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Material Mix and Yield Variances: Splitting the Usage Variance by Mixture and Output

ICAN Skills, Performance Management. Syllabus area D: Budgeting and control.

11 min read · Updated 8 November 2026

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A cement plant in Ewekoro blends limestone, clay and iron ore in fixed proportions. The standard blend of 10 kilograms of input makes one unit of output. In one month the operators use more clay and less iron ore than the standard recipe, because iron ore was short and clay was cheaper.

The usual usage variance for each material shows a mix of adverse and favourable figures, and the production manager asks which part of the total is due to choosing a different blend and which part to the blend turning out more or less output than it should. The answer is the mix variance and the yield variance, which together make up the total material usage variance.

This topic explains when the split is meaningful, how to calculate the mix variance in kilograms and in naira, the two ways of calculating the yield variance, the quicker line-by-line method, and the factors management must consider before changing a mix. It builds on the earlier topic on basic variances: material, labour and idle time. The next topic covers labour mix and yield variances.

In 30 seconds

Where a product uses two or more substitutable materials, the usage variance can be split.

The mix variance shows the effect of using a different proportion of materials from the standard mix: take the total actual input, share it in the standard proportions, compare each material’s standard-mix quantity with the quantity actually used, and value the difference at standard price; the total mix variance in quantity is always zero, and in money it is favourable if the actual mix is cheaper than standard.

The yield variance shows the effect of the total input giving more or less output than standard: (standard input for the actual output − actual total input) × standard cost per kg of input, or equivalently (actual output − output the actual input should give) × standard cost per unit of output.

Mix + yield = total usage variance. The line-by-line method:

  • actual quantity in actual mix at standard prices
  • actual quantity in standard mix at standard prices (the difference is mix)
  • standard quantity in standard mix (the difference is yield)

The split is useful only if management can vary the mix. Before changing the mix, weigh cost (a favourable mix variance may be offset by an adverse yield), quality and customer acceptance.

Full marks come from correct standard-mix quantities, correct signs and a check to the usage total.

Mix and yield: the idea

Usage variances by material, and when to split

When a product has several direct materials, the total usage variance can be found as the sum of the usage variance of each: for each material, (standard quantity for the actual output − actual quantity used) × standard price. Some will be favourable and some adverse, and they are netted off.

If the materials are substitutable, so that less of one can be offset by more of another, the usage variance can be analysed further into a mix variance and a yield variance. The split is meaningful only when the proportions can be varied and so are under management control.

A car maker cannot make up for a missing engine with extra tyres; a blend of chemicals, a flour mix or a feed formula can be varied.

The mix variance

The mix variance measures how much of the usage variance is due to the actual combination of materials being cheaper or dearer than the standard combination. To calculate it:

  1. Take the total quantity of all materials actually used.
  2. Share it between the materials in the standard proportions (the standard mix): this gives the quantity of each that would have been used if the actual total had been in the standard mix.
  3. For each material, standard-mix quantity − actual quantity. A positive figure means less was used than the standard mix would give (favourable in quantity). The total across materials is always zero.
  4. Multiply each by the standard price per unit of that material.
  5. Add. The total is favourable if the actual mix is cheaper than the standard mix, adverse if dearer.

The yield variance

The yield variance measures the effect of the total input giving more or less output than the standard. It can be calculated in two equivalent ways.

Based on output: the actual input should have produced a certain output at standard (for example 10 kg of input should give 1 unit, so 4,150 kg should give 415 units); the difference from actual output, in units, is valued at the standard cost of a unit of output.

Based on input: the actual output should have used a certain input (400 units × 10 kg = 4,000 kg); the difference from the actual input, in kg, is valued at the standard cost per kg of input (standard cost of one unit ÷ standard kg of input). Both give the same money value.

An adverse yield means that more input was needed than standard for the output, because of waste, poorer materials or a poor mix.

Mix + yield = total usage variance. This is the check.

