您的当前位置：首页管理会计英文版课后习题答案

管理会计英文版课后习题答案

来源：东饰资讯网

第二章产品成本计算

Exercises

2–1（指教材上的第2章练习第1题，下同）

Steel*

Setup cost**

*($1.00  12; $1.00  18) **($60,000/10,000)

Part #72A $ 12.00 6.00 Total $ Part #172C $ 18.00 6.00 18.00 $ 24.00

Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:

Cost per ounce = $3,000,000/3,000,000 ounces

= $1.00 per ounce

Setup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):

Cost per setup = $1,200,000/20 = $60,000

2. The cost of steel is assigned through the driver tracing using the

number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.

3. The assumption underlying number of setups as the driver is that

each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40  10) + (20  10)], we get the following rate per hour:

Cost per setup hour = $1,200,000/600 = $2,000 per hour

The cost per unit is obtained by dividing each part’s total setup costs

by the number of units:

Part #72A = ($2,000  400)/100,000 = $8.00 Part #172C = ($2,000  200)/100,000 = $4.00

Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.

problems

2–5

1. Nursing hours required per year: 4  24 hours  3 days* = 34,944

*Note: 3 days = 7 days  52 weeks

Number of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472 Annual nursing cost = (17  $45,000) + $22,500 = $787,500

Cost per patient day = $787,500/10,000 days = $78.75 per day (for either type of patient)

2. Nursing hours act as the driver. If intensive care uses half of the

hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:

Intensive care = $393,750*/2,000 days = $196.88 per day Normal care

= $393,750/8,000 days = $49.22 per day

*$525,000/2 = $262,500

The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.

3. The salary of the nurse assigned only to intensive care is a directly

traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.

2–6

Services Sold

Bella Obra Company Statement of Cost

For the Year Ended June 30, 2006

Beginning $ 300,000 Add: Purchases Materials available

Direct materials:

.............................................................................. inventory .............................................................. .............................................................................. .............................................................................. 600,$ 900,

.............................................................................. Less: Ending inventory .............................................................. 450,000* Direct materials used .......................................... Direct labor .......................................................... Overhead .............................................................. Total service costs added .................................. Add: Beginning work in process ....................... Total production costs ........................................ Less: Ending work in process ...........................

Cost of services sold ..........................................

*Materials available less materials used

2. The dominant cost is direct labor (presumably the salaries of the 100

professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).

450,000

12,000,0 1,500,00$ 13,950,0 900,000$ 14,850,0 1,500,00$ 13,350,0

Bella Obra Company Income Statement

For the Year Ended June 30, 2006

Sales ..................................................................... Cost of services sold .......................................... Gross margin ....................................................... $ 21,000,0 13,350,0$ 7,650,00

Less operating expenses:

.............................................................................. Selling expenses

.............................................................................. Administrative

expenses .............................................................. ................................................................. 750,000 .............................................................. 1,650,000 Income before income taxes ..............................

4. Services have four attributes that are not possessed by tangible

products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.

2–7

1. Direct materials:

Magazine (5,000  $0.40) $ 2,000 Brochure (10,000  $0.08) 800 $ 2,800

Direct labor:

Magazine [(5,000/20)  $10] $ 2,500 Brochure [(10,000/100)  $10] 1,000 3,500

Manufacturing overhead: Rent

$ 1,400

Depreciation [($40,000/20,000)  350*] 700 Setups 600 Insurance 140 Power

350 3,190

Cost of goods manufactured

$ 9,490

$ 900,

$ 6,000,00

*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses. Direct materials Direct labor

Total prime costs Magazine:

Direct materials Direct labor Total prime costs Brochure:

Direct materials Direct labor Total prime costs

$ 2,800

3,500 $ 6,300 $ 2,000 2,500 $ 4,500 $ 800 1,000 $ 1,800 2.

Direct tracing was used to assign prime costs to the two products.

3. Total monthly conversion cost:

Direct labor Overhead Total $ 3,500

3,190 $ 6,690 $ 250 500 400 1,100

$ 100 200 200 440

$ 2,500

Magazine:

Direct labor Overhead: Power ($1  250) Depreciation ($2  250) Setups (2/3  $600) Rent and insurance ($4.40  250 DLH)* Total Brochure:

Direct labor Overhead: Power ($1  100) Depreciation ($2  100) Setups (1/3  $600) Rent and insurance ($4.40  100 DLH)* Total

2,250 $ 4,750 $ 1,000

940 $ 1,940

*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,0/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to

their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the proportion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.

Exercises

3–1

Resource Plastic1

Direct labor and variable overhead2 Mold sets3

Other facility costs4 Total

Total Cost $ 10,800 8,000 20,000 10,000 $ 48,800 Unit Cost $0.027 0.020 0.050 0.025 $0.122

0.90  $0.03  400,000 = $10,800; $10,800/400,000 = $0.027 2

$0.02  400,000 = $8,000; $8,000/400,000 = $0.02 3

$5,000  4 quarters = $20,000; $20,000/400,000 = $0.05 4

$10,000; $10,000/400,000 = $0.025

2. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.

