管理会计双语课程习题chapter 5

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亨格瑞管理会计英文第15版练习答案05解析.

CHAPTER 5 COVERAGE OF LEARNING OBJECTIVESCHAPTER 5Relevant Information for Decision Making with a Focus on Pricing Decisions5-A1 (40-50 min.)1. INDEPENDENCE COMPANYContribution Income StatementFor the Year Ended December 31, 2009(in thousands of dollars)Sales $2,200 Less variable expensesDirect material $400Direct labor 330Variable manufacturing overhead (Schedule 1) 150 Total variable manufacturing cost ofgoods sold $880 Variable selling expenses 80Variable administrative expenses 25Total variable expenses 985 Contribution margin $ 1,215 Less fixed expenses:Fixed manufacturing overhead (Schedule 2) $345Selling expenses 220Administrative expenses 119 Total fixed expenses 684 Operating income $ 531INDEPENDENCE COMPANYAbsorption Income StatementFor the Year Ended December 31, 2009(in thousands of dollars)Sales $2,200 Less manufacturing cost of goods sold:Direct material $400Direct labor 330Manufacturing overhead (Schedules 1 and 2) 495 Total manufacturing cost of goods sold 1,225 Gross margin $ 975 Less:Selling expenses $300Administrative expenses 144 444 Operating income $ 531INDEPENDENCE COMPANYSchedules of Manufacturing OverheadFor the Year Ended December 31, 2009(in thousands of dollars)Schedule 1: Variable CostsSupplies $ 20Utilities, variable portion 40Indirect labor, variable portion 90 $150 Schedule 2: Fixed CostsUtilities, fixed portion $ 15Indirect labor, fixed portion 50Depreciation 200Property taxes 20Supervisory salaries 60 345 Total manufacturing overhead $495 2. Change in revenue $200,000Change in total contribution margin:Contribution margin ratio in part 1is $1,215 ÷ $2,200 = .552Ratio times decrease in revenue is .552 × $200,000 $ 110,400 Operating income before change 531,000 New operating income $420,600 This analysis is readily done by using data from the contribution income statement.In contrast, the data in the absorption income statement must be analyzed and split into variable and fixed categories before the effect on operating income can beestimated.5-A2 (25-30 min.)1. A contribution format, which is similar to Exhibit 5-6, clarifies the analysis.Without WithSpecial Effect of SpecialOrder Special Order Order Units 2,000,000 150,000 2,150,000Total Per UnitSales $11,000,000 $660,000 $4.40 1$11,660,000 Less variable expenses:Manufacturing $ 3,500,000 $322,500 $2.15 2$ 3,822,500 Selling & administrative 800,000 35,250 .2353 835,250 Total variable expenses $ 4,300,000 $357,750 $2.385 $ 4,647,250 Contribution margin $ 6,700,000 $302,250 $2.015 $ 7,002,250 Less fixed expenses:Manufacturing $ 3,000,000 0 0.00 $ 3,000,000 Selling & administrative 2,200,000 0 0.00 2,200,000 Total fixed expenses $ 5,200,000 0 0.00 $ 5,200,000 Operating income $ 1,500,000 $302,250 $2.015 $ 1,802,250 1$660,000 ÷ 150,000 = $4.402Regular unit cost = $3,500,000 ÷ 2,000,000 = $1.75 Logo .40Variable manufacturing costs $2.153Regular unit cost = $800,000 ÷ 2,000,000 = $ .40 Less sales commissions not paid (3% of $5.50) (.165)Regular unit cost, excluding sales commission $ .2352. Operating income from selling 7.5% more units would increase by $302,250 ÷$1,500,000 = 20.15%. Note also that the average selling price on regularbusiness was $5.50. The full cost, including selling and administrative expenses, was $4.75. The $4.75, plus the 40¢ per logo, less savings in commissionsof .165¢ came to $4.985. The president apparently wanted $4.985 + .08($4.985)= $4.985 + .3988 = $5.3838 per pen.Most students will probably criticize the president for being too stubborn. Thecost to the company was the forgoing of $302,250 of income in order to protectthe company's image and general market position. Whether $302,250 was a wise investment in the future is a judgment that managers are paid for rendering.5-A3 (15-20 min.)The purpose of this problem is to underscore the idea that any of a number of general formulas might be used that, properly employed, would achieve the same target selling prices. Desired sales = $7,500,000 + $1,500,000 = $9,000,000.The target markup percentage would be:1. 100% of direct materials and direct labor costs of $4,500,000.Computation is: ($9,000,000 - $4,500,000) ÷ $4,500,000 = 100%2. 50% of the full cost of jobs of $6,000,000.Computation is: ($9,000,000 - $6,000,000) ÷ $6,000,000 = 50%3. [$9,000,000 – ($3,500,000 + $1,000,000 + $700,000)] ÷ $5,200,000 = 73.08%4. ($9,000,000 - $7,500,000) ÷ $7,500,000 = 20%5. [$9,000,000 – ($3,500,000 + $1,000,000 + $700,000 + $500,000)] ÷ $5,700,000= $3,300,000 ÷ $5,700,000 = 57.9%If the contractor is unable to maintain these profit percentages consistently, the desired operating income of $1,500,000 cannot be obtained.1. Revenue ($360 × 70,000) $25,200,000Total cost over product life 16,000,000 Estimated contribution to profit $ 9,200,000 Desired (target) contribution to profit40% × $25,200,000 10,080,000 Deficiency in profit $ 880,000The product should not be released to production.2. Previous total estimated cost $16,000,000Cost savings from suppliers.20 × .70 × $8,000,000 1,120,000 Revised total estimated cost $14,880,000 Revised total contribution to profit:$25,200,000 - $14,880,000 $10,320,000 Desired (target) contribution to profit 10,080,000 Excess contribution to profit $ 240,000The product should be released to production.3. Previous revised total estimated cost fromrequirement 2. $14,880,000 Process improvement savings:.25 × .30 × $8,000,000 $600,000Less cost of new technology 220,000 380,000 Revised total estimated cost 14,500,000 Revised total contribution to profit:$25,200,000 - $14,500,000 $10,700,000 Desired (target) contribution to profit 10,080,000 Excess contribution to profit $ 620,000 The product should be released to production.1. KINGLAND MANUFACTURINGContribution Income StatementFor the Year Ended December 31, 2009(In thousands of dollars)Sales $13,000 Less variable expenses:Direct material $4,000Direct labor 2,000Variable indirect manufacturingcosts (Schedule 1) 960Total variable manufacturing cost of goods sold $6,960Variable selling expenses:Sales commissions $500Shipping expenses 300 800Variable clerical salaries 400Total variable expenses 8,160 Contribution margin $ 4,840 Less fixed expenses:Manufacturing (Schedule 2) $ 702Selling (advertising) 400 Administrative-executive salaries 100Total fixed expenses 1,202 Operating income $ 3,638KINGLAND MANUFACTURINGAbsorption Income StatementFor the Year Ended December 31, 2009(In thousands of dollars)Sales $13,000 Less manufacturing cost of goods sold:Direct material $4,000Direct labor 2,000Indirect manufacturing costs(Schedules 1 and 2) 1,662Gross profit 5,338 Selling expenses:Sales commissions $500Advertising 400Shipping expenses 300 $1,200 Administrative expenses:Executive salaries $100Clerical salaries 400 500 1,700 Operating income $ 3,638KINGLAND MANUFACTURINGSchedules 1 and 2Indirect Manufacturing CostsFor the Year Ended December 31, 2009(In thousands of dollars)Schedule 1: Variable CostsCutting bits $ 60Abrasives for machining 100Indirect labor 800 $ 960Schedule 2: Fixed CostsFactory supervisors' salaries $100Factory methods research 40Long-term rent, factory 100Fire insurance on equipment 2Property taxes on equipment 30Depreciation on equipment 400Factory superintendent's salary 30 702Total indirect manufacturing costs $1,6622. Operating income would decrease from $3,638,000 to $3,268,000:Decrease in revenue $1,000,000Decrease in total contribution margin*:Ratio times revenue is .37 × $1,000,000 $ 370,000Decrease in fixed expenses 0Operating income before increase 3,638,000New operating income $3,268,000*Contribution margin ratio in contribution income statement is $4,840 ÷$13,000 = .37 (rounded).The above analysis is readily calculated by using data from the contribution income statement. In contrast, the data in the absorption income statement must be analyzed and divided into variable and fixed categories before the effect on operating income can be estimated.5-B2 (30-40 min.)1. DANUBE COMPANYIncome StatementFor the Year Ended December 31, 20X0Total Per Unit Sales $40,000,000 $20.00Less variable expenses:Manufacturing $18,000,000Selling & administrative 9,000,000 27,000,000 13.50Contribution margin $13,000,000 $ 6.50Less fixed expenses:Manufacturing $ 4,000,000Selling & administrative 6,000,000 10,000,000 5.00Operating income $ 3,000,000 $ 1.50 2. Additional details are either in the statement of the problem or in the solution torequirement 1:Total Per Unit Full manufacturing cost $22,000,000 $11.00 Variable cost:Manufacturing $18,000,000 $ 9.00 Selling and administrative 9,000,000 4.50 Total variable cost $27,000,000 $13.50 Full cost = fully allocated cost*Full manufacturing cost $22,000,000 $11.00 Selling and administrative expenses 15,000,000 7.50 Full cost $37,000,000 $18.50 Gross margin ($40,000,000 - $22,000,000) $18,000,000 $ 9.00 Contrib. margin ($40,000,000 - $27,000,000) $13,000,000 $ 6.50 * Students should be alerted to the loose use of these words. Their meaning maynot be exactly the same from company to company. Thus, "fully allocatedcost" in some companies may be used to refer to manufacturing costs only.3. Ricardo’s analysis is incorrect. He was on the right track, but he did notdistinguish sufficiently between variable and fixed costs. For example, whenmultiplying the additional quantity ordered by the $11 full manufacturing cost, hefailed to recognize that $2.00 of the $11 full manufacturing cost was a "unitized"fixed cost allocation. The first fallacy is in regarding the total fixed cost asthough it fluctuated like a variable cost. A unit fixed cost can be misleading if itis used as a basis for predicting how total costs will behave.A second false assumption is that no selling and administrative expenses will beaffected except commissions. Shipping expenses and advertising allowances willbe affected also -- unless arrangements with Costco on these items differ fromthe regular arrangements.The following summary, which is similar to Exhibit 5-6 in the textbook, is acorrect analysis. The middle columns are all that are really necessary.Without WithSpecial Effect of SpecialOrder Special Order Order Units 2,000,000 100,000 2,100,000Total Per UnitSales $40,000,000 $1,600,000 $16.00 $41,600,000 Less variable expenses:Manufacturing $18,000,000 $ 900,000 $ 9.00 $18,900,000 Selling and administrative 9,000,000 330,000 3.30* 9,330,000 Total variable expenses $27,000,000 $1,230,000 $12.30 $28,230,000 Contribution margin $13,000,000 $ 370,000 $ 3.70 $13,370,000 Less fixed expenses:Manufacturing $ 4,000,000 0 0.00 $ 4,000,000 Selling and administrative 6,000,000 20,000 0.20** 6,020,000 Total fixed expenses $10,000,000 20,000 0.20 $10,020,000 Operating income $ 3,000,000 $ 350,000 $ 3.50 $ 3,350,000 * Regular variable selling and administrative expenses,$9,000,000 ÷ 2,000,000 = $ 4.50 Less: Average sales commission at 6% of $20 = (1.20) Regular variable sell. and admin. expenses, less commission $ 3.30**Fixed selling and administrative expenses, specialcommission, $20,000 ÷ 100,000 .20Some students may wish to enter the $20,000 as an extra variable cost, makingthe unit variable selling and administrative cost $3.50 and thus adding no fixedcost. The final result would be the same; in any event, the cost is relevantbecause it would not exist without the special order.Some instructors may wish to point out that a 5% increase in volume wouldcause an 11.7% increase in operating income, which seems like a highinvestment by Danube to maintain a rigid pricing policy.4. Ricardo is incorrect. Operating income would have declined from $3,000,000 to$2,850,000, a decline of $150,000. Ricardo’s faulty analysis follows:Old fixed manufacturing cost per unit,$4,000,000 ÷ 2,000,000 = $2.00 New fixed manufacturing cost per unit,$4,000,000 ÷ 2,500,000 = 1.60 "Savings" $ .40Loss on variable manufacturing costs per unit,$8.70 - $9.00 (.30) Net savings per unit in manufacturing costs $ .10The analytical pitfalls of unit-cost analysis can be avoided by using thecontribution approach and concentrating on the totals:Without Effect of WithSpecial Special SpecialOrder Order Order Sales $40,000,000 $4,350,000a$44,350,000Variable manufacturingcosts $18,000,000 $4,500,000b$22,500,000 Other variable costs 9,000,000 0 9,000,000 Total variable costs $27,000,000 $4,500,000 $31,500,000 Contribution margin $13,000,000 $ (150,000)c$12,850,000a500,000 × $8.70 selling price of special orderb 500,000 × $9.00 variable manufacturing cost per unit of special orderc 500,000 × $.30 negative contribution margin per unit of special orderNo matter how fixed manufacturing costs are unitized, or spread over the unitsproduced, their total of $4,000,000 remains unchanged by the special order.5-B3 (10-15 min.)1. Cost-plus pricing is adding a specified markup to cost to cover those components of the value chain not included in the cost plus a desired profit. In this case the markup is 30% of production cost.Price charged for piston pin = 1.30 × $50.00 = $65.00. If the estimated selling price is only $46 and this price cannot be influenced by Caterpillar, a manager would be unlikely to favor releasing this product for production.2. Target costing assumes the market price cannot be influenced by companies except by changing the value of the product to consumers. The price charged would then be the $46 estimated by market research.The highest acceptable manufactured cost or target cost, T, isDollarsTarget Price $ 46.00Target Cost TTarget Gross Margin $ .30T46 – T = .30T1.30T = 46T = 46 ÷ 1.30 = $35.383. The required cost reduction over the product’s life isExisting manufacturing cost $50.00Target manufacturing cost 35.38Required cost reduction $14.62Steps that Caterpillar managers can take to meet the required cost reduction include value engineering during the design phase, Kaizen costing during the production phase, and activity-based management throughout the product’s life.5-1 Precision is a measure of the accuracy of certain data. It is a quantifiable term. Relevance is an indication of the pertinence of certain facts for the problem at hand. Ideally, data should be both precise and relevant, but relevance generally takes priority.5-2 Decisions may have both quantitative and qualitative aspects corresponding to the nature of the facts being considered before deciding. Quantitative implications of alternative choices can be expressed in monetary or numerical terms, such as variable costs, initial investment, etc. Other relevant features may not be quantifiable, such as the quality of life in a choice between locating in San Francisco or New York. The advantage of quantitative information is that it is more objective and often easier to compare alternatives than with qualitative judgments.5-3 The accountant's role in decision-making is primarily that of a technical expert on relevant information analysis, especially relevant costs. The accountant is usually an information provider, not the decision maker, although the accountant may be part of a management team charged with making decisions.5-4 No. Only future costs that are different under different alternatives are relevant to a decision.5-5 Past data are unchangeable regardless of present or future action and thus would not differ under different alternatives.5-6 Past costs may be bases for formulating predictions. However, past costs are not inputs to the decision model itself because past costs cannot be changed by the decision.5-7 The contribution approach has several advantages over the absorption approach, including a better analysis of cost-volume-profit relationships, clearer presentation of all variable costs, and more relevant arrangement of data for such decisions as make-or-buy or product expansion.5-8 The terms that describe an income statement that emphasizes the differences between variable or fixed costs are contribution approach, variable costing, or direct costing.5-9 The commonalty of approach is the focus on the differences between future costs and revenues of different available alternatives.5-10 No, fixed costs are not always irrelevant. Often they are not relevant. However, they can be relevant if they are affected by the decision being considered.5-11 Customers are one of the factors influencing pricing decisions because they can buy or do without the product, they can make the product themselves, or they can usually purchase a similar product from another supplier.5-12 Target cost per unit is the average total unit cost over the product’s life cycle that will yield the desired profit margin.5-13 Value engineering is a cost-reduction technique, used primarily during the design function in the value chain, that uses information about all value chain functions to satisfy customer needs while reducing costs.5-14 Kaizen costing is the Japanese term for continuous improvement during manufacturing.5-15 In target costing, managers start with a market price. Then they try to design a product with costs low enough to be profitable at that price. Thus, prices essentially determine costs.5-16 Customer demands and requirements are important in the product development process. Many companies seek customer input on the design of product features. They seek to reduce non-value-added costs without affecting product features that are valuable to customers. Suppliers are also important. Companies purchase many of the materials used in products. They have to work with suppliers to get the lowest cost for these materials.5-17 Not necessarily. There are other important factors that management must consider before discontinuing a product. The product may be necessary to round out a product line. The product may be the company’s attempt to break into a new market area or new product class.5-18 The variable costs of a job can be misused as a guide to pricing. However, the adjusted markup percentages based on variable costs can have the same price result as those based on total costs, plus they have the advantage of indicating the minimum price at which any sale may be considered profitable even in the short run.5-19 Three examples of pricing decisions are (1) pricing new products, (2) pricing products sold under private labels, and (3) responding to new prices of a competitor's products.5-20 Three popular markup formulas are (1) as a percentage of variable manufacturing costs, (2) as a percentage of total variable costs, and (3) as a percentage of full costs.5-21 Two long-run effects that inhibit price cutting are (a) the effects on longer-run price structures and (b) the effects on longer-run relations with customers.5-22 Full costs are more popular than variable costs for pricing because price stability is encouraged and in the long run all costs must be recovered to stay in business.5-23 No. There is a confusion between total fixed costs and unit fixed costs. Increasing sales volume will decrease unit fixed costs, but not total fixed costs. This assumes that the volume increase results in operating levels that are still within the relevant range.5-24 Managers generally find contribution margin income statements more useful, especially if they are concerned with short-term results. The contribution margin statement provides information on the immediate profit impact of increases or decreases in sales.5-25 Marginal cost is the additional cost resulting from producing and selling one additional unit. It changes as production volume changes. With a given fixed capacity, marginal cost generally decreases up to a point and then increases. Variable cost is the accountant's approximation to marginal cost. It remains constant over the relevant range of volume. Because the difference between these two costs often is not material (within the relevant range), in such cases we can use the variable-cost estimate of marginal cost for decision-making purposes.5-26 Pricing decisions must be made within legal constraints. These laws help protect companies from predatory and discriminatory pricing. Predatory pricing involves setting prices so low that they drive competitors out of the market. Discriminatory pricing is charging different prices to different customers for the same product or service.5-27 Managers are directly involved in the research and development and the design functions. During the initial product research phase, managers often are involved in surveys, focus groups (with major airlines), and other market research activities to explore the potential for a new airplane. During process and product design, managers help with such tasks as negotiations with suppliers and cost analyses. Production managers provide input regarding cost reduction ideas. Marketing managers provide input regarding customer needs (a super large plane with more than 500 seats versus more medium-sized planes that can serve more markets). Distribution managers provide input regarding the costs of various channels of distribution. Finally, managers involved with customer relations provide input regarding the likely cost-to-serve profile for expected customers for a new product.5-28 (5 min.)All the data given are historical costs. Most students will identify the $5 and $7 prices as relevant. They will also declare that the $3 price of popcorn is irrelevant. Press them to see that the relevant admission prices are expected future costs that will differ between the alternatives. The past prices are being used as a basis for predicting the future prices.Similarly, the past prices of popcorn were not different. Hence, they are regarded as irrelevant under the assumption that the future prices will not differ.5-29 (20 min.) Some students may forget to apply the 10% wage rate increase to both alternatives.(1) Historical direct materials were $5.00per unit; direct labor was $6.00 per unit. (2) (2) Direct material costs are expected tofall by 10%, or 50¢ per unit. Directlabor costs are affected by a 10% rateincrease and a 5% increase in labortime if the new material is used.(3) (3) Cost comparisons per unit:Old NewMaterial MaterialDirect material $ 5.00 $ 4.50Direct labor$6.00 × 110% 6.60$6.00×110%×105% 6.93Expected futurecost $11.60 $11.43(4) The chosen action is implemented,and the evaluation of performance be-comes a principal source of feedback.This historical information aids thedecision process (prediction, decision,and implementation) of future decisions.5-30 (10 min.)Relevant costs are the future costs that differ between alternatives. Among the irrelevant costs are the cost of tickets to the symphony, automobile costs, and baby-sitting cost for the first four hours. The relevant costs are:Symphony Game Difference Tickets, 2 @ $20 each $0 $40 $40Parking 0 6 6Baby-sitting, 1 extrahour @ $7 0 7 7Total $0 $53 $53 The baseball game is $53 more costly to the Petrocelis than is the symphony.5-31 (10 min.) This is a basic exercise. Answers are in thousands of dollars.1. 200 + 200 + 170 = 5702. 800 - 570 = 2303. 230 - 150 = 804. 570 – 200 = 370; or 200 + 170 = 3705-32 (10-15 min.) This is a basic exercise.Sales ¥950Variable expenses:Direct materials ¥290Direct labor 160Variable factory overhead 60(a) Variable manufacturing cost ofgoods sold ¥510Variable selling and admin. expenses 100Total variable expenses 610(b) Contribution margin ¥340Fixed expenses:Fixed factory overhead ¥120Fixed selling and administrativeexpenses 45 165(c) Operating income ¥ 1755-33 (15-20 min.)This is a straightforward exercise in basic terms and relationships. To fill all theblanks, both absorption and contribution income statements must be prepared. Data arein millions of dollars. Required answers are in italics.Absorption ContributionApproach Approach Sales $920 $920 Direct materials used $350 $350Direct labor 210 210Variable indirectmanufacturing costs 100 100f. Variable manufacturing cost ofgoods sold 660 Variable selling and administrativeexpenses 90 Total variable expenses 750 k. Contribution margin 170 Fixed factory overhead 50 50g. Manufacturing cost of goods sold 710j. Gross profit 210Fixed selling and administrativeexpenses 80 80 130 Variable selling and administrativeexpenses 90 170Operating income $ 40 $ 405-34 (10-20 min.) Answers are in thousands of rands (ZAR).Prime costs = Direct material + Direct labor600 = 370 + DLDL = 230The body of a model income statement follows. The computations are explainedfor each item that was originally blank. Numbers given in the problem are in bold.Sales, 780 + 120 ZAR900Direct materials ZAR370Direct labor, 600 - 370 230Factory overhead, 780 - (370 + 230) 180Manufacturing cost of goods sold 780Gross margin ZAR120Selling and administrative expenses* 100Operating income ZAR 20*120 - 205-35 (15-20 min.) The data are placed in the format of the income statement, and the unknowns are computed as shown:Sales $890 Variable expensesDirect materials $150Direct labor 170Variable indirect manufacturing 110Variable manufacturing cost of goods sold 430 1 Variable selling and administrative expenses 260 2Total variable expenses (890 - 200) 690Contribution margin 200 Fixed expensesFixed indirect manufacturing $ 90 3Fixed selling and administrative expenses 100 190 Operating income $ 10 1150 + 170 + 110 = 4302890 - 200 = 690; 690 - 430 = 2603Total fixed expenses = 200 - 10 = 190Fixed indirect manufacturing = 190 - 100 = 905-36 (10-15 min.)1. Operating income would increase by $300 if the order is accepted.Without Effect of WithSpecial Special SpecialOrder Order Order Units 2,000 100 2,100 Sales $36,000 $1,500 $37,500 Purchase cost 20,000 1,000 21,000 Variable printing cost 4,000 200 4,200 Total variable cost 24,000 1,200 25,200 Contribution margin 12,000 300 12,300 Fixed cost 8,000 0 8,000 Operating income $ 4,000 $ 300 $ 4,300 2. If maximizing operating income in the short run were the only goal, the ordershould be accepted. However, if qualitative considerations favoring rejection are worth more than the $300 increase in operating income, the manager wouldreject the offer. For example, accepting the offer from F. C. Kitsap may generate similar offers from other clubs who now willingly pay the $18 normal price.Lost profits on such business might more than offset the $300 gain on this sale.On the other hand, this might be a way of gaining F. C. Kitsap as a regularcustomer who will then buy other items that generate a profit well in excess ofthe $300.。