Splitting the usage varianceThree stacked boxes from top to bottom: actual quantity in the actual mix at standard price; actual quantity in the standard mix at standard price; standard quantity for the actual output in the standard mix at standard price. The gap between the first two is the mix variance and between the last two the yield variance. A bracket on the right shows that together they are the usage variance.Actual quantity, actual mix, standard priceActual quantity, standard mix, standard priceStandard quantity, standard mix, standard pricemixyieldusage

The line-by-line method and when to change the mix

The line-by-line method changes one element at a time. Start with actual quantities in the actual mix at standard prices. Next, actual total quantity in the standard mix at standard prices: the difference from the first line is the mix variance. Last, standard quantity for the actual output in the standard mix at standard prices: the difference from the second line is the yield variance.

Because the standard mix has a constant average cost per kg, the second and third lines can be found quickly as total kg × standard cost per kg of input (the third is also actual output × standard cost per unit).

Factors to consider when changing the mix. Splitting the usage variance is worth doing only if management control the proportions. Management will look for the optimum mix, and should weigh:

  • Cost. The cheapest mix is not necessarily the most cost-effective. A favourable mix variance is often offset by an adverse yield variance, and the total cost per unit may rise.
  • Quality. A cheaper mix may reduce quality; customers may not pay the same price, and sales returns and loss of repeat business may follow.
  • Availability and technical limits. Some materials may be short; process or safety rules may limit the range of mixes.
  • Waste and reliability of the process. A change in mix may change the output obtained from the input.

The mix and yield variances therefore have to be read together, never separately: a favourable mix variance with a larger adverse yield variance is a warning that the cheaper blend is costing more in output than it saves in materials.

Layouts for mix and yield variances

  1. Standard input per unit and standard cost per kg of input (cost of a unit ÷ kg of input).
  2. Usage variance by material (standard quantity for actual output − actual) × standard price, and total.
  3. Mix: total actual input × standard proportion for each material; difference from actual; × standard price; total.
  4. Yield: (standard input for actual output − total actual input) × standard cost per kg.
  5. Check: mix + yield = usage total.

Money is in naira and each answer is rounded once, at the end.

Worked examples

Example 1: mix and yield. The standard for one unit is 10 kg of input: 2 kg of A at ₦60, 3 kg of B at ₦100 and 5 kg of C at ₦30, so the standard cost of a unit is 120 + 300 + 150 = ₦570 and of a kilogram of input ₦57. Actual output is 400 units, using 900 kg of A, 1,150 kg of B and 2,100 kg of C (4,150 kg). Required: the usage, mix and yield variances.

  1. Standard quantities for 400 units. A 800, B 1,200, C 2,000 (4,000 kg).
  2. Usage by material.
    A: 800 − 900 = 100 A × 60 = 6,000 A.
    B: 1,200 − 1,150 = 50 F × 100 = 5,000 F.
    C: 2,000 − 2,100 = 100 A × 30 = 3,000 A.
    Total ₦4,000 A.
  3. Mix.
    Standard mix of 4,150 kg: A 20% = 830
    B 30% = 1,245
    C 50% = 2,075.
    A: 830 − 900 = 70 A × 60 = 4,200 A.
    B: 1,245 − 1,150 = 95 F × 100 = 9,500 F.
    C: 2,075 − 2,100 = 25 A × 30 = 750 A.
    Total ₦4,550 F (the quantities add to zero).
    The actual blend used more of the cheap C and less of the dear B.
  4. Yield.
    Standard input for 400 units 4,000 kg; actual 4,150; 150 kg A × ₦57 = ₦8,550 A.
    By output: 4,150 kg should give 415 units; actual 400; 15 units A × 570 = 8,550 A.
  5. Check.
    4,550 F − 8,550 A = 4,000 A, equal to the total usage variance.
  6. Line by line.
    Actual quantities at standard prices: 54,000 + 115,000 + 63,000 = 232,000.
    Actual total in standard mix: 4,150 × 57 = 236,550
    difference = 4,550 F (mix).
    Standard for actual output: 4,000 × 57 = 228,000; difference 8,550 A (yield).
  7. Comment. The cheaper blend saved ₦4,550 in materials, but the process then yielded 15 units fewer than the input should have, costing ₦8,550. The change of mix has lost money overall.