3–3

High (1,400, $7,950); Low (700, $5,150) V = ($7,950 – $5,150)/(1,400 – 700)

= $2,800/700 = $4 per oil change

F = $5,150 – $4(700)

= $5,150 – $2,800 = $2,350 Cost = $2,350 + $4 (oil changes)

Predicted cost for January = $2,350 + $4(1,000) = $6,350

problems

3–6

1. High (1,700, $21,000); Low (700, $15,000)

V = (Y2 – Y1)/(X2 – X1)

= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving order F = Y2 – VX2

= $21,000 – ($6)(1,700) = $10,800

Y = $10,800 + $6X

2. Output of spreadsheet regression routine with number of receiving

orders as the independent variable:

Constant Std. Err. of Y Est. R Squared No. Observations Degrees Freedom X Coefficient(s) Std. Err. of Coef.

of of 13.3766233766234 3.59557461331427 4512.98701298698 3456.24317476605 10 8 0.633710482694768

V = $13.38 per receiving order (rounded) F = $4,513 (rounded) Y = $4,513 + $13.38X R2 = 0.634, or 63.4%

Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice of a cost driver is reasonable. However, other drivers may need to be

considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.

3. Regression with pounds of material as the independent variable:

Constant Std. Err. of Y Est. R Squared No. Observations Degrees Freedom X Coefficient(s) Std. Err. of Coef.

of of 5632.28109733183 2390.10628259277 10 8 0.8248337433823 0.04492991356633 0.00732590055344

V = $0.045 per pound of material delivered (rounded) F = $5,632 (rounded) Y = $5,632 + $0.045X R2 = 0.825, or 82.5%

Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.

4. Regression routine with pounds of material and number of receiving orders as the independent variables:

Constant Std. Err. of Y Est. R Squared No. Observations Degrees Freedom X Coefficient(s) Std. Err. of Coef.

of of 752.104072925631 1350.46286973443 10 7 0.951068418023306 0.0333883151096915 0.00495524841198368 7.14702865269395 1.68182916088492

V1 = $0.033 per pound of material delivered (rounded)

V2 = $7.147 per receiving order (rounded) F = $752 (rounded)

Y = $752 + $0.033a + $7.147b R2 = 0.95, or 95%

Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.

5–2

1. 2. 3. 4.

Job #57 Job #58 Balance, 7/1 $ 22,450 $ 0 Direct materials 12,900 9,900 Direct labor 20,000 6,500 Applied overhead: Power 750 600 Material handling 1,500 300 Purchasing 250 1,000 Total cost $ 57,850 $ 18,300 Ending balance in Work in Process = Job #58 = $18,300 Ending balance in Finished Goods = Job #59 = $58,200 Cost of Goods Sold = Job #57 = $57,850

Job #59 $ 0 35,350 13,000 3,600 6,000 250 $ 58,200 problems

5–3

1. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars. (This rate was calculated using information from the Ladan job;

however, the Myron and Coe jobs would give the same answer.) 2. Ladan Myron Coe Walker Willis Beginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0 Direct materials 400 150 260 800 760 Direct labor 800 900 650 350 900 Applied overhead 160 180 130 70 180 Total $ 3,090 $2,410 $3,0 $ 1,220 $ 1,840

Note: This is just one way of setting up the job-order cost sheets.

You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.

3. Since the Ladan and Myron jobs were completed, the others must

still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.

Coe Walker Willis

Ending Work in Process $3,0 1,220 1,840 $6,600

Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,500

Naman Company Income Statement

For the Month Ended June 30, 20XX

$8,250 5,500 $2,750 1,200 $1,550 4.

Sales (1.5  $5,500) ................................................................... Cost of goods sold ................................................................... Gross margin ............................................................................ Marketing and administrative expenses ................................ Operating income .....................................................................

5–20

1. 2. 3.

Overhead rate = $470,000/50,000 = $9.40 per MHr

Department A: $250,000/40,000 = $6.25 per MHr Department B: $220,000/10,000 = $22.00 per MHr Job #73 Plantwide:

70  $9.40 = $658

Job #74

70  $9.40 = $658 50  $6.25 20  $22

$ 312.50 440.00 $ 752.50

Departmental:

20  $6.25 $ 125.00 50  $22 1,100.00 $ 1,225.00

Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.

4. Plantwide rate: $250,000/40,000 = $6.25 Department B: $62,500/10,000 = $6.25

Job #73 Plantwide:

70  $6.25 = $437.50

Job #74

70  $6.25 = $437.50

Departmental:

20  $6.25 $ 125.00 50  $6.25 312.50 $ 437.50 50  $6.25

20  $6.25 $ 312.50 125.00 $ 437.50

Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.

