9-28 Variable and Absorption Costing, Sales, and Operating-Income Changes. Smart Safety

9-28 Variable and absorption costing, sales, and operating-income changes.
Smart Safety,
a three-year-old company, has been producing and selling a single type of bicycle helmet. Smart
Safety uses standard costing. After reviewing the income statements for the first three years,
Stuart Weil, president of Smart Safety, commented, “I was told by our accountants—and in fact,
I have memorized—that our breakeven volume is 52,000 units. I was happy that we reached that
sales goal in each of our first two years. But here’s the strange thing: In our first year, we sold
52,000 units and indeed we broke even. Then in our second year we sold the same volume and
had a positive operating income. I didn’t complain, of course… but here’s the bad part. In our
third year, we sold 20% more helmets, but our operating income fell by more than 80% relative
to the second year! We didn’t change our selling price or cost structure over the past three years
and have no price, efficiency, or spending variances… so what’s going on?!”
1. What denominator level is smart safety using to allocate fixed manufacturing costs to the
candy? How is smart safety disposing of any favorable or unfavorable production-volume
variance at the end of the year? Explain your answer briefly.
2. How did smart safety’s accountants arrive at the breakeven volume of 52,000 units?
3. Prepare a variable costing-based income statement for each year. Explain the variation in
variable costing operating income for each year based on contribution margin per unit and sales
volume.
4. Reconcile the operating incomes under variable costing and absorption costing for each year,
and use this information to explain to stuart weil the positive operating income in 2014 and the
drop in operating income in 2015.
SOLUTION
(40 min.) Variable and absorption costing, sales, and operating-income changes.
1. Smart Safety’s annual fixed manufacturing costs are $1,300,000. It allocates $25 of fixed
manufacturing costs to each unit produced. Therefore, it must be using $1,300,000  $25 =
52,000 units (annually) as the denominator level to allocate fixed manufacturing costs to the
units produced.
We can see from Smart Safety’s income statements that it disposes of any production
volume variance against cost of goods sold. In 2014, 62,400 units were produced instead of the
budgeted 52,000 units. This resulted in a favorable production volume variance of $260,000 F
[(62,400 – 52,000) units  $25 per unit], which, when written off against cost of goods sold,
increased gross margin by that amount.
2. The breakeven calculation, same for each year, is shown below:
201
Calculation of breakeven volume 2013 4 2015
Selling price ($2,236,000  52,000; $2,236,000 
59,000; $2,683,000  62,400) $43 $43 $43
Variable cost per unit (all manufacturing) 14 14 14
Contribution margin per unit $29 $29 $29
Total fixed costs $1,508,00
(fixed mfg. costs + fixed selling & admin. costs) $1,508,000 0 $1,508,000
Breakeven quantity =
Total fixed costs  contribution margin per unit 52,000 52,000 52,000
3.
Variable Costing
2013 2014 2015
52,00
Sales (units) 0 52,000 62,400
$2,236,00
Revenues 0 $2,236,000 $2,683,000
Variable cost of goods sold
Beginning inventory $14  0; 0; 10,400 0 0 145,600
Variable manuf. costs $14  52,000; 62,400; 52,000 728,000 873,600 728,000
Deduct ending inventory $14  0; 10,400; 0 0 (145,600) 0

728,00
Variable cost of goods sold 0 728,000 873,600
$1,508,00
Contribution margin 0 $1,508,000 $1,809,600
$1,300,00
Fixed manufacturing costs 0 $1,300,000 $1,300,000
208,00
Fixed selling and administrative expenses 0 208,000 208,000
$
Operating income 0 $ 0 $ 301,600

Explaining variable costing operating income
Contribution margin $1,508,00
($26 contribution margin per unit  sales units) 0 $1,508,000 $1,809,600
1,508,00
Total fixed costs 0 1,508,000 1,508,000
$
Operating income 0 $ 0 $ 301,600
4.
Reconciliation of absorption/variable costing
operating incomes 2013 2014 2015
(1) Absorption costing operating income $0 $260,000 $ 41,600
(2) Variable costing operating income 0 0 301,600
(3) Difference in operating incomes = (1) – (2) $0 $260,000 $(260,000)
(4) Fixed mfg. costs in ending inventory under absorption
costing (ending inventory in units  $25 per unit) $0 $260,000 $ 0
(5) Fixed mfg. costs in beginning inventory under absorption
costing (beginning inventory in units  $25 per unit) 0 0 260,000
(6) Difference = (4) – (5) $0 $260,000 $(260,000)
In the table above, row (3) shows the difference between the operating income under absorption
costing and the operating income under variable costing, for each of the three years. In 2013, the
difference is $0; in 2014, absorption costing income is greater by $260,000; and in 2015, it is less
by $260,000. Row (6) above shows the difference between the fixed costs in ending inventory
and the fixed costs in beginning inventory under absorption costing; this figure is $0 in 2013,
$260,000 in 2014, and –$260,000 in 2015. Row (3) and row (6) explain and reconcile the
operating income differences between absorption costing and variable costing.
Stuart Weil is surprised at the non-zero, positive net income (reported under absorption
costing) in 2014, when sales were at the ‘breakeven volume’ of 52,000; further, he is concerned
about the drop in operating income in 2015, when, in fact, sales increased to 62,400 units. In
2014, starting with zero inventories, 62,400 units were produced and 52,000 were sold, i.e., at
the end of the year, 10,400 units remained in inventory. These 10,400 units had each absorbed
$25 of fixed costs (total of $260,000), which would remain as assets on Smart Safety’s balance
sheet until they were sold. Cost of goods sold, representing only the costs of the 52,000 units
sold in 2014, was accordingly reduced by $260,000, the production volume variance, resulting in
a positive operating income even though sales were at breakeven levels. The following year, in
2015, production was 52,000 units, sales were 62,400 units, i.e., all of the fixed costs that were
included in 2014 ending inventory flowed through COGS in 2015. Contribution margin in 2015
was $1,809,600 (62,400 units  $29), but in absorption costing, COGS also contains the
allocated fixed manufacturing costs of the units sold, which were $1,560,000 (62,400 units 
$25), resulting in an operating income of $41,600 = 1,809,600 – $1,560,000 – $208,000 (fixed
sales and admin.) Hence the drop in operating income under absorption costing, even though
sales were greater than the computed breakeven volume: inventory levels decreased sufficiently
in 2015 to cause 2015’s operating income to be lower than 2014 operating income.
Note that beginning and ending with zero inventories during the 2013-2015 period, under
both costing methods, Smart Safety’s total operating income was $301,600.

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9-28 Variable and absorption costing, sales, and operating-income changes.

2. The breakeven calculation, same for each year, is shown below:

Deduct ending inventory $14  0; 10,400; 0 0 (145,600) 0

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