Expect variants: a standard loss built into the mix, a requirement to calculate only the mix, or a question that asks for the yield variance by both methods and a discussion of the cause.

Common mistakes

  • Using standard quantities for the actual output instead of the actual total input when finding the mix.
  • Valuing at actual price. Mix and yield use standard prices.
  • Mix quantities that do not add to zero.
  • Wrong sign. A mix that is cheaper than standard is favourable.
  • Splitting the usage variance when the materials cannot be substituted.
  • Reading the mix variance alone without the yield.

Quick revision

  • Mix = actual input in standard mix v actual use, at standard price. Yield = standard input for actual output v actual input, at standard cost per kg.
  • Mix + yield = usage. Total mix in kg = zero.
  • Only when substitutable. Weigh cost and quality before changing the mix.

How the marks are earned

  • Standard-mix quantities and signs.
  • Both variances with a check.
  • Comment on cost and quality.

Practice questions

These are original questions, written in the style of the Skills examination. Work each one before you open the answer.

Recall check: multiple choice

Question 1. Mix and yield variances are meaningful only when the materials are:

  1. Substitutable, so that the mix can be varied
  2. Always identical
  3. Fixed in price
  4. Imported
Show the answer

A. Otherwise nobody controls the proportions.

Question 2. The mix variance plus the yield variance equals:

  1. The price variance
  2. The sales variance
  3. Zero
  4. The total material usage variance
Show the answer

D. They split the usage variance.

Question 3. The total mix variance in quantity is:

  1. Positive
  2. Negative
  3. Always zero
  4. The yield
Show the answer

C. The same total is shared in different proportions.

Question 4. The mix variance compares actual use with the quantities in:

  1. Last year’s mix
  2. The standard mix applied to the actual total input
  3. The budget
  4. The cheapest mix
Show the answer

B. It is valued at standard prices.

Question 5. A favourable mix variance means the actual mix was:

  1. Cheaper than the standard mix
  2. Dearer than the standard mix
  3. Equal to it
  4. Unrelated to cost
Show the answer

A. More of the cheaper materials were used.

Question 6. The yield variance compares:

  1. Price with usage
  2. Budgeted with actual sales
  3. Actual output with the output the actual input should have given
  4. Two mixes
Show the answer

C. Or, equivalently, actual input with the standard input for actual output.

Question 7. The yield variance is valued at the:

  1. Actual price
  2. Selling price
  3. Average price
  4. Standard cost of input or output
Show the answer

D. Both methods give the same value.

Question 8. A cheaper mix may:

  1. Always raise profit
  2. Lower quality and cause an adverse yield
  3. Remove all variances
  4. Raise the selling price
Show the answer

B. A favourable mix may be offset by an adverse yield.

Question 9. The standard cost per kg of input equals:

  1. The standard cost of a unit ÷ the standard kg of input per unit
  2. The actual price
  3. The yield
  4. The mix
Show the answer

A. It is the average cost of the standard mix.

Question 10. In the line-by-line method, the difference between actual quantity in the actual mix and in the standard mix, at standard prices, is the:

  1. Yield variance
  2. Price variance
  3. Mix variance
  4. Rate variance
Show the answer

C. The next line gives the yield.

Section B style: written questions

Question 11 (10 marks). (a) Explain when the usage variance should be split into mix and yield. (3 marks) (b) Explain the mix variance and the yield variance. (4 marks) (c) State TWO factors to consider before changing a mix. (3 marks)

Question 12 (15 marks). A unit uses 4 litres of X at ₦200 and 6 litres of Y at ₦300 (10 litres, ₦2,600). In a month 500 units were made, using 2,300 litres of X and 2,900 litres of Y.

(a) Calculate the usage variance for each material and in total. (4 marks) (b) Calculate the mix variance. (4 marks) (c) Calculate the yield variance by both methods. (4 marks) (d) Comment on the result. (3 marks)

Question 13 (20 marks). A unit uses 5 kg of P at ₦40 and 5 kg of Q at ₦60 (10 kg, ₦500). In a month 600 units were made, using 3,300 kg of P and 3,000 kg of Q.