管理会计第14版(charles 查尔斯)英文影印版课后答案

COVERAGE OF LEARNING OBJECTIVESManagerial Accounting and the Business Organization1-A1 (10-15 min.)Because the accountant's duties are often not sharply defined, some of these answers could be challenged:1. Attention directing and problem solving. Budgeting involves makingdecisions about planned activities -- hence, aiding problem solving.Budgets also direct attention to areas of opportunity or concern --hence, directing attention. Reporting against the budget also has ascorekeeping dimension.2. Problem solving. Helps a manager assess the impact of a decision.3. Scorekeeping. Reports on the results of an operation. Could also beattention direction if scrap is an area that might require management decisions.4. Attention directing. Focuses attention on areas that need attention.5. Attention directing. Helps managers learn about the informationcontained in a performance report.6. Scorekeeping. The statement merely reports what has happened.7. Problem solving. The cost comparison is apparently useful becausethe manager wishes to decide between two alternatives. Thus, it aids problem solving.8. Attention directing. Variances point out areas where results differfrom expectations. Interpreting them directs attention to possiblecauses of the differences.9. Problem solving. Aids a decision about where the parts should bemade.10. Scorekeeping. Determining a depreciation schedule is simply anexercise in preparing financial statements to report the results ofactivities.1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 800 1,008 208UEntertainment 600 600 0Decorations 220 190 30FTotal $1,760 $1,938 $178U2. Because of the management by exception rule, room rental andentertainment require no explanation. The actual expenditure forfood exceeded the budget by $208. Of this $208, $150 is explained by attendance of 15 persons more than budgeted (at a budget of $10 per person) and $58 is explained by expenditures above $10 per person.Actual expenditures for decorations were $30 less than the budget. If all desired decorations were purchased, the decorations committee should be commended for their savings.1-A3 (10 min.)All of the situations raise possibilities for violation of the integrity standard. In addition, the manager in each situation must address an additional ethical standard:1. The General Mills manager must respect the confidentiality standard.He or she should not disclose any information about the new cereal.2. Roberto must address his level of competence for the assignment. Ifhis supervisor knows his level of expertise and wants an analysisfrom a “layperson” point of view, he should do it. However, if thesupervisor expects an expert analysis, Roberto must admit his lackof competence.3. The objectivity standard should cause Helen to decline to omit theinformation from her budget. It is relevant information, and itsomission may mislead readers of the budget.Because the accountant’s duties are often not sharply defined, some of these answers could be challenged:1. Scorekeeping. Records events.2. Scorekeeping. Simply recording of what has happened.3. Problem solving. Helps a manager decide between alternatives.4. Attention directing. Directs attention to the use of overtime labor.5. Problem solving. Provides information to managers for decidingbetween alternatives.6. Attention directing. Directs attention to why nursing costs increased.7. Attention directing. Directs attention to areas where actual resultsdiffered from the budget.8. Problem solving. Helps the vice-president to decide which course ofaction is best.9. Scorekeeping. Records costs in the department to which theybelong.10. Scorekeeping. Records actual overtime costs.11. Attention directing. Directs attention to stores with either high or lowratios of advertising expenses to sales.12. Attention directing. Directs attention to causes of returns of the drug.13. Attention directing or problem solving, depending on the use of theschedule. If it is to identify areas of high fuel usage it is attentiondirecting. If it is to plan for purchases of fuel, it is problem solving. 14. Problem solving. Provides information for deciding between twoalternative courses of action.15. Scorekeeping. Records items needed for financial statements.1 & 2. Budget Actual VarianceSales $75,000 $74,860 $ 140UCosts:Fireworks $35,000 $39,500 $4,500ULabor 15,000 13,000 2,000FOther 8,000 8,020 20UProfit $17,000 $14,340 $2,660U3. The cost of fireworks was $4,500 ÷ $35,000 = 13% over budget. Didfireworks suppliers raise their prices? Did competition cause retailprices to be lower than expected? There should be someexplanation for the extra cost of fireworks. Also, the labor cost was$2,000 ÷ $15,000 =13% below budget. It would be useful to discover why this cost was saved. Both sales and other costs were very close to budget.1-B3 (10 - 15 min.)1. Treasurer. Analysts affect the company's ability to raise capital,which is the responsibility of the treasurer.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operatingdecisions.4. Controller. Divisional financial statements report on operations.Financial statements are generally produced by the controller'sdepartment.5. Treasurer. Financing the business is the responsibility of thetreasurer.6. Controller. Tax returns are part of the accounting process overseenby the controller.7. Treasurer. Insurance, as with other risk management activities, isusually the responsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.1-1 Decision makers within and outside an organization use accounting information for three broad purposes:1. Internal reporting to managers for planning and controllingoperations.2. Internal reporting to managers for special decision-making and long-range planning.3. External reporting to stockholders, government, and other interestedparties.1-2 The emphasis of financial accounting has traditionally been on the historical data presented in the external reports. Management accounting emphasizes planning and control purposes.1-3 The branch of accounting described in the quotation is management accounting.1-4 Scorekeeping is the recording of data for a later evaluation of performance. Attention directing is the reporting and interpretation of information for the purpose of focusing on inefficiencies of operation or opportunities for improvement. Problem solving presents a concise analysis of alternative courses of action.1-5 GAAP applies to publicly issued annual financial reports. Internal accounting reports are not restricted by GAAP.1-6 Yes, but it covers more than that. The Foreign Corrupt Practices Act applies to all publicly-held companies and covers the quality of internal accounting control as well as bribes and other matters.1-7 Users cannot easily observe the quality of accounting information. Thus, they rely on the integrity of accountants to be sure the information is accurate. Information that is unreliable is worthless, so if accountants do not have a reputation for integrity, the information they produce will not have value.1-8 Three examples of service organizations are banks, insurance companies, and public accounting firms. Such organizations tend to be labor intensive, have outputs that are difficult to define and measure, and have both inputs and outputs that are difficult or impossible to store.1-9 Two considerations are cost-benefit balance and behavioral effects. Cost-benefit balance refers to how well an accounting system helps achieve management's goals in relation to the cost of the system. The behavioral consideration specifies that an accounting system should be judged by how it will affect the behavior (that is, decisions) of managers.1-10 Yes. The act of recording events has become as much a part of operating activities as the act of selling or buying. For example, cash receipts and disbursements must be traced, and receivables and payables must be recorded, or else gross confusion would ensue.1-11 A budget is a prediction and guide; a performance report is a tabulation of actual results compared with the budget; and a variance reconciles the differences between budget and actual.1-12 No. Management by exception means that management spends more effort on those areas that seem to be out of control and less on areas that are functioning as planned. This method is an efficient way for managers to decide where to put their time and effort.1-13 No. There is no perfect system of automatic control, nor does accounting control anything. Accounting is a tool used by managers in their control of operations.1-14 Information that is relevant for decisions about a product depends on the product's life-cycle stage. Therefore, to prepare and interpret information, accountants should be aware of the current stage of a product's life cycle.1-15 The six functions are: (1) research and development – generation and experimentation with new ideas; (2) product and service process design – detailed design and engineering of products; (3) production – use of resources to produce a product or service; (4) marketing - informing customers of the value and features of products or services; (5) distribution – delivering products or services to customers; and (6) customer service –support provided to customers.1-16 No. Not all of the functions are of equal importance to the success of a company. Measurement and reporting should focus on those functions that enable a company to gain and maintain a competitive edge.1-17 Line managers are directly responsible for the production and sale of goods or services. Staff managers have an advisory function – they support line managers.1-18 Management accountants are the information specialists, even in non-hierarchical companies. However, in such companies they are more directly involved with managers and are often parts of cross-functional teams.1- 19 A treasurer is concerned mainly with the company's financial matters, the controller with operating matters. In large organizations, there are sufficient activities associated with both financial and operating matters to justify two separate positions. In a small organization the same person might be both treasurer and controller.1-20 The four parts of the CMA examination are: (1) economics, finance, and management, (2) financial accounting and reporting, (3) management reporting, analysis, and behavioral issues, and (4) decision analysis and information systems.1-21 This is not true. About one-third of CEOs come from finance or accounting backgrounds. Accounting is excellent preparation for top management positions because accountants are often exposed to many parts of the company early in their careers.1-22 Changes in technology are affecting how accountants operate. They must be able to account for e-commerce transactions efficiently and safely, they often must integrate their accounting systems into ERP systems, and an increasing number are beginning to use XBRL to communicate information electronically.1-23 The essence of the just-in-time philosophy is the elimination of waste, accomplished by reducing the time products spend in the production process and trying to eliminate the time spent in processes that do not add value to the product.1-24 Moving tools and products that are in process from one location to another in a plant is an activity that does not add value to the product. So changing the plant layout to eliminate wasted movement and time improves production efficiency.1-25 The four major responsibilities are: (1) competence - develop knowledge; know and obey laws, regulations, and technical standards; and perform appropriate analyses, (2) confidentiality - refrain from disclosing or using confidential information, (3) integrity - avoid conflicts of interest, refuse gifts that might influence actions, recognize limitations, and avoid activities that might discredit the profession, and (4) objectivity - communicate information fairly, objectively, and completely, within confidentiality constraints.1-26 Standards do not always provide the needed guidance. Sometimes an action borders on being unethical, but it is not clearly an ethical violation. Other times two ethical standards conflict. In situations such as these, accountants must make ethical judgments.1-27 (5-10 min.)Typical activities associated with the treasurer function include:❑Provision of capital❑Investor relations❑Short-term financing❑Banking and custody❑Credits and collections❑Investments❑Risk managementTypical activities associated with the controller function include:❑Planning for control❑Reporting and interpreting❑Evaluating and consulting❑Tax administration❑Government reporting❑Protection of assets❑Economic appraisal1-28 (5-10 min.)Activities 2, 4, 5, and 6 are primarily associated with marketing decisions. The management accountant would assist in these decisions as follows: Boeing Company’s pricing decision requires cost data relevant to the new method of distributing spare parts. will need to know the costs of the advertising program as well as the additional costs of other value chain functions resulting from increased sales. TexMex Foods will need to know the incremental revenues and incremental costs associated with the special order. Target Stores needs to know the impact on both revenues and costs of closing one of its stores.Activities 1, 7, and 8 are primarily associated with production decisions. The management accountant would assist in these decisions as follows. Porsche Motor Company needs an analysis of the costs associated with purchasing the part compared to the costs of making the part. Dell will need to know the costs of the training program and the savings associated with increased efficiencies in the setup and changeover activities. General Motors needs to know the costs and salvage values of the replacement equipment, the proceeds of the sale of the old equipment, and the operating savings associated with the use of the new equipment.1-30 (5 min.)1. Management 4. Management 7. Financial2. Management 5. Management3. Financial 6. Financial1. Performance ReportBudget Actual Variance Explanation Revenues $220,000 $228,000 $8,000 F Additional salesfrom newproducts* Advertising cost 15,000 16,500 (1,500) U New advertisingCampaignNet $6,500 F* From the New Products Report, seven new products were added. This exceeded the plan to add six.2.Factors that may not have been considered include:a.The costs of new products may have exceeded their price.b.Customer satisfaction with new products may not have been partof the new products report.petitors’ reactions to the Starbucks store’s actions may nothave been anticipated.d.External uncontrollable factors such as increases in operatingcosts, adverse weather, changes in the overall economy, newcompetitors entering the market, or key employee turnover mayhave decreased efficiency.1-32 (5 min.)1. Line, support 3. Staff, marketing 5. Staff, support2. Staff, support 4. Line, marketing 6. Line, productionMicrosoft is a company that most students will know and have some understanding of what functions its managers perform. Nevertheless, this may not be an easy exercise for those who have little knowledge of how companies operate.Research & development – Because software companies must continually come out with new products and upgrades to their current products this is a critical function for Microsoft. More than one-fourth of Microsoft’s operating expenses are devoted to R&D.Design of products, services, or processes – For Microsoft the design and R&D process probably overlap considerably. Product design is critical; process design is probably not. One essential part of design is beta testing – that is, field testing of new software. This quality-control step is essential to prevent customer dissatisfaction with new products.Production – Microsoft produces disks and CD-ROMs and the manuals and packaging to go with them. However, they are increasingly delivering software over the Internet, which takes an initial process design and then few resources. It is not likely a major focus for Microsoft.Marketing – Microsoft spends more on sales and marketing than on any other operating expense. Increasing competition in software sales makes marketing essential to the company’s future. This function includes advertising and direct marketing activities, but it also includes activities of the company’s sales force. Distribution – This function is becoming simpler for Microsoft as it delivers more and more software over the Internet. Although the company must stay abreast of competitors in delivery methods, this is not likely to create a major competitive advantage or disadvantage for Microsoft.Customer service – Customer service is important, but Microsoft tries to minimize its costs in this area by product design – making things work right without needing deep computer expertise. Still, poor customer service can severely impact a company, so Microsoft must attend to it.Support functions – Most of the time these are not a major focus. There is one exception recently for Microsoft. Legal support has been front and center. The very future of the company was based on court judgments for which good legal support was essential.The management accountant's major purpose is to provide information that helps line managers in making decisions regarding the planning and controlling of operations. The accountant supplies information for scorekeeping, attention directing, and problem solving. In turn, managers use this and other information for routine and non-routine decisions and for evaluating subordinates and the performance of sub-parts of the organization. Management accountants must walk a delicate line between (1) making sure that managers are properly using the pertinent information and (2) making sure that the managers, not the accountants, are doing the actual managing.1-35(5 min.)Other costs of a poor ethical environment include legal costs and costs due to high employee turnover. Other benefits of a good ethical environment include low employee turnover, low loss from internal theft, and improved customer satisfaction resulting from better quality and service (that result from a more productive work environment).1-36(5 min.)There are numerous examples.“You understand how important it is to record this sale before year end, don’t you?”“Doing it this way is common for all companies in our business, so don’t worry!”“Trust me, the inventory is at the warehouse.”This problem can form the basis of an introductory discussion of the entire field of management accounting.1. The focus of management accounting is on helping internal users tomake better decisions, whereas the focus of financial accounting ison helping external users to make better decisions. Managementaccounting helps in making a host of decisions, including pricing,product choices, investments in equipment, making or buying goods and services, and manager rewards.2. Generally accepted accounting standards or principles affect bothinternal and external accounting. However, change in internalaccounting is not inhibited by generally accepted principles. Forexample, if an organization wants to account for assets on the basisof replacement costs for internal purposes, no outside agency canprohibit such accounting. Of course, this means that organizationsmay have to keep more than one set of records. There is nothingimmoral or unethical about having multiple sets of books, but theyareexpensive. Accounting data are commodities, just like butter or eggs.Innovations in internal accounting systems must meet the samecost-benefit tests that other commodities endure. That is, theirperceived increases in benefits must exceed their perceivedincreases in costs. Ultimately, benefits are measured by whetherbetter decisions are forthcoming in the form of increased net profitsor cost savings.3. Budgets, the formal expressions of management plans, are a majorfeature of management accounting, whereas they are not asprominent in financial accounting. Budgets are major devices forcompelling and disciplining management planning.4. An important use of management accounting information is theevaluation of performance, which often takes the form of comparisonof actual results against budgets, providing incentives and feedback to improve future decisions.5.Accounting systems have an enormous influence on the behavior ofindividuals affected by them. Management accounting is moreconcerned with the likely behavioral effects of various accountingalternatives that may be adopted than is financial accounting.1-38(10 min.)The main point of this question is that cost information is crucial for decisions regarding which products and services should be emphasized or de-emphasized. The incentives to measure costs precisely are far greater when flat fees are being received instead of reimbursements of costs.Note, too, that nonprofit organizations and profit-seeking organizations have similar desires regarding management accounting. Accountability is now in fashion for many purposes, including justification of prices, cost control, and response to criticisms by investors (whether they be donors, taxpayers, or others).When somebody's money is at stake, accounting systems get much love and attention. In a survey of 550 hospitals, hospital financial executives said that improved cost accounting systems "are crucial to responding to changes in hospital payment mechanisms and that better cost information is essential for more profitable and efficient operations." Hospitals will increasingly identify costs by product (type of case), not just by departments.1-39 (10 min.)Paperwork and systems often seem to become ends in themselves. However, the rationale that should underlie systems design is the cost-benefit philosophy or approach that is implied in the quotation. The aim is to get the managers and their subordinates collectively to make better decisions under one system versus another system -- for a given level of costs.Marks & Spencer should look at each of the management accounting reports it produces with an eye toward how it helps managers make better decisions. Does it provide needed scorekeeping? Does it direct attention to aspects of operations that might need altering? Does it provide information for specific management decisions? These types of questions will help identify the benefit of the information in the report.Then the company must consider the cost – not just the cost of collecting the data and preparing the reports, but the cost of educating managers to use the information and the cost of the time to read, digest, and act on the information. Too much information may be costly because it makes it time-consuming (and thus costly) to sift through the reams of information to find the few items that are important. And one cost may be the loss of important information because the total volume of information makes it too difficult to ferret out the important items.1-40(10 min.) Financial information is important in all companies. But how managers get and use financial information can differ depending on the culture and philosophies of the company.Top executives of a company often represent a functional area that is critical to the comparative economic advantage of the company. If technology is crucial, engineers generally hold important executive positions. If marketing differentiates the company from others, marketing executive s usually dominate. But regardless of the source of a company’s competitive advantage, its success will eventually be measured in economic terms. They must attend to financial aspects to thrive and often even to survive.Management accountants must work with the dominant managers in any organization. The modern trend toward use of cross-functional teams places management accountants at the center of the action regardless of what type of managers and executives dominate. Most companies realize that there is a financial dimension to almost every major decision, so they want the financial experts, management accountants, involved in the decisions. But to be accepted as an important part of these teams, the management accountants must know how to help managers in various functional areas. In General Mills, if accountants can’t talk the language of marketing, they will not have great influence. In ArvinMeritor, if they do not understand the information needs of engineers they will not provide value.1-41(10-15 min.)1. Boeing's competitive environment and manufacturing processeschanged greatly during the 1990s. An accounting system that served them well in their old environment would not necessarily be optimal in the 2000s. Boeing's management probably thought that changes in the accounting system were necessary to produce the kind of information necessary to remain competitive.2. A cost-benefit criterion was probably used. Boeing's management maynot have quantified the costs and the benefits, but they certainlyassessed whether the new system would help decisions enough towarrant the cost of the system.Many of the benefits of a better accounting system are hard to measure.They affect many strategic decisions of an organization. Withoutaccurate product costs, management will find it difficult to assess the consequences of their decisions. An accurate accounting system will help to price airplanes and other products competitively.3. More accurate product costs will usually result in better managementdecisions. But if the cost of the accounting system that produces the more accurate costs is too high, it may be best to forego the increased accuracy. The benefit of better decisions must exceed the added cost of the system for a change to be desirable.1-42(10 min.)1. There are many possible activities for each function of Nike's valuechain. Some possibilities are:Research and development -- Determining changes in customers'tastes and preferences for shoes and sportswear to come up withnew products (maybe the next "Air Jordans").Product and service process design -- Design a shoe to meet theincreasing demands of competitive athletes.Production -- Determine where to produce products and negotiatecontracts with the companies producing them.Marketing -- Signing prominent athletes to endorse Nike's products.Distribution -- Select the best locations for warehouses fordistribution to retail outlets.Customer service -- Formulate return policies for products thatcustomers perceive to be defective.2. Accounting information that aids managers' decisions includes:Research and development -- Trends in sales for various products, to determine which are becoming more and less popular.Product and service process design -- Production costs of variousshoe designs.Production -- Measure total costs, including both purchase cost and transportation costs, for production in various parts of the world.Marketing -- The added profits generated by the added sales due toproduct endorsements.Distribution -- Storage and shipping costs for different alternativewarehouse locations.Customer service -- The net cost of returned merchandise, to becompared with the benefits of better customer relations.。

