Sunrise Boat Manufacturing Company

Located in New Hampshire, Sunrise Boat Builders served boaters with a small, lightweight fiberglass sailboat capable of being carried on a car roof. Though the firm could hardly be considered as one of the nations industrial giants, its burgeoning business had required it to institute a formal system of cost control. Jan Larson, Sunrise president, explained:

Sunrise manufacturing and warehouse facilities consisted of three historic barns converted to make 11-foot Silver Streak sailboats. The companys plans included the addition of 15- and 18-foot sail- boats to its present line. Longer-term plans called for adding additional sizes and styles in the hope of be- coming a major factor in the regional boat market. The Silver Streak was an open-cockpit, day sailer sporting a mainsail and small jib on a 17-foot, tele- scoping aluminum mast. It was ideally suited to the many small lakes and ponds of the region, and after three years it had become quite popular. It was priced at 2,265.

Manufacturing consisted basically of three processes: molding, finishing, and assembly. The mold- ing department mixed all ingredients to make the fiber glass hull, performed the actual molding, and removed the hull from the mold. Finishing included hand additions to the hull for running and standing rigging, reinforcement of the mast and tiller steps, and general sanding of rough spots. Assembly consisted of the attachment of cleats, turnbuckles, drain plugs, tiller, and so forth, and the inspection of the boat with mast, halyards, and sails in place. The assembly department also prepared the boat for storage or shipment.

Mixing and molding fiberglass hulls, while manually simple, required a great deal of expertise, or eyeball, as it was known in the trade. Addition of too much or too little catalyst, use of too much or too little heat, or failure to allow proper time for curing could each cause a hull to be discarded. Conversely, spending too much time on adjustments to mixing or molding equipment or on personalized supervision of each hull could cause severe underproduction problems. Once a batch of fiberglass was mixed there was no time to waste being overcautious or it was likely to freeze in its kettle.

With such a situation, and the companys announced intent of expanding its product line, it became obvious that a standard cost system would be necessary to help control costs and to provide some reference for super- visors performance.

Randy Kern, the molding department supervisor, and Bill Schmidt, Sunrise accountant, agreed after lengthy discussion to the following standard costs:

MaterialsGlass cloth120 sq. ft.	@ 2.00	=	240.00
Glass mix40 lbs.	@ 3.75	=	150.00
Direct laborMixing0.5 hr.	@ 20.25	=	10.12
Molding1.0 hr.	@ 20.25	=	20.25
Indirect costsAbsorb at 24.30 per hull*		=	24.30
Total cost to mold hull		=	444.67

* The normal volume of operations for overhead derivation purposes was assumed to be 450 hulls per month. The estimated monthly indirect cost equation was: Budget = 9.72 * hulls + 6,561.

ANALYSIS OF OPERATIONS

After several additional months of operations, Bill Schmidt expressed his disappointment about the apparent lack of attention being paid to the standard costs. The molders tended to have a cautious outlook toward mixing too little or cooking too long. No one wanted to end up throwing away a partial hull because there was too little glass mix.

In reviewing the most recent months production results, Schmidt noted the following actual costs for production of 430 hulls:

Materials Purchased:	60,000 sq. ft. glass cloth @ 1.80
	20,000 lbs. glass mix @ 4.09
Material Used:	54,000 sq. ft. glass cloth
	19,000 lbs. glass mix
Direct labor:	Mixing 210 hrs. @ 21.37
	Molding 480 hrs. @ 20.25
Overhead Incurred:	11,140

Before proceeding with further analysis, Schmidt called Kern to arrange a discussion of variances. He also told Jan Larson, Maybe we should look into an automated molding operation. Although I havent finished my analysis, it looks like there will be unfavorable variances again. Kern insists that the standards are reasonable, then never meets them!

Larson seemed disturbed and answered, Well, some variances are inevitable. Why dont you analyze them in some meaningful manner and discuss your ideas with Kern, who is an expert in molding whose opinion I respect. Then the two of you meet with me to discuss the whole matter.

Questions:

Determine the molding departments direct cost variances and overhead variances. Why do you think they occurred?

Do you think Sunrise standards are meaningful? How would you improve them?

Assume that the months actual and standard pro- duction costs for items other than molding hulls amounted to 914.33 per boat, and that 430 boats were sold. Prepare a statement of budgeted and actual gross margin for the month, assuming planned sales of 450 boats.