(a) Calculate the usage variance of each material and in total. (5 marks) (b) Calculate the mix variance. (4 marks) (c) Calculate the yield variance. (3 marks) (d) Present the mix and yield variances in the line-by-line layout. (4 marks) (e) Discuss factors to consider when changing a mix. (4 marks)

Model answers

Show the model answer to Question 11

(a) When the product has two or more materials that can be substituted, so that the proportions can be varied by management (3).

(b) Mix: the effect of using a different combination from the standard, found by comparing actual use with the actual total in standard proportions, at standard prices. Yield: the effect of the total input giving more or less output than standard, valued at the standard cost of input or output (4).

(c) Any two: cost; quality and customer acceptance; availability; process limits (3).

Show the model answer to Question 12

(a)

  1. Standard quantities: X 2,000, Y 3,000.
  2. X: 2,000 − 2,300 = 300 A × 200 = 60,000 A.
  3. Y: 3,000 − 2,900 = 100 F × 300 = 30,000 F.
  4. Total ₦30,000 A (4).

(b)

  1. Actual input 5,200 litres.
  2. Standard mix.
    X 40% = 2,080
  3. Y 60% = 3,120.
  4. X: 2,080 − 2,300 = 220 A × 200 = 44,000 A.
  5. Y: 3,120 − 2,900 = 220 F × 300 = 66,000 F.
  6. Mix ₦22,000 F (4).

(c)

  1. Standard input 5,000 litres; actual 5,200; 200 A × ₦260 = ₦52,000 A.
  2. By output.
    5,200 litres should give 520 units; actual 500; 20 A × 2,600 = 52,000 A (4).

(d)

  1. Check.
    22,000 F − 52,000 A = 30,000 A.
  2. The cheaper blend (more X, less Y) saved ₦22,000 but the yield fell, costing ₦52,000, so the change of mix was uneconomic and the process should be investigated (3).
Show the model answer to Question 13

(a) Standard quantities: P 3,000, Q 3,000. P: 3,000 − 3,300 = 300 A × 40 = 12,000 A. Q: nil. Total ₦12,000 A (5).

(b)

  1. Actual input 6,300 kg; standard mix 50:50 gives 3,150 each.
  2. P: 3,150 − 3,300 = 150 A × 40 = 6,000 A.
  3. Q: 3,150 − 3,000 = 150 F × 60 = 9,000 F.
  4. Mix ₦3,000 F (4).

(c)

  1. Standard input 6,000 kg; actual 6,300; 300 A × ₦50 = ₦15,000 A.
  2. Check 3,000 F − 15,000 A = 12,000 A (3).

(d)

  1. Actual in actual mix at standard.
    3,300 × 40 + 3,000 × 60 = 132,000 + 180,000 = 312,000.
  2. Actual in standard mix.
    6,300 × 50 = 315,000 (mix 3,000 F).
  3. Standard for actual output.
    6,000 × 50 = 300,000 (yield 15,000 A) (4).

(e) Cost: a favourable mix may be offset by an adverse yield; quality and customer acceptance; availability of materials; process limits (4).

Pathfinder on Material mix and yield variances

These are the ICAN Pathfinder questions that test this topic. ICAN owns the questions and the suggested solutions, so we point you to them and do not copy them. Open your Pathfinder, attempt each question under exam conditions, then check your answer against the notes above.

November Diet, 2024: Question 1 (30 marks)

Price, mix, yield, sales price, market size and share variances; strategy in a declining market.

Revise first: Layouts for mix and yield variances

Source: ICAN Pathfinder, Performance Management. Diets covered: March/July Diet, 2020 to May Diet, 2026. All 13 diets in the Pathfinder are mapped.

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This course builds on Management Accounting. After it, move on to Strategic Financial Management.

