管理会计(英文版)课后习题答案(高等教育出版社)

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管理会计(英文版)课后习题答案(高等教育出版社)chapter 17

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 17 TACTICAL DECISION MAKING QUESTIONS FOR WRITING AND DISCUSSION1. A tactical decision is short-run in nature; itinvolves choosing among alternatives with an immediate or limited end in view. A stra-tegic decision involves selecting strategies that yield a long-term competitive advantage.2.Depreciation is an allocation of a sunk cost.This cost is a past cost and will never differ across alternatives.3.The salary of a supervisor in an accept orreject decision is an example of an irrelevant future cost.4.If one alternative is to be judged superior toanother alternative on the basis of cash-flow comparisons, then cash flows must be ex-pressed as an annual amount (or periodic amount); otherwise, consideration must be given to the time value of the nonperiodic cash flows.5.Disagree. Qualitative factors also have animportant bearing on the decision and may, at times, overrule the quantitative evidence from a relevant costing analysis.6.The purchase of equipment needed to pro-duce a special order is an example of a fixed cost that is relevant.7.Relevant costs are those costs that differacross alternatives. Differential costs are the differences between the costs of two alterna-tives.8.Depreciation is a relevant cost whenever it isa future cost that differs across alternatives.Thus, it must involve a capital asset not yetacquired.9.Past costs can be used as information tohelp predict future costs.10.Yes. Suppose, for example, that sufficientmaterials are on hand for producing a partfor two years. After two years, the part will bereplaced by a newly engineered part. If thereis no alternative use of the materials, thenthe cost of the materials is a sunk cost andnot relevant in a make-or-buy decision.plementary effects may make it moreexpensive to drop a product.12. A manager can identify alternatives by usinghis or her own knowledge and experienceand by obtaining input from others who arefamiliar with the problem.13.No. Joint costs are irrelevant. They occurregardless of whether the product is sold atthe split-off point or processed further.14.Yes. The incremental revenue is $1,400, andthe incremental cost is only $1,000, creatinga net benefit of $400.15.Regardless of how many units are produced,fixed costs remain the same. Thus, fixedcosts do not change as product mixchanges.16.No. If a scarce resource is used in producingthe two products, then the product providingthe greatest contribution per unit of scarceresource should be selected. For more thanone scarce resource, linear programmingmay be used to select the optimal mix.17.If a firm is operating below capacity, then aprice that is above variable costs will in-crease profits.18.Different prices can be quoted to customersin markets not normally served, to noncom-peting customers, and in a competitive bid-ding setting.19.Linear programming is used to select theoptimal product mix whenever there are mul-tiple constrained scarce resources.20.An objective function is the function that is tobe maximized (or minimized) subject to a setof constraints. A constraint is simply a func-tion that restricts the possible values of va-riables appearing in the objective function.Usually, a constraint is concerned with ascarce resource. A constraint set is the col-lection of all constraints for a given problem.21. A feasible solution is a solution to a linearprogramming problem that satisfies theprob lem’s constraints. The feasible set ofsolutions is the collection of all feasible solu-tions.22.To solve a linear programming problemgraphically, use the following four steps: (1) graph each constraint, (2) identify the feasi-ble set of solutions, (3) identify all corner points in the feasible set, and (4) select the corner point that yields the optimal value for the objective function. Typically, when a li-near programming problem has more than two or three products, the simplex method must be used.EXERCISES17–1The correct order is: D, E, B, F, C, A.17–2Steps in A ustin’s decision:Step 1: Define the problem. The problem is whether to continue studying at his present university, or to study at a university with a nationally recog-nized engineering program.Step 2: Identify the alternatives. Events A and B. (Students may want to include event I—possible study for a graduate degree. However, future eventsindicate that Austin still defined his problem as in Step 1 above.)Step 3: Identify costs and benefits associated with each feasible alternative.Events C, E, F, and I. (Students may also list E and F in Step 5—they areincluded here because they may help Austin estimate future incomebenefits.)Step 4: Total relevant costs and benefits for each feasible alternative. No specif-ic event is listed for this step, although we can intuit that it was done,and that three schools were selected as feasible since event J mentionsthat two of three applications met with success.Step 5: Assess qualitative factors. Events D, E, F, G, and H.Step 6: Make the decision. Event J is certainly relevant to this. (What did Austin ultimately decide? The author doesn’t know—at the time this text waspublished, Austin was still deciding. We certainly wish him luck!)1. The two alternatives are to make the component in house or to buy it fromCouples.2. Alternatives DifferentialMake Buy Cost to Make Direct materials $ 5.00 —$ 5.00 Direct labor 2.38 — 2.38 Variable overhead 1.90 — 1.90 Purchase cost —$11.00 (11.00) Total relevant cost $ 9.28 $11.00 $ (1.72) Pierre should make the component in house because it will save $9,116 ($1.72 5,300) over purchasing it from Couples.17–41. If Product C is dropped, profit will decrease by $15,000 since the avoidabledirect fixed costs are only $45,000 ($70,000 – $25,000). Depreciation is not re-levant.2. A new income statement, assuming that C is dropped and demand for B de-creases by 10 percent, is given below (amounts are in thousands).A B TotalSales revenue $800 $1,755 $2,555Less: Variable expenses 350 900 1,250Contribution margin $450 $ 855 $1,305Less: Direct fixed expenses 150 300 450Segment margin $300 $ 555 $ 855Less: Common fixed expenses 340 Operating income $ 515 Operating income will decrease by $85,000 ($600,000 – $515,000).1. Relevant manufacturing costs are $6.90 per unit ($2.00 + $3.10 + $1.80), so thegross profit per unit from the special order is $0.60 ($7.50 –$6.90). The in-crease in gross profit is $2,280 (3,800 $0.60).2. Again, the relevant manufacturing costs are $6.90 per unit. The increase ingross profit is $2,280, from which the $1,000 of packing capacity must be subtracted. The overall effect is to increase profit by $1,280 if the special or-der is accepted.17–61. The amounts Heather has spent on purchasing and improving the Grand Amare irrelevant because these are sunk costs.2. AlternativesRestore Grand Am Buy Neon Transmission $2,000Water pump 400Master cylinder 1,100Sell Grand Am —$(6,400)Cost of new car —9,400 Total $3,500 $ 3,000 Heather should sell the Grand Am and buy the Neon because it provides a net savings of $500.Note: Heather should consider the qualitative factors. If she restored the Grand Am, how much longer would it last? What about increased license fees and insurance on the newer car? Could she remove the stereo and put it in the Neon without decreasing the Grand Am’s resale value by much?1. Make BuyDirect materials $360,000 —Direct labor 120,000 —Variable overhead 100,000 —Fixed overhead 88,000 —Purchase cost —$640,000 ($16 ⨯ 40,000) Total relevant costs $668,000 $640,000Sherwood should purchase the part.2. Maximum price = $668,000/40,000 = $16.70 per unit3. Income would increase by $28,000 ($668,000 – $640,000).17–81. Make BuyDirect materials $360,000 —Direct labor 120,000 —Variable overhead 100,000 —Purchase cost —$640,000 ($16 ⨯ 40,000) Total relevant costs $580,000 $640,000Sherwood should continue manufacturing the part.2. Maximum price = $580,000/40,000 = $14.50 per unit3. Income would decrease by $60,000 ($640,000 – $580,000).1. Make BuyDirect materials $30.00 —Direct labor 26.60 —Variable overhead 6.40 —Purchase cost —$65Total relevant costs $63.00 $65 Income would decrease by $180,000 [($65 – $63) ⨯ 90,000].2. Make BuyVar. manu. costs (90,000 ⨯ $63) $ 5,670,000 —Materials handling (3,000 ⨯ $25) 75,000 —Purchasing (4,000 ⨯ $17) 68,000 —Setups (800 ⨯ $200) 160,000 —Engineering (1,000 ⨯ $90) 90,000 —Maintenance (7,000 ⨯ $4) 28,000 —Purchase cost (90,000 ⨯ $65) —$5,850,000 Total relevant costs $ 6,091,000 $5,850,000 Income would increase by $241,000 ($6,091,000 – $5,850,000).1. Product B TotalSales $ 100,000 $ 250,000 $ 350,000 Less: Variable expenses 50,000 145,000 195,000 Contribution margin $ 50,000 $ 105,000 $ 155,000 Less: Direct fixed expenses* 60,000 60,000 120,000 Segment margin $ (10,000) $ 45,000 $ 35,000 Less: Common fixed expenses 70,000 Operating (loss) $ (35,000) *Product A: $100,000/$350,000 ⨯ $70,000 = $20,000;$80,000 – $20,000 = $60,000Product B: $250,000/$350,000 ⨯ $70,000 = $50,000;$110,000 – $50,000 = $60,0002. Alternatives:Keep Drop Drop A/ Drop B/Both Both Keep B Keep A Sales $ 350,000 —$ 312,500 $ 150,000 Less: Variable expenses 195,000 —181,250 75,000 Contribution margin $ 155,000 —$ 131,250 $ 75,000 Less: Direct fixed expenses 120,000 —60,000 60,000 Segment margin $ 35,000 —$ 71,250 $ 15,000 Less: Common fixed expenses 70,000 $ 70,000 70,000 70,000 Operating income (loss) $ (35,000) $ (70,000) $ 1,250 $ (55,000) Gutierrez should drop Product A unless the common fixed expenses can be avoided if both products are dropped.1. The company should not accept the offer because the additional revenue isless than the additional costs (assuming fixed overhead is allocated and will not increase with the special order):Incremental revenue per calendar $4.20Incremental cost per calendar 4.25Loss per calendar $0.05Total loss: $0.05 ⨯ 5,000 = $2502. Costs associated with the layoff:Increase state UI premiums (0.01 ⨯ $1,460,000) $14,600Notification costs ($25 ⨯ 20) 500Rehiring and retraining costs ($150 ⨯ 20) 3,000 Total $18,100 The order should be accepted. The loss of $250 on the order is more than off-set by the $18,100 saved by not laying off employees.17–121. Sales $ 293,000Costs 264,000Operating profit $ 29,0002. Sell Process Further DifferenceRevenues $40,000 $73,700 $33,700 Further processing cost 0 23,900 23,900 Operating income $49,800 $ 9,800 The company should process Delta further, because operating profit would increase by $9,800 if it were processed further. (Note: Joint costs are irrele-vant to this decision, because the company will incur them whether or not Delta is processed further.)17–131. ($30 ⨯ 2,000) + ($60 ⨯ 4,000) = $300,0002. HeraContribution margin $30 $60÷ Pounds of material ÷2 ÷5Contribution margin/pound $15 $12Norton should make as much of Juno as can be sold, then make Hera.2,000 units of Juno ⨯ 2 = 4,000 pounds16,000 pounds – 4,000 pounds = 12,000 pounds for HeraHera production = 12,000/5 = 2,400 unitsProduct mix is 2,000 Juno and 2,400 Hera.Total contribution margin = (2,000 ⨯ $30) + (2,400 ⨯ $60)= $204,00017–141. Let X = Number of Product A producedLet Y = Number of Product B producedMaximize Z = $30X + $60Y (objective function)2X + 5Y ≤ 6,000 (direct material constraint)3X + 2Y ≤ 6,000 (direct labor constraint)X ≤ 1,000Y ≤ 2,000X ≥ 0Y ≥ 017–14 Concluded2.AX0 1,000 2,000 3,000Solution: The corner points are the origin, the points where X = 0, Y = 0, and where two linear constraints intersect. The point of intersection of the two li-near constraints is obtained by solving the two equations simultaneously.A 0 0 $ 0B 1,000 0 30,000C 1,000 800 78,000*D 0 1,200 72,000*The values for X and Y are found by solving the simultaneous equations:X = 1,0002X + 5Y = 6,0002(1,000) + 5Y = 6,000Y = 800Z = $30(1,000) + $60(800) = $78,000Optimal solution: X = 1,000 units and Y = 800 units3. At the optimal level, the contribution margin is $78,000.AlternativesRelevant Item Keep Buy Revenues $ 10,000,000 $12,000,000Note savings 0 16,500 Operating costs (63,000) (50,000) Maintenance (8,500) (4,000) Net recurring benefit $ 9,928,500 $11,962,500One-time cash outflow —$(540,000)The relevant items include both recurring and nonrecurring items. The decision to keep or buy must include the opportunity cost of the one-time outlay of $540,000. Since the opportunity cost is likely to be much less than the difference between the recurring benefits, the buy alternative appears to be superior. While net present value analysis is the best framework for this problem, it is useful to identify relevant items.17–161. Process Differential AmountSell Further to Process Further Revenues $24,000 $42,000 $18,000Processing cost —(7,150) (7,150) Total $34,850 $10,850 Pyrol should be processed further as it will increase profit by $10,850 for every 1,000 liters.2. Process Differential AmountSell Further to Process Further Revenues $24,000 $42,000 $ 18,000Processing cost —(7,150) (7,150)Distribution cost —(800) (800)Commissions —(4,200) (4,200) Total $29,850 $ 5,850 Pyrol should be processed further as it will increase profit by $5,850 for every 1,000 liters. Note that the liability issue was not quantified, so that it would need to be considered as a qualitative factor—possibly reducing the attrac-tiveness of making pyrolase.1. Model M-3Contribution margin $24 $ 15÷ Hours on lathe ÷ 6 ÷ 3Contribution margin/hours on lathe $ 4 $ 5Model M-3 has the higher contribution margin per hour of drilling machine use, so all 12,000 hours should be spent producing it. If that is done, 4,000 (12,000 hours/3 hours per unit) units of Model M-3 should be produced. Zero units of Model A-4 should be produced.2. If only 2,500 units of Model M-3 can be sold, then 2,500 units should be pro-duced. This will take 7,500 hours of drilling machine time. The remaining 4,500 hours should be spent producing 750 (4,500/6) units of Model A-4.17–181. Model 14-DContribution margin $ 12 $ 10÷ Hours on lathe ÷ 4 ÷ 2Contribution margin/hours on lathe $ 3 $ 5Model 33-P has the higher contribution margin per hour of lathe use, so all 12,000 hours should be spent producing it. If that is done, 6,000 (12,000 hours/2 hours per unit) units of Model 33-P should be produced. Zero units of Model 14-D should be produced.2. If only 5,000 units of Model 33-P can be sold, then 5,000 units should be pro-duced. This will take 10,000 hours of lathe time. The remaining 2,000 hours should be spent producing 500 (2,000/4) units of Model 14-D.17–191. Let X = Number of Model 14-D producedLet Y = Number of Model 33-P producedMaximize Z = $12X + $10Y (objective function)4X + 2Y ≤ 12,000 (lathe constraint)X ≤ 2,000 (demand constraint)Y ≤ 5,000 (demand constraint)X ≥ 0Y ≥ 02.X0 1,000 2,000 3,000 4,000 5,000Solution: The corner points are points A, B, C, D, and E. The point of intersec-tion of the linear constraints is obtained by solving the two equations simul-taneously.Corner Point X-Value Y-Value Z = $12X + $10YA 0 0 $ 0B 0 5,000 50,000C 500 5,000 56,000D 2,000 2,000 44,000E 2,000 0 24,000*The intersection values for X and Y can be found by solving the simultane-ous equations:Corner Point C:Y = 5,0004X + 2Y = 12,0004X + 2(5,000) = 12,0004X = 2,000X = 500Z = $12(500) + $10(5,000) = $56,000Corner Point D:X = 2,0004X + 2Y = 12,0004(2,000) + 2Y = 12,0002Y = 4,000Y = 2,000Z = $12(2,000) + $10(2,000) = $44,000Optimal solution is Point C, where X = 500 units and Y = 5,000 units.3. At the optimal level, the contribution margin is $56,000.17–201. COGS + Markup(COGS) = Sales$144,300 + Markup($144,300) = $206,349Markup($144,300) = $206,349 – $144,300Markup = $62,049/$144,300Markup = 0.43, or 43%2. Direct materials $ 800Direct labor 1,600Overhead 3,200Total cost $ 5,600Add: Markup 2,408Initial bid $ 8,00817–211. Standard DeluxePrice $ 9.00 $30.00 $35.00 Variable cost 6.00 20.00 10.00 Contribution margin $ 3.00 $10.00 $25.00 ÷ Machine hours ÷0.10 ÷0.50 ÷0.75 Contribution margin/MHr. $30.00 $20.00 $33.33 The company should sell only the deluxe unit with contribution margin per machine hour of $33.33. Sealing can produce 20,000 (15,000/0.75) deluxe units per year. These 20,000 units, multiplied by the $25 contribution margin per unit, would yield total contribution margin of $500,000.2. Produce and sell 12,000 deluxe units, which would use 9,000 machine hours.Then, produce and sell 50,000 basic units, which would use 5,000 machine hours. Then produce and sell 2,000 standard units, which would use the re-maining 1,000 machine hours.Total contribution margin = ($25 ⨯ 12,000) + ($3 ⨯ 50,000) + ($10 ⨯ 2,000)= $470,00017–221. d2. a3. d4. c5. b6. bPROBLEMS17–231. Costs for Two YearsSite 1 Site 2 Site 3 Rent $11,400 $12,000 —Partitions 2,040 1,500 —Renovation ——$15,000 Total $13,440 $13,500 $15,000Costs for Three YearsSite 1 Site 2 Site 3 Rent $17,100 $18,000 —Partitions 3,060 1,500 —Renovation ——$15,000 Total $20,160 $19,500 $15,000 Yes, it matters. If the center exists for two years, then Site 1 is least expen-sive. If the center exists for three years, Site 3 is least expensive.2. MEMORANDUMTO: Alice KnappFROM: Site ConsultantRE: New Location for the CenterThree sites are under serious consideration for the center’s location. Quant i-tatively, the sites are ranked as follows:Two Years Three YearsSite 1 = $13,440 Site 3 = $15,000Site 2 = $13,500 Site 2 = $19,500Site 3 = $15,000 Site 1 = $20,160 Clearly, it is important for you to determine whether the Center will continue to serve the people of Newkirk for two more years or for three more years.17–23 ConcludedQualitative factors are also important and are discussed for each site in turn.Site 1: The location of this site is a good one for the center because it is cen-trally located and will be convenient for clients. Neighbors include an attor-ney, two insurance agencies, and a bail bond agency. These businesses can be expected to accept the Drug Counseling Center readily. However, the space is