Hartz Mountain Inc. manufactures small industrial tools and has an annual sales volume of approximately $3.5 million. Sales growth has been steady during the year and there is no evidence of cyclical demand. The company’s market has expanded only in response to product innovation; therefore, R&D is very important to the company. Janice Bennett, controller, has designed and implemented a new budget system. An annual budget has been prepared and divided into 12 equal segments to use for monthly performance evaluations. The vice president of operations was upset upon receiving the following responsibility report for the Machining Department for October 2000:

MACHINING DEPARTMENT—RESPONSIBILITY REPORT FOR THE MONTH ENDED OCTOBER 31, 2000

Budget

Actual

Variance

Volume in units

3,000

3,185

185F

Variable manufacturing costs:

Direct material

$24,000

$24,843

$ 843U

Direct labor

27,750

29,302

1,552U

Variable factory overhead

33,300

35,035

1,735U

Total

$85,050

$89,180

$4,130U

Fixed manufacturing costs:

Indirect labor

$3,300

$3,334

$ 34U

Depreciation

1,500

1,500

0

Tax

300

300

0

Insurance

240

240

0

Other

930

1,027

97U

Total

$6,270

$6,401

$ 131U

Corporate costs:

Research and development

$2,400

$3,728

$1,328U

Selling and administration

3,600

4,075

475U

Total

$6,000

$7,803

$1,803U

Total costs

$97,320

$103,384

$6,064U

a. Identify the weaknesses in the responsibility report for the Machining Department.

b. Prepare a revised responsibility report for the Machining Department that reduces or eliminates the weaknesses indicated in part (a).

c. Deviations in excess of 5 percent of budget are considered material and

worthy of investigation. Should any of the variances of the Machining Department be investigated? Regardless of materiality, is there any area that the vice president of operations might wish to discuss with the manager of the Machining Department? (CMA adapted)