost-based price per meal that Smith might propose and that might be more acceptable to the hospitals. What can Mealman and Smith do to make this price profitable in the long run?

Do companies in either the service sector or the merchandising sector make choices about absorption costing versus variable costing?

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