somewhat smaller than the other sites, and total privacy for client and counselor cannot be ensured.Site 2: This site is convenient to ca seworkers’ homes. However, it is som e-what less convenient for clients. Additionally, some stores in the mall may resent the location of a drug counseling center and fight to block your mov-ing in. While you would no doubt eventually win any legal battles, the poten-tial legal action would require time and money. The space provided by Site 2 is ideal for the center’s purposes. Client privacy would be ensured. Private o f-fice space exists for administrative needs.Site 3: Considerably more space is provided by Site 3 than by the other sites.Currently, however, it is virtually unusable. It will take time to complete the renovation. During that time period, the center may have to cancel client ap-pointments and/or operate out of temporary quarters (e.g., the courthouse).17–241. Make BuyDirect materials$218,000 —Direct labor b70,200 —Variable overhead c20,800 —Fixed overhead d58,000 —Purchase cost e—$340,000Total $367,000 $340,000a($70 ⨯ 2,000) + ($130 ⨯ 600)b$27 ⨯ 2,600c$8 ⨯ 2,600d$26,000 + $32,000e($125 ⨯ 2,000) + ($150 ⨯ 600)Net savings by purchasing: $27,000. Hetrick should purchase the crowns ra-ther than make them.2. Qualitative factors that Hetrick should consider include quality of crowns, re-liability and promptness of producer, and reduction of workforce.3. It reduces the cost of making the crowns to $335,000, which is less than thecost of buying.4. Make BuyDirect materials $316,000 —Direct labor 108,000 —Variable overhead 32,000 —Fixed overhead 58,000 —Purchase cost —$515,000Total $514,000 $515,000Hetrick should produce its own crowns if demand increases to this level be-cause the fixed overhead is spread over more units.17–251. @ 600 lbs. Process Further Sell DifferenceR evenues a$24,000 $7,200 $16,800B ags b—(39) 39S hipping c(384) (60) (324)G rinding d(1,500) —(1,500)B ottles e(2,400) —(2,400)Total $19,716 $7,101 $12,615 a600 ⨯ 10 ⨯ $4 = $24,000; $12 ⨯ 600b$1.30 ⨯ (600/20)c[(10 ⨯ 600)/25] ⨯ $1.60 = $384; $0.10 ⨯ 600 = $60d$2.50 ⨯ 600e10 ⨯ 600 ⨯ $0.40Zanda should process depryl further.2. $12,615/600 = $21.025 additional income per pound$21.025 ⨯ 265,000 = $5,571,62517–261. System B Headset TotalSales $45,000 $ 32,500 $8,000 $ 85,500 Less: Variable expenses 20,000 25,500 3,200 48,700 Contribution margin $25,000 $ 7,000 $4,800 $ 36,800 Less: Direct fixed costs* 526 11,158 1,016 12,700 Segment margin (loss) $24,474 $ (4,158) $3,784 $ 24,100 Less: Common fixed costs 18,000 Operating income $ 6,100 *$45,000/$85,500 ⨯ $18,000 = $9,474; $10,000 – $9,474 = $526$32,500/$85,500 ⨯ $18,000 = $6,842; $18,000 – $6,842 = $11,158$8,000/$85,500 ⨯ $18,000 = $1,684; $2,700 – $1,684 = $1,01617–26 Concluded2. Headset TotalSales $58,500 $6,000 $64,500Less: Variable expenses 26,000 2,400 28,400Contribution margin $32,500 $3,600 $36,100Less: Direct fixed costs 526 1,016 1,542Segment margin $31,974 $2,584 $34,558Less: Common fixed costs 18,000 Operating income $16,558 System B should be dropped.3. System C Headset TotalSales $45,000 $ 26,000 $7,200 $78,200 Less: Variable expenses 20,000 13,000 2,880 35,880 Contribution margin $25,000 $ 13,000 $4,320 $42,320 Less: Direct fixed costs 526 11,158 1,016 12,700 Segment margin $24,474 $ 1,842 $3,304 $29,620 Less: Common fixed costs 18,000 Operating income $11,620 Replacing B with C is better than keeping B, but not as good as dropping B without replacement with C.1. Steve should consider selling the part for $1.85 because his division’s profitswould increase by $12,800:Reject Revenues (2 ⨯ $1.85 ⨯ 8,000) $29,600 $0Variable expenses 16,800 0 Total $12,800 $0 Pat’s div isional profits would increase by $18,400:Accept Reject Revenues ($32 ⨯ 8,000) $ 256,000 $0Variable expenses:Direct materials ($17 ⨯ 8,000) (136,000) 0Direct labor ($7 ⨯ 8,000) (56,000) 0Variable overhead ($2 ⨯ 8,000) (16,000) 0Component (2 ⨯ $1.85 ⨯ 8,000) (29,600) 0 Total relevant benefits $ 18,400 $02. Pat should accept the $2 price. This price will increase the cost of the com-ponent from $29,600 to $32,000 (2 ⨯ $2 ⨯ 8,000) and yield an incremental ben-efit of $16,000 ($18,400 – $2,400).Steve’s division will see an increase in profit of $15,200 (8,000 units ⨯ 2 com-ponents per unit ⨯ $0.95 contribution margin per component).3. Yes. At full price, the total cost of the component is $36,800 (2 ⨯$2.30 ⨯8,000), an increase of $7,200 over the original offer. This still leaves an in-crease in profits of $11,200 ($18,400 –$7,200). (See the answer to Require-ment 1.)1. Sales a$ 3,751,500Less: Variable expenses b2,004,900Contribution margin $ 1,746,600Less: Direct fixed expenses c1,518,250Divisional margin $ 228,350Less: Common fixed expenses c299,250Operating (loss) $ (70,900)a Based on sales of 41,000 unitsLet X = Units sold$83X/2 + $100X/2 = $3,751,500$183X = $7,503,000X = 41,000 unitsb$83/1.25 = $66.40 Manufacturing cost20.00 Fixed overhead$46.40 Per internal unit variable cost5.00 Selling$51.40 Per external unit variable costVariable costs = ($46.40 ⨯ 20,500) + ($51.40 ⨯ 20,500)= $2,004,900c Fixed selling and admin: $1,100,000 – $5(20,500) = $997,500Direct fixed selling and admin: 0.7 ⨯ $997,500 = $698,250Direct fixed overhead: $20 ⨯ 41,000 = $820,000Total direct fixed expenses = $698,250 + $820,000 = $1,518,250Common fixed expenses = 0.3 ⨯ $997,500 = $299,2502. Keep DropSales $ 3,751,500 $ —Variable costs (2,004,900) (2,050,000)*Direct fixed expenses (1,518,250) —Annuity —100,000 Total $ 228,350 $(1,950,000) *$100 ⨯ 20,500 (The units transferred internally must be purchased external-ly.)The company should keep the division.1. Napkins: CM/machine hour = ($2.50 – $1.50)/1 = $1.00Tissues: CM/machine hour = ($3.00 – $2.25)/0.5 = $1.50Tissues provide the greatest contribution per machine hour, so the company should produce 400,000 packages of tissues (200,000 machine hours times 2 packages per hour) and zero napkins.2. Let X = Boxes of napkins; Y = Boxes of tissuesa. Z = $1.00X + $0.75Y (objective function)X+ 0.5Y ≤ 200,000 (machine constraint)X≤ 150,000 (demand constraint)Y≤ 300,000 (demand constraint)X≥ 0Y≥ 017–29 Concludedb. andc.(in thousands) Y400 300 200 100X100 200300 400Corner Point X-ValueY-ValueZ = $1.00X + $0.75YA 00 0B 150,000 0150,000 C* 150,000 100,000 225,000 D* 50,000300,000 275,000*E 0300,000 225,000*Point C: Point D:X = 150,000 Y = 300,000X + 0.5Y = 200,000 X + 0.5Y = 200,000150,000 + 0.5Y = 200,000 X + 0.5(300,000) = 200,000Y = 100,000X = 50,000The optimal mix is D: 50,000 packages of napkins and 300,000 boxes of tis-sues. The maximum profit is $275,000.A B C DE17–301. Segmented income statement (in thousands):D P T TotalSales $900 $1,600 $900 $3,400 Less: Variable expenses a710 1,008 900 2,618 Contribution margin $190 $ 592 $ 0 $ 782 Less: Direct fixed expenses 100 210 40 350 Segment margin $ 90 $ 382 $ (40) $ 432 Less: Common fixed expenses b490 Operating (loss) $ (58)a D: $900,000/$90 = 10,000 unitsP: $1,600,000/$200 = 8,000 unitsT: $900,000/$180 = 5,000 unitsD P T TotalVariable production* $670 $ 928 $850 $2,448 Shipping expenses** 40 80 50 170$1,008 $900 $2,618 *$67 ⨯ 10,000; $116 ⨯ 8,000; $170 ⨯ 5,000**$4 ⨯ 10,000; $10 ⨯ 8,000; $10 ⨯ 5,000b Fixed OH (10,000 ⨯ $10) + (8,000 ⨯ $15) + (5,000 ⨯ $20) $320,000Common fixed S & A ($690,000 – $350,000 – $170,000) 170,000Total common fixed expenses $490,0002. Yes, the T-gauge production should be discontinued:D P TotalS ales $900 $1,600 $2,500L ess: Variable expenses 710 1,008 1,718C ontribution margin $190 $ 592 $ 782L ess: Direct fixed expenses 100 210 310S egment margin $ 90 $ 382 $ 472L ess: Common fixed expenses 490 Operating (loss) $ (18)3. D P TotalSales $450 $2,000 $2,450Less: Variable expenses 355 1,260 1,615Contribution margin $ 95 $ 740 $ 835Less: Direct fixed expenses 80 310 390Segment margin $ 15 $ 430 $ 445Less: Common fixed expenses 490 Operating (loss) $ (45) Promoting the P-gauge makes sense since it has the higher unit contribution margin. Also, the increase in P’s contribution margin more than covers the increased advertising. However, cutting production of D to allow increased production of P is unacceptable, since the $48,000 gain of the P-gauge is more than offset by the $75,000 loss of the D-gauge.17–311. Dept. 1 Dept. 3 TotalProduct 401 (500 units):Labor hours a1,000 1,500 1,500 4,000 Machine hours b500 500 1,000 2,000 Product 402 (400 units):Labor hours c400 800 —1,200 Machine hours d400 400 —800 Product 403 (1,000 units):Labor hours e2,000 2,000 2,000 6,000 Machine hours f2,000 2,000 1,000 5,000 Total labor hours 3,400 4,300 3,500 11,200 Total machine hours 2,900 2,900 2,000 7,800 a2 ⨯ 500; 3 ⨯ 500; 3 ⨯ 500 d1 ⨯ 400; 1 ⨯ 400b1 ⨯ 500; 1 ⨯ 500; 2 ⨯ 500 e2 ⨯ 1,000; 2 ⨯ 1,000; 2 ⨯ 1,000c1 ⨯ 400; 2 ⨯ 400 f2 ⨯ 1,000; 2 ⨯ 1,000; 1 ⨯ 1,000The demand can be met in all departments except for Department 3. Produc-tion requires 3,500 labor hours in Department 3, but only 2,750 hours are available.。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 4

