- Ch. 1 Introduction to Accounting1h 9m
- Ch. 2 Transaction Analysis1h 13m
- Ch. 3 Accrual Accounting Concepts2h 37m
- Accrual Accounting vs. Cash Basis Accounting10m
- Revenue Recognition and Expense Recognition24m
- Introduction to Adjusting Journal Entries and Prepaid Expenses36m
- Adjusting Entries: Supplies12m
- Adjusting Entries: Unearned Revenue11m
- Adjusting Entries: Accrued Expenses12m
- Adjusting Entries: Accrued Revenues6m
- Adjusting Entries: Depreciation15m
- Summary of Adjusting Entries7m
- Unadjusted vs Adjusted Trial Balance6m
- Closing Entries10m
- Post-Closing Trial Balance2m
- Ch. 4 Merchandising Operations2h 30m
- Service Company vs. Merchandising Company10m
- Net Sales28m
- Cost of Goods Sold - Perpetual Inventory vs. Periodic Inventory9m
- Perpetual Inventory - Purchases10m
- Perpetual Inventory - Freight Costs9m
- Perpetual Inventory - Purchase Discounts11m
- Perpetual Inventory - Purchasing Summary6m
- Periodic Inventory - Purchases14m
- Periodic Inventory - Freight Costs7m
- Periodic Inventory - Purchase Discounts10m
- Periodic Inventory - Purchasing Summary6m
- Single-step Income Statement4m
- Multi-step Income Statement17m
- Comprehensive Income2m
- Ch. 5 Inventory1h 55m
- Merchandising Company vs. Manufacturing Company6m
- Physical Inventory Count, Ownership of Goods, and Consigned Goods10m
- Specific Identification7m
- Periodic Inventory - FIFO, LIFO, and Average Cost23m
- Perpetual Inventory - FIFO, LIFO, and Average Cost31m
- Financial Statement Effects of Inventory Costing Methods10m
- Lower of Cost or Market11m
- Inventory Errors14m
- Ch.6 Internal Controls and Reporting Cash1h 16m
- Ch. 7 Receivables and Investments3h 8m
- Types of Receivables8m
- Net Accounts Receivable: Direct Write-off Method5m
- Net Accounts Receivable: Allowance for Doubtful Accounts13m
- Net Accounts Receivable: Percentage of Sales Method9m
- Net Accounts Receivable: Aging of Receivables Method11m
- Notes Receivable25m
- Introduction to Investments in Securities13m
- Trading Securities31m
- Available-for-Sale (AFS) Securities26m
- Held-to-Maturity (HTM) Securities17m
- Equity Method25m
- Ch. 8 Long Lived Assets5h 6m
- Initial Cost of Long Lived Assets42m
- Basket (Lump-sum) Purchases13m
- Ordinary Repairs vs. Capital Improvements10m
- Depreciation: Straight Line32m
- Depreciation: Declining Balance33m
- Depreciation: Units-of-Activity28m
- Depreciation: Summary of Main Methods8m
- Depreciation for Partial Years13m
- Retirement of Plant Assets (No Proceeds)14m
- Sale of Plant Assets18m
- Change in Estimate: Depreciation21m
- Intangible Assets and Amortization17m
- Natural Resources and Depletion16m
- Asset Impairments16m
- Exchange for Similar Assets16m
- Ch.9 Current Liabilities2h 19m
- Ch. 10 Time Value of Money1h 27m
- Ch. 11 Long Term Liabilities2h 45m
- Ch. 12 Stockholders' Equity2h 15m
- Characteristics of a Corporation17m
- Shares Authorized, Issued, and Outstanding9m
- Issuing Par Value Stock12m
- Issuing No Par Value Stock5m
- Issuing Common Stock for Assets or Services8m
- Retained Earnings14m
- Retained Earnings: Prior Period Adjustments9m
- Preferred Stock11m
- Treasury Stock9m
- Dividends and Dividend Preferences17m
- Stock Dividends10m
- Stock Splits9m
- Ch. 13 Statement of Cash Flows2h 24m
- Ch. 14 Financial Statement Analysis5h 25m
- Horizontal Analysis14m
- Vertical Analysis21m
- Common-sized Statements5m
- Trend Percentages7m
- Discontinued Operations and Extraordinary Items6m
- Introduction to Ratios8m
- Ratios: Earnings Per Share (EPS)10m
- Ratios: Working Capital and the Current Ratio14m
- Ratios: Quick (Acid Test) Ratio12m
- Ratios: Gross Profit Rate9m
- Ratios: Profit Margin7m
- Ratios: Quality of Earnings Ratio8m
- Ratios: Inventory Turnover10m
- Ratios: Average Days in Inventory9m
- Ratios: Accounts Receivable (AR) Turnover9m
- Ratios: Average Collection Period (Days Sales Outstanding)8m
- Ratios: Return on Assets (ROA)8m
- Ratios: Total Asset Turnover5m
- Ratios: Fixed Asset Turnover5m
- Ratios: Profit Margin x Asset Turnover = Return On Assets9m
- Ratios: Accounts Payable Turnover6m
- Ratios: Days Payable Outstanding (DPO)8m
- Ratios: Times Interest Earned (TIE)7m
- Ratios: Debt to Asset Ratio5m
- Ratios: Debt to Equity Ratio5m
- Ratios: Payout Ratio5m
- Ratios: Dividend Yield Ratio9m
- Ratios: Return on Equity (ROE)10m
- Ratios: DuPont Model for Return on Equity (ROE)20m
- Ratios: Free Cash Flow10m
- Ratios: Price-Earnings Ratio (PE Ratio)7m
- Ratios: Book Value per Share of Common Stock7m
- Ratios: Cash to Monthly Cash Expenses8m
- Ratios: Cash Return on Assets7m
- Ratios: Economic Return from Investing6m
- Ratios: Capital Acquisition Ratio6m
- Ch. 15 GAAP vs IFRS56m
- GAAP vs. IFRS: Introduction7m
- GAAP vs. IFRS: Classified Balance Sheet6m
- GAAP vs. IFRS: Recording Differences4m
- GAAP vs. IFRS: Adjusting Entries4m
- GAAP vs. IFRS: Merchandising3m
- GAAP vs. IFRS: Inventory3m
- GAAP vs. IFRS: Fraud, Internal Controls, and Cash3m
- GAAP vs. IFRS: Receivables2m
- GAAP vs. IFRS: Long Lived Assets5m
- GAAP vs. IFRS: Liabilities3m
- GAAP vs. IFRS: Stockholders' Equity3m
- GAAP vs. IFRS: Statement of Cash Flows5m
- GAAP vs. IFRS: Analysis and Income Statement Presentation5m
- Ch. 16 Introduction to Managerial Accounting1h 36m
- Ch. 17 Job Order Costing42m
- Ch. 18 Process Costing1h 0m