管理会计第五章习题&解答

Snara Company accumulates the following data concerning a mixed cost, using miles as the activity level.Miles Driven Total Cost Miles Driven Total Cost January 10,000 $15,000 March 9,000 $12,500February 8,000 $14,500 April 7,500 $13,000 InstructionsCompute the variable and fixed cost elements using the high-low method.SOLUTION$15,000 − $13,000————————— = $0.80 = variable cost per mile10,000 − 7,500$0.80 (10,000) + FC = $15,000Fixed cost = $7,000Or$0.80 (7,500) + FC = $13,000Fixed cost = $7,000QUESTION 2Determine the missing amounts.Unit Selling Price Unit Variable CostsContributionMargin per UnitContributionMargin Ratio1. $300 $210 A. B.2. $600 C. $120 D.3. E. F. $400 40% SOLUTIONA. $300 – $210 = $90B. $90 ÷ $300 = 30%C. $600 – $120 = $480D. $120 ÷ $600 = 20%E. $400 ÷ 40% = $1,000F. If 40% = CM ratio, then 60% = variable cost percentage; $1,000 × 60% = $600Or $1,000 – $400 = $600Wellington Cabinets has fixed costs totaling $96,000. Its contribution margin per unit is $1.50, and the selling price is $5.50 per unit.InstructionsCompute the break-even point in units.SOLUTION$1.50X – $96,000 = 0X = 64,000 unitsQUESTION 4Diaz Donuts sells boxes of donuts each with a variable cost percentage of 37.5%. Its fixed costs are $46,875 per year.InstructionsDetermine the sales dollars Diaz needs to break even per year.SOLUTIONContribution margin ratio = 100% – 37.5% = 62.5%.625x – $46,875 = 0X = $75,000 of sales dollarsQUESTION 5Kettle Goods Company has a unit selling price of $500, variable cost per unit $300, and fixed costs of $170,000.InstructionsCompute the break-even point in units and in sales dollars.SOLUTION$500X − $300X − $170,000 = 0BEP in units = X = 850 unitsBEP in dollars = 850 units × $500 = $425,000The following monthly data are available for Marketplace, Inc. which produces only one product which it sells for $18 each. Its unit variable costs are $8, and its total fixed expenses are $15,000. Actual sales for the month of May totaled 2,000 units.InstructionsCompute the margin of safety in units and dollars for the company for May.SOLUTIONBEP in units: $18X - $8X – $15,000 = 0BEP in units = X = 1,500 unitsUnits at current sales level = 2,000Margin of safety = (2,000 – 1,500) × $18 = $9,000Sales can drop by $9,000 before the company incurs a lossQUESTION 7Manhattan Cookery reported actual sales of $2,000,000, and fixed costs of $400,000. The contribution margin ratio is 25%.InstructionsCompute the margin of safety in dollars and the margin of safety ratio.SOLUTIONBEP in dollars: $400,000 ÷ 25% = $1,600,000Margin of safety in dollars: $2,000,000 − $1,600,000 = $400,000Margin of safety ratio: $400,000 ÷ $2,000,000 = 20%QUESTION 8Mace Company accumulates the following data concerning a mixed cost, using miles as the activity level.Miles Driven Total CostJanuary 10,000 $15,000February 8,000 13,500March 9,000 14,400April 7,500 12,500InstructionsCompute the variable and fixed cost elements using the high-low method.$15,000 – $12,500————————— = $1.00 = variable cost per mile 10,000 – 7,500($1.00 x 10,000) + fixed cost = $15,000Fixed cost = $5,000。

管理会计双语第5章

Sales level at which operating income is zero Sales above breakeven result in a profit Sales below breakeven result in a loss Two methods: Income statement approach Contribution margin approach
Units produced Direct materials cost per unit Total direct materials cost
100 200 300
$120 $60 $40
12,000 12,000 12,000
400
500
$30
$24
12,000
12,000
Committed fixed costs represent investments with a
Contribution margin is used first to cover fixed expenses.
Any remaining contribution margin contributes to net operating income.
Sales revenue per unit
Fixed costs Contribution margin ratio
Breakeven point in sales dollars
$20,000 $15,000
Dollars
$10,000 $5,000 $0 0 500
•
Revenues
1,000
1,500
Volume of Units

管理会计第五章课后习题和答案

管理会计第五章课后习题和答案1. 课后习题1.1 简答题1.什么是成本管理？2.成本管理的主要目标是什么？3.请4.并解释成本管理中的两个主要手段。

5.什么是差异分析？6.为什么差异分析在成本管理中很重要？1.2 计算题1.计算以下三种差异：–实际成本与标准成本之间的成本差异–实际产量与标准产量之间的产量差异–实际销售量与标准销售量之间的销量差异并解释每种差异的意义。

2.某公司的标准成本和实际成本如下：类别标准成本实际成本直接材料￥500￥600直接人工￥300￥280制造费用￥200￥220计算实际成本与标准成本之间的成本差异，并说明其原因。

2. 答案2.1 简答题1.成本管理是指通过对成本的预测、分析和控制，以达到有效管理企业的成本和提升企业绩效的一种管理方法。

2.成本管理的主要目标是降低企业的成本、提高企业的效益和竞争力。

3.成本管理的两个主要手段包括标准成本和差异分析。

标准成本是根据过去经验和期望制定的预计成本，用于衡量实际成本的偏离程度；差异分析则是比较实际成本与标准成本之间的差异，并进行分析和解释。

4.差异分析是指通过比较实际成本与标准成本之间的差异，分析造成差异的原因，并进行相应的管理措施和决策。

5.差异分析在成本管理中很重要，因为它可以帮助企业及时发现成本偏差，并进一步分析原因，从而采取适当的措施进行成本控制，提高企业效益。

2.2 计算题–成本差异 = 实际成本–标准成本–产量差异 = 实际产量–标准产量–销量差异 = 实际销量–标准销量这三种差异的意义是：–成本差异反映了实际成本与标准成本之间的差距，可以用来衡量企业在生产过程中成本控制的效果。

–产量差异衡量了实际产量与标准产量之间的差异，可以帮助企业评估生产效率和资源利用情况。

–销量差异反映了实际销量与标准销量之间的差距，对于企业的销售业绩评估和市场需求的分析是非常重要的。

1.实际成本与标准成本之间的成本差异为：成本差异 = 实际成本标准成本 = 600500 = 100该成本差异的原因可能是直接材料、直接人工或制造费用发生了偏差，或者是三者之间的组合效应导致的。

《管理会计》英文版课后习题答案

第二章产品成本计算Exercises2–1（指教材上的第2章练习第1题，下同）1. Part #72A Part #172CSteel* $ 12.00 $ 18.00Setup cost** 6.00 6.00Total $ 18.00 $ 24.00*($1.00 ? 12; $1.00 ? 18)**($60,000/10,000)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 ounceSetup 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= $60,0002. 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 hourThe 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 = $8.00Part #172C = ($2,000 ? 200)/100,000 = $4.00Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.problems2–51. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944*Note: 364 days = 7 days ? 52 weeksNumber of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472Annual nursing cost = (17 ? $45,000) + $22,500= $787,500Cost 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 dayNormal care = $393,750/8,000 days= $49.22 per day*$525,000/2 = $262,500The 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.2–61. Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory $ 300,000Add: Purchases 600,000Materials available $ 900,000Less: Ending inventory 450,000*Direct materials used $ 450,000Direct labor 12,000,000Overhead 1,500,000Total service costs added $ 13,950,000Add: Beginning work in process 900,000Total production costs $ 14,850,000Less: Ending work in process 1,500,000Cost of services sold $ 13,350,000*Materials available less materials used2. 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).3. Bella Obra CompanyIncome StatementFor the Year Ended June 30, 2006Sales $ 21,000,000Cost of services sold 13,350,000Gross margin $ 7,650,000Less operating expenses:Selling expenses $ 900,000Administrative expenses 750,000 1,650,000Income before income taxes $ 6,000,0004. 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.2–71. Direct materials:Magazine (5,000 ? $0.40) $ 2,000Brochure (10,000 ? $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ? $10] $ 2,500Brochure [(10,000/100) ? $10] 1,000 3,500Manufacturing overhead:Rent $ 1,400Depreciation [($40,000/20,000) ? 350*] 700Setups 600Insurance 140Power 350 3,190Cost of goods manufactured $ 9,490*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.2. Direct materials $ 2,800Direct labor 3,500Total prime costs $ 6,300Magazine:Direct materials $ 2,000Direct labor 2,500Total prime costs $ 4,500Brochure:Direct materials $ 800Direct labor 1,000Total prime costs $ 1,800Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost:Direct labor $ 3,500Overhead 3,190Total $ 6,690Magazine:Direct labor $ 2,500Overhead:Power ($1 ? 250) $ 250Depreciation ($2 ? 250) 500Setups (2/3 ? $600) 400Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250Total $ 4,750Brochure:Direct labor $ 1,000Overhead:Power ($1 ? 100) $ 100Depreciation ($2 ? 100) 200Setups (1/3 ? $600) 200Rent and insurance ($4.40 ? 100 DLH)* 440 940Total $ 1,940*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 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 pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises3–11. Resource Total Cost Unit CostPlastic1 $ 10,800 $0.027Direct labor andvariable overhead2 8,000 0.020Mold sets3 20,000 0.050Other facility costs4 10,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. 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.3–3High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,350problems3–61. High (1,700, $21,000); Low (700, $15,000)V = (Y2 – Y1)/(X2 – X1)= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving orderF = Y2 – VX2= $21,000 – ($6)(1,700) = $10,800Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.24317476605R Squared 0.633710482694768No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234Std. Err. of Coef. 3.59557461331427V = $13.38 per receiving order (rounded)F = $4,513 (rounded)Y = $4,513 + $13.38XR2 = 0.634, or 63.4%Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice o f 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 5632.28109733183Std. Err. of Y Est. 2390.10628259277R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633Std. Err. of Coef. 0.0073259640055344V = $0.045 per pound of material delivered (rounded)F = $5,632 (rounded)Y = $5,632 + $0.045XR2 = 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 752.104072925631Std. Err. of Y Est. 1350.46286973443R Squared 0.951068418023306No. of Observations 10Degrees of Freedom 7X Coefficient(s) 0.0333883151096915 7.14702865269395Std. Err. of Coef. 0.00495524841198368 1.68182916088492V1 = $0.033 per pound of material delivered (rounded)V2 = $7.147 per receiving order (rounded)F = $752 (rounded)Y = $752 + $0.033a + $7.147bR2 = 0.95, or 95%Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850problems5–31. 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 WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: 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 $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ? $5,500) $8,250Cost of goods sold 5,500Gross margin $2,750Marketing and administrative expenses 1,200Operating income $1,5505–201. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department 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 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming 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.5–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department 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 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming 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.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 ? $20 $ 40 $ 403 ? $12 36 36Overhead:5 ? $5 255 ? $10 50Total $101 $126Price last year = $101 ? 1.40 = $141.40/dayPrice this year = $126 ? 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons arenot pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic CateringPurchasing$3 ? 7,000 $21,000$3 ? 3,000 $ 9,000Power$0.40 ? 5,000 2,000$0.40 ? 45,000 18,000Maintenance$10 ? 500 5,000$10 ? 100 1,000Other$2 ? 11,000 22,000 22,000Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101Price = 1.4 ? $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ? $7.50) $15.00Bike conversion cost (2 ? $5.00) 10.00Catering materials 12.00Catering conversion (1 ? $4.55) 4.55Total cost $41.55*Rounded5. 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6–11. Cutting Sewing PackagingDepartment Department DepartmentDirect materials $5,400 $ 900 $ 225Direct labor 150 1,800 900Applied overhead 750 3,600 900Transferred-in cost:From cutting 6,300From sewing 12,600Total manufacturing cost $6,300 $12,600 $14,6252. a. Work in Process—Sewing 6,300Work in Process—Cutting 6,300b. Work in Process—Packaging 12,600Work in Process—Sewing 12,600c. Finished Goods 14,625Work in Process—Packaging 14,625 3. Unit cost = $14,625/600 = $24.38* per pair6–21. Units transferred out: 27,000 + 33,000 – 16,200 = 43,8002. Units started and completed: 43,800 – 27,000 = 16,8003. Physical flow schedule:Units in beginning work in process 27,000Units started during the period 33,000Total units to account for 60,000Units started and completed 16,800Units completed from beginning work in process 27,000Units in ending work in process 16,200Total units accounted for 60,0004. Equivalent units of production:Materials ConversionUnits completed 43,800 43,800Add: Units in ending work in process:(16,200 ? 100%) 16,200(16,200 ? 25%) 4,050 Equivalent units of output 60,000 47,8506–31. Physical flow schedule:Units to account for:Units in beginning work in process 80,000Units started during the period 160,000Total units to account for 240,000Units accounted for:Units completed and transferred out:Started and completed 120,000From beginning work in process 80,000 200,000 Units in ending work in process 40,000Total units accounted for 240,0002. Units completed 200,000Add: Units in ending WIP ? Fraction complete(40,000 ? 20%) 8,000Equivalent units of output 208,0003. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.854. Cost transferred out = 200,000 ? $7.85 = $1,570,000Cost of ending WIP = 8,000 ? $7.85 = $62,8005. Costs to account for:Beginning work in process $ 374,400Incurred during June 1,258,400Total costs to account for $ 1,632,800Costs accounted for:Goods transferred out $ 1,570,000Goods in ending work in process 62,800Total costs accounted for $ 1,632,8006–31、Units t0 account for:Units in beginning work in process(25% completed) 10000Units started during the period 70000 Total units to account for 80000 Units accounted forUnits completed and transferred outStarted and completed 50000From beginning work in process 10000 60000 Units in ending work in process(60% completed) 20000 Total units accounted for 80000 2、60000+20000×60%=72000（units）3、Unit cost for materials:（$/unit）Unit cost for convension:（$/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($)作业成本法4–21. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ? 288,000 = $616,320Assembly Department: $1.96 ? 196,000 = $384,160Overhead variances:Drilling Assembly TotalActual overhead $602,000 $ 412,000 $ 1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $ (14,320) over $ 27,840 under $ 13,5203. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000= $11,696/8,000= $1.46**Rounded4–31. 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 briefcaseFina: (1.75 ? $3,000)/3,000 = $1.75 per briefcaseNote: 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 MHrElegant: ($4.20 ? 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ? 4,500)/3,000 = $6.30 per briefcaseThis 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:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (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 MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ? 500 $ 1,800$3.60 ? 4,500 $ 16,200Setups:$15 ? 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.904：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=$7.94–51. Deluxe Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit gross profit $324 36% $150 20%Total gross profit:($324 ? 100,000) $32,400,000($150 ? 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe gularUnit-level:Machining:$200 ? 100,000 $20,000,000$200 ? 300,000 $60,000,000Batch-level:Setups:$3,000 ? 300 900,000$3,000 ? 200 600,000Packing:$20 ? 100,000 2,000,000$20 ? 400,000 8,000,000Product-level:Engineering:$40 ? 50,000 2,000,000$40 ? 100,000 4,000,000Facility-level:Providing space:$1 ? 200,000 200,000$1 ? 800,000 800,000Total overhead $25,100,000 $73,400,000Units ÷100,000 ÷800,000Overhead per unit $251 $91.75Deluxe Percent Regular PercentPrice $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) $12,000,000($175.50 ? 800,000) $140,400,000*$529 + $251**$482.75 + $91.753. 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.4–61. JIT Non-JITSalesa $12,500,000 $12,500,000Allocationb 750,000 750,000a$125 ? 100,000, where $125 = $100 + ($100 ? 0.25), and 100,000 is the average order size times the number of ordersb0.50 ? $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ? 200 $ 800,000$4,000 ? 20 $ 80,000Selling costs:$8,000 ? 20 160,000$8,000 ? 20 160,000Service costs:$2,000 ? 100 200,000$2,000 ? 50 100,000Total $1,160,000 $340,0 0For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, 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 reflectthe 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.4–71. Supplier cost:First, calculate the activity rates for assigning costs to suppliers:Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance FoyPurchase cost:$23.50 ? 400,000 $ 9,400,000$21.50 ? 1,600,000 $ 34,400,000Inspecting components:$120 ? 40 4,800$120 ? 1,960 235,200Reworking products:$507 ? 90 45,630$507 ? 1,410 714,870Warranty work:$600 ? 400 240,000$600 ? 7,600 4,560,000Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe 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.4–7 Concluded2. 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 FoyLost sales:$125 ? 400 $ 50,000$125 ? 7,600 $ 950,000$ 50,000 $ 950,000Units supplied ÷400,000 ÷1,600,000Increase in unit cost $ 0.13* $ 0.59**Rounded$0.075 per unitCategory II: $45/1,000 = $0.045 per unitCategory III: $45/1,500 = $0.03 per unitCategory 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= 45,000Reduction in orders = 100,000 – 45,000 = 55,000Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)There were initially 50 steps: 100,000/2,000Reduction in resource spending:Step-fixed costs: $50,000 ? 27 = $1,350,000Variable activity costs: $20 ? 55,000 = 1,100,000$2,450,000预算9-4Norton, Inc.Sales Budget For the Coming YearModel Units Price Total SalesLB-1 50,400 $29.00 $1,461,600LB-2 19,800 15.00 297,000WE-6 25,200 10.40 262,080 WE-7 17,820 10.00 178,200 WE-8 9,600 22.00 211,200 WE-9 4,000 26.00 104,000 Total $2,514,080二、1. Raylene’s Flowers and GiftsProduction Budget for Gift BasketsFor September, October, November, and DecemberSept. Oct. Nov. D ec.Sales 200 150 180 250Desired ending inventory 15 18 25 10Total needs 215 168 205 260Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 2352. Raylene’s Flowers and GiftsDirect Materials Purchases BudgetFor September, October, and NovemberFruit: Sept. Oct. Nov.Production 195 153 187? Amount/basket (lbs.) ? 1 ? 1 ?1Needed for production 195 153 187Desired ending inventory 8 9 12Needed 203 162 200Less: Beginning inventory 10 8 9Purchases193 154 190Small gifts: Sept. Oct. Nov.Production 195 153 187 ? Amount/basket (items) ? 5 ? 5 ? 5Needed for production 975 765 935Desired ending inventory 383 468 588Needed 1,358 1,233 1,523Less: Beginning inventory 488 383 468Purchases 870 850 1,055Cellophane: Sept. Oct. Nov.Production 195 153 187。