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 4ACTIVITY-BASED COSTINGQUESTIONS FOR WRITING AND DISCUSSION1.Unit costs provide essential informationneeded for inventory valuation and prepara-tion of income statements. Knowing unit costs is also critical for many decisions such as bidding decisions and accept-or-reject special order decisions.2.Cost measurement is determining the dollaramounts associated with resources used in production. Cost assignment is associating the dollar amounts, once measured, with units produced.3.An actual overhead rate is rarely used be-cause of problems with accuracy and timeli-ness. Waiting until the end of the year to en-sure accuracy is rejected because of the need to have timely information. Timeliness of information based on actual overhead costs runs into difficulty (accuracy problems) because overhead is incurred nonuniformly and because production also may be non-uniform.4.For plantwide rates, overhead is first col-lected in a plantwide pool, using direct trac-ing. Next, an overhead rate is computed and used to assign overhead to products. 5.First stage: Overhead is assigned to produc-tion department pools using direct tracing, driver tracing, and allocation. Second stage: Individual departmental rates are used to assign overhead to products as they pass through the departments.6.Departmental rates would be chosen overplantwide rates whenever some depart-ments are more overhead intensive than others and if certain products spend more time in some departments than they do in others.7.Plantwide overhead rates assign overheadto products in proportion to the amount of the unit-level cost driver used. If the prod-ucts consume some overhead activities in different proportions than those assigned by the unit-level cost driver, then cost dis-tortions can occur (the product diversity factor). These distortions can be significant if the nonunit-level overhead costs represent a significant proportion of total overhead costs.8.Low-volume products may consume non-unit-level overhead activities in much greater proportions than indicated by a unit-levelcost driver and vice versa for high-volumeproducts. If so, then the low-volume prod-ucts will receive too little overhead and thehigh-volume products too much.9.If some products are undercosted and oth-ers are overcosted, a firm can make a num-ber of competitively bad decisions. For ex-ample, the firm might select the wrongproduct mix or submit distorted bids.10.Nonunit-level overhead activities are thoseoverhead activities that are not highly corre-lated with production volume measures. Ex-amples include setups, material handling,and inspection. Nonunit-level cost driversare causal factors—factors that explain theconsumption of nonunit-level overhead. Ex-amples include setup hours, number ofmoves, and hours of inspection.11.Product diversity is present whenever prod-ucts have different consumption ratios fordifferent overhead activities.12.An overhead consumption ratio measuresthe proportion of an overhead activity con-sumed by a product.13.Departmental rates typically use unit-levelcost drivers. If products consume nonunit-level overhead activities in different propor-tions than those of unit-level measures, thenit is possible for departmental rates to moveeven further away from the true consumptionratios, since the departmental unit-level ra-tios usually differ from the one used at theplant level.14.Agree. Prime costs can be assigned usingdirect tracing and so do not cause cost dis-tortions. Overhead costs, however, are notdirectly attributable and can cause distor-tions. For example, using unit-level activitydrivers to trace nonunit-level overhead costswould cause distortions.15.Activity-based product costing is an over-head costing approach that first assignscosts to activities and then to products. Theassignment is made possible through theidentification of activities, their costs, and theuse of cost drivers.16.An activity dictionary is a list of activitiesaccompanied by information that describeseach activity (called attributes)17. A primary activity is consumed by the finalcost objects such as products and custom-ers, whereas secondary activities are con-sumed by other activities (ultimately con-sumed by primary activities).18.Costs are assigned using direct tracing andresource drivers.19.Homogeneous sets of activities are pro-duced by associating activities that have thesame level and that can use the same driverto assign costs to products. Homogeneoussets of activities reduce the number of over-head rates to a reasonable level.20. A homogeneous cost pool is a collection ofoverhead costs that are logically related tothe tasks being performed and for whichcost variations can be explained by a singleactivity driver. Thus, a homogeneous pool ismade up of activities with the same process,the same activity level, and the same driver.21.Unit-level activities are those that occur eachtime a product is produced. Batch-level activi-ties are those that are performed each time abatch of products is produced. Product-levelor sustaining activities are those that areperformed as needed to support the variousproducts produced by a company. Facility-level activities are those that sustain a facto-ry’s general man ufacturing process.22.ABC improves costing accuracy wheneverthere is diversity of cost objects. There arevarious kinds of cost objects, with productsbeing only one type. Thus, ABC can be use-ful for improving cost assignments to costobjects like customers and suppliers. Cus-tomer and supplier diversity can occur for asingle product firm or for a JIT manufactur-ing firm.23.Activity-based customer costing can identifywhat it is costing to service different custom-ers. Once known, a firm can then devise astrategy to increase its profitability by focus-ing more on profitable customers, convertingunprofitable customers to profitable oneswhere possible, and “firing” customers thatcannot be made profitable.24.Activity-based supplier costing traces allsupplier-caused activity costs to suppliers.This new total cost may prove to be lowerthan what is signaled simply by purchaseprice.EXERCISES4–11.Quarter 1 Quarter 2 Q uarter 3 Quarter 4 Total Units produced 400,000 160,000 80,000 560,000 1,200,000 Prime costs $8,000,000 $3,200,000 $1,600,000 $11,200,000 $24,000,000 Overhead costs $3,200,000 $2,400,000 $3,600,000 $2,800,000 $12,000,000 Unit cost:Prime $20 $20 $20 $20 $20Overhead 8 15 45 5 10Total $28 $35 $65 $25 $30 2. Actual costing can produce wide swings in the overhead cost per unit. Thecause appears to be nonuniform incurrence of overhead and nonuniform production (seasonal production is a possibility).3. First, calculate a predetermined rate:OH rate = $11,640,000/1,200,000= $9.70 per unitThis rate is used to assign overhead to the product throughout the year.Since the driver is units produced, $9.70 would be assigned to each unit.Adding this to the actual prime costs produces a unit cost under normal cost-ing:Unit cost = $9.70 + $20.00 = $29.70This cost is close to the actual annual cost of $30.00.1. $13,500,000/3,600,000 = $3.75 per direct labor hour (DLH)2. $3.75 ⨯ 3,456,000 = $12,960,0003. Applied overhead $ 12,960,000A ctual overhead 13,600,000U nderapplied overhead $ 640,0004. Predetermined rates allow the calculation of unit costs and avoid the prob-lems of nonuniform overhead incurrence and nonuniform production asso-ciated with actual overhead rates. Unit cost information is needed throughout the year for a variety of managerial purposes.4–31. Predetermined overhead rate = $4,500,000/600,000 = $7.50 per DLH2. Applied overhead = $7.50 ⨯ 585,000 = $4,387,5003. Applied overhead $ 4,387,500Actual overhead 4,466,250Underapplied overhead $ (78,750)4. Unit cost:Prime costs $ 6,750,000Overhead costs 4,387,500Total $ 11,137,500Units ÷750,000Unit cost $ 14.851. Predetermined overhead rate = $4,500,000/187,500 = $24 per machine hour(MHr)2. Applied overhead = $24 187,875 = $4,509,0003. Applied overhead $ 4,509,000Actual overhead 4,466,250Overapplied overhead $ 42,7504. Unit cost:Prime costs $ 6,750,000Overhead costs 4,509,000Total $ 11,259,000Units ÷750,000Unit cost $ 15.01**Rounded5. Gandars needs to determine what causes its overhead. Is it primarily labordriven (e.g., composed predominantly of fringe benefits, indirect labor, and personnel costs), or is it machine oriented (e.g., composed of depreciation on machinery, utilities, and maintenance)? It is impossible for a decision to be made on the basis of the information given in this exercise.1. 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 Total Actual overhead $602,000 $ 412,000 $ 1,014,000 Applied overhead 616,320 384,160 1,000,480 Overhead variance $ (14,320) over $ 27,840 under $ 13,520 3. Unit overhead cost = [($2.14 ⨯ 4,000) + ($1.96 ⨯ 1,600)]/8,000= $11,696/8,000= $1.46**Rounded1. Activity rates:Machining = $632,000/300,000= $2.11* per MHrInspection = $360,000/12,000= $30 per inspection hour*Rounded2. Unit overhead cost = [($2.11 ⨯ 8,000) + ($30 ⨯ 800)]/8,000= $40,880/8,000= $5.114–71. Yes. Since direct materials and direct labor are directly traceable to eachproduct, 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.4–7 Concluded3. 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 assign-ments. 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 non-unit-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 $ 5.90Activity dictionary:Activity Activity Primary/ ActivityName Description Secondary Driver Providing nursing Satisfying patient Primary Nursing hours care needsSupervising Coordinating Secondary Number of nurses nurses nursing activitiesFeeding patients Providing meals Primary Number of mealsto patientsLaundering Cleaning and Primary Pounds of laundry bedding and delivering clothesclothes and beddingProviding Therapy treatments Primary Hours of therapy physical directed bytherapy physicianMonitoring Using equipment to Primary Monitoring hours patients monitor patientconditions1. dCost of labor (0.75 ⨯ $40,000) $30,000Forklift (direct tracing) 6,000 Total cost of receiving $36,000 2. b3. a4. c5. dActivity rates (Questions 2–5):Receiving: $36,000/50,000 = $0.72 per partSetup: $60,000/300 = $200 per setupGrinding: $90,000/18,000 = $5 per MHrInspecting: $45,000/4,500 = $10 per inspection hour6. aOverhead rate = $231,000/20,000 = $11.55 per DLH Direct materials $ 850Direct labor 600Overhead ($11.55 ⨯ 50) 578*Total cost $ 2,028Units ÷100Unit cost $ 20.28*Rounded4–9 Concluded7. bDirect materials $ 850.00Direct labor 600.00Overhead:Setup 200.00 ($200 ⨯ 1)Inspecting 40.00 ($10 ⨯ 4)Grinding 100.00 ($5 ⨯ 20)Receiving 14.40 ($0.72 ⨯ 20) Total costs $ 1,804.40Units ÷100Unit cost $ 18.04**Rounded4–101. Unit-level: Testing products, inserting dies2. Batch-level: Setting up batches, handling wafer lots, purchasingmaterials, receiving materials3. Product-level: Developing test programs, making probe cards,engineering design, paying suppliers4. Facility-level: Providing utilities, providing space4–111. Unit-level activities: MachiningBatch-level activities: Setups and packing Product-level activities: ReceivingFacility-level activities: None2. Pools and drivers:Unit-levelPool 