- Ch. 19 Cost Behavior1h 27m
- Ch. 20 Cost-Volume-Profit-Analysis1h 25m
- Ch. 21 Variable Costing29m
- Ch. 22 Activity-Based Costing43m
- Ch. 23 The Master Budget3h 54m
- Introduction to Budgeting4m
- Benefits of Budgeting4m
- Types of Budgets7m
- Overview of Master Budgeting11m
- Sales Budget14m
- Production Budget21m
- Direct Materials Budget23m
- Direct Labor Budget8m
- Manufacturing Overhead Budget11m
- Ending Finished Goods Inventory Budget11m
- Operating Expenses Budget9m
- Capital Expenditures Budget5m
- Cash Budget1h 1m
- Budgeted Income Statement9m
- Budgeted Balance Sheet31m
Departmental Overhead Rates: 동영상 및 연습문제
Departmental Overhead Rates assign manufacturing overhead using a separate rate for each production department rather than one plant-wide rate for the entire factory. This approach improves costing precision because each department may consume overhead differently. A department’s rate is found by dividing its budgeted overhead cost by its budgeted allocation base, such as direct labor hours or machine hours: \( \text{Departmental overhead rate}=\frac{\text{Budgeted overhead cost}}{\text{Budgeted activity base}} \).
Each department applies overhead only with its own assigned cost driver. A department using a direct labor hour rate applies overhead based on direct labor hours, while a department using a machine hour rate applies overhead based on machine hours. After overhead is applied by department, the amounts are combined for the product and added to direct materials and direct labor to determine unit product cost. Compared with a plant-wide overhead rate, departmental rates usually provide more accurate product costs when products spend different amounts of time or resources in different departments.
The Departmental Overhead Rate Method
The Departmental Overhead Rate Method
Sam’s Thymes Co. produces various types of products and applies manufacturing overhead to job orders using departmental rates for each department, instead of one single rate for the whole factory. The rates set for its two production areas are:
Processing Department: \(25 per direct labor hour (DHL)
Packaging Department: \)15 per machine hour (MH)
Job 242 used the following direct labor hours and machine hours in the two manufacturing departments:

520
445
390
195
학생들이 이 주제에 대해 묻는 질문은 다음과 같습니다:
The departmental overhead rate method assigns manufacturing overhead costs using separate rates for each production department instead of one plant-wide rate. This method improves accuracy because different departments consume overhead differently. To calculate a department's overhead rate, divide its budgeted overhead cost by its budgeted activity base, such as direct labor hours or machine hours. The formula is: . Each department applies overhead based on its own cost driver, and the overhead costs from all departments are combined with direct materials and direct labor to find the total unit product cost. This method is more precise than a plant-wide rate, especially when products use departments differently.
To calculate the overhead rate for each department, divide the department's budgeted overhead cost by its budgeted allocation base, such as direct labor hours or machine hours. The formula is: . For example, if the sewing department has \$540,000 in overhead and 90,000 direct labor hours, the overhead rate is \$6 per direct labor hour. This rate is then multiplied by the actual direct labor hours used by each product in that department to allocate overhead costs accurately.
The departmental overhead rate method is more accurate because it recognizes that different departments consume overhead resources differently. Instead of using one single overhead rate for the entire plant, it uses separate rates for each department based on their specific overhead costs and activity levels. This means overhead is allocated more precisely according to how much time or resources each product uses in each department. For example, if pajamas spend more time in sewing and slippers more in packaging, the departmental method reflects these differences, leading to more accurate product costing compared to the plant-wide method.
To apply departmental overhead rates, first calculate each department's overhead rate by dividing its budgeted overhead by its budgeted activity base. Then, multiply the overhead rate by the actual activity (like direct labor hours) each product uses in that department. For example, if the sewing department's rate is \$6 per direct labor hour and pajamas use 0.8 hours, the overhead allocated is \$4.80. Repeat this for all departments involved. Finally, add the overhead costs from all departments to the product's direct materials and direct labor costs to find the total unit product cost.
The main advantage of departmental overhead rates is improved accuracy in product costing because overhead is allocated based on each department's specific costs and activities. This is especially useful when products consume resources differently across departments. However, the disadvantage is increased complexity and time required to calculate multiple overhead rates and track product activity in each department. While more precise than a plant-wide rate, it may still not be as accurate as activity-based costing, which considers multiple cost drivers.