亨格瑞管理会计英文第15版练习答案05

《管理会计(双语)》课程 (5)

7
Time-Driven ABC
Use parameter estimates to assign indirect costs: Cost of using resource i by product j =
Capacity cost rate of resource i x Quantity of capacity of resource i used
Time-driven activity-based costing systems (TDABC or Time-Driven ABC) estimate two parameters and then assign indirect costs similar to the way direct costs are assigned
by product j
8
TDABC Profitability Report
Refer to Madison Dairy’s report, Exhibit 5-5 The results from the time-driven activity-based
costing system were quite different from the results based on the traditional cost system
Committed costs become variable via a two-st resources change either because of changes in the quantity of activities performed or because of changes in the efficiency of performing activities

管理会计第五章课后习题答案

第五章习题答案计算分析题1、A产品单位小时边际贡献：（400-240）/5=32B产品单位小时边际贡献：（300-180）/4=30因为A产品的单位小时边际贡献大于B产品，在存在资源约束并且不存在追加专属成本的情况下，可以直接通过比较单位资源边际贡献判断方案的优劣，所以本题中A产品优于B 产品，应开发A产品。

2、开发甲产品收益：2000×（90-42）-6000×（80-40）÷4=36000开发乙产品收益：2500×（85-40）-6000×（80-40）÷3=32500因为开发甲产品收益大于开发乙产品，所以应开发甲产品。

3、600件以内的成本平衡点：x1=800÷（6-4）=400600件以上的成本平衡点：x2=800÷（5-4）=800所以，当需用量在400件以下时应外购，需用量在400至600件之间时应自制；当需用量在600至800件之间时应外购，需用量在800件以上时应自制。

4、裂化加工的收益：20000×85%×3.80+20000×5%×1.90-20000×0.80=50500直接出售的收益： 20000×2.20=44000因为裂化加工后出售的收益大于直接出售，所以应当裂化加工后出售。

5、（1）产品的单位变动成本为600元，在影响正常销售且无追加成本的情况下，只要追加定货的出价高于单位变动成本就可以接受定货，所以应当接受定货。

（2）接受定货的收益：60×1000+40×700-100×600=28000元不接受定货的收益：80×1000-80×600=32000元所以此项定货不能接受。

6、（1）丙产品的边际贡献总额为1000元（4000-900-800-700-600），在生产设备不能移作他用的情况下，只要产品有边际贡献就不应当停产，所以丙产品不应停产。

英文成本管理会计chapter05

CHAPTER 5JOB-ORDER COSTINGQUESTIONS FOR WRITING AND DISCUSSION1.Job-order costing accumulates costs byjobs, and process costing accumulates costs by processes. Job-order costing is suitable for operations that produce custom-made products that receive different doses of manufacturing costs. Process costing, on the other hand, is suitable for operations that produce homogeneous products that receive equal doses of manufacturing costs in each process.2.Cost drivers are those factors that drive orcause the consumption of overhead. Know-ing what drives overhead costs allows a more accurate assignment of overhead costs to jobs.3.The predetermined overhead rate is multip-lied by the actual measure of the cost driver on which the rate is based.4.Unit cost:Direct materials $ 7,500Direct labor 10,000Overhead ($5 1,000) 5,000Total $22,500 Unit cost = $22,500/500 = $455.More paperwork is required. Labor and ma-terials are assigned to departments in a process-costing system. In a job-order cost-ing system, labor and materials must be tracked to each job, requiring time tickets and more use of materials requisitions. Addi-tionally, a job-order costing system requiresa separate job-order cost sheet for each job.6.Job-order costing is appropriate for manyservice firms. The key factor is that differing amounts of resources must be used for dif-ferent jobs. Examples of service firms that use job-order costing are law firms, account-ing firms, dentists, automobile repair, and architectural firms.7.Unless all your jobs (lawns) are the samesize and require the same services, you will need to use a job-order costing system. At minimum, you will need job-order costsheets for each customer. You will need la-bor time tickets to record the amount of timespent on each job, both to cost the job andto pay the individual doing the work. A mate-rials requisition form may be needed if ferti-lizer or weed control products are used (al-ternatively, it may be possible to just list theamount of product used directly on the job-order cost sheet). The more complicatedyour business becomes (e.g., mowing, trim-ming, fertilizing, trimming shrubbery, andplanting shrubs and trees), the more sourcedocuments will be needed to keep track oftime, materials, and use of capital equipment(e.g., trimmers and brushhogs).8.The cost of a job is often strongly related tothe price charged. Logically enough, thehigher the cost of the job, the higher theprice charged to the customer. This relation-ship makes sense not only to the businessbut also to the customer. By comparing thecost of the individual job with the pricecharged, the firm can determine the profit at-tributable to each job. Then, the firm can de-cide whether the profit is sufficient to contin-ue offering the product or service under thecurrent terms.9.The principal difference between a manualand an automated job-order costing systemis the nature of the records. In an automatedsystem, terminals can be used to input datadirectly to the job, thus eliminating the needfor many of the source documents such astime tickets and requisition forms. Even ifthese forms are used and the data are en-tered on a batch basis, the job-order costsheet has been replaced with an electronicrecord. Instead of cabinets with collectionsof job-order cost sheets, files are collectionsof job records located on disk or tape.10.Materials requisition forms serve as thesource documents for posting materialsusage and costs to individual jobs. Time orwork tickets serve a similar function for la-bor. Predetermined overhead rates are usedto assign overhead costs to individual jobs.EXERCISES5–11. Auto manufacturing: A job-order example might be Rolls Royce, in which thecars are made to order. A process-costing example might be Ford Motor Company.2. Dental services: A job-order example might be a local, full-service dentist. Aprocess-costing example might be a denturist (someone who makes only dentures).3. Auto repair: A job-order example might be a local mechanic or the servicedepartment of an automobile dealership. A process-costing example might bea shop that is dedicated to oil changes.4. Costume making: A job-order example might be a local seamstress who willm ake the costumes for children in a junior high school play. A process-costing example might be a firm dedicated to the manufacture of dance cos-tumes that are sold nationwide. The designs are preset.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250 Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850PROBLEMS5–31. 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 M yron Coe Walker WillisBeginning 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 $3,540 $ 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 inprocess. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ⨯ $5,500) ................................................................... $8,250Cost of goods sold ................................................................... 5,500Gross margin ............................................................................ $2,750Marketing and administrative expenses ................................. 1,200Operating income ..................................................................... $1,5505–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ⨯ $9.40 = $658 70 ⨯ $9.40 = $658Departmental:20 ⨯ $6.25 $ 125.00 50 ⨯ $6.25 $ 312.5050 ⨯ $22 1,100.00 20 ⨯ $22 440.00$ 1,225.00 $ 752.50Department 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 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ⨯ $6.25 = $437.50 70 ⨯ $6.25 = $437.50Departmental:20 ⨯ $6.25 $ 125.00 50 ⨯ $6.25 $ 312.5050 ⨯ $6.25 312.50 20 ⨯ $6.25 125.00$ 437.50 $ 437.50Assuming 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 suffi-cient.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This Year Bike cost:2 ⨯ $20 $ 40 $ 403 ⨯ $12 36 36Overhead:5 ⨯ $5 255 ⨯ $10 50Total $101 $126P rice last year = $101 ⨯ 1.40 = $141.40/dayPrice this year = $126 ⨯ 1.40 = $176.40/dayThis 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 re-creational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic Catering Purchasing$3 ⨯ 7,000 $21,000$3 ⨯ 3,000 $ 9,000 Power$0.40 ⨯ 5,000 2,000$0.40 ⨯ 45,000 18,000 Maintenance$10 ⨯ 500 5,000$10 ⨯ 100 1,000 Other$2 ⨯ 11,000 22,000 22,000 Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ⨯ $20) + (3 ⨯ $12) + (5 ⨯ $5) = $101Price = 1.4 ⨯ $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ⨯ $7.50) $15.00Bike conversion cost (2 ⨯ $5.00) 10.00Catering materials 12.00Catering conversion (1 ⨯ $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types andcosts 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.Managerial Decision Case5–61. The solution proposed by Doug Adams is not ethical. Although maintainingthe current plantwide rate is probably not illegal, its continuation has only one purpose: to extract extra profits from government business. Doug knows that the plantwide rate is not accurately assigning overhead costs to the vari-ous jobs and is willing to alter the assignments on an “unofficial basis” for purposes of bidding on private-sector jobs. Fundamentally, ethical behavior is concerned with choosing right over wrong. To knowingly overcharge the government for future business certainly seems wrong. To continue overpric-ing with the knowledge that the new overhead rates would more than make up any lost profits from the government sector (through more competitive bidding in the private sector) is a clear indication of greed. While managers have an obligation to maximize profits, this obligation must be within ethical boundaries.2. The ethical standards for management accountants prohibit Tonya Martinfrom being a party to the scheme proposed by Doug. Martin should refrain from engaging in any activity that would discredit the profession (III-7). She also has the responsibility to communicate information fairly and objectively (IV-1) and to disclose all relevant information that could reasonably be ex-pected to influence an intended user’s understanding of the reports, co m-ments, and recommendations presented (IV-2). This latter restriction would certainly pose a significant dilemma for Tonya when the records of the com-pany are examined by government auditors.3. If Tonya cannot persuade Doug to refrain from implementing his scheme,then she should present her objections to Doug’s immediate supervisor. If a resolution cannot be realized at this level, then Tonya should go to the next higher management level. If no resolution is possible after appealing to all higher levels, then resignation may be the only remaining option.。