5–4

1. 2. 3.

Overhead rate = $470,000/50,000 = $9.40 per MHr

Department A: $250,000/40,000 = $6.25 per MHr Department B: $220,000/10,000 = $22.00 per MHr Job #73 Plantwide:

70  $9.40 = $658

Job #74

70  $9.40 = $658 50  $6.25 20  $22

$ 312.50 440.00 $ 752.50

Departmental:

20  $6.25 $ 125.00 50  $22 1,100.00 $ 1,225.00

Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.

4. Plantwide rate: $250,000/40,000 = $6.25 Department B: $62,500/10,000 = $6.25

Job #73 Plantwide:

70  $6.25 = $437.50 Departmental:

20  $6.25 $ 125.00 50  $6.25 312.50 $ 437.50 Job #74

70  $6.25 = $437.50 50  $6.25

20  $6.25

$ 312.50 125.00 $ 437.50

5–5

1. Last year’s unit-based overhead rate = $50,000/10,000 = $5 This year’s unit-based overhead rate = $100,000/10,000 = $10

Bike cost: 2  $20 3  $12 Overhead: 5  $5 5  $10 Total

Last Year $ 40 36 25 $101 This Year $ 40 36

50 $126

Price last year = $101  1.40 = $141.40/day Price this year = $126  1.40 = $176.40/day

This is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons are not pleased and would consider looking around for other recreational possibilities. Purchasing rate Power rate

Maintenance rate Other rate

Purchasing $3  7,000 $3  3,000 Power

$0.40  5,000 $0.40  45,000 Maintenance $10  500 $10  100 Other

$2  11,000 Total overhead

= $30,000/10,000 = $20,000/50,000 = $6,000/600 = $44,000/22,000

= $3 per purchase order = $0.40 per kilowatt hour = $10 per maintenance hour = $2 per DLH

Picnic Catering

Bike Rental $21,000

2,000

5,000

22,000 $50,000 $ 9,000

18,000

1,000 22,000 $50,000 3. This year’s bike rental overhead rate = $50,000/10,000 = $5 Carson rental cost = (2  $20) + (3  $12) + (5  $5) = $101 Price = 1.4  $101 = $141.40/day

4. Catering rate = $50,000/11,000 = $4.55* per DLH Cost of Estes job:

Bike rental rate (2  $7.50)

Bike conversion cost (2  $5.00) Catering materials

Catering conversion (1  $4.55) Total cost *Rounded

$15.00 10.00 12.00 4.55 $41.55

5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.

分步成本法

6–1 1. Cutting Sewing

Department Direct materials $5,400 Direct labor 150 Applied overhead 750 Transferred-in cost: From cutting From sewing Total manufacturing cost $6,300 2. a. Work in Process—Sewing .................

Packaging

Department Department $ 900 $ 225 1,800 900 3,600 900 6,300 $12,600 6,300

12,600

14,625

14,625 12,600

12,600 $14,625 6,300

Work in Process—Cutting ..........

b. Work in Process—Packaging ............

Work in Process—Sewing ..........

c. Finished Goods ...................................

Work in Process—Packaging .....

3. Unit cost = $14,625/600 = $24.38* per pair

6–2

1. Units transferred out: 27,000 + 33,000 – 16,200 = 43,800

2. Units started and completed: 43,800 – 27,000 = 16,800

3. Physical flow schedule:

Units in beginning work in process Units started during the period Total units to account for 27,000 33,000 60,000 16,800 27,000 16,200 60,000 Conversion 43,800

Units started and completed Units completed from beginning work in process Units in ending work in process Total units accounted for 4. Equivalent units of production: Materials Units completed 43,800 Add: Units in ending work in process: (16,200  100%) 16,200 (16,200  25%) Equivalent units of output 60,000 6–3

1. Physical flow schedule:

4,050 47,850

Units to account for:

Units in beginning work in process Units started during the period Total units to account for

80,000 160,000 240,000 2. 3. 4. 5.

Units accounted for:

Units completed and transferred out: Started and completed 120,000 From beginning work in process 80,000 Units in ending work in process Total units accounted for Units completed

Add: Units in ending WIP  Fraction complete (40,000  20%)

Equivalent units of output

Unit cost = ($374,400 + $1,258,400)/208,000 = $7.85 Cost transferred out = 200,000  $7.85 = $1,570,000 Cost of ending WIP = 8,000  $7.85 = $62,800 Costs to account for:

Beginning work in process $ 374,400 Incurred during June 1,258,400 Total costs to account for $ 1,632,800 Costs accounted for:

Goods transferred out

200,000 40,000 240,000 200,000 8,000 208,000

$ 1,570,000

Goods in ending work in process Total costs accounted for 62,800 $ 1,632,800

6–3

1、

Units t0 account for:

Units in beginning work in process(25% completed) 10000 Units started during the period Total units to account for Units accounted for

