Direct Labor Efficiency Variance
Learning Objective of the article:
- Define and explain “direct labor efficiency | usage variance” .
- How direct labor efficiency (labour analysis) or usage variance is calculated?
- What are the reasons / causes of unfavorable or favorable labor efficiency variance?
Contents:
- Definition and explanation
- Formula of direct labor efficiency variance
- Example
- Who is responsible for direct labor efficiency variance?
- Exercises
Definition and Explanation:
The quantity variance for direct labor is generally called direct labor efficiency variance or direct labor usage variance. This variance measures the productivity of labor time. No variance is more closely watched by management, since it is widely believed that increasing the productivity of direct labor time is vital to reducing costs. The formula for the labor efficiency variance is expressed as follows:
Formula of labor efficiency variance:
[Labor efficiency variance = (Actual hours worked × Standard rate) − (Standard hours allowed × Standard rate)]
Labor Analysis Example:
A company produces 2000 units of finished products using 5,400 hours. Standard time allowed for a unit of finished product is 2.5 hours. Standard rate that is paid to workers is $14.00 per direct labor hour.
Calculate direct labor efficiency variance or direct labor quantity variance.
Calculation of direct labor efficiency or quantity or usage variance.
Labor efficiency variance = (Actual hours worked × Standard rate) − (Standard hours allowed × Standard rate)
= (5,400 × $14.00 ) − (5,000* × $14.00)
= $75,600 − $70,000
= $5,600 Unfavorable
5,000* = 2,000 actual production × 2.50 standard hour allowed per unit
Processing of 2000 units required more time than what was allowed by standards. The result is an unfavorable labor efficiency variance. A favorable labor efficiency variance occurs when actual processing time is less than the time allowed by standards.
Who is Responsible for Labor Efficiency Variance?
The manager in charge of production is generally considered responsible for labor efficiency variance. However, purchase manager could be held responsible if the acquisition of poor materials resulted in excessive labor processing time. Possible causes / reasons of an unfavorable efficiency variance include poorly trained workers, poor quality materials, faulty equipment, and poor supervision. Another important cause / reason of an unfavorable labor efficiency variance may be insufficient demand for company’s products.
If customers orders are insufficient to keep the workers busy, the work center manager has two options, either accept an unfavorable labor efficiency variance or build up inventories. The second option is opposite to the basic principle of just in time (JIT). Inventories with no immediate prospect of sale is a bad idea according to just in time approach. Inventories, particularly work in process inventory leads to high defect rate, obsolete goods, and generally inefficient operations. As a consequence, when the work force is basically fixed in the short term, managers must be cautious about how labor efficiency variances are used. Some managers advocate dispensing with labor efficiency variance entirely in such situations―at least for the purpose of motivating and controlling workers on the shop floor.
Exercises:
Exercise 1: Labor Variance Analysis
The processing of a product requires a standard of 0.8 direct labor hours per unit for Operation 4-802 at a standard wage rate of $6.75 per hour. The 2,000 units actually required 1,580 direct labor hours at a cost of $6.90 per hour.
Required: Calculate labor efficiency variance or Labor usage variance.
Solution:
Time | Rate | Amount | |
Actual hours worked | 1,580 | $6.75 standard | $10,665 |
Standard hours allowed | 1,600 | $6.75 standard | 10,800 |
——– | ——– | ——– | |
Labor rate variance | (20) | $6.75 | $(135) fav. |
You may also be interested in other articles from “standard costing and variance analysis” chapter
- Standard Costs and Management By Exception
- Setting Standard Costs – Ideal Versus Practical Standards
- Direct Materials Price and Quantity Standards
- Direct Materials Price Variance
- Direct Materials Quantity Variance
- Direct Labor Rate and Efficiency Standards
- Direct Labor Rate/Price Variance
- Direct Labor Efficiency | Usage | Quantity Variance
- Manufacturing Overhead Standards
- Overall or net factory overhead variance.
- Controllable variance
- Volume variance
- Spending variance
- Idle capacity variance
- Efficiency variance
- Spending variance
- Variable efficiency variance
- Fixed efficiency variance
- Idle capacity variance
- Mix and Yield Variance – Definition and Explanation
- Materials Mix and Yield Variance
- Labor Yield Variance
- Factory Overhead Yield variance
- Variance Analysis and Management By Exception
- Managerial importance and usefulness of variance analysis
- Advantages and Disadvantages of Standard Costing System
- Standard Costing Discussion Questions and Answers
- Standard Costing and Variance Analysis Formulas
- Standard Costing and Variance Analysis Problems and Solution
- Standard Costing and Variance Analysis Case Study
Other Related Accounting Articles:
- Direct Labor Rate | Price Variance rate
- Overall or Net Factory Overhead Variance
- Standard Costing and Variance Analysis Problems & Solution
- Direct Labor Standards
- Direct Materials Quantity Variance
- Factory Overhead Idle Capacity Variance
- Factory Overhead Spending Variance
- Direct Materials Price Variance
- Advantages and Disadvantages of Standard Costing and Variance Analysis
- Standard Costing and Variance Analysis Case Study
Recommended Books !
Or
Download E accounting book in MS-word format for just 20 $ - Click here to Download
Comments / Questions
No Comments or Questions yet be the first to comment.