1:Machining $80,000Activity driver: Machine hoursBatch-levelPool 2:Setups $24,000Packing 30,000Total cost $54,000Product-levelPool 3:Receiving $18,000Activity driver: Receiving orders4–11 Concluded3. Pool rates:Pool 1: $80,000/40,000 = $2 per MHrPool 2: $54,000/300 = $180 per setupPool 3: $18,000/600 = $30 per receiving order 4. Overhead assignment:InfantryPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 200 = 36,000Pool 3: $30 ⨯ 200 = 6,000Total $ 82,000Special forcesPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 100 = 18,000Pool 3: $30 ⨯ 400 = 12,000Total $ 70,0004–121. Deluxe Percent Regular PercentPrice $900 100% $750 100% Cost 576 64 600 80 Unit 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 Regular Unit-level:Machining:$200 ⨯ 100,000 $20,000,000$200 ⨯ 300,000 $60,000,000 Batch-level:Setups:$3,000 ⨯ 300 900,000$3,000 ⨯ 200 600,000 Packing:$20 ⨯ 100,000 2,000,000$20 ⨯ 400,000 8,000,000 Product-level:Engineering:$40 ⨯ 50,000 2,000,000$40 ⨯ 100,000 4,000,000 Facility-level:Providing space:$1 ⨯ 200,000 200,000$1 ⨯ 800,000 800,000 Total overhead $ 25,100,000 $ 73,400,000 Units ÷100,000 ÷800,000 Overhead per unit $ 251 $ 91.75Deluxe Percent Regular Percent Price $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ⨯ 100,000) $12,000,000($175.50 ⨯ 800,000) $140,400,000*$529 + $251**$482.75 + $91.75***Rounded3. Using activity-based costing, a much different picture of the deluxe and regu-lar products emerges. The regular model appears to be more profitable. Per-haps it should be emphasized.4–131. JIT Non-JITSales a$12,500,000 $12,500,000Allocation b750,000 750,000a$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 ⨯ 50 100,000T otal $ 1,160,000 $ 340,000For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assignments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per or-der. 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 toEmery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Fur-thermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT cus-tomers 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.4–141. 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 Foy Purchase cost:$23.50 ⨯ 400,000 $ 9,400,000$21.50 ⨯ 1,600,000 $ 34,400,000 Inspecting components:$120 ⨯ 40 4,800$120 ⨯ 1,960 235,200 Reworking products:$507 ⨯ 90 45,630$507 ⨯ 1,410 714,870 Warranty work:$600 ⨯ 400 240,000$600 ⨯ 7,600 4,560,000 Total 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 con sidered, the cost of Vance is $23.23, which is less than Foy’s component.Lumus should accept the contractual offer made by Vance.4–14 Concluded2. Warranty hours would act as the best driver of the three choices. Using thisdriver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost as-signed to each component would be:Vance Foy Lost sales:$125 ⨯ 400 $ 50,000$125 ⨯ 7,600 $ 950,000$ 50,000 $ 950,000 U nits supplied ÷ 400,000 ÷1,600,000I ncrease in unit cost $ 0.13* $ 0.59**RoundedPROBLEMS4–151. Product cost assignment:Overhead rates:Patterns: $30,000/15,000 = $2.00 per DLHFinishing: $90,000/30,000 = $3.00 per DLHUnit cost computation:Duffel BagsPatterns:$2.00 ⨯ 0.1 $0.20$2.00 ⨯ 0.2 $0.40Finishing:$3.00 ⨯ 0.2 0.60$3.00 ⨯ 0.4 1.20Total per unit $0.80 $1.602. Cost before addition of duffel bags:$60,000/100,000 = $0.60 per unitThe assignment is accurate because all costs belong to the one product.4–15 Concluded3. Activity-based cost assignment:Stage 1:Pool rate = $120,000/80,000 = $1.50 per transactionStage 2:Overhead applied:Backpacks: $1.50 ⨯ 40,000* = $60,000Duffel bags: $1.50 ⨯ 40,000 = $60,000*80,000 transactions/2 = 40,000 (number of transactions had doubled)Unit cost:Backpacks: $60,000/100,000 = $0.60 per unitDuffel bags: $60,000/25,000 = $2.40 per unit4. This problem allows the student to see what the accounting cost per unitshould be by providing the ability to calculate the cost with and without the duffel bags. With this perspective, it becomes easy to see the benefits of the activity-based approach over those of the functional-based approach. The activity-based approach provides the same cost per unit as the single-product setting. The functional-based approach used transactions to allocate accounting costs to each producing department, and this allocation probably reflects quite well the consumption of accounting costs by each producing department. The problem is the second-stage allocation. Direct labor hours do not capture the consumption pattern of the individual products as they pass through the departments. The distortion occurs, not in using transac-tions to assign accounting costs to departments, but in using direct labor hours to assign these costs to the two products.In a single-product environment, ABC offers no improvement in product cost-ing accuracy. However, even in a single-product environment, it may be poss-ible to increase the accuracy of cost assignments to other cost objects such as customers.4–161. Plantwide rate = $660,000/440,000 = $1.50 per DLHOverhead cost per unit:Model A: $1.50 ⨯ 140,000/30,000 = $7.00Model B: $1.50 ⨯ 300,000/300,000 = $1.502. Departmental rates:Department 1: $420,000/180,000 = $2.33 per MHr*Department 2: $240,000/400,000 = $0.60 per DLHDepartment 1: $420,000/40,000 = $10.50 DLHDepartment 2: $240,000/40,000 = $6.00 per MHrOverhead cost per unit:Model A: [($2.33 ⨯ 10,000) + ($0.60 ⨯ 130,000)]/30,000 = $3.38Model B: [($2.33 ⨯ 170,000) + ($0.60 ⨯ 270,000)]/300,000 = $1.86Overhead cost per unit:Model A: [($10.50 ⨯ 10,000) + ($6.00 ⨯ 10,000)]/30,000 = $5.50Model B: [($10.50 ⨯ 30,000) + ($6.00 ⨯ 30,000)]/300,000 = $1.65*Rounded numbers throughoutA common justification is that of using machine hours for machine-intensivedepartments and labor hours for labor-intensive departments. Using this rea-soning, the first set of departmental rates would be selected (machine hours for Department 1 and direct labor hours for Department 2).3. Calculation of pool rates:Driver Pool RateBatch-level pool:Setup and inspection Product runs $320,000/100 = $3,200 per runUnit-level pool:Machine andmaintenance Machine hours $340,000/220,000 = $1.545 per MHr Note: Inspection hours could have been used as an activity driver instead of production runs.Overhead assignment:Model BBatch-level:Setups and inspection$3,200 ⨯ 40 $ 128,000$3,200 ⨯ 60 $ 192,000Unit-level:Power and maintenance$1.545 ⨯ 20,000 30,900$1.545 ⨯ 200,000 309,000Total overhead $ 158,900 $ 501,000Units produced ÷30,000 ÷ 300,000Overhead per unit $ 5.30 $ 1.674. Using activity-based costs as the standard, we can say that the first set ofdepartmental rates decreased the accuracy of the overhead cost assignment (over the plantwide rate) for both products. The opposite is true for the second set of departmental rates. In fact, the second set is very close to the activity assignments. Apparently, departmental rates can either improve or worsen plantwide assignments. In the first case, D epartment 1’s costs are assigned at a 17:1 ratio which overcosts B and undercosts A in a big way.Yet, this is the most likely set of rates at the departmental level! This raises some doubt about the conventional wisdom regarding departmental rates.4–171. Labor and gasoline are driver tracing.Labor (0.75 ⨯ $120,000) $ 90,000 Time = Resource driverGasoline ($3 ⨯ 6,000 moves) 18,000 Moves = Resource driverDepreciation (2 ⨯ $6,000) 12,000 Direct tracingTotal cost $ 120,0002. Plantwide rate = $600,000/20,000= $30 per DLHUnit cost:DeluxePrime costs $80.00 $160Overhead:$30 ⨯ 10,000/40,000 7.50$30 ⨯ 10,000/20,000 15$87.50 $1753. Pool 1: Maintenance $ 114,000Engineering 120,000Total $ 234,000Maintenance hours ÷4,000Pool rate $ 58.50Note:Engineering hours could also be used as a driver. The activities are grouped together because they have the same process, are both product lev-el, and have the same consumption ratios (0.25, 0.75).Pool 2: Material handling $ 120,000Number of moves ÷6,000Pool rate $ 20Pool 3: Setting up $ 96,000Number of setups ÷80Pool rate $ 1,200Note: Material handling and setups are both batch-level activities but have dif-ferent consumption ratios.Pool 4: Purchasing $ 60,000Receiving 40,000Paying suppliersTotal $ 130,000Orders processed ÷750Pool rate $ 173.33Note:The three activities are all product-level activities and have the same consumption ratios.Pool 5: Providing space $ 20,000Machine hours ÷10,000Pool rate $ 2Note: This is the only facility-level activity.4. Unit cost:Basic Deluxe Prime costs $ 3,200,000 $ 3,200,000Overhead:Pool 1:$58.50 ⨯ 1,000 58,500$58.50 ⨯ 3,000 175,500 Pool 2:$20 ⨯ 2,000 40,000$20 ⨯ 4,000 80,000 Pool 3:$1,200 ⨯ 20 24,000$1,200 ⨯ 60 72,000 Pool 4:$173.33 ⨯ 250 43,333$173.33 ⨯ 500 86,665 Pool 5:$2 ⨯ 5,000 10,000$2 ⨯ 5,000 10,000 Total $ 3,375,833 $ 3,624,165Units produced ÷40,000 ÷20,000Unit cost (ABC) $ 84.40 $ 181.21Unit cost (traditional) $ 87.50 $ 175.00The ABC costs are more accurate (better tracing—closer representation of actual resource consumption). This shows that the basic model was over-costed and the deluxe model undercosted when the plantwide overhead rate was used.1. Unit-level costs ($120 ⨯ 20,000) $ 2,400,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level ($20 ⨯ 20,000) 400,000Total cost $ 5,200,0002. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level costs 400,000Total cost $ 6,400,000The unit-based costs increase because these costs vary with the number of units produced. Because the batches and engineering orders did not change, the batch-level costs and product-level costs remain the same, behaving as fixed costs with respect to the unit-based driver. The facility-level costs are fixed costs and do not vary with any driver.3. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 30) 2,400,000Product-level costs ($80,000 ⨯ 12) 960,000Facility-level costs 400,000Total cost $ 7,360,000Batch-level costs increase as the number of batches changes, and the costs of engineering support change as the number of orders change. Thus, batches and orders increased, increasing the total cost of the model.4. Classifying costs by category allows their behavior to be better understood.This, in turn, creates the ability to better manage costs and make decisions.1. The total cost of care is $1,950,000 plus a $50,000 share of the cost of super-vision [(25/150) ⨯ $300,000]. The cost of supervision is computed as follows: Salary of supervisor (direct) $ 70,000Salary of secretary (direct) 22,000Capital costs (direct) 100,000Assistants (3 ⨯ 0.75 ⨯ $48,000) 108,000Total $ 300,000Thus, the cost per patient day is computed as follows:$2,000,000/10,000 = $200 per patient day(The total cost of care divided by patient days.) Notice that every maternity patient—regardless of type—would pay the daily rate of $200.2. First, the cost of the secondary activity (supervision) must be assigned to theprimary activities (various nursing care activities) that consume it (the driver is the number of nurses):Maternity nursing care assignment:(25/150) ⨯ $300,000 = $50,000Thus, the total cost of nursing care is $950,000 + $50,000 = $1,000,000.Next, calculate the activity rates for the two primary activities:Occupancy and feeding: $1,000,000/10,000 = $100 per patient dayNursing care: $1,000,000/50,000 = $20 per nursing hour。