Units completed and transferred out

Started and completed 50000

From beginning work in process 10000 Units in ending work in process(60% completed) Total units accounted for 2、

60000+20000×60%=72000（units） 3、

Unit cost for materials:

4900035100060000200005（$/unit）

Unit cost for convension:

26257873560000120001.13（$/unit）

Total unit cost:

5+1.13=6.13（$/unit）

4、

The cost of units of transferred out:

60000×6.13=367800($)

The cost of units of ending work in process:

20000×5+20000×20%×1.13=113560($)

70000 80000 60000 20000 80000 作业成本法

4–2

Predetermined rates: Drilling Department: Rate = $600,000/280,000 = $2.14* per MHr Assembly Department: Rate = $392,000/200,000 = $1.96 per DLH *Rounded

Applied overhead:

Drilling Department: $2.14  288,000 = $616,320 Assembly Department: $1.96  196,000 = $384,160 Overhead variances:

Actual overhead Applied overhead Overhead variance

Drilling $602,000 616,320 $ (14,320) over Assembly $ 412,000 384,160 $ 27,840 under Total $ 1,014,000 1,000,480 $ 13,520 2.

Unit overhead cost = [($2.14  4,000) + ($1.96  1,600)]/8,000 = $11,696/8,000 = $1.46*

*Rounded 4–3

1. Yes. Since direct materials and direct labor are directly traceable to

each product, their cost assignment should be accurate.

2. Elegant: (1.75  $9,000)/3,000 = $5.25 per briefcase Fina: (1.75  $3,000)/3,000 = $1.75 per briefcase

Note: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar

(or 175 percent of direct labor cost).

There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.

3. Overhead rate = $21,000/5,000 = $4.20 per MHr

Elegant: ($4.20  500)/3,000 = $0.70 per briefcase Fina: ($4.20  4,500)/3,000 = $6.30 per briefcase

This cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a nonunit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:

Machining 4,500/5,000) Setups

Elegant 0.10 0.50

Fina 0.90 0.50

(500/5,000

and

(100/200 and 100/200)

Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours: Machine rate: $18,000/5,000 = $3.60 per MHr Setup rate: $3,000/200 = $15 per setup hour Costs assigned to each product: Machining: $3.60  500 $3.60  4,500 Setups:

$15  100 Total Units

Unit overhead cost

Elegant $ 1,800

$ ÷ $ 1,500 3,300 3,000 1.10 Fina $ 16,200 1,500 $ 17,700 ÷ 3,000 $ 5.90

4：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1

Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.9

4–5

1. Price Cost

Deluxe $900 576 17

Percent 100% Regular Percent $750 100% 600 80

Unit gross profit $324 36% $150 20% 2.

Total gross profit: ($324  100,000) $32,400,000 ($150  800,000) Calculation of unit overhead costs: Deluxe Unit-level: Machining: $200  100,000 $200  300,000 Batch-level: Setups: $3,000  300 $3,000  200 Packing: $20  100,000 $20  400,000 Product-level: Engineering: $40  50,000 $40  100,000

$120,000,000

gular

$20,000,000

$60,000,000

900,000 600,000 2,000,000 8,000,000

2,000,000 4,000,000

Facility-level:

Providing space: $1  200,000 200,000 $1  800,000 800,000 Total overhead $25,100,000 $73,400,000 Units ÷100,000 ÷ 800,000 Overhead per unit $251 $91.75 Deluxe Percent Regular Percent Price $900 100% $750.00 100% Cost 780* 87*** 574.50** 77*** Unit gross profit $120 13%*** $175.50 23%*** Total gross profit: ($120  100,000) ($175.50  800,000) *$529 + $251 **$482.75 + $91.75

$12,000,000

$140,400,000

3. Using activity-based costing, a much different picture of the deluxe

and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.

4–6

1. Salesa Allocationb

JIT

$12,500,000

750,000 Non-JIT $12,500,000

750,000

$125  100,000, where $125 = $100 + ($100  0.25), and 100,000 is the

average order size times the number of orders 0.50  $1,500,000

Ordering rate = $880,000/220 = $4,000 per sales order Selling rate = $320,000/40 = $8,000 per sales call Service rate = $300,000/150 = $2,000 per service call JIT Non-JIT Ordering costs: $4,000  200 $ 800,000 $4,000  20 $ 80,000 Selling costs: $8,000  20 $8,000  20

160,000

2. Activity rates:

160,000

Service costs: $2,000  100 200,000 $2,000  50 100,000 Total $1,160,000 $340,0 0

For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assignments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.

3. It sounds like the JIT buyers are switching their inventory carrying

costs to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term

contracting may offset most or all of the increased costs from the additional demands made on other activities.