精编【财务会计管理】管理会计示范性双语课件习题

【财务会计管理】管理会计示范性双语课件习题xxxx年xx月xx日xxxxxxxx集团企业有限公司Please enter your company's name and contentvCHAPTER 1MANAGEMENT ACCOUNTING: INFORMATION THAT CREATES VALUETRUE/FALSE1. Management accounting gathers short-term, long-term, financial, andnonfinancial information.a. Trueb. False2. Management accounting information generally reports on the organizationas a whole.a. Trueb. False3. Companies have to follow strict guidelines when designing a managementaccounting system.a. Trueb. False4. A good management accounting system is intended to meet specificdecision-making needs at all levels in the organization.a. Trueb. False5. During the history of management accounting, innovations were developedto address the decision-making needs of managers.a. Trueb. False6. A key element in any organization’s strategy is to identify its targetcustomers and to deliver what those target customers want.a. Trueb. False7. The value proposition has only two elements: cost and quality.a. Trueb. False8. Quality is the degree of conformance between what the customer ispromised and what the customer receives.a. Trueb. False9. Recently, the demand for improved management accounting and controlinformation within manufacturing firms has also occurred in serviceorganizations.a. Trueb. False10. Recently, the competitive environment for both manufacturing and servicecompanies has become far more challenging and demanding.a. Trueb. False11. Service companies are very similar to manufacturing companies in mayways, including the fact that many employees have direct contact withcustomers.a. Trueb. False12. Sensitivity to timeliness and quality of service is especially important toservice organizations.a. Trueb. False13. Government and nonprofit organizations, as well as profit-seekingenterprises, are feeling the pressures for improved performance.a. Trueb. False14. Management accounting information allows managers to compare actualand planned costs and to identify areas and opportunities for processimprovement.a. Trueb. False15. Management accounting can provide information on customer satisfaction.a. Trueb. False16. ROI (return on investment) combines two profitability measures to producea single measure of departmental or divisional performance.a. Trueb. False17. Around 1920, centralized control of decentralized operations wasaccomplished by having corporate managers receive financial reports about divisional operations and profitability.a. Trueb. False18. In the late 1990s, little interest or attention was paid to evaluatingmanagement’s appropriate governance and strategy choices.a. Trueb. False19. Financial information identifies and explains the underlying problems.a. Trueb. False20. Management accounting measures can provide advance warnings ofproblems.a. Trueb. False21. Customer satisfaction is an example of financial information.a. Trueb. False22. Operating profit is an example of nonfinancial information.a. Trueb. False23. Organizational leadership plays a critical role in fostering an organization’sculture of high ethical standards.a. Trueb. False24. Information is never neutral; just the act of measuring and reportinginformation affects the individuals involved.a. Trueb. False25. Boundary systems are always stated in positive terms that outline maximumstandards of behavior.a. Trueb. FalseMULTIPLE CHOICE26. Management accounting helps a company achieve:a. its strategic objectivesb. its operational objectivesc. control and also supports performance evaluationd. All of the above are correct.27. Which of the following types of information are used in managementaccounting?a. financial informationb. nonfinancial informationc. information focused on the long termd. All of the above are correct.28. Management accounting:a. focuses on estimating future revenues, costs, and other measures toforecast activities and their resultsb. provides information about the company as a wholec. reports information that has occurred in the past that is verifiable andreliabled. provides information that is generally available only on a quarterly orannual basis29. Which of the following descriptors refer to management accountinginformation?a. It is verifiable and reliable.b. It is driven by rules.c. It is prepared for shareholders.d. It provides reasonable and timely estimates.30. Which of the following statements refers to management accountinginformation?a. There are no regulations governing the reports.b. The reports are generally delayed and historical.c. The audience tends to be stockholders, creditors, and tax authorities.d. The scope tends to be highly aggregate.31. Management accounting information includes:a. tabulated results of customer satisfaction surveysb. the cost of producing a productc. the percentage of units produced that is defectived. All of the above are correct.32. Management accounting reports MOST likely include information about:a. customer complaintsb. net income for the yearc. total assetsd. All of the above are correct.33. The person MOST likely to use management accounting information is a(n):a. banker evaluating a credit applicationb. shareholder evaluating a stock investmentc. governmental taxing authorityd. assembly department supervisor34. Which of the following is NOT a function of a management accountingsystem?a. strategic planningb. financial reportingc. operational controld. product costing35. Financial accounting provides the PRIMARY source of information for:a. decision making in the finishing departmentb. improving customer servicec. preparing the income statement for shareholdersd. planning next year’s operating budget36. Financial accounting:a. focuses on the future and includes activities such as preparing nextyear's operating budgetb. must comply with GAAP (generally accepted accounting principles)c. reports include detailed information on the various operating segmentsof the business such as product lines or departmentsd. is prepared for the use of department heads and other employees37. The person MOST likely to use ONLY financial accounting information is a:a. factory shift supervisorb. vice president of operationsc. current shareholderd. department manager38. The accounting process is constrained by mandated reporting requirementsby all of the following organizations EXCEPT the:a. Internal Revenue Service (IRS)b. Institute of Management Accountants (IMA)c. Financial Accounting Standards Board (FASB)d. Securities and Exchange Commission (SEC) for companies that arepublicly traded39. Historically:a. in the beginning of the 20th century, the Guilds kept detailed records ofraw materials and labor costs as evidence of product qualityb. in medieval England, the basics of modern management accountingemerged with standards for material use, employee productivity, andbudgetsc. in the late 19th century, railroad managers implemented large andcomplex costing systems to compute the cost of different types offreightd. from 1400-1600, large and integrated companies such as DuPont andGeneral Motors, developed ways to measure return on investment40. In general, it was not until the 1970s that management accounting systems:a. were improved because of demands by the FASB and the SECb. stagnated and proved inadequatec. started to develop innovations in costing and performance-measurement systems due to intense pressure from overseascompetitorsd. started to address the decision-making needs of managers41. All successful organizations must identify and understand their:a. weaknessesb. competitionc. strategyd. definition of quality42. A key ele ment of any organization’s strategy is identifying:a. its potential shareholdersb. its target customersc. competitor’s productsd. employee needs43. What an organization tries to deliver to customers is called its valueproposition, which includes the elements of:a. cost and qualityb. cost, quality, and functionality and featuresc. cost, quality, functionality and features, and serviced. cost, quality, functionality and features, service, and industry standards44. The price paid by the customer, given the product features andcompetitor’s prices, is referred to as the __________ element of the value proposition.a. costb. industry standardsc. qualityd. service45. The degree of conformance between what the customer is promised andwhat the customer receives is referred to as the __________ element of the value proposition.a. costb. industry standardsc. qualityd. service46. The performance of the product, for example, a meal in a restaurantprovides the diner with the level of satisfaction expected for the price paid, is referred to as the __________ element of the value proposition.a. functionality and featuresb. industry standardsc. qualityd. service47. How the customer is treated at the time of the purchase is an example ofthe __________ element of the value proposition.a. functionality and featuresb. industry standardsc. qualityd. service48. Management accounting provides:a. information on the efficiency of factory laborb. information on the cost of servicing commercial customersc. information on the performance of an operating divisiond. All of the above are correct.49. Which of the following groups would be LEAST likely to receive detailedmanagement accounting reports?a. stockholdersb. customer service representativesc. production supervisord. vice president of operations50. Top executives of a multi-plant firm are LEAST likely to use managementaccounting information:a. to support decisions that result in long-term consequencesb. to evaluate the performance of individual plantsc. for strategic planningd. for operational control51. Managers of service departments need all of the following informationEXCEPT:a. efficiency data on work performanceb. quality data on work performancec. profitability data of the whole companyd. profitability data of the service department52. A national company manufactures a line of modern furniture. InformationMOST useful to the employee who assembles the furniture includes:a. a daily report comparing the actual time it took to assemble a piece offurniture to the standard time allowedb. a monthly report on the portion of furniture pieces assembled withdefectsc. the number of furniture pieces sold this monthd. revenue per employee53. A national company manufactures a line of modern furniture. InformationMOST useful to the top executive includes:a. individual job summaries of materials usedb. monthly financial reports on the company’s profitability by productlinec. time reports submitted by each employeed. scheduled downtime for routine maintenance on machines54. A quarterly report disclosing declining market share information is MOSTuseful to:a. a front-line employeeb. the manager of operationsc. the chief executive officerd. the accounting department55. A weekly report comparing machine time used to available machine time isinformation MOST useful to:a. a front-line employeeb. the manager of operationsc. the chief executive officerd. the accounting department56. A daily report on the number of quality units assembled by each employeeis information MOST useful to:a. a front-line assembly workerb. the accounting departmentc. the chief executive officerd. the personnel department57. Which of the following would be LEAST helpful for a top manager of acompany?a. profitability report of the companyb. information to monitor hourly and daily operationsc. number of customer complaintsd. operating expense summary reported by department58. Recently, increased demand for management accounting information hasbeen:a. primarily from manufacturing firmsb. primarily from service organizationsc. from both the manufacturing and the service industriesd. an illusion; in fact, the demand for management accounting haschanged very little59. Management accounting can play a critical role in the service industrybecause of all the following reasons EXCEPT:a. firms must be especially sensitive to the timeliness and quality ofcustomer serviceb. many employees have very little contact with customersc. customers immediately notice defects and a delay in serviced. dissatisfied customers may never return60. Historically, the NEGLECT of management accounting in the service industrywas a result of:a. noncompetitive environmentsb. global customer demandsc. the switch to free market economiesd. an influx of higher-quality and lower-priced products from overseas61. Currently, management accounting information within government andnonprofit organizations is in greater demand because:a. public and private donors are demanding accountabilityb. citizens are requesting responsive and efficient performance from theirgoverning unitsc. more nonprofit organizations are competing for limited fundsd. All of the above are correct.62. Currently, pressures for improved cost and performance measurements arebeing felt by:a. nonprofit organizationsb. governmental agenciesc. profit-seeking enterprisesd. All of the above are correct.63. Financial accounting information:a. provides a signal that something is wrongb. identifies what is wrongc. explains what is wrongd. simply summarizes information but gives no indication that anything iswrong64. Decentralized responsibility refers to allowing lower-level managers to doall of the following EXCEPT:a. make decisions without seeking higher approvalb. take advantage of local opportunitiesc. make periodic financial reports to upper-managementd. pursue individual objectives even though they may not contribute tothe entire company65. The return on investment (ROI) performance measure uses __________ toevaluate the performance of operating divisions.a. a single numberb. four numbersc. five numbersd. ten numbers66. The return on investment (ROI) performance measure combines __________to produce a measure of departmental performance.a. two profitability measuresb. two capital utilization measuresc. one profitability measure and one capital intensity measured. two profitability measures and two capital intensity measures67. All of the following are true regarding the return on investment (ROI)formula developed at Dupont EXCEPT that:a. it is the sole measure top-management utilizes to evaluate whichdivision should receive additional capitalb. it allows companies to have centralized control with decentralizedresponsibilityc. it produces a measure of divisional performanced. it equals (Operating income/Sales) x (Sales/Investment)THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 68 AND 69.The following information pertains to three divisions:Flowers Shrubs TreesSales $15,000 $28,000 $120,000Operating income $2,000 $2,000 $6,000Investment $22,000 $40,000 $100,00068. What is the return on investment for the Shrub Division?a. 2.00%b. 5.00%c. 7.14%d. 70.00%69. Which division is more profitable based on ROI?a. Flowersb. Shrubsc. Treesd. Both Flowers and Shrubs are equally more profitable than Trees.70. To help evalua te management’s appropriate governance and strategicchoices, organizations have called on management accountants to develop:a. internal control systems to protect assets from theftb. measures to monitor compliance with behavior that is consistent withthe organization’s best interestsc. systems to evaluate profitabilityd. reports to highlight variances from amounts planned71. Management accounting information is BEST described as:a. providing a signal that something is wrongb. identifying and helping to explain what is wrongc. simply summarizing information, but giving no indication that anythingis wrongd. measuring overall organizational performance72. For improving operational efficiencies and customer satisfaction,nonfinancial information is:a. criticalb. helpfulc. infrequently usedd. unnecessary73. Nonfinancial information might be used to:a. improve qualityb. reduce cycle timesc. satisfy customer needsd. All of the above are correct.74. The act of simply measuring and reporting information:a. focuses the attention of employees on those processesb. diverts the employee’s attention to other activitiesc. disproves the saying “What gets measured gets managed.”d. has no effect on employee behavior75. Which statement below is FALSE?a. “What gets measured gets managed.”b. People react to measurements.c. Employees spend more attention on those variables that are notgetting measured.d. “If I can’t measure it, I can’t manage it.”76. When a change is introduced, employees tend to:a. embrace the changeb. be indifferent to the changec. exhibit no change in behaviord. resist the change77. The introduction of a new management system is MOST likely to motivateUNWANTED employee behavior when it is used for:a. evaluationb. planningc. decision makingd. coordinating individual efforts78. Management accountants are MOST likely to feel outside pressure tofavorably influence the numbers favorably when the information is used for:a. budgetingb. compensation and promotionsc. continuous improvementd. product costing79. Fostering a culture of high ethical standards includes all of the followingEXCEPT:a. following the good example set by senior managementb. communicating to employees a belief system that inspires andpromotes commitment to the organization’s core valuesc. following the general examples set by front-line employeesd. communicating to all employees a boundary system that states whatactions will not be tolerated80. The Institute of Management Accountants (IMA):a. is a professional organization of management accountantsb. is a professional organization of financial accountantsc. issues standards for management accountingd. issues standards for financial accountingCRITICAL THINKING/ESSAY81. Describe management accounting and financial accounting.82. What is the purpose of management accounting?83. Briefly describe how managers make use of management accountinginformation.84. Describe the value proposition and the elements that comprise it.85. Is financial accounting or management accounting more useful to anoperations manager? Why?86. What role has the increasingly competitive business environment played inthe development of management accounting?87. Describe return on investment (ROI). Why was it developed? When was itdeveloped?88. Give two examples of financial information and nonfinancial information.89. Discuss the potential behavior implications of performance evaluation.CHAPTER 1 SOLUTIONSMANAGEMENT ACCOUNTING: INFORMATION THAT CREATES VALUETRUE/FALSELO1 1. a LO1 2. b LO1 3. b LO1 4. a LO1 5. aLO2 6. a LO2 7. b LO2 8. a LO3 9. a LO3 10. aLO3 11. b LO3 12. a LO3 13. a LO3 14. a LO3 15. aLO4 16. b LO4 17. a LO5 18. a LO5 19. b LO5 20. aLO5 21. b LO5 22. b LO6 23. a LO6 24. aLO6 25. bMULTIPLE CHOICELO1 26. dLO1 27. dLO1 28. aLO1 29. dLO1 30. aLO1 31. dLO1 32. aLO1 33. dLO1 34. bLO1 35. cLO1 36. bLO1 37. cLO1 38. bLO1 39. cLO1 40. cLO2 41. cLO2 42. bLO2 43. cLO2 44. aLO2 45. cLO2 46. aLO2 47. dLO3 48. dLO3 49. a LO3 50. dLO3 51. c LO3 52. a LO3 53. b LO3 54. c LO3 55. b LO3 56. a LO3 57. b LO3 58. c LO3 59. b LO3 60. aLO3 61. d LO3 62. d LO4 63. a LO4 64. d LO4 65. aLO4 66. c LO4 67. a LO4 68. b LO4 69. a LO5 70. bLO5 71. b LO5 72. a LO5 73. d LO6 74. a LO6 75. cLO6 76. d LO6 77. a LO6 78. b LO6 79. c LO6 80. aMULTIPLE CHOICE68. $2,000 / $40,000 = 5.00%69. $2,000 / $22,000 = 9.09%; $2,000 / $40,000 = 5.00%; $6,000 / $100,000= 6.00%CRITICAL THINKING/ESSAYLO181. Describe management accounting and financial accounting.Solution: Management accounting provides information to internaldecision makers of the business such as top executives. Its purpose is to help managers predict and evaluate future results. Reports are generated often and are usually broken down into smaller reporting divisions such as department or product line. There are no rules to be complied with since these reports are for internal use only.Financial accounting provides information to external decision makers such as investors and creditors. Its purpose is to present a fair picture of thefinancial condition of the company. Reports are generated quarterly orannually and report on the company as a whole. The financial statements must comply with GAAP (generally accepted accounting principles). A CPA audits, or verifies, that the GAAP are being followed.LO182. What is the purpose of management accounting?Solution: Management accounting gathers short-term and long-termfinancial and nonfinancial information to plan, coordinate, motivate,improve, control, and evaluate success factors of an organization.Management accounting converts data into usable information thatsupports strategic, operational, and control decision making.LO183. Briefly describe how managers make use of management accountinginformation.Solution: Managers use accounting information for three broad purposes.ONE: To plan business operations that includes preparing strategies and budgets and determining the prices and costs of products and services. A company must know the cost of each product and service to decide which products to offer and whether to expand or discontinue product lines.TWO: To control business operations that includes comparing actual results to the budgeted results and taking corrective action when needed.THREE: To evaluate performance.LO284. Describe the value proposition and the elements that comprise it.Solution: The value proposition is what an organization tries to deliver to its target customers – it defines the organizational strategy.The four elements are cost, quality, functionality and features, and service.•Cost is the price paid by the customer, given the product features and competitor’s prices.•Quality is the degree of conformance between what the customer is promised and what the customer receives.•Functionality and features refers to the performance of the product. For example: A meal in a restaurant provides the diner with the level ofsatisfaction expected for the price paid.•Service is all of the other elements of the product. For example: How the customer is treated at the time of the purchase.LO385. Is financial accounting or management accounting more useful to anoperations manager? Why?Solution: Management accounting is more useful to an operationsmanager because management accounting reports operating results by department or unit rather than for the company as a whole, it includesfinancial as well as nonfinancial data such as on-time deliveries and cycle times, and it includes quantitative as well as qualitative data such as the type of rework that was needed on defective units.LO386. What role has the increasingly competitive business environment played inthe development of management accounting?Solution: The competitive environment has changed dramatically. There has been a deregulation movement in North America and Europe during the 1970s and 1980s that changed the ground rules under which servicecompanies operated. In addition, organizations encountered severecompetition from overseas companies that offered high-quality products at low prices. There has been an improvement of operational control systems such that information is more current and provided more frequently. The nature of work has changed from controlling to informing. Firms areconcerned about continuous improvement, employee empowerment, and total quality. Nonfinancial information has become a critical feedbackmeasure. Finally, the focus of many firms is now on measuring andmanaging activities.LO487. Describe return on investment (ROI). Why was it developed? When was itdeveloped?Solution: ROI = (operating income / sales) x (sales / investment)The ROI measure combines a profitability measure (operating income /sales) with a capital intensity measure (sales / investment) to provide asingle measure of departmental and divisional performance.ROI was developed in the early decades of the 1900s so that seniormanagers at multi-divisional diversified corporations, such as DuPont and General Motors, could evaluate the operating performance of theirdecentralized divisions.LO588. Give two examples of financial information and nonfinancial information.Solution: Financial information includes amounts that can be expressed in dollar amounts such as sales, net income, and total assets. It also includes ratios prepared using financial information such as increase in sales, return-on-sales, and return-on-investment.Nonfinancial information includes measures that are not expressed in dollar amounts. For example, nonfinancial measures of customer satisfactioninclude the number of repeat customers or ranked estimates of satisfaction levels. Nonfinancial measures of production quality include percent of on-time deliveries, the number of defects, production yield, and cycle times.LO689. Discuss the potential behavior implications of performance evaluation.Solution: As measurements are made on operations and, especially, on individuals and groups, the behavior of the individuals and groups are affected. People react to the measurements being made. They will focus on those variables or the behavior being measured and spend less attention on variables and behavior that are not measured. In addition, if managers attempt to introduce or redesign cost and performance measurement systems, people familiar with the previous system will resist. Management accountants must understand and anticipate the reactions of individuals to information and measurements. The design and introduction of new measurements and systems must be accompanied with an analysis of the likely reactions to the innovations.谢谢阅读!!! 随心编辑，值得下载拥有！专业│专注│精心│卓越。

西方财务会计全英文版第五章课后练习答案_ch05[1]

Chapter 5Short-Term Investments and Receivables Check Points(5 min.) CP 5-1 1. Trading investments are reported at their current marketvalue.2. A trading investment is always a current asset because theinvestor intends to sell the trading investment in the very near future — days, weeks, or only a few months. A current asset is to be sold within one year or within the company’s operating cycle if longer than a year.(10 min.) CP 5-2 BALANCE SHEETCurrent assets:Short-term trading investments, at market value.. $74,000 INCOME STATEMENTOther revenue and gains (losses):Unrealized loss on investment……………………...$ (6,000)(10 min.) CP 5-3 1. Paid $100,0002. Unrealized Loss on Investment ($100,000 – $98,000)…2,000Short-Term Investment……………………………….. 2,000 Adjusted investment to market value.BALANCE SHEETCurrent assets:Short-term trading investment, at market value……….$98,000 INCOME STATEMENTOther revenue (loss):Unrealized loss on investment……………………………$ (2,000)(5 min.) CP 5-4 Jennings, the accountant, should not handle the company’s cash. With cash-handling duties, the accountant can steal cash and hide the theft by writing off a customer’s acc ount receivable as uncollectible.(5 min.) CP 5-5 1. Uncollectible-Account Expense ($900,000 ⨯.01)…..9,000Allowance for Uncollectible Accounts……………9,000 2. Balance sheetAccounts receivable…………………………………$90,000Less Allowance fo r uncollectible accounts…….. (9,000)Accounts receivable, net……………………………$81,000(5-10 min.) CP 5-6 1. Accounts Receivable…………………………………. 800,000Sales Revenue………………………………………800,000 2. Cash………………………………………………………780,000Accou nts Receivable………………………………780,000 3. Allowance for Uncollectible Accounts…………….. 5,000Accounts Receivable……………………………….5,000 4. Uncollectible-Account Expense ($800,000 ⨯.01)… 8,000Allowance for Uncollectible Accounts………….8,000(10 min.) CP 5-7 1.Amount customersowe the company2.Amount Spitzerexpects not tocollect3. and4.BALANCE SHEET:Accounts receivable, net($105,000 –$12,000)…………………………$93,000Amount Spitzerexpects tocollect INCOME STATEMENT:Sales revenue…………………………………...$800,000Uncollectible-account expense………………8,000(5-10 min.) CP 5-8 (a) Accounts Receivable………………………..700,000Sales Revenue…………………………….700,000 (b) Cash…………………………………………….720,000Accounts Receivable…………………….720,000 (c) Allowance for Uncollectible Accounts…..6,000Accounts Receivable…………………….6,000 (d) Uncollectible-Account Expe nse…………..7,000Allowance for Uncollectible Accounts.. 7,000= 7,000(10 min.) CP 5-9 1. and 2.3.BALANCE SHEETAccounts receivable…………………………….$74,000Less Allowance for uncollectible accounts… (9,000)Accounts receivable, net……………………….$65,000(5-10 min.) CP 5-10 a. May 19 Note Receivable —R. Kroll……..100,000Cash………………………………100,000 b. Nov. 19 Cash…………………………………103,000Note Receivable —R. Kroll…..100,000Interest Revenue($100,000 ⨯ .06 ⨯6/12)………3,000(10 min.) CP 5-11 1. Interest for:20X7 ($200,000 ⨯ .09 ⨯8/12)……………….$12,00020X8 ($200,000 ⨯.09)……………………….18,00020X9 ($200,000 ⨯ .09 ⨯4/12)……………….6,0002. Tradewinds Bank has a note receivable and interest revenue.Mike Toby has a note payable and interest expense.3. Payoff at November 30, 20X7:Principal………………………………………….$200,000Interest ($200,000 ⨯ .09 ⨯7/12)………………. 10,500Total……………………………………………….$210,500(10 min.) CP 5-1220X5a. Aug. 31 Note Receivable —L. Holland……………1,000Cash………………………………….…….1,000 To lend money.20X6b. June 30 Interest Receivable ($1,000 ⨯ .09 ⨯ 10/12).75Interest Revenue (75)To accrue interest revenue.20X6c. Aug. 31 Cash ($1,000 + $90)………………………...1,090Interest Receivable (75)Interest Revenue ($1,000 ⨯ .09 ⨯ 2/12). 15Note Receivable…………………………1,000 To collect on note receivable.(5-10 min.) CP 5-13 a. BALANCE SHEETJune 30, 20X6Current assets:Note receivable…………………………………… $1,000Interest receivable (75)b. INCOME STATEMENTYear ended June 30, 20X6Revenues:Interest revenue……………………………….….$ 75 c. BALANCE SHEETJune 30, 20X7Nothing to report because the note wascollected on August 31, 20X6.d. INCOME STATEMENTYear ended June 30, 20X7Revenues:Interest revenue……………………………….….$ 15(10 min.) CP 5-14 Req. 120X6Cash + Short-term investments $4,000 + $15,000Acid-test ratio =+ Net current receivables=+ $73,000 Total current liabilities $101,000= .91The company’s acid-test ratio compares favorably to the industry average of .90.Req. 2One day’s sales= $743,000 = $2,036365Days’ sales in average accounts receivableAverage net=accounts receivable=($73,000 + $68,000) / 2= 35 daysThe company’s days’-sales-in-receivables ratio (35) is okay relative to the 30-day period of the credit terms.(10-15 min.) CP 5-15Income Statement Balance SheetDebit Credit Debit Credit 1. Classifications Balance Balance Balance BalanceService revenue (X)Other assets (X)Property, plant, andequipment (X)Cost of services sold.. XCash (X)Notes payable (X)Unearned revenues (X)Allowance fordoubtful accounts (X)Other expenses (X)Accounts receivable (X)Accounts payable (X)Millions 2. Service revenue………………………………………$23,613Cost of services sold……………………………….. (11,620) Other expenses………………………………………. (12,569) Net income (net loss)………………………………..$ (576)3. Current ratio = $239 + $4,417 – $389= 1.48 $607 + $2,285Exercises(10-15 min.) E 5-1 1. This is a trading investment because Exxonintends to sell the stock within a short time.2. Dec. 20 Short-Term Investment (10,000 ⨯$60)….600,000Cash……………………………………….600,000 Purchased investment.Dec. 31 Short-Term Investment[(10,000 ⨯ $63) –$600,000]………………..30,000Unrealized Gain on Investment………30,000 Adjusted investment to market value.3. BALANCE SHEETCurrent assets:Short-term trading investment, at market value……….$630,000 INCOME STATEMENTOther revenue and gains:Unrealized gain on investment……………………………$ 30,000(10-20 min.) E 5-2 INCOME STATEMENTOther revenue and (expense):Dividend revenue………………………………………$ 500 Unrealized gain on investment ($101,000 – $98,000).3,000 BALANCE SHEETCurrent assets:Short-term investments, at market value………….$101,000(15-30 min.) E 5-3 Req. 1Short-Term DividendUnrealized Gain (Loss) Gain on Sale*2,000 shares $.85 = $1,700Req. 2December 31 BALANCE SHEET 20X3 20X4 Current assets:Short-term investments…………………… $65,000 $ —Year Ended INCOME STATEMENT 20X3 20X4 Other revenue and expense:Dividend revenue…………………………… $ 1,700 $ —Unrealized (loss) on investment………….(2,000) —Gain on sale of investment………………..— 7,000(5-10 min.) E 5-4 MEMORANDUMDATE:TO: Bob O’ReillyFROM: Student NameRE: Essential element of internal control over collection from customersSeparation of duties is the essential element in a system to ensure that cash received by mail from customers is properly handled and accounted for. It is very important to separate cash-handling duties from accounting duties. Otherwise, an employee can steal a cash receipt from a customer and cover the theft by writing off the customer account as uncollectible.Student responses may vary.(15-20 min.) E 5-5JournalDATE ACCOUNT TITLES AND EXPLANATION DEBIT CREDIT 20X8Dec. 31Year-end entry:Doubtful-Account Expense($600,000 .01)………………………...6,000Allowance for Doubtful Accounts. 6,000 BALANCE SHEETCurrent assets:Accounts receivable, net of allowancefor doubtful accounts of $6,9001…………... $84,1002 _____ _____1$900 + $6,000 = $6,900 2$91,000 – $6,900 = $84,100(15 min.) E 5-6 Req. 1JournalDATE ACCOUNT TITLES AND EXPLANATION DEBIT CREDIT Oct. Accounts Receivable……………………...100,000Sales Revenue…………………………..100,000Oct. Cash…………………………………………..94,000Accounts Receivable…………………...94,000 Oct. Allowance for Uncollectible Accounts…1,700Accounts Receivable…………………...1,700 Oct. Uncollectible-Account Expense($100,000 .02)……………………………..2,000Allowance for Uncollectible Accounts 2,000Req. 2Allowance forNet accounts receivable = $30,400 ($32,300 – $1,900)The store expects to collect an amount approximating the net receivable.Req. 3BALANCE SHEETCurrent assets:Accounts receivable, net of allowance foruncollectible accounts of $1,900…………………$30,400(10-15 min.) E 5-7 Req. 1JournalDATE ACCOUNT TITLES AND EXPLANATION DEBIT CREDIT Oct. Uncollectible-Account Expense…..1,700Accounts Receivable……………..1,700Req. 2Net accounts receivable is $32,300, the balance in Accounts Receivable, computed as follows:The store does not expect to collect the full $32,300 because some credit customers are likely not to pay their accounts.(15-30 min.) E 5-8 Req. 1The credit balance at December 31 in Allowance for Doubtful Accounts should be $13,400.($106,000 ⨯ .005) + ($78,000 ⨯ .015) + ($70,000 ⨯ .06) + ($15,000 ⨯.50) = $13,400. The current balance is $7,400. Thus, the balance of the allowance account is too low.Req. 2JournalDATE ACCOUNT TITLES AND EXPLANATION DEBIT CREDIT Doubtful-Account Expense……………..6,000Allowance for Doubtful Accounts….6,000Req. 3BALANCE SHEETCurrent assets:Cash.................................................. $ XX Short-term investments (XX)Accounts receivable, net of allowancefor doubtful accounts of $13,400……..255,600* _____*Another way to report accounts receivable isAccounts receivable……………………….$269,000Less All owance for doubtful accounts… (13,400) 255,600(15-20 min.) E 5-9 Req. 12% is reasonable because for each year’s sales and for the entire three-year period, the ratio of total write-offs to sales is very close to 2%.(Dollars in thousands) 20X4 20X5 20X6 TotalWrite offs= $139 $138 $144 $421Sales $6,800 $7,000 $7,100 $20,900= .0204 = .0197 = .0203 = .0201Req. 2Thousands20X6 Accounts Receivable……………………7,100Sales Revenue………………………...7,100 Recorded sales on account.20X6 Bad-Debt Expense ($7,100 .02) (142)Allowance for Bad Debts (142)Recorded expense for the year.20X6 Allowance for Bad Debts (144)Accounts Receivable (144)Wrote off uncollectible receivables.(10-15 min.) E 5-10JournalDATE ACCOUNT TITLES AND EXPLANATION DEBIT CREDIT Nov. 1 Note Receivable —Al Sperry………… 40,000Cash…………………………………….40,000 Dec. 3 Note Receivable —Acura, Inc……….. 5,000Ser vice Revenue……………………..5,00016 Note Receivable —Vanguard Co……. 2,000Accounts Receivable — Vanguard Co. 2,00031 Interest Receivable…………………….. 656*Interest Revenue (656)_____**Fraction can also be stated as .5/12Harrison earned interest revenue of $656 this year.(15 min.) E 5-1120X8 20X9 BALANCE SHEETCurrent assets:Note receivable…………………………….…$100,000 $ —Interest receivable ($100,000 ⨯ .08 ⨯ 9/12). 6,000 —INCOME STATEMENTInterest revenue…………………………………6,000 2,000* _____*$100,000 ⨯ .08 ⨯ 3/12 = $2,000(10 min.) E 5-12 1. Stockton Bank has interest receivable and interest revenue.California Company has interest payable and interestexpense.Interest for one month ($100,000 ⨯ .06 ⨯1/12)……… $5002. Stockton Bank: Assets = Liabilities + Equity Affected ByCalifornia Company: 0 Interest expense3. True4. The net amount of receivables —the amount the companyexpects to collect —is more interesting because the company will probably collect this amount in cash.5. Accounts receiva ble…………………….$XXXLess Allowance for uncollectibles (X)Accounts receivable, net……………….$ XXBALANCE SHEETCurrent assets:CashShort-term investmentsAccounts receivable, net6. False. The direct write-off method overstates assets becauseit fails to show the amount of the receivables the company expects to collect.(10-15 min.) E 5-13 Amounts in millions of dollarsShort-term Net current(a) Acid-test= Cash + investments + receivablesratio Total current liabilities= $137 + $30 + $37 $40 + $158= $204 $198= 1.03An acid-test ratio of 1.03 is normal.(b) One Sales andday's= service revenue=$415= $1.137sales 365 365 Days’ sales Average netin average= accounts receivable=($37 + $42) / 2receivables One day’s sales$1.137= 35 days35 days’ sales in average receivables is okay relative to credit terms of net 30 days.(10-15 min.) E 5-14 Req. 1Average collection period: Millions of dollarsOne day’s sales= $256,329= $702.3 365Days’ sales in average receivables= ($1,254 + $1,569) / 2= 2 days(average collection period) $702.3Req. 2Wal-Mart’s collection period is short because Wal-Mart sells for cash and on credit cards and bank cards. Receivables are very low.(15-20 min.) E 5-15 Actualwithout BankCards Expected with Bank CardsSales revenue ……………………...$400,000 $440,000* Cost of goods sold……………….$210,000 $231,000** Uncollectible-account expense…6,000 —Bank-card discount expense……4,800*** Other expenses…………………… 68,000 66,000**** Total expenses……………………. 284,000 301,800 Ne t income………………………….$116,000 $138,200 Decision: Accept bank cards because of the expected increase in net income._____*$400,000 ⨯ 1.10 = $440,000**$210,000 ⨯ 1.10 = $231,000***$440,000 – $200,000 = $240,000 ⨯ .02 = $4,800The switch to bank cards should produce bankcard discount expense on only the portion of sales that are made on bank cards.****$68,000 – $2,000 = $66,000(15-20 min.) E 5-16 Analysis of T-accounts is helpful, as follows (in millions):(b) ($354 .01)(c)(10-15 min.) E 5-17Collections= $940,000=$940,000= .91Beg. bal. + Sales on account $80,000 + $950,000 $1,030,000Therefore, the percentage discount that Columbia should be willing to absorb is 9% (100% – 91%).。