管理会计课后习题学习指导书习题答案

第一章课后习题一、思虑题1.从管理睬计定义的历史研究中你有哪些思虑和想法？答：从管理睬计定义的历史研究中我发现，管理睬计的看法是跟着历史的发展不停完美的，因为在历史进度中，人们会发现原有看法的不足，从而不停去改正完美，这才有了此刻的管理睬计。

这也启迪了我们，要擅长发现问题，去思虑，解决问题。

2.经济理论对管理睬计的产生和发展有哪些重要影响？你从中获取了什么启迪？答：社会经济的发展和经济理论的丰富，使得管理睬计的理论系统渐渐完美，内容更为丰富，逐渐形成了展望、决议、估算、控制、查核、评论的管理睬计系统。

因为市场竞争的日益强烈，人们认识到对外面环境的正确决议就是不行能的，公司的计划一定之外面环境的变化为基础，更为留意市场变化的动向，更为亲密关注竞争敌手。

与此相适应，战略管理的理论有了长足的发展。

这启迪了我们，要仔细察看，就地取材，适应变化无常的外面环境，进行自己调整。

同时，实践出真知，只有经过了实践考验理论才是好理论。

3.科学管理理论对现代管理睬计有哪些重要影响？这些影响在管理睬计的不一样发展阶段是怎样表现的？答：现代管理科学为管理睬计的形成确定了必定的基础。

在以成本控制为基本特色的管理睬计阶段，古典组织理论特别是科学管理理论的出现促进现代会计分化为财务会计和管理睬计，现代会计的管理职能得以表现出来。

该阶段，管理睬计以成本控制为基本特色，以提升公司的生产效率和工作效率为目的，其主要内容包含标准成本、估算控制、差异剖析。

在以展望、决议为基本特色的管理睬计阶段，以标准成本制度为主要内容的管理控制持续获取了增强并有了新的发展。

责任会计将行为科学的理论与管理控制的理论联合起来，不单进一步增强了对公司经营的全面控制（不只是是成本控制），并且将责任者的责、权、利联合起来，查核、评论责任者的工作业绩，从而极大地激发了经营者的踊跃性和主动性。

社会经济的发展和经济理论的丰富，使得管理睬计的理论系统渐渐完美。

4.什么是价值链剖析？价值链剖析的目的是什么？答：价值链剖析是指将一个公司的经营活动分解为若干战略性有关的价值活动，每一种价值活动都会对公司的相对成本产生影响，从而成为公司采纳差异化战略的基础。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 16