All Performance Management topics

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  1. Information systems in organisations: role, costs and benefits01
  2. Internet, intranet, wireless technology and networks in business02
  3. Information needs at strategic, tactical and operational levels03
  4. TPS, MIS, EIS, ERP and CRM systems compared04
  5. Social and ethical issues in strategy and the management accountant’s data role05
  6. Big data principles and the big data pyramid06
  7. Big data, data mining and analytics: uses, benefits, challenges and risks07
  8. Activity based costing: cost pools, cost drivers and calculations08
  9. Activity based costing compared with traditional absorption costing09
  10. Target costing: principles and calculating the target cost10
  11. Managing the target cost gap and target costing in services11
  12. Life cycle costing: product life cycle stages and costs12
  13. Life cycle cost and profit calculations, and the benefits of life cycle costing13
  14. Throughput accounting: theory of constraints and the throughput accounting ratio14
  15. Environmental management accounting and sustainability in business15
  16. Environmental costs: methods, challenges and the management accountant’s role16
  17. Relevant costs and revenues, and opportunity cost17
  18. Relevant costs for specific decisions: materials, labour, equipment and overheads18
  19. Break-even analysis and margin of safety for Skills level decisions19
  20. Contribution to sales ratio, target profit and target revenue20
  21. Break-even charts and profit-volume charts21
  22. Multi-product CVP analysis and its limitations22
  23. Limiting factors: allocating a single scarce resource23
  24. Linear programming: formulation and graphical solution24
  25. Linear programming: slack and shadow prices25
  26. Price elasticity of demand and the factors that influence price26
  27. Demand and cost functions: profit-maximising price and output27
  28. Cost-based pricing: cost-plus and relevant-cost pricing28
  29. Market-based pricing: skimming, penetration and other strategies29
  30. Make-or-buy and outsourcing decisions30
  31. One-off contracts, shutdown and further processing of joint products31
  32. Reducing uncertainty: research, simulation and sensitivity analysis32
  33. Expected values and decision rules: maximax, maximin and minimax regret33
  34. Decision trees for multi-stage decisions34
  35. Value of perfect and imperfect information35
  36. Budgetary systems and types of budget: choosing the right one36
  37. Preparing fixed and flexed budgets37
  38. Rolling, activity-based, functional and master budgets38
  39. The beyond budgeting model: benefits and problems39
  40. Participation, negotiation and ethics in budgeting40
  41. High-low method and cost estimation for budgets41
  42. Correlation, regression and time series for budgeting and forecasting42
  43. Learning curve: learning rate and learning effect43
  44. Learning curve in budgeting: steady state and limitations44
  45. Standard costing: uses, how standards are set and types of standard45
  46. Basic variances: material, labour and idle time46
  47. Material mix and yield variances47 here
  48. Labour mix and yield variances48
  49. Sales mix and quantity variances49
  50. Planning and operational variances: revised budget, sales, market size and market share50
  51. Planning and operational variances for materials and labour51
  52. Overhead variances and reconciling budgeted and actual profit at Skills level52
  53. Behavioural effects of variances: motivation, JIT and TQM53
  54. Profitability ratios and financial performance measures54
  55. Liquidity, solvency and efficiency ratios55
  56. Non-financial performance indicators56
  57. Short-termism and financial manipulation of results57
  58. Sustainability and ESG performance measures58
  59. The balanced scorecard59
  60. The Fitzgerald and Moon building block model60
  61. Performance measurement in not-for-profit organisations61
  62. Value for money as a public sector objective62
  63. Divisional performance: return on investment and residual income63
  64. Economic value added (EVA)64
  65. Transfer pricing methods and the optimal transfer price65
  66. Transfer pricing: problems, tax and repatriation of funds66
  67. Value chain analysis for performance management67
  68. Complex business structures: alliances, joint ventures and supply chains68
  69. The performance pyramid69
  70. Value-based management70
  71. Corporate failure and life cycle issues71
  72. The Z-score and other quantitative failure models72
  73. The Argenti model and qualitative failure prediction73
  74. Preventing corporate failure and performance improvement strategies74
  75. Current developments in management accounting75
  76. Benchmarking and target setting in the public sector76
  77. The changing role of the management accountant and contemporary issues77
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