中英0805管理会计二第5章本量利分析笔记与习题48张课件

3. 作业：习题集P74第2题
02-4-2
第二节多品种的CVP分析(1)
思考： ∵P=(p-b)Q-a，当产品品种为2种时， P=(p1-b1)Q1+(p2-b2)Q2-a =cm1Q1+cm2Q2-a 显然Q1与Q2不能直接相加
=CMR1×S1+CMR2 ×S2-a S1与S2可直接相加！
∴需考虑怎样综合CMR1和CMR2为CMR，使 P=CMR ×S总-a
O* a pb
a cm
a CMR p
④ ⑤ 又CMR p b ,故
p ⑥
02-4-2
盈亏临界点的推导和计算(2)
2. S*的计算
∵S*=p×Q*，将式④、⑤、⑥分别代入，有
：
S*
a pb
p
⑦
a p
⑧
cm
a
⑨
CMR
02-4-2
盈亏临界点练习题
例1：P109，例3 例2：接前“大明公司”
变量利润P如何变动
敏感系数
02-4-2
影响利润的有关变量的临界值(1)
欲使P≥0，相关p、b、Q、a的临界值（保本点临界值）：即在给定其他3个因子的情况下，欲使P≥0 ，因子i的最大/小值。
推导：欲使P=(p-b)Q-a≥0
→p的临界值：p a b
Q
→b的临界值：b p a
Q
→Q的临界值：Q a
本量利（C-V-P）分析
前导知识第一节贡献毛益和盈亏临界点第二节多品种的CVP分析第三节利润的敏感性及实现目标利润的措施第四节 CVP分析的扩展
02-4-2
基本公式
利润（P） =销售收入－变动成本总额－固定成本总额 =Sales－b*Q －a (or F) =p*Q － b*Q －a =(p－b)*Q －a

管理会计双语第5章

作业成本法与作业基础管理
作业成本法与作业基础管理概述
作业成本法是一种基于作业的成本计算方法，而作业基础管理是在作业成本法的基础上，进一步进行作业优化和管理的方法。
作业成本法与作业基础管理的应用
企业通过识别和计量作业成本，分析作业效率和效益，优化作业流程，以提高生产效率和降低成本。
作业成本法与作业基础管理的优势
管理会计双语第5章
• 引言 • 管理会计的定义与重要性 • 管理会计的基本概念 • 管理会计的决策工具 • 管理会计的未来发展 • 案例研究
01
引言
章节概述
01
本章主要介绍了管理会计的基本概念、发展历程以及在现代企业中的重要地位。
02
重点阐述了管理会计的基本职能和作用，以及其在企业决策、
规划、控制和评价等方面的应用。
指成本的产生、消耗和转化的过程，是管理会计中描述成本性质的一种方式。
成本习性
指成本的变动规律，是管理会计中分析成本的一种方法。
预算系统与预算编制
预算系统
是一个综合性的管理系统，用于规划、协调和控制组织的资源分配。
预算编制
是根据组织的战略目标和计划，制定预算方案的过程。
04
管理会计的决策工具
详细描述
该公司在成本核算方面采用了作业成本法，将成本分配到产品和服务中，从而更准确地反映了产品成本。在成本分析方面，该公司运用了价值链分析，识别了成本动因，并优化了业务流程。在成本控制方面，该公司实施了目标成本管理，设定了明确的成本目标，并建立了相应的绩效考核体系。这些实践帮助该公司更好地支持其业务决策，提高了盈利能力。
管理会计的基本概念
成本分类
直接成本
指与特定产品或服务直接相关的成本，可以直接计入该产品或服务的成本中。

管理会计示范性双语课件习题05

CHAPTER 5MANAGEMENT ACCOUNTING INFORMATIONFOR ACTIVITY AND PROCESS DECISIONSTRUE/FALSE1. Sunk costs are never relevant costs for decision making.a. Trueb. False2. An example of a sunk cost is the amount of a guaranteed contract that has not yet beenpaid.a. Trueb. False3. Personal employee responses are not critical considerations for the business decisionmaker.a. Trueb. False4. For decision-making, differential costs assist in choosing between alternatives.a. Trueb. False5. For a particular decision, differential revenues and costs are always relevant.a. Trueb. False6. A cost may be relevant for one decision, but not relevant for a different decision.a. Trueb. False7. Avoidable costs should be evaluated when deciding whether to discontinue a part, product,product line, or business segment.a. Trueb. False8. In make-or-buy decisions, facility-sustaining support costs are unavoidable if the facilitycan be converted to another use.a. Trueb. False9. For one-time-only special orders, flexible costs may be relevant but not capacity-relatedcosts.a. Trueb. False10. Bid prices and costs that are relevant for regular orders are the same costs that are relevantfor one-time-only special orders.a. Trueb. False11. When opportunity costs exist, they are always relevant.a. Trueb. False12. Depreciation allocated to a product line is a relevant cost when deciding to discontinue thatproduct.a. Trueb. False13. When replacing an old machine with a new machine, the book value of the old machine is arelevant cost.a. Trueb. False14. If a company is deciding whether to outsource a part, the reliability of the supplier is animportant factor to consider.a. Trueb. False15. Sometimes qualitative factors are the most important factors in make-or-buy decisions.a. Trueb. False16. If a company is deciding whether to outsource a part, the reliability of the supplier is animportant factor to consider.a. Trueb. False17. Outsourcing is risk-free to the manufacturer because the supplier now has the responsibilityof producing the part.a. Trueb. False18. The central goal of the facility layout design process is to streamline operations to increaseoperating income.a. Trueb. False19. In a process layout, batch production causes inventory costs.a. Trueb. False20. The reduction of setup costs makes smaller batch sizes more feasible.a. Trueb. False21. In batch processing, workers downstream can identify an upstream problem immediately.a. Trueb. False22. The theory of constraints focuses on long-term initiatives to increase operating income.a. Trueb. False23. A processing cycle efficiency (PCE) of 14% indicates better efficiency than a PCE of 50%.a. Trueb. False24. When using a just-in-time manufacturing, a problem anywhere in the system can stop allproduction.a. Trueb. False25. Implementing a just-in-time inventory system requires a major cultural change for anorganization.a. Trueb. False26. Global competition led to the development of international quality standards such as ISO9000 2000 Standards.a. Trueb. False27. External quality problems are expensive to fix.a. Trueb. False28. Experience shows that it is more expensive to prevent defects than to detect and repairthem.a. Trueb. FalseMULTIPLE CHOICE29. Sunk costs:a. are relevantb. are differentialc. have future implicationsd. are ignored when evaluating alternatives30. A computer system installed last year is an example of:a. a sunk costb. a relevant costc. a differential costd. an avoidable cost31. Costs that cannot be changed by any decision made now or in the future are:a. fixed costsb. indirect costsc. avoidable costsd. sunk costs32. For decision making, a listing of the relevant costs:a. will help the decision maker concentrate on the pertinent datab. will only include future costsc. will only include costs that differ among alternativesd. should include all of the above33. Which of the following costs are NEVER relevant in the decision-making process?a. capacity-relatedb. historical costsc. relevant costsd. variable costs34. When deciding to lease a new cutting machine or continue using the old machine, thefollowing costs are all relevant EXCEPT the:a. $50,000 cost of the old machineb. $20,000 cost of the new machinec. $10,000 selling price of the old machined. $3,000 annual savings in operating costs if the new machine is purchased35. In evaluating different alternatives, it is useful to concentrate on:a. flexible costsb. capacity-related costsc. total costsd. relevant costs36. Relevant costs of a make-or-buy decision include all EXCEPT:a. fixed salaries that will not be incurred if the part is outsourcedb. current direct material costs of the partc. special machinery for the part that has no resale valued. material-handling costs that can be eliminated37. Which of the following would NOT be considered in a make-or-buy decision?a. capacity-related costs that will no longer be incurredb. flexible costs of productionc. potential rental income from space occupied by the production aread. unchanged supervisory costs38. Relevant costs in a make-or-buy decision of a part include:a. setup overhead for the manufacture of the product using the outsourced partb. currently used manufacturing capacity that has alternative usesc. annual plant insurance costs that will remain the samed. corporate office costs that will be allocated differently39. When deciding to accept a one-time-only special order from a wholesaler, managementshould do all of the following EXCEPT:a. analyze product costsb. consider the impact of the special order on future prices of their productsc. determine whether excess capacity is availabled. verify past design costs for the product40. When there is excess capacity, it makes sense to accept a one-time-only special order forless than the current selling price when:a. incremental revenues exceed incremental costsb. additional capacity-related costs must be incurred to accommodate the orderc. the company placing the order is in the same market segment as your currentcustomersd. None of the above is correct.41. When deciding whether to discontinue a segment of a business, managers should focus on:a. equipment used by the segment that could become idleb. reallocation of corporate costsc. how total costs differ among alternativesd. operating income per unit of the discontinued segment42. Costs are relevant to a particular decision if they:a. are flexible costsb. are capacity-related costsc. differ across the alternatives being consideredd. remain unchanged across the alternatives being consideredTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 43 THROUGH 46. Flowers-For-Everyone is considering replacing its existing delivery van with a new one. The new van can offer considerable savings in operating costs. Information about the existing van and the new van follow:Existing van New vanOriginal cost $100,000 $180,000Annual operating cost $ 35,000 $ 20,000Accumulated depreciation $ 60,000 ---Current salvage value of the existing van $ 45,000 ---Remaining life 10 years 10 yearsSalvage value in 10 years $ 0 $ 0Annual depreciation $ 4,000 $ 18,00043. Sunk costs include:a. the original cost of the existing vanb. the original cost of the new vanc. the current salvage value of the existing vand. the annual operating cost of the new van44. Relevant costs for this decision include:a. the original cost of the existing vanb. accumulated depreciationc. the current salvage value of the existing vand. the salvage value in 10 years45. If Flowers-For-Everyone replaces the existing delivery van with the new one, over the next10 years operating income will:a. decrease by $180,000b. increase by $150,000c. decrease by $150,000d. None of the above is correct.46. Should Flowers-for-Everyone replace the existing van with the new van? What are thesavings or additional cost?a. Yes replace, net savings of $15,000b. Yes replace, net savings of $150,000c. No replace, additional costs of $120,000d. No replace, additional costs of $30,000THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 47 AND 48.Jim’s 5-year-old Geo Prizm requires repairs estimated at $3,000 to make it roadworthy again. His friend, Julie, suggested that he should buy a 5-year-old used Honda Civic instead for $3,000 cash. Julie estimated the following costs for the two cars:Geo Prizm Honda CivicAcquisition cost $15,000 $3,000Repairs $ 3,000 ---Annual operating costs(Gas, maintenance, insurance) $ 2,280 $2,10047. The cost(s) NOT relevant for this decision is(are):a. the acquisition cost of the Geo Prizmb. the acquisition cost of the Honda Civicc. the repairs to the Geo Prizmd. the annual operating costs of the Honda Civic48. What should Jim do? What are his savings in the first year?a. Buy the Honda Civic; $9,780b. Fix the Geo Prizm; $5,518c. Buy the Honda Civic; $180d. Fix the Geo Prizm; $5,280THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 49 THROUGH 51. Konrade’s Engine Company manufactures part TE456 used in several of its engine models. Monthly production costs for 1,000 units are as follows:Direct materials $ 40,000Direct labor 10,000Flexible support costs 30,000Capacity-related support costs 20,000Total costs $100,000It is estimated that 10% of the capacity-related support costs assigned to TE456 will no longer be incurred if the company purchases TE456 from the outside supplier. Konrade’s Engine Company has the option of purchasing the part from an outside supplier at $85 per unit.49. If Konrade’s Engine Company accepts the offer from the outside supplier, the monthlyavoidable costs (costs that will no longer be incurred) total:a. $ 82,000b. $ 98,000c. $ 50,000d. $100,00050. If Konrade’s Engine Company purchases 1,000 TE456 parts from the outside supplier permonth, then its monthly operating income will:a. increase by $2,000b. increase by $80,000c. decrease by $3,000d. decrease by $85,00051. The maximum price that Konrade’s Engine Company should be willing to pay the outsidesupplier is:a. $80 per TE456 partb. $82 per TE456 partc. $98 per TE456 partd. $100 per TE456 partTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 52 AND 53.Melodee’s Preserves currently makes jams and jellies and a variety of decorative jars used for packaging. An outside supplier has offered to supply all of the needed decorative jars. For this make-or-buy decision, a cost analysis revealed the following avoidable unit costs for the decorative jars:Direct materials $0.25Direct labor 0.03Unit-related support costs 0.10Batch-related support costs 0.12Product-sustaining support costs 0.22Facility-sustaining support costs 0.28Total cost per jar $1.0052. The relevant cost per jar is:a. $0.28 per jarb. $0.38 per jarc. $0.72 per jard. $1.00 per jar53. The maximum price that Melodee’s Preserves should be willing to pay for the decorativejars is:a. $0.28 per jarb. $0.38 per jarc. $0.72 per jard. $1.00 per jarTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 54 AND 55.Denly Company has three products, A, B, and C. The following information is available:Product A Product B Product C Sales $60,000 $90,000 $24,000Flexible costs 36,000 48,000 15,000Contribution margin 24,000 42,000 9,000Capacity-realted costs:Avoidable 9,000 18,000 6,000Unavoidable 6,000 9,000 5,400 Operating income $ 9,000 $15,000 $ (2,400) 54. Denly Company is thinking of dropping Product C because it is reporting a loss.Assuming Denly drops Product C and does not replace it, operating income will:a. increase by $2,400b. increase by $3,000c. decrease by $3,000d. decrease by $5,40055. Assuming Product C is discontinued and the space formerly used to produce Product C isrented for $12,000 per year, operating income will:a. increase by $6,600b. increase by $9,000c. increase by $12,000d. increase by $14,40056. Which of the following does NOT need to be considered when evaluating a make-or-buydecision?a. savings from an alternative use of the production equipmentb. the original cost of the production equipmentc. the quality of the supplier's productd. the reliability of the delivery schedule57. When making decisions:a. quantitative factors are the most importantb. qualitative factors are the most importantc. appropriate weight must be given to both quantitative and qualitative factorsd. both quantitative and qualitative factors are unimportant58. Employee morale at Dos Santos, Inc., is very high. This type of information is known as:a. a qualitative factorb. a quantitative factorc. a differential factord. an opportunity cost59. Which of following are risks of outsourcing the production of a part?a. unpredictable qualityb. unreliable deliveryc. unscheduled price increasesd. All of the above are risks of outsourcing.60. Which of the following minimize the risks of outsourcing?a. the use of short-term contracts that specify priceb. the responsibility for on-time delivery is now the responsibility of the supplierc. building close relationships with the supplierd. All of the above minimize the risks of outsourcing.61. When evaluating a make-or-buy decision, which of the following does NOT need to beconsidered?a. alternative uses of the production capacityb. the original cost of the production equipmentc. the quality of the supplier's productd. the reliability of the supplier's delivery schedule62. In __________, all similar equipment or functions are grouped together.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production63. Characteristics of a process layout include:a. continuous processingb. long production pathsc. small amounts of inventoryd. no work-in-process storage areas64. In _______, equipment is organized to accommodate the production of a specific product.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production65. Characteristics of a product layout include:a. raw materials and purchased parts are delivered directly to the production line wherethey are neededb. low-volume productionc. a U-shaped layoutd. small batches of unique products66. In __________, the plant is organized into areas where all machines used to manufacture agroup of similar products are close to each other.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production67. Characteristics of cellular manufacturing include:a. a layout that is usually circular like a cellb. increasing the number of employees needed to produce a productc. individual areas for employees so each can work independently without interruptiond. a flexible layout that can be easily adjusted to make a different product68. The theory of constraints:a. emphasizes long-term optimizationb. maintains that maximizing volume through production bottlenecks will increaseoperating incomec. helps managers make special one-time decisionsd. suggests that some component parts should be outsourced69. Constraints may include:a. the availability of direct materials in manufacturingb. linear square feet of display space for a retailerc. direct labor in the service industryd. All of the above are correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 70 THROUGH 74. Braun’s Brakes manufactures three different product lines, Model X, Model Y, and Model Z. Considerable market demand exists for all models. The following per unit data apply:Model X Model Y Model Z Selling price $50 $60 $70Direct materials 6 6 6Direct labor ($12 per hour) 12 12 24Variable support costs ($4 per machine-hour) 4 8 8Fixed support costs 10 10 1070. Which model has the greatest contribution margin per unit?a. Model Xb. Model Yc. Model Zd. both Models X and Y71. Which model has the greatest contribution margin per machine-hour?a. Model Xb. Model Yc. Model Zd. both Models Y and Z72. If there is excess capacity, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models X and Y73. If there is a machine breakdown, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models Y and Z74. How can Lisa Braun encourage her salespeople to promote the more profitable model?a. Put all sales persons on salary.b. Provide higher sales commissions for higher priced items.c. Provide higher sales commissions for items with the greatest contribution margin perconstrained resource.d. Both (b) and (c) are correct.75. High levels of inventory result in all EXCEPT:a. high moving, handling, and storage costsb. increased product obsolescence and damagec. increased financing costsd. idle facilities76. The implementation of just-in-time production results in all of the following EXCEPT:a. decreased cycle timesb. reduced amount of wastec. a slower pace for employeesd. structural changes77. Characteristics of just-in-time manufacturing include all of the following EXCEPT:a. the ability to process items in large batchesb. making a product only when the customer requires itc. no work-in-process inventoriesd. a problem anywhere can stop production78. Measures of JIT (just-in-time) manufacturing reliability include all of the followingEXCEPT:a. defect ratesb. labor and machine utilization ratiosc. cycle timesd. percent of on-time deliveries79. Of the four quality costing categories, the most damaging category to the organization is:a. prevention costsb. appraisal costsc. internal failure costsd. external failure costs80. __________ are incurred when a defective component is discovered before shipment to thecustomer.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costs81. _________ are incurred when a customer discovers a defect.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costs82. Training employees in methods to maintain quality is an example of __________.a. prevention costsb. appraisal costsc. internal failure costsd. external failure costs83. __________ include the cost of raw-materials inspections and assembly-line inspections.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costsThe following estimates have been prepared to evaluate the benefits from the reorganization:Before the change After the change Total annual sales $600,000 $800,000Costs as a percentage of sales:Direct materials 23% 20%Direct labor 9% 7%Support costs 18% 13% Work-in-process inventory $125,000 $ 90,000 Inventory carrying costs are estimated to be 10% per year.84. As a result of the layout reorganization, reduced levels of work-in-process inventory areprojected to decrease inventory carrying costs by:a. $12,500b. $ 9,000c. $ 6,000d. $ 3,50085. As a result of the layout reorganization, incremental manufacturing costs are projected to:a. increase by $84,000b. increase by $20,000c. decrease by $20,000d. decrease by $16,50086. As a result of switching to a cellular manufacturing operation, total benefits are projected toincrease by:a. $216,500b. $200,000c. $183,500d. $176,50087. After the change, a decreased amount of work-in-process inventory is projected because:a. of reduced cycle times resulting from a more continuous production flowb. of lower financing costs and the reduced need for storage and handlingc. larger batches can be processed faster and more efficientlyd. All of the above are correct.88. After the change, direct labor costs as a percentage of sales are projected to decreasebecause:a. less work-in-process inventory needs to be moved from location to locationb. fewer employees are needed to produce a product due to the new work designc. less supervisors are needed to oversee operationsd. All of the above are correct.The following estimates have been prepared to evaluate the benefits from the reorganization:Before the change After the change Total annual sales $500,000 $750,000Costs as percentage of sales:Direct materials 20% 17%Direct labor 8% 7%Support costs 12% 6% Work-in-process inventory $100,000 $ 80,000 Inventory carrying costs are estimated to be 11% per year.89. As a result of the layout reorganization, reduced levels of work-in-process inventory areprojected to decrease inventory carrying costs by:a. $ 2,200b. $ 7,500c. $ 8,800d. $11,00090. As a result of the layout reorganization, incremental manufacturing costs are projected to:a. decrease by $22,800b. decrease by $25,000c. increase by $25,000d. increase by $40,00091. As a result of switching to a cellular manufacturing operation, total benefits are projected toincrease by:a. $222,800b. $227,200c. $272,800d. $277,20092. After the change, sales are projected to increase because:a. of shorter delivery lead timesb. of higher sales pricesc. of the ability to process larger batch sizesd. All of the above are correct.93. After the change, work-in-process carrying costs are projected to decrease because of:a. reduced costs in materials handlingb. lower financing costsc. the decreased need for inventory storaged. All of the above are correct.EXERCISE / PROBLEM94. Karen’s Cookie Company is considering replacing its giant cookie mixer with a new one.The following data have been compiled to evaluate the decision.Existing NewOriginal cost $8,000 $10,000Annual operating cost $4,000 $2,200Remaining life 5 years 5 yearsDisposal value now $3,000 ---Required:a. What costs are relevant?b. What costs are sunk?c. What are the net cash flows assuming Karen’s Cookie Company purchases the newcookie mixer?95. Pat, a Pizzeria manager, replaced the convection oven just six months ago. Today, TurboOvens Manufacturing announced the availability of a new convection oven that cooksmore quickly with lower operating expenses. Pat is considering the purchase of this faster, lower-operating cost, convection oven to replace the existing one they recently purchased.Selected information about the two ovens is given below:Existing New Turbo OvenOriginal cost $60,000 $50,000Accumulated depreciation $ 5,000 ---Current salvage value $40,000 ---Remaining life 5 years 5 yearsAnnual operating expenses $10,000 $ 7,500Disposal value in 5 years $ 0 $ 0 Required:a. What costs are sunk?b. What costs are relevant?c. What are the net cash flows over the next 5 years assuming the Pizzeria purchases thenew convection oven?d. What other items should Pat, as manager of the Pizzeria, consider when making thisdecision?96. Quiett Truck manufactures part WB23 used in several of its truck models. 10,000 units areproduced each year with production costs as follows:Direct materials $ 45,000Direct labor 15,000Flexible support costs 35,000Capacity-related support costs 25,000Total costs $120,000Quiett Truck has the option of purchasing part WB23 from an outside supplier at $11.20 per unit. If WB23 is outsourced, 40% of the capacity-related costs cannot be immediately converted to other uses.Required:a. Describe avoidable costs. What amount of the WB23 production costs is avoidable?b. Should Quiett Truck outsource WB23? Why or why not?c. What other items should Quiett Truck consider before outsourcing any of the parts itcurrently manufactures?97. Freddie’s Fudge Factory currently makes fudge for retail and mail order customers. It alsooffers a variety of roasted nuts. Fudge sales have increased over the past year, so Freddie is considering outsourcing the roasted nuts and using the roasting space to make additional fudge. A reliable supplier has quoted a price of $0.85 per pound for the roasted nuts. The following amounts reflect the in-house manufacturing costs per pound for the roasted nuts: Direct materials $0.50Direct labor 0.06Unit-related support costs 0.10Batch-related support costs 0.04Product-sustaining support costs 0.05Facility-sustaining support costs 0.15Total cost per pound $0.90Required:a. Should Freddie’s Fudge Factory outsource the roasted nuts? Why or why not? Discussall items that should be considered.b. What incentives can Freddie offer the supplier of the roasted nuts to encouragecontinued reliability?98. Kirkland Company manufactures a part for use in its production. When 10,000 itemsare produced, the costs per unit are:Direct materials $0.60Direct manufacturing labor 3.00Flexible manufacturing support 1.20Fixed manufacturing support 1.60Total $6.40Mike Company has offered to sell to Kirkland Company 10,000 units of the part for $6.00 per unit. The plant facilities could be used to manufacture another item at a savings of $9,000 if Kirkland accepts the offer. In addition, $1.00 per unit of fixed manufacturing support on the original item would be eliminated.Required:a. What is the relevant per unit cost for the original part?b. Which alternative is best for Kirkland Company? By how much?99. Lewis Auto Company manufactures a part for use in its production of automobiles.When 10,000 items are produced, the costs per unit are:Direct materials $ 12Direct manufacturing labor 60Flexible manufacturing support 24Fixed manufacturing support 32Total $128Monty Company has offered to sell Lewis Auto Company 10,000 units of the part for$120 per unit. The plant facilities could be used to manufacture another part at asavings of $180,000 if Lewis Auto accepts the supplier’s of fer. In addition, $20 per unit of fixed manufacturing support on the original part would be eliminated.Required:a. What is the relevant per unit cost for the original part?b. Which alternative is best for Lewis Auto Company? By how much?100. Carey Manufacturing, Inc., is considering reorganizing its plant into manufacturing cells.The following estimates have been prepared to evaluate the benefits from thereorganization:Before the change After the change Total annual sales $700,000 $850,000Costs as percentage of sales:Direct materials 10% 9%Direct labor 6% 4%Support costs 9% 7% Work-in-process inventory $200,000 $120,000 Inventory carrying costs are estimated to be 12% per year.Required:a. Why do the layout reorganization estimates include1. a decrease in work-in-process inventory?2. a decrease in direct material costs as a percentage of sales?3. an increase in sales?b. As a result of the layout reorganization, what amount of change is projected1. from carrying reduced levels of work-in-process inventory?2. for incremental manufacturing costs?3. in total benefits?。