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 16COST-VOLUME-PROFIT ANALYSIS: A MANAGERIAL PLANNING TOOL QUESTIONS FOR WRITING AND DISCUSSION1.CVP analysis allows managers to focus onselling prices, volume, costs, profits, and sales mix. Many diffe rent “what if” questions can be asked to assess the effect on profits of changes in key variables.2.The units-sold approach defines sales vo-lume in terms of units of product and gives answers in these same terms. The sales-revenue approach defines sales volume in terms of revenues and provides answers in these same terms.3.Break-even point is the level of sales activitywhere total revenues equal total costs, or where zero profits are earned.4.At the break-even point, all fixed costs arecovered. Above the break-even point, only variable costs need to be covered. Thus, contribution margin per unit is profit per unit, provided that the unit selling price is greater than the unit variable cost (which it must be for break-even to be achieved).5.Profit = $7.00 ⨯ 5,000 = $35,0006.Variable cost ratio = Variable costs/Sales.Contribution margin ratio = Contribution margin/Sales. Contribution margin ratio = 1 –Variable cost ratio.7.Break-even revenues = $20,000/0.40 =$50,0008.No. The increase in contribution is $9,000(0.30 ⨯ $30,000), and the increase in adver-tising is $10,000.9.Sales mix is the relative proportion sold ofeach product. For example, a sales mix of3:2 means that three units of one productare sold for every two of the second product.10.Packages of products, based on the ex-pected sales mix, are defined as a singleproduct. Selling price and cost informationfor this package can then be used to carryout CVP analysis.11.Package contribution margin: (2 ⨯ $10) + (1⨯ $5) = $25. Break-even point = $30,000/$25= 1,200 packages, or 2,400 units of A and1,200 units of B.12.Profit = 0.60($200,000 – $100,000) =$60,00013. A change in sales mix will change the contri-bution margin of the package (defined by thesales mix) and, thus, will change the unitsneeded to break even.14.Margin of safety is the sales activity inexcess of that needed to break even. Thehigher the margin of safety, the lower therisk.15.Operating leverage is the use of fixed coststo extract higher percentage changes inprofits as sales activity changes. It isachieved by increasing fixed costs while lo-wering variable costs. Therefore, increasedleverage implies increased risk, and viceversa.16.Sensitivity analysis is a “what if” techniquethat examines the impact of changes in un-derlying assumptions on an answer. A com-pany can input data on selling prices, varia-ble costs, fixed costs, and sales mix and setup formulas to calculate break-even pointsand expected profits. Then, the data can bevaried as desired to see what impactchanges have on the expected profit.17.By specifically including the costs that varywith nonunit drivers, the impact of changesin the nonunit drivers can be examined. Intraditional CVP, all nonunit costs are lumpedtogether as “fixed costs.” While the costs arefixed with respect to units, they vary with re-spect to other drivers. ABC analysis remindsus of the importance of these nonunit driversand costs.18.JIT simplifies the firm’s cost equation sincemore costs are classified as fixed (e.g., di-rect labor). Additionally, the batch-level vari-able is gone (in JIT, the batch is one unit).Thus, the cost equation for JIT includes fixedcosts, unit variable cost times the number ofunits sold, and unit product-level cost timesthe number of products sold (or related cost driver). JIT means that CVP analysis ap-proaches the standard analysis with fixed and unit-level costs only.EXERCISES 16–11. e2. c3. d4. b5. a16–21. f2. d3. b4. a5. g6. e7. c16–31. Units = Fixed cost/Contribution margin= $10,350/($15 – $12)= 3,4502. Sales (3,450 ⨯ $15) $51,750Variable costs (3,450 ⨯ $12) 41,400Contribution margin $ 10,350Fixed costs 10,350Operating income $ 03. Units = (Target income + Fixed cost)/Contribution margin= ($9,900 + $10,350)/($15 – $12)= $20,250/$3= 6,7501. Contribution margin per unit = $15 – $12 = $3Contribution margin ratio = $3/$15 = 0.20, or 20%2. Variable cost ratio = $60,000/$75,000 = 0.80, or 80%3. Revenue = Fixed cost/Contribution margin ratio= $10,350/0.20= $51,7504. Revenue = (Target income + Fixed cost)/Contribution margin ratio= ($9,900 + $10,350)/0.20= $101,25016–51. 0.15($15)(Units) = $15(Units) – $12(Units) – $10,350$2.25(Units) = $3(Units) – $10,350$10,350 = $0.75(Units)Units = 13,8002. Sales (13,800 ⨯ $15) $ 207,000Variable costs (13,800 ⨯ $12) 165,600Contribution margin $ 41,400Fixed costs 10,350Operating income $ 31,050$31,050 does equal 15% of $207,000, so the answer of 13,800 units is correct.1. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.40)= $10,000Units = (Target income + Fixed cost)/Contribution margin= ($10,000 + $10,350)/($15 – $12)= 6,783**The answer is 6,783.3333, and so it must be rounded to a whole unit. You may prefer that students round up the answer to 6,784, instead, since it is better to be marginally above break-even than marginally below it.2. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.50)= $12,000Units = (Target income + Fixed cost)/Contribution margin= ($12,000 + $10,350)/($15 – $12)= 7,4503. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.30)= $8,571Units = (Target income + Fixed cost)/Contribution margin= ($8,571 + $10,350)/($15 – $12)= 6,30716–71. Break-even units = Fixed costs/(Price – Variable cost)= $150,000/($2.45 – $1.65)= $150,000/$0.80= 187,5002. Units = ($150,000 + $12,600)/($2.45 – $1.65)= $162,600/$0.80= 203,2503. Unit variable cost = $1.65Unit variable manufacturing cost = $1.65 – $0.17 = $1.48The unit variable cost is used in cost-volume-profit analysis, since it includes all of the variable costs of the firm.1. Before-tax income = $25,200/(1 – 0.40) = $42,000Units = ($150,000 + $42,000)/$0.80= $192,000/$0.80= 240,0002. Before-tax income = $25,200/(1 – 0.30) = $36,000Units = ($150,000 + $36,000)/$0.80= $186,000/$0.80= 232,5003. Before-tax income = $25,200/(1 – 0.50) = $50,400Units = ($150,000 + $50,400)/$0.80= $200,400/$0.80= 250,5004. 215,000 – 187,500 = 27,500 pansor$526,750 – $459,375 = $67,375A B C D Sales $ 5,000 $ 15,600* $ 16,250* $9,000 Variable costs 4,000 11,700 9,750 5,400* Contribution margin $ 1,000 $ 3,900 $ 6,500* $3,600* Fixed costs 500* 4,000 6,100* 750 Operating income (loss) $ 500 $ (100)* $ 400 $2,850 Units sold 1,000* 1,300 125 90 Price/unit $5 $12* $130 $100* Variable cost/unit $4* $9 $78* $60* Contribution margin/unit $1* $3 $52* $40* Contribution margin ratio 20%* 25%* 40% 40%* Break-even in units 500* 1,334* 118* 19* *Designates calculated amount.Note: When the calculated break-even in units includes a fractional amount, it has been rounded up to the next whole unit.16–101. Variable cost ratio = Variable costs/Sales= $399,900/$930,000= 0.43, or 43%Contribution margin ratio = (Sales – Variable costs)/Sales= ($930,000 – $399,900)/$930,000= 0.57, or 57%2. Break-even sales revenue = $307,800/0.57 = $540,0003. Margin of safety = Sales – Break-even sales= $930,000 – $540,000 = $390,0004. Contribution margin from increased sales = ($7,500)(0.57) = $4,275Cost of advertising = $5,000No, the advertising campaign is not a good idea, because the company’s o p-erating income will decrease by $725 ($4,275 – $5,000).1. Income = Revenue – Variable cost – Fixed cost0 = 1,500P – $300(1,500) – $120,0000 = 1,500P – $450,000 – $120,000$570,000 = 1,500PP = $3802. $160,000/($3.50 – Unit variable cost) = 128,000 unitsUnit variable cost = $2.2516–121. Contribution margin per unit = $5.60 – $4.20*= $1.40*Variable costs per unit:$0.70 + $0.35 + $1.85 + $0.34 + $0.76 + $0.20 = $4.20Contribution margin ratio = $1.40/$5.60 = 0.25 = 25%2. Break-even in units = ($32,300 + $12,500)/$1.40 = 32,000 boxesBreak-even in sales = 32,000 ⨯ $5.60 = $179,200or= ($32,300 + $12,500)/0.25 = $179,2003. Sales ($5.60 ⨯ 35,000) $ 196,000Variable costs ($4.20 ⨯ 35,000) 147,000Contribution margin $ 49,000Fixed costs 44,800Operating income $ 4,2004. Margin of safety = $196,000 – $179,200 = $16,8005. Break-even in units = 44,800/($6.20 – $4.20) = 22,400 boxesNew operating income = $6.20(31,500) – $4.20(31,500) – $44,800= $195,300 – $132,300 – $44,800 = $18,200 Yes, operating income will increase by $14,000 ($18,200 – $4,200).1. Variable cost ratio = $126,000/$315,000 = 0.40Contribution margin ratio = $189,000/$315,000 = 0.602. $46,000 ⨯ 0.60 = $27,6003. Break-even revenue = $63,000/0.60 = $105,000Margin of safety = $315,000 – $105,000 = $210,0004. Revenue = ($63,000 + $90,000)/0.60= $255,0005. Before-tax income = $56,000/(1 – 0.30) = $80,000Note: Tax rate = $37,800/$126,000 = 0.30Revenue = ($63,000 + $80,000)/0.60 = $238,333Sales ............................................................................... $ 238,333 Less: Variable expenses ($238,333 ⨯ 0.40) ................. 