4–7

1. Supplier cost:

First, calculate the activity rates for assigning costs to suppliers: Inspecting components: $240,000/2,000 = $120 per sampling hour

Reworking products: $760,500/1,500 = $507 per rework hour Warranty work: $4,800/8,000 = $600 per warranty hour Next, calculate the cost per component by supplier: Supplier cost:

Purchase cost:

$23.50  400,000 $21.50  1,600,000 Inspecting components: $120  40 $120  1,960 Reworking products: $507  90 $507  1,410 Warranty work: $600  400 $600  7,600 Total supplier cost Units supplied Unit cost *Rounded

The difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.

Vance $ 9,400,000

4,800

45,630

240,000 $ 9,690,430 ÷ 400,000 $ 24.23* Foy

$ 34,400,000

235,200

714,870

4,560,000 $ 39,910,070 ÷ 1,600,000 $ 24.94*

4–7 Concluded

2. Warranty hours would act as the best driver of the three choices.

Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be: Vance Foy

Lost sales: $125  400 $125  7,600 Units supplied Increase in unit cost

$ 50,000

$ 50,000 ÷ 400,000 $ 0.13* $ 950,000 $ 950,000 ÷ 1,600,000 $ 0.59* *Rounded

$0.075 per unit Category II: $45/1,000 = $0.045 per unit Category III: $45/1,500 = $0.03 per unit

Category I, which has the smallest batches, is the most undercosted

of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.

3. With the pricing incentive feature, the average order size has been

increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:

Orders = [(600  50,000) + (1,000  30,000) + (1,500  20,000)]/2,000 = 45,000 Reduction in orders = 100,000 – 45,000 = 55,000

Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)

There were initially 50 steps: 100,000/2,000 Reduction in resource spending: Step-fixed costs:

Variable activity costs:

$50,000  27 = $1,350,000 $20  55,000 = 1,100,000 $2,450,000

预算

9-4

Norton, Inc.

Sales Budget For the Coming Year Model Units Price Total Sales LB-1 50,400 $29.00 $1,461,600 LB-2 19,800 15.00 297,000 WE-6 25,200 10.40 262,080

WE-7 WE-8 WE-9 Total

17,820 10.00 178,200 9,600 22.00 211,200 4,000 26.00 104,000 $2,514,080

二、 1. Raylene’s Flowers and Gifts Production Budget for Gift Baskets For September, October, November, and December Sept. Oct. Nov. Dec. Sales 200 150 180 250 Desired ending inventory 15 18 25 10 Total needs 215 168 205 260 Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 235 2. Raylene’s Flowers and Gifts Direct Materials Purchases Budget For September, October, and November Fruit: Sept. Oct. Nov. Production 195 153 187  Amount/basket (lbs.)  1  1 1 Needed for production 195 153 187 Desired ending inventory 8 9 12 Needed 203 162 200 Less: Beginning inventory 10 8 9 Purchases 193 1 190 Small gifts: Sept. Oct. Nov. Production 195 153 187  Amount/basket (items)  5  5 

5 Needed for production 975 765 935 Desired ending inventory 383 468 588 Needed 1,358 1,233 1,523 Less: Beginning inventory 488 383 468 Purchases 870 850 1,055 Cellophane: Sept. Oct. Nov. Production 195 153 187  Amount/basket (feet)  3  3  3 Needed for production 585 459 561 Desired ending inventory 230 281 353

Needed 815 740 914 Less: Beginning inventory 293 230 281 Purchases 522 510 633 Basket: Sept. Oct. Nov. Production 195 153 187  Amount/basket (item)  1  1  1 Needed for production 195 153 187 Desired ending inventory 77 94 118 Needed 272 247 305 Less: Beginning inventory 98 77 94 Purchases 174 170 211

3. A direct materials purchases budget for December requires January

production which cannot be computed without a February sales forecast.

8–3

1. Cash Budget

For the Month of June 20XX

$ 1,345 20,000 45,000 25,500 8,060

Beginning cash balance .......................................... Collections:

Cash sales ........................................................... Credit sales:

Current month ($90,000  50%) .................... May credit sales ($85,000  30%) ................. April credit sales* .......................................... Total cash available ................................................. Less disbursements: Inventory purchases:

Current month ($110,000  80%  40%) ....... Prior month ($100,000  80%  60%) ............ Salaries and wages ............................................. Rent ...................................................................... Taxes.................................................................... Total cash needs ........................................... Excess of cash available over needs .....................

$ 99,905

$ 35,200 48,000 10,300 2,200 5,500

101,200 $( 1,295) *Payments for April credit sales = $50,000  16% = $8,000 Late fees remitted = ($8,000/2)  0.015 = $60 Total Payments for April credit sales and late fees = $8,000 + $60 = $8,060

2. Yes, the business does show a negative cash balance for the month

of June. Without the possibility of short-term loans, the owner should consider taking less cash salary.