管理会计quiz 2ch 5 8

QUIZ 2 CH 4/5/8（20 MARKS）1.Gold Nest Company of Guandong, China, is a family-owned enterprise that makes birdcages for the South China market. A popular pastime among older Chinese men is to take their pet birds on daily excursions to teahouses and public parks where they meet with other bird owners to talk and play mahjong. A great deal of attention is lavished on these birds, and the birdcages are often elaborately constructed from exotic woods and contain porcelain feeding bowls and silver roosts. Gold Nest Company makes a broad range of birdcages that it sells through an extensive network of street vendors who receive commissions on their sales. The Chinese currency is the renminbi, which is denoted by Rmb. All of the company’s transactions with custo mers, employees, and suppliers are conducted in cash; there is no credit.The company uses a job-order costing system in which overhead is applied to jobs on the basis of direct labor cost. At the beginning of the year, it was estimated that the total direct labor cost for the year would be Rmb110,000 and the total manufacturing overhead cost would be Rmb275,000. At the beginning of the year, the inventory balances were as follows:Raw materials ...................Rmb13,000Work in process ................Rmb30,000Finished goods ..................Rmb65,000During the year, the following transactions were completed:a. Raw materials purchased for cash, Rmb150,000.b. Raw materials requisitioned for use in production, Rmb158,000. (Materials costingRmb135,000 were charged directly to jobs; the remaining materials wereindirect.)c. Costs for employee services were incurred as follows:Direct labor ...................... Rmb100,000Indirect labor .................... Rmb40,000Sales commissions ........... Rmb22,000Administrative salaries .... Rmb35,000d. Rent for the year was Rmb36,000. (Rmb30,000 of this amount related to factoryoperations, and the remainder related to selling and administrativeactivities.)e. Utility costs incurred in the factory, Rmb90,000.f. Advertising costs incurred, Rmb88,000.g. Depreciation recorded on equipment, Rmb80,000. (Rmb66,000 of this amount was onequipment used in factory operations; the remaining Rmb14,000 was on equipment used in selling and administrative activities.)h. Manufacturing overhead cost was applied to jobs,Rmb ? .i. Goods that cost Rmb490,000 to manufacture according to their job cost sheets werecompleted during the year.j. Sales for the year totaled Rmb995,000. The total cost to manufacture these goods according to their job cost sheets was Rmb550,000.Required:1. Prepare journal entries to record the transactions for the year.2. Prepare T-accounts for inventories, Manufacturing Overhead, and Cost of Goods Sold.Post relevant data from your journal entries to these T-accounts. (Don’t forget to enter the beginning balances in your inventory accounts.) Compute an ending balance in each account.3. Is Manufacturing Overhead underapplied or overapplied for the year? Prepare ajournal entry to close any balance in the Manufacturing Overhead account to Cost of Goods Sold.4. Prepare an income statement for the year. (Do not prepare a schedule of cost of goodsmanufactured; all of the information needed for the income statement is available in the journal entries and T-accounts you have prepared.)（20 MARKS）2.Harwood Company is a manufacturer that operates a job-order costing system. Overhead costs are applied to jobs on the basis of machine-hours. At the beginning of the year, management estimated that the company would incur $380,000 in manufacturing overhead costs and work 47,500 machine-hours.Required:1. Compute the company’s predetermined overhead rate.2. Assume that during the year the company works only 45,000 machine-hours and incursthe following costs in the Manufacturing Overhead and Work in Processaccounts:Copy the data in the T-accounts above onto your answer sheet. Compute the amount of overhead cost that would be applied to Work in Process for the year and make the entry in your T-accounts.3. Compute the amount of underapplied or overapplied overhead for the year and showthe balance in your Manufacturing Overhead T-account. Prepare a journal entry to close out the balance in this account to Cost of Goods Sold.4. Explain why the manufacturing overhead was underapplied or overapplied for theyear.（20 MARKS）3. Contrasting ABC and Conventional Product CostsSiegel Corporation manufactures a product that is available in both a deluxe and a regular model. The company has made the regular model for years; the deluxe model was introduced several years ago to tap a new segment of the market. Since introduction of the deluxe model, the company’s profits have steadily declined. Sales of the deluxe model have been increasing rapidly.Overhead is applied to products on the basis of direct labor-hours. At the beginning of the current year, management estimated that $3,080,000 in overhead costs would be incurred and the company would produce and sell 10,000 units of the deluxe model and 50,000 units of the regular model. The deluxe model requires 2.0 hours of direct labor time per unit, and the regular model requires 1.0 hours. Materials and labor costs per unit are given below:Deluxe RegularDirect materials cost per unit .... $50.00 $30.00Direct labor cost per unit ........... $30.00 $15.00Required1. Compute the predetermined overhead rate using direct labor-hours as the basis forallocating overhead costs to products. Compute the unit product cost for one unit of each model.2. An intern suggested that the company use activity-based costing to cost its products.A team was formed to investigate this idea. . It came back with the recommendationthat four activity cost pools be used. These cost pools and their associated activities are listed below:EstimatedOverhead ActivityActivity Cost Pool and Activity Measure Cost Deluxe Regular TotalPurchase orders (number of orders) ............... $ 60,000 500 1,000 1,500Rework requests (number of requests) ........... 280,000 800 2,000 2,800Product testing (number of tests) ................... 240,000 7,000 3,000 10,000Machine-related (machine-hours) .................. 2,500,000 4,500 8,000 12,500$3,080,000Compute the activity rate (i.e., predetermined overhead rate) for each of the activity cost pools.3.Assume that actual activity is as expected for the year. Using activity-based costing,do the following:a. Determine the total amount of overhead that would be applied to each model forthe year.b. Compute the unit product cost for one unit of each model.4. Can you identify a possible explanation for the company’s declining profits? Ifso, what is it?（20 MARKS）4. Cost flows and Unit Product Costs in Activity-Based CostingHunter Corporation uses activity-based costing to determine product costs for external financial reports. At the beginning of the year, management made the following estimates of cost and activity in the company’s five activity cost pools:Activity Cost Pool Activity Measure EstimatedOverheadCost Expected ActivityLabor related ............. Direct labor-hours $200,000 20,000 DLHs Production orders ...... Number of orders $110,000 5,000 orders Material receipts........ Number of receipts $108,000 1,800 receiptsRelay assembly ......... Number of relays $960,000 12,000 relaysGeneral factory ......... Machine-hours $1,260,000 70,000 MHsRequired1. Compute the activity rate (i.e., predetermined overhead rate) for each of theactivity cost pools.2. During the year, actual overhead cost and activity were recorded as follows:Activity Cost PoolActualOverheadCost Actual ActivityLabor related ................ $ 205,000 22,000 DLHsProduction orders ......... 107,000 4,500 ordersMaterial receipts........... 112,000 2,000 receiptsRelay assembly ............ 980,000 13,000 relaysGeneral factory ............ 1,300,000 73,000 MHsTotal overhead cost $2,704,000a. Prepare a journal entry to record the incurrence of actual manufacturing overheadcost for the year (credit Accounts Payable). Post the entry to the company’s Manufacturing Overhead T-account.b. Determine the amount of overhead cost applied to production during theyear.c. Prepare a journal entry to record the application of manufacturing overhead costto Work in Process for the year. Post the entry to the company’s Manufacturing Overhead T-account.d. Determine the amount of underapplied or overapplied manufacturing overhead forthe year.3. The actual activity for the year was distributed among the company’s four productsas follows:Actual ActivityActivity Cost Pool Product A Product B Product C Product DLabor related (DLHs) ............ 7,000 1,000 8,000 6,000Production orders (orders) .... 800 900 1,100 1,700Material receipts (receipts).... 400 800 300 500Relay assembly (relays) ........ 3,500 2,000 3,000 4,500General factory (MHs) .......... 16,000 26,000 17,000 14,000a. Determine the total amount of overhead cost applied to each product.b. Does the total amount of overhead cost applied to the products above tie in tothe T-accounts in any way? Explain.（10 MARKS）5 Equivalent Units; Cost Reconciliation—Weighted Average Method9tigRju。

管理会计(双语)-5

To increase sales and profit Total costs associated with stocks 1.purchase costs 2.holding costs 3.ordering costs 4.stock-outs costs
1.EOQ
1)Assumptions: 2)minC=pD+Co×(D/Q)+ CH ×Q/2
Example:
Department A Sales Total cost Profit 15,00 0 12,000 3,000 B 10,000 9,000 1,000 C 8,000 9,000 (1,000)
Should department C be shutdown?
Do not automatically assume that it should be shutdown as the department is making a loss, or that it should be kept open as it is making positive contribution. We need to know more about the fixed costs included within department C. If > £3,000 of C’s fixed costs could be avoided by shutting it down then shutdown. Otherwise keep it open.
Factors used to evaluate the alternatives:
Quantitative factors: 1.relevant costs and revenues 2.a common theme-the comparison of relevant (incremental) revenues with relevant (incremental) costs Qualitative factors:

国际财务管理课后习题答案chapter 5

CHAPTER 5 THE MARKET FOR FOREIGN EXCHANGESUGGESTED ANSWERS AND SOLUTIONS TO END—OF—CHAPTERQUESTIONS AND PROBLEMSQUESTIONS1. Give a full definition of the market for foreign exchange.Answer： Broadly defined, the foreign exchange (FX） market encompasses the conversion of purchasing power from one currency into another，bank deposits of foreign currency, the extension of credit denominated in a foreign currency， foreign trade financing， and trading in foreign currency options and futures contracts。

2。

What is the difference between the retail or client market and the wholesale or interbank market for foreign exchange？Answer：The market for foreign exchange can be viewed as a two-tier market。

One tier is the wholesale or interbank market and the other tier is the retail or client market。

International banks provide the core of the FX market. They stand willing to buy or sell foreign currency for their own account. These international banks serve their retail clients， corporations or individuals， in conducting foreign commerce or making international investment in financial assets that requires foreign exchange。