本量利分析

第一题

1. Units = Fixed cost/Contribution margin = $10,350/($15 – $12) = 3,450 2. Sales (3,450  $15)

$51,750 Variable costs (3,450  $12) 41,400 Contribution margin $ 10,350 Fixed costs

10,350 Operating income $ 0 3. Units = (Target income + Fixed cost)/Contribution margin

= ($9,900 + $10,350)/($15 – $12) = $20,250/$3

= 6,750

16–2

Variable Units in Product Price* – Cost = CM  Mix Scientific $25 $12 $13 1 Business 20 9 11 5

Total

*$500,000/20,000 = $25

$2,000,000/100,000 = $20

X = ($1,080,000 + $145,000)/$68 X = $1,225,000/$68

X = 18,015 packages

18,015 scientific calculators (1  18,015) 90,075 business calculators (5  18,015)

2. Revenue = $1,225,000/0.4* = $2,251,838

*($1,360,000/$2,500,000) = 0.4

Package = CM $13 55 $68 16–4

1. d 2. c 3. a

16–5

1. Sales mix:

4. d 5. e 6. b 7. c

Squares: $300,000/$30 = 10,000 units Circles: $2,500,000/$50 = 50,000 units

Sales Total Product P – V* =

P – V  Mix Squares $30 $10 $20 1 Circles

50 10 40 5

Package

*$100,000/10,000 = $10 $500,000/50,000 = $10

Break-even packages = $1,628,000/$220 = 7,400 packages Break-even squares = 7,400  1 = 7,400 Break-even circles = 7,400  5 = 37,000

Contribution margin ratio = $2,200,000/$2,800,000 = 0.7857

0.10Revenue = 0.7857Revenue – $1,628,000 0.6857Revenue = $1,628,000 Revenue = $2,374,216 3. New mix:

Sales Product P – V =

P – V  Mix Squares $30 $10 $20 3 Circles

50 10 40 5

Package

Break-even packages = $1,628,000/$260 = 6,262 packages Break-even squares = 6,262  3 = 18,786

Break-even circles = 6,262  5 = 31,310

CM ratio = $260/$340* = 0.77

*(3)($30) + (5)($50) = $340 revenue per package

0.10Revenue = 0.77Revenue – $1,628,000 0.67Revenue = $1,628,000 Revenue = $2,449,225 16–7

CM $ 20 200 $220 Total =

CM $ 60 200 $260 1. Currently:

Sales (830,000  $0.36) Variable expenses Contribution margin Fixed expenses

Operating income $ 298,800 224,100 $ 74,700 ,000 $ 20,700 2.

New contribution margin = 1.5  $74,700 = $112,050

$112,050 – promotional spending – $,000 = 1.5  $20,700 Promotional spending = $27,000

Here are two ways to calculate the answer to this question: a. The per-unit contribution margin needs to be the same: b.

Let P* represent the new price and V* the new variable cost. (P – V) = (P* – V*) $0.36 – $0.27 = P* – $0.30 $0.09 = P* – $0.30 P* = $0.39

Old break-even point = $,000/($0.36 – $0.27) = 600,000 New break-even point = $,000/(P* – $0.30) = 600,000 P* = $0.39

The selling price should be increased by $0.03. Present contribution margin Increase in operating income

74,700 $16,300 3. Projected contribution margin (700,000  $0.13) $91,000

The decision was good because operating income increased by $16,300.

(New quantity  $0.13) – $,000 = $20,700 New quantity = 574,615

Selling 574,615 units at the new price will maintain profit at $20,700.

16–6

1. Break-even units = $300,000/$14* = 21,429

*$406,000/29,000 = $14

Break-even in dollars = 21,429  $42** = $900,018 or = $300,000/(1/3) = $900,000 The difference is due to rounding error. **$1,218,000/29,000 = $42

2. 3.

Margin of safety = $1,218,000 – $900,000 = $318,000 Sales

Variable costs (0.45  $1,218,000) Contribution margin Fixed costs

Operating income

$ 1,218,000 8,100 $ 669,900 550,000 $ 119,900

Break-even in units = $550,000/$23.10* = 23,810

Break-even in sales dollars = $550,000/0.55** = $1,000,000 *$669,900/29,000 = $23.10 **$669,900/$1,218,000 = 55%

标准成本制度

二、

1. SH = 0.8  95,000 = 76,000 hours

2. SQ = 5  95,000 = 475,000 components 三、 1. 2.

Materials: $60  20,000 = $1,200,000 Labor: $21  20,000 = $420,000

Actual Cost* BudgetedCost Variance Materials $1,215,120 $1,200,000 $ 15,120 U Labor 390,000 420,000 30,000 F