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CH05MANAGEMENT ACCOUNTING INFORMATIONFOR ACTIVITY AND PROCESS DECISIONSTRUE/FALSE1. Sunk costs are never relevant costs for decision making.a. Trueb. False2. An example of a sunk cost is the amount of a guaranteed contract that has not yet beenpaid.a. Trueb. False3. Personal employee responses are not critical considerations for the business decisionmaker.a. Trueb. False4. For decision-making, differential costs assist in choosing between alternatives.a. Trueb. False5. For a particular decision, differential revenues and costs are always relevant.a. Trueb. False6. A cost may be relevant for one decision, but not relevant for a different decision.a. Trueb. False7. Avoidable costs should be evaluated when deciding whether to discontinue a part, product,product line, or business segment.a. Trueb. False8. In make-or-buy decisions, facility-sustaining support costs are unavoidable if the facilitycan be converted to another use.a. Trueb. False9. For one-time-only special orders, flexible costs may be relevant but not capacity-relatedcosts.a. Trueb. False10. Bid prices and costs that are relevant for regular orders are the same costs that are relevantfor one-time-only special orders.a. Trueb. False11. When opportunity costs exist, they are always relevant.a. Trueb. False12. Depreciation allocated to a product line is a relevant cost when deciding to discontinue thatproduct.a. Trueb. False13. When replacing an old machine with a new machine, the book value of the old machine is arelevant cost.a. Trueb. False14. If a company is deciding whether to outsource a part, the reliability of the supplier is animportant factor to consider.a. Trueb. False15. Sometimes qualitative factors are the most important factors in make-or-buy decisions.a. Trueb. False16. If a company is deciding whether to outsource a part, the reliability of the supplier is animportant factor to consider.a. Trueb. False17. Outsourcing is risk-free to the manufacturer because the supplier now has the responsibilityof producing the part.a. Trueb. False18. The central goal of the facility layout design process is to streamline operations to increaseoperating income.a. Trueb. False19. In a process layout, batch production causes inventory costs.a. Trueb. False20. The reduction of setup costs makes smaller batch sizes more feasible.a. Trueb. False21. In batch processing, workers downstream can identify an upstream problem immediately.a. Trueb. False22. The theory of constraints focuses on long-term initiatives to increase operating income.a. Trueb. False23. A processing cycle efficiency (PCE) of 14% indicates better efficiency than a PCE of 50%.a. Trueb. False24. When using a just-in-time manufacturing, a problem anywhere in the system can stop allproduction.a. Trueb. False25. Implementing a just-in-time inventory system requires a major cultural change for anorganization.a. Trueb. False26. Global competition led to the development of international quality standards such as ISO9000 2000 Standards.a. Trueb. False27. External quality problems are expensive to fix.a. Trueb. False28. Experience shows that it is more expensive to prevent defects than to detect and repairthem.a. Trueb. FalseMULTIPLE CHOICE29. Sunk costs:a. are relevantb. are differentialc. have future implicationsd. are ignored when evaluating alternatives30. A computer system installed last year is an example of:a. a sunk costb. a relevant costc. a differential costd. an avoidable cost31. Costs that cannot be changed by any decision made now or in the future are:a. fixed costsb. indirect costsc. avoidable costsd. sunk costs32. For decision making, a listing of the relevant costs:a. will help the decision maker concentrate on the pertinent datab. will only include future costsc. will only include costs that differ among alternativesd. should include all of the above33. Which of the following costs are NEVER relevant in the decision-making process?a. capacity-relatedb. historical costsc. relevant costsd. variable costs34. When deciding to lease a new cutting machine or continue using the old machine, thefollowing costs are all relevant EXCEPT the:a. $50,000 cost of the old machineb. $20,000 cost of the new machinec. $10,000 selling price of the old machined. $3,000 annual savings in operating costs if the new machine is purchased35. In evaluating different alternatives, it is useful to concentrate on:a. flexible costsb. capacity-related costsc. total costsd. relevant costs36. Relevant costs of a make-or-buy decision include all EXCEPT:a. fixed salaries that will not be incurred if the part is outsourcedb. current direct material costs of the partc. special machinery for the part that has no resale valued. material-handling costs that can be eliminated37. Which of the following would NOT be considered in a make-or-buy decision?a. capacity-related costs that will no longer be incurredb. flexible costs of productionc. potential rental income from space occupied by the production aread. unchanged supervisory costs38. Relevant costs in a make-or-buy decision of a part include:a. setup overhead for the manufacture of the product using the outsourced partb. currently used manufacturing capacity that has alternative usesc. annual plant insurance costs that will remain the samed. corporate office costs that will be allocated differently39. When deciding to accept a one-time-only special order from a wholesaler, managementshould do all of the following EXCEPT:a. analyze product costsb. consider the impact of the special order on future prices of their productsc. determine whether excess capacity is availabled. verify past design costs for the product40. When there is excess capacity, it makes sense to accept a one-time-only special order forless than the current selling price when:a. incremental revenues exceed incremental costsb. additional capacity-related costs must be incurred to accommodate the orderc. the company placing the order is in the same market segment as your currentcustomersd. None of the above is correct.41. When deciding whether to discontinue a segment of a business, managers should focus on:a. equipment used by the segment that could become idleb. reallocation of corporate costsc. how total costs differ among alternativesd. operating income per unit of the discontinued segment42. Costs are relevant to a particular decision if they:a. are flexible costsb. are capacity-related costsc. differ across the alternatives being consideredd. remain unchanged across the alternatives being consideredTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 43 THROUGH 46. Flowers-For-Everyone is considering replacing its existing delivery van with a new one. The new van can offer considerable savings in operating costs. Information about the existing van and the new van follow:Existing van New vanOriginal cost $100,000 $180,000Annual operating cost $ 35,000 $ 20,000Accumulated depreciation $ 60,000 ---Current salvage value of the existing van $ 45,000 ---Remaining life 10 years 10 yearsSalvage value in 10 years $ 0 $ 0Annual depreciation $ 4,000 $ 18,00043. Sunk costs include:a. the original cost of the existing vanb. the original cost of the new vanc. the current salvage value of the existing vand. the annual operating cost of the new van44. Relevant costs for this decision include:a. the original cost of the existing vanb. accumulated depreciationc. the current salvage value of the existing vand. the salvage value in 10 years45. If Flowers-For-Everyone replaces the existing delivery van with the new one, over the next10 years operating income will:a. decrease by $180,000b. increase by $150,000c. decrease by $150,000d. None of the above is correct.46. Should Flowers-for-Everyone replace the existing van with the new van? What are thesavings or additional cost?a. Yes replace, net savings of $15,000b. Yes replace, net savings of $150,000c. No replace, additional costs of $120,000d. No replace, additional costs of $30,000THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 47 AND 48.Jim’s 5-year-old Geo Prizm requires repairs estimated at $3,000 to make it roadworthy again. His friend, Julie, suggested that he should buy a 5-year-old used Honda Civic instead for $3,000 cash. Julie estimated the following costs for the two cars:Geo Prizm Honda CivicAcquisition cost $15,000 $3,000Repairs $ 3,000 ---Annual operating costs(Gas, maintenance, insurance) $ 2,280 $2,10047. The cost(s) NOT relevant for this decision is(are):a. the acquisition cost of the Geo Prizmb. the acquisition cost of the Honda Civicc. the repairs to the Geo Prizmd. the annual operating costs of the Honda Civic48. What should Jim do? What are his savings in the first year?a. Buy the Honda Civic; $9,780b. Fix the Geo Prizm; $5,518c. Buy the Honda Civic; $180d. Fix the Geo Prizm; $5,280THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 49 THROUGH 51. Konrade’s Engine Company manufactures part TE456 used in several of its engine models. Monthly production costs for 1,000 units are as follows:Direct materials $ 40,000Direct labor 10,000Flexible support costs 30,000Capacity-related support costs 20,000Total costs $100,000It is estimated that 10% of the capacity-related support costs assigned to TE456 will no longer be incurred if the company purchases TE456 from the outside supplier. Konrade’s Engine Company has the option of purchasing the part from an outside supplier at $85 per unit.49. If Konrade’s Engine Company accepts the offer from the o utside supplier, the monthlyavoidable costs (costs that will no longer be incurred) total:a. $ 82,000b. $ 98,000c. $ 50,000d. $100,00050. If Konrade’s Engine Company purchases 1,000 TE456 parts from the outside supplier permonth, then its monthly operating income will:a. increase by $2,000b. increase by $80,000c. decrease by $3,000d. decrease by $85,00051. The maximum price that Konrade’s Engine Company should be willing to pay the outsidesupplier is:a. $80 per TE456 partb. $82 per TE456 partc. $98 per TE456 partd. $100 per TE456 partTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 52 AND 53.Melodee’s Preserves currently makes jams and jellies and a variety of decorative jars used for packaging. An outside supplier has offered to supply all of the needed decorative jars. For this make-or-buy decision, a cost analysis revealed the following avoidable unit costs for the decorative jars:Direct materials $0.25Direct labor 0.03Unit-related support costs 0.10Batch-related support costs 0.12Product-sustaining support costs 0.22Facility-sustaining support costs 0.28Total cost per jar $1.0052. The relevant cost per jar is:a. $0.28 per jarb. $0.38 per jarc. $0.72 per jard. $1.00 per jar53. The maximum price that Melodee’s Preserves should be willing to pay for the decorativejars is:a. $0.28 per jarb. $0.38 per jarc. $0.72 per jard. $1.00 per jarTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 54 AND 55.Denly Company has three products, A, B, and C. The following information is available:Product A Product B Product C Sales $60,000 $90,000 $24,000Flexible costs 36,000 48,000 15,000Contribution margin 24,000 42,000 9,000Capacity-realted costs:Avoidable 9,000 18,000 6,000Unavoidable 6,000 9,000 5,400 Operating income $ 9,000 $15,000 $ (2,400) 54. Denly Company is thinking of dropping Product C because it is reporting a loss.Assuming Denly drops Product C and does not replace it, operating income will:a. increase by $2,400b. increase by $3,000c. decrease by $3,000d. decrease by $5,40055. Assuming Product C is discontinued and the space formerly used to produce Product C isrented for $12,000 per year, operating income will:a. increase by $6,600b. increase by $9,000c. increase by $12,000d. increase by $14,40056. Which of the following does NOT need to be considered when evaluating a make-or-buydecision?a. savings from an alternative use of the production equipmentb. the original cost of the production equipmentc. the quality of the supplier's productd. the reliability of the delivery schedule57. When making decisions:a. quantitative factors are the most importantb. qualitative factors are the most importantc. appropriate weight must be given to both quantitative and qualitative factorsd. both quantitative and qualitative factors are unimportant58. Employee morale at Dos Santos, Inc., is very high. This type of information is known as:a. a qualitative factorb. a quantitative factorc. a differential factord. an opportunity cost59. Which of following are risks of outsourcing the production of a part?a. unpredictable qualityb. unreliable deliveryc. unscheduled price increasesd. All of the above are risks of outsourcing.60. Which of the following minimize the risks of outsourcing?a. the use of short-term contracts that specify priceb. the responsibility for on-time delivery is now the responsibility of the supplierc. building close relationships with the supplierd. All of the above minimize the risks of outsourcing.61. When evaluating a make-or-buy decision, which of the following does NOT need to beconsidered?a. alternative uses of the production capacityb. the original cost of the production equipmentc. the quality of the supplier's productd. the reliability of the supplier's delivery schedule62. In __________, all similar equipment or functions are grouped together.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production63. Characteristics of a process layout include:a. continuous processingb. long production pathsc. small amounts of inventoryd. no work-in-process storage areas64. In _______, equipment is organized to accommodate the production of a specific product.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production65. Characteristics of a product layout include:a. raw materials and purchased parts are delivered directly to the production line wherethey are neededb. low-volume productionc. a U-shaped layoutd. small batches of unique products66. In __________, the plant is organized into areas where all machines used to manufacture agroup of similar products are close to each other.a. a process layoutb. a product layoutc. cellular manufacturingd. just-in-time production67. Characteristics of cellular manufacturing include:a. a layout that is usually circular like a cellb. increasing the number of employees needed to produce a productc. individual areas for employees so each can work independently without interruptiond. a flexible layout that can be easily adjusted to make a different product68. The theory of constraints:a. emphasizes long-term optimizationb. maintains that maximizing volume through production bottlenecks will increaseoperating incomec. helps managers make special one-time decisionsd. suggests that some component parts should be outsourced69. Constraints may include:a. the availability of direct materials in manufacturingb. linear square feet of display space for a retailerc. direct labor in the service industryd. All of the above are correct.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 70 THROUGH 74. Braun’s Brakes manuf actures three different product lines, Model X, Model Y, and Model Z. Considerable market demand exists for all models. The following per unit data apply:Model X Model Y Model Z Selling price $50 $60 $70Direct materials 6 6 6Direct labor ($12 per hour) 12 12 24Variable support costs ($4 per machine-hour) 4 8 8Fixed support costs 10 10 1070. Which model has the greatest contribution margin per unit?a. Model Xb. Model Yc. Model Zd. both Models X and Y71. Which model has the greatest contribution margin per machine-hour?a. Model Xb. Model Yc. Model Zd. both Models Y and Z72. If there is excess capacity, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models X and Y73. If there is a machine breakdown, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models Y and Z74. How can Lisa Braun encourage her salespeople to promote the more profitable model?a. Put all sales persons on salary.b. Provide higher sales commissions for higher priced items.c. Provide higher sales commissions for items with the greatest contribution margin perconstrained resource.d. Both (b) and (c) are correct.75. High levels of inventory result in all EXCEPT:a. high moving, handling, and storage costsb. increased product obsolescence and damagec. increased financing costsd. idle facilities76. The implementation of just-in-time production results in all of the following EXCEPT:a. decreased cycle timesb. reduced amount of wastec. a slower pace for employeesd. structural changes77. Characteristics of just-in-time manufacturing include all of the following EXCEPT:a. the ability to process items in large batchesb. making a product only when the customer requires itc. no work-in-process inventoriesd. a problem anywhere can stop production78. Measures of JIT (just-in-time) manufacturing reliability include all of the followingEXCEPT:a. defect ratesb. labor and machine utilization ratiosc. cycle timesd. percent of on-time deliveries79. Of the four quality costing categories, the most damaging category to the organization is:a. prevention costsb. appraisal costsc. internal failure costsd. external failure costs80. __________ are incurred when a defective component is discovered before shipment to thecustomer.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costs81. _________ are incurred when a customer discovers a defect.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costs82. Training employees in methods to maintain quality is an example of __________.a. prevention costsb. appraisal costsc. internal failure costsd. external failure costs83. __________ include the cost of raw-materials inspections and assembly-line inspections.a. Prevention costsb. Appraisal costsc. Internal failure costsd. External failure costsThe following estimates have been prepared to evaluate the benefits from the reorganization:Before the change After the change Total annual sales $600,000 $800,000Costs as a percentage of sales:Direct materials 23% 20%Direct labor 9% 7%Support costs 18% 13% Work-in-process inventory $125,000 $ 90,000 Inventory carrying costs are estimated to be 10% per year.84. As a result of the layout reorganization, reduced levels of work-in-process inventory areprojected to decrease inventory carrying costs by:a. $12,500b. $ 9,000c. $ 6,000d. $ 3,50085. As a result of the layout reorganization, incremental manufacturing costs are projected to:a. increase by $84,000b. increase by $20,000c. decrease by $20,000d. decrease by $16,50086. As a result of switching to a cellular manufacturing operation, total benefits are projected toincrease by:a. $216,500b. $200,000c. $183,500d. $176,50087. After the change, a decreased amount of work-in-process inventory is projected because:a. of reduced cycle times resulting from a more continuous production flowb. of lower financing costs and the reduced need for storage and handlingc. larger batches can be processed faster and more efficientlyd. All of the above are correct.88. After the change, direct labor costs as a percentage of sales are projected to decreasebecause:a. less work-in-process inventory needs to be moved from location to locationb. fewer employees are needed to produce a product due to the new work designc. less supervisors are needed to oversee operationsd. All of the above are correct.The following estimates have been prepared to evaluate the benefits from the reorganization:Before the change After the change Total annual sales $500,000 $750,000Costs as percentage of sales:Direct materials 20% 17%Direct labor 8% 7%Support costs 12% 6% Work-in-process inventory $100,000 $ 80,000 Inventory carrying costs are estimated to be 11% per year.89. As a result of the layout reorganization, reduced levels of work-in-process inventory areprojected to decrease inventory carrying costs by:a. $ 2,200b. $ 7,500c. $ 8,800d. $11,00090. As a result of the layout reorganization, incremental manufacturing costs are projected to:a. decrease by $22,800b. decrease by $25,000c. increase by $25,000d. increase by $40,00091. As a result of switching to a cellular manufacturing operation, total benefits are projected toincrease by:a. $222,800b. $227,200c. $272,800d. $277,20092. After the change, sales are projected to increase because:a. of shorter delivery lead timesb. of higher sales pricesc. of the ability to process larger batch sizesd. All of the above are correct.93. After the change, work-in-process carrying costs are projected to decrease because of:a. reduced costs in materials handlingb. lower financing costsc. the decreased need for inventory storaged. All of the above are correct.EXERCISE / PROBLEM94. Karen’s Cookie Company is consi dering replacing its giant cookie mixer with a new one.The following data have been compiled to evaluate the decision.Existing NewOriginal cost $8,000 $10,000Annual operating cost $4,000 $2,200Remaining life 5 years 5 yearsDisposal value now $3,000 ---Required:a. What costs are relevant?b. What costs are sunk?c. What are the net cash flows assuming Karen’s Cookie Company purchases the newcookie mixer?95. Pat, a Pizzeria manager, replaced the convection oven just six months ago. Today, TurboOvens Manufacturing announced the availability of a new convection oven that cooksmore quickly with lower operating expenses. Pat is considering the purchase of this faster, lower-operating cost, convection oven to replace the existing one they recently purchased.Selected information about the two ovens is given below:Existing New Turbo OvenOriginal cost $60,000 $50,000Accumulated depreciation $ 5,000 ---Current salvage value $40,000 ---Remaining life 5 years 5 yearsAnnual operating expenses $10,000 $ 7,500Disposal value in 5 years $ 0 $ 0 Required:a. What costs are sunk?b. What costs are relevant?c. What are the net cash flows over the next 5 years assuming the Pizzeria purchases thenew convection oven?d. What other items should Pat, as manager of the Pizzeria, consider when making thisdecision?96. Quiett Truck manufactures part WB23 used in several of its truck models. 10,000 units areproduced each year with production costs as follows:Direct materials $ 45,000Direct labor 15,000Flexible support costs 35,000Capacity-related support costs 25,000Total costs $120,000Quiett Truck has the option of purchasing part WB23 from an outside supplier at $11.20 per unit. If WB23 is outsourced, 40% of the capacity-related costs cannot be immediately converted to other uses.Required:a. Describe avoidable costs. What amount of the WB23 production costs is avoidable?b. Should Quiett Truck outsource WB23? Why or why not?c. What other items should Quiett Truck consider before outsourcing any of the parts itcurrently manufactures?97. Freddie’s Fudge Factory currently makes fudge for retail and mail order customers. It alsooffers a variety of roasted nuts. Fudge sales have increased over the past year, so Freddie is considering outsourcing the roasted nuts and using the roasting space to make additional fudge. A reliable supplier has quoted a price of $0.85 per pound for the roasted nuts. The following amounts reflect the in-house manufacturing costs per pound for the roasted nuts: Direct materials $0.50Direct labor 0.06Unit-related support costs 0.10Batch-related support costs 0.04Product-sustaining support costs 0.05Facility-sustaining support costs 0.15Total cost per pound $0.90Required:a. Should Freddie’s Fudge Factory outsource the roasted nuts? Why or why not? Discussall items that should be considered.b. What incentives can Freddie offer the supplier of the roasted nuts to encouragecontinued reliability?98. Kirkland Company manufactures a part for use in its production. When 10,000 itemsare produced, the costs per unit are:Direct materials $0.60Direct manufacturing labor 3.00Flexible manufacturing support 1.20Fixed manufacturing support 1.60Total $6.40Mike Company has offered to sell to Kirkland Company 10,000 units of the part for $6.00 per unit. The plant facilities could be used to manufacture another item at a savings of $9,000 if Kirkland accepts the offer. In addition, $1.00 per unit of fixed manufacturing support on the original item would be eliminated.Required:a. What is the relevant per unit cost for the original part?b. Which alternative is best for Kirkland Company? By how much?99. Lewis Auto Company manufactures a part for use in its production of automobiles.When 10,000 items are produced, the costs per unit are:Direct materials $ 12Direct manufacturing labor 60Flexible manufacturing support 24Fixed manufacturing support 32Total $128Monty Company has offered to sell Lewis Auto Company 10,000 units of the part for$120 per unit. The plant facilities could be used to manufacture another part at asavings of $180,000 if Lewis Auto accepts the supplier’s offer. In addition, $20 per unit of fixed manufacturing support on the original part would be eliminated.Required:a. What is the relevant per unit cost for the original part?b. Which alternative is best for Lewis Auto Company? By how much?100. Carey Manufacturing, Inc., is considering reorganizing its plant into manufacturing cells.The following estimates have been prepared to evaluate the benefits from thereorganization:Before the change After the change Total annual sales $700,000 $850,000Costs as percentage of sales:Direct materials 10% 9%Direct labor 6% 4%Support costs 9% 7% Work-in-process inventory $200,000 $120,000 Inventory carrying costs are estimated to be 12% per year.Required:a. Why do the layout reorganization estimates include1. a decrease in work-in-process inventory?2. a decrease in direct material costs as a percentage of sales?3. an increase in sales?b. As a result of the layout reorganization, what amount of change is projected1. from carrying reduced levels of work-in-process inventory?2. for incremental manufacturing costs?3. in total benefits?。

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