*$122,000  $9.96; 31,200  $12.50 3. MPV = (AP – SP)AQ = ($9.96 – $10)122,000 = $4,880 F

MUV = (AQ – SQ)SP = (122,000 – 120,000)$10 = $20,000 U AP  AQ

$9.96  122,000 $4,880 F SP  AQ

$10  122,000 SP  SQ

$10  120,000 $20,000 U Usage

Price

4. LRV = (AR – SR)AH = ($12.50 – $14)31,200 = $46,800 F

LEV = (AH – SH)SR = (31,200 – 30,000)$14 = $16,800 U

AR  AH

SR  AH SR  SH

$12.50  31,200 $46,800 F Rate

$14  31,200 $16,800 U Efficiency $14  30,000

9–4

1. Fixed overhead rate = $0.55/(1/2 hr. per unit) = $1.10 per DLH

SH = 1,180,000  1/2 = 590,000 Applied FOH = $1.10  590,000 = $9,000 2. Fixed overhead analysis:

Actual FOH $630,000

$30,000 F Budgeted FOH $1.10  600,000 Applied FOH

$1.10  590,000 $11,000 U

Spending Volume

(600,000 expected hours = 1/2 hour  1,200,000 units) 3. Variable OH rate = ($1,350,000 – $660,000)/600,000 = $1.15 per DLH 4. Variable overhead analysis:

Actual VOH $705,000

$20,750 U Spending

Budgeted VOH $1.15  595,000

Applied VOH

$1.15  590,000 $5,750 U Efficiency

9–5

1. Cases needing investigation:

Week 2: Exceeds the 10% rule.

Week 4: Exceeds the $8,000 rule and the 10% rule.

Week 5: Exceeds the 10% rule.

2. The purchasing agent. Corrective action would require a return to the

purchase of the higher-quality material normally used. 六、

Materials:

AP  AQ SP  AQ SP  SQ

$42,000 $0.90  53,000 $0.90  50,000 $5,700 F $2,700 U Price Usage

Labor:

AR  AH $102,000

$2,300 F Rate SR  AH $7  14,900 SR  SH $7  15,000 $700 F Efficiency 变动成本法

一.

2. 3.

Total Cost Per Unit Direct materials $ 97,500 $ 6.50 Direct labor 76,500 5.10 Variable overhead 17,400 1.16 Fixed overhead 51,000 3.40 Total $242,400 $16.16 Cost of ending inventory = $16.76  300 = $4,848 Total Cost Per Unit Direct materials $97,500 $ 6.50 Direct labor 76,500 5.10 Variable overhead 17,400 1.16 Total $191,400 $12.76 Cost of ending inventory = $12.76  300 = $3,828

Since absorption costing is required for external reporting, the amount reported would be $4,848. 15-3 1. Faisel Company Variable-Costing Segmented Income Statement

(in thousands)

Sales

Less variable COGS* Contribution margin

Less direct fixed expenses: Fixed overhead*

administrative** Segment margin

Less common fixed expenses: Fixed overhead

Selling and administrative Net income

Northeast $ 15,000 6,020 $ 8,980 (1,080) Selling (1,000) $ 6,900

South $ 12,000 8,380 $ 3,620

Total $ 27,000 14,400 $ 12,600

(720) (1,800)

and

(1,500) (2,500) $ 1,400 $ 8,300

(1,800) (2,000) $ 4,500 *Fixed costs = 20% of cost of goods sold = $3,600 Direct FOH costs = 50% of $3,600 = $1,800

Common FOH costs = 50% of $3,600 = $1,800

Northeast direct fixed costs = 0.30  $3,600 = $1,080 South direct fixed costs = 0.20  $3,600 = $720

Total allocated fixed costs under absorption costing: Northeast = $1,080 + 0.5($1,800) = $1,980 South = $720 + 0.5($1,800) = $1,620

Variable cost of goods sold:

Northeast = $8,000 – $1,980 = $6,020 South = $10,000 – $1,620 = $8,380

**Common selling and administrative expenses = $2,000

Direct selling and administrative expenses = $4,500 – $2,000 = $2,500

Northeast = 0.40  $2,500 = $1,000 South = 0.60  $2,500 = $1,500

The company should not eliminate the South region. The segment margin is positive. 2. Northeast South Contribution margin 59.9%* 30.2%* Segment margin 46.0 11.7

*Rounded

Faisel Company

Variable-Costing Segmented Income Statement

$ 16,500 6,622 $ 9,878 (1,080) (1,000) $ 7,798

Northeast 59.9%* 47.3*

South $ 13,200 9,218 $ 3,982 (720) (1,500) $ 1,762 South 30.2%* 13.3*

Total $ 29,700 15,840 $ 13,860 (1,800) (2,500) $ 9,560 (1,800) (2,000) $ 5,760

Northeast Sales

Less variable expenses: Cost of goods sold Contribution margin

Less direct fixed expenses: Fixed overhead

Selling and administrative Segment margin

Less common fixed expenses: Fixed overhead

Selling and administrative Net income

Contribution margin Segment margin

The contribution margin ratio remained constant as a percentage of sales, but the segment margin increased. By definition, we would

expect variable costs to increase in proportion to increases in sales, thus leaving the contribution margin ratio unchanged. However, we would expect the segment margin to increase as a percentage as sales increase, simply because direct fixed costs do not change as volume changes within the relevant range.

*Rounded

四.

1. d 2.

c 3. c b

15–6

1. Add Product C:

Product A Sales $ 250,000 $

725,000 Less variable expenses: Cost of goods sold (100,000) Selling and admin. (20,000) Contribution margin $ 130,000 $ 224,000

Less: Direct fixed exp. 10,000 Product margin $ 120,000 $ 144,000

Less: Common fixed exp. Net income

$ 69,000

Add Product D:

Product A Sales $ 250,000 $ 750,000

Less variable expenses: Cost of goods sold (100,000) Selling and admin. (20,000) Contribution margin $ 130,000 $ 227,500

Less: Direct fixed exp. 10,000 Product margin $ 120,000 $ 151,250

Less: Common fixed exp.

4. a 5. e 6.

Product B Product C Total

$ 375,000 $100,000

(250,000) (,000) (404,000) (65,000) (12,000) (97,000) $ 60,000 $ 34,000 55,000 15,000 80,000 $ 5,000 $ 19,000

75,000

Product B Product D Total $ 375,000 $125,000

(250,000) (81,250) (431,250) (65,000) (6,250) (91,250) $ 60,000 $ 37,500 55,000 11,250 76,250 $ 5,000 $ 26,250

75,000 Net income $ 76,250

The recommendation would be to add Product D, since it yields the greatest increase in net income.

2. Product B should be dropped to add Products C and D because B

has a product margin of only $5,000 and C and D have product margins of $19,000 and $26,250, respectively.

15–7

Paper Napkin Diaper and Towel Salesa $550,000 $787,500 Less: Variable expensesb 327,250 483,000 Contribution margin $222,750 $304,500 Less: Direct fixed expensesc 215,000 110,000 Segment margin $ 7,750 $194,500 Less: Common fixed expenses Net income

Total

$ 1,337,500 810,250 $ 527,250 325,000 $ 202,250 130,000 $ 72,250 Diaper sales: $500,000  1.10; Napkin sales: $750,000  1.05 b

Diaper Division: $425,000/$500,000 = 85%. Under proposal, variable costs are reduced by 30%, or 0.7  0.85 = 59.5%. c

Diaper Division: $85,000 + $25,000 + $105,000

The proposals, if sound, will increase the segment margin of the Diaper Division by $17,750 and should be implemented.

2. Fran’s proposals without increased sales:

Paper Napkin Diaper and Towel Total Sales $500,000 Less: Variable expenses 297,500 Contribution margin $202,500 Less: Direct fixed expenses 215,000 Segment margin $ (12,500) Less: Common fixed expenses Net income

$750,000

460,000 $290,000 110,000 $180,000

$ 1,250,000 757,500 $ 492,500 325,000 $ 167,500 130,000 $ 37,500

If the increase in revenues does not take place, the Diaper Division and company would lose an extra $2,500.

Fran’s proposals without increased sales but with a 40 percent decrease in variable costs yield considerably better results. Paper Napkin Diaper and Towel Total Sales $500,000 $750,000 $ 1,250,000 Less: Variable expenses* 255,000 460,000 715,000 Contribution margin $245,000 $290,000 $ 535,000 Less: Direct fixed expenses 215,000 110,000 325,000 Segment margin $ 30,000 $180,000 $ 210,000 Less: Common fixed expenses 130,000 Net income $ 80,000 *For the Diaper Division, variable expenses are reduced by 40 percent and therefore represent 51 percent of sales (0.6  0.85).

短期生产经营决策

17-2

1. The two alternatives are to make the component in house or to buy it

from Couples. 2. Alternatives Differential Make Buy Cost to Make Direct materials $ 5.00 —

$ 5.00 Direct labor 2.38 — 2.38 Variable overhead 1.90 — 1.90 Purchase cost — $11.00 (11.00) Total relevant cost

$ 9.28 $11.00 $ (1.72)

Pierre should make the component in house because it will save $9,116 ($1.72  5,300) over purchasing it from Couples.

17–3

1. Sales Costs Operating profit

$ 293,000 2,000 $ 29,000 33

Revenues

Further processing cost Operating income Sell Process Further Difference $40,000 $73,700 $33,700 0 23,900 23,900 $40,000 $49,800 $9,800

The company should process Delta further, because operating profit would increase by $9,800 if it were processed further. (Note: Joint costs are irrelevant to this decision, because the company will incur them whether or not Delta is processed further.)

17–6

1. 2.

COGS + Markup(COGS) = Sales

$144,300 + Markup($144,300) = $206,349 Markup($144,300) = $206,349 – $144,300 Markup = $62,049/$144,300 Markup = 0.43, or 43% Direct materials Direct labor Overhead Total cost Add: Markup Initial bid

$ 800 1,600 3,200 $ 5,600 2,408 $ 8,008 34

因篇幅问题不能全部显示，请点此查看更多更全内容

查看全文