95,333 Contribution margin ...................................................... $ 143,000 Less: Fixed expenses ................................................... 63,000 Income before income taxes ........................................ $ 80,000 Income taxes ($80,000 ⨯ 0.30) ...................................... 24,000 Net income ................................................................ $ 56,0001. Operating income = Revenue(1 – Variable cost ratio) – Fixed cost(0.20)Revenue = Revenue(1 – 0.40) – $24,000(0.20)Revenue = (0.60)Revenue – $24,000(0.40)Revenue = $24,000Revenue = $60,000Sales ............................................................................... $ 60,000Variable expenses ($60,000 ⨯ 0.40) .............................. 24,000Contribution margin ...................................................... $ 36,000Fixed expenses .............................................................. 24,000 Operating income ..................................................... $ 12,000 $12,000 = $60,000 ⨯ 20%2. If revenue of $60,000 produces a profit equal to 20 percent of sales and if theprice per unit is $10, then 6,000 units must be sold. Let X equal number of units, then:Operating income = (Price – Variable cost) – Fixed cost0.20($10)X = ($10 – $4)X – $24,000$2X = $6X – $24,000$4X = $24,000X = 6,000 buckets0.25($10)X = $6X – $24,000$2.50X = $6X – $24,000$3.50X = $24,000X = 6,857 bucketsSales (6,857 ⨯ $10) ......................................................... $68,570Variable expenses (6,857 ⨯ $4) ..................................... 27,428Contribution margin ...................................................... $41,142Fixed expenses .............................................................. 24,000 Operating income ..................................................... $17,142 $17,142* = 0.25 ⨯ $68,570 as claimed*Rounded down.Note: Some may prefer to round up to 6,858 units. If this is done, the operat-ing income will be slightly different due to rounding.16–14 Concluded3. Net income = 0.20Revenue/(1 – 0.40)= 0.3333Revenue0.3333Revenue = Revenue(1 – 0.40) – $24,0000.3333Revenue = 0.60Revenue – $24,0000.2667Revenue = $24,000Revenue = $89,98916–151. Company A: $100,000/$50,000 = 2Company B: $300,000/$50,000 = 62. Company BX = $50,000/(1 – 0.80) X = $250,000/(1 – 0.40)X = $50,000/0.20 X = $250,000/0.60X = $250,000 X = $416,667Company B must sell more than Company A to break even because it must cover $200,000 more in fixed costs (it is more highly leveraged).3. Company A: 2 ⨯ 50% = 100%Company B: 6 ⨯ 50% = 300%The percentage increase in profits for Company B is much higher than Com-pany A’s increase because Company B has a higher degree of oper ating leve-rage (i.e., it has a larger amount of fixed costs in proportion to variable costs as compared to Company A). Once fixed costs are covered, additional reve-nue must cover only variable costs, and 60 percent of Company B’s revenue above break-even is profit, whereas only 20 perce nt of Company A’s revenue above break-even is profit.1. Variable Units in PackageProduct Price* –Cost = CM ⨯Mix = CM Scientific $25 $12 $13 1 $13 Business 20 9 11 5 55 Total $68 *$500,000/20,000 = $25$2,000,000/100,000 = $20X = ($1,080,000 + $145,000)/$68X = $1,225,000/$68X = 18,015 packages18,015 scientific calculators (1 ⨯ 18,015)90,075 business calculators (5 ⨯ 18,015)2. Revenue = $1,225,000/0.544* = $2,251,838*($1,360,000/$2,500,000) = 0.5441. Sales mix is 2:1 (Twice as many videos are sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $4 $8 2 $16 Equipment sets 15 6 9 1 9 Total $25 Break-even packages = $70,000/$25 = 2,800Break-even videos = 2 ⨯ 2,800 = 5,600Break-even equipment sets = 1 ⨯ 2,800 = 2,8003. Switzer CompanyIncome StatementFor Last YearSales .......................................................................................... $ 195,000Less: Variable costs ................................................................. 70,000Contribution margin ................................................................. $ 125,000Less: Fixed costs ..................................................................... 70,000 Operating income ................................................................ $ 55,000 Contribution margin ratio = $125,000/$195,000 = 0.641, or 64.1%Break-even sales revenue = $70,000/0.641 = $109,2044. Margin of safety = $195,000 – $109,204 = $85,7961. Sales mix is 2:1:4 (Twice as many videos will be sold as equipment sets, andfour times as many yoga mats will be sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $ 4 $8 2 $16 Equipment sets 15 6 9 1 9 Yoga mats 18 13 5 4 20 Total $45 Break-even packages = $118,350/$45 = 2,630Break-even videos = 2 ⨯ 2,630 = 5,260Break-even equipment sets = 1 ⨯ 2,630 = 2,630Break-even yoga mats = 4 ⨯ 2,630 = 10,5203. Switzer CompanyIncome StatementFor the Coming YearSales .......................................................................................... $555,000Less: Variable costs ................................................................. 330,000Contribution margin ................................................................. $225,000Less: Fixed costs ..................................................................... 118,350 Operating income ................................................................ $106,650 Contribution margin ratio = $225,000/$555,000 = 0.4054, or 40.54%Break-even revenue = $118,350/0.4054 = $291,9344. Margin of safety = $555,000 – $291,934 = $263,0661. Contribution margin/unit = $410,000/100,000 = $4.10Contribution margin ratio = $410,000/$650,000 = 0.6308Break-even units = $295,200/$4.10 = 72,000 unitsBreak-even revenue = 72,000 ⨯ $6.50 = $468,000or= $295,200/0.6308 = $467,977**Difference due to rounding error in calculating the contribution margin ratio.2. The break-even point decreases:X = $295,200/(P – V)X = $295,200/($7.15 – $2.40)X = $295,200/$4.75X = 62,147 unitsRevenue = 62,147 ⨯ $7.15 = $444,3513. The break-even point increases:X = $295,200/($6.50 – $2.75)X = $295,200/$3.75X = 78,720 unitsRevenue = 78,720 ⨯ $6.50 = $511,68016–19 Concluded4. Predictions of increases or decreases in the break-even point can be madewithout computation for price changes or for variable cost changes. If both change, then the unit contribution margin must be known before and after to predict the effect on the break-even point. Simply giving the direction of the change for each individual component is not sufficient. For our example, the unit contribution changes from $4.10 to $4.40, so the break-even point in units will decrease.Break-even units = $295,200/($7.15 – $2.75) = 67,091Now, let’s look at the break-even point in revenues. We might expect that it, too, will decrease. However, that is not the case in this particular example.Here, the contribution margin ratio decreased from about 63 percent to just over 61.5 percent. As a result, the break-even point in revenues has gone up.B reak-even revenue = 67,091 $7.15 = $479,7015. The break-even point will increase because more units will need to be sold tocover the additional fixed expenses.Break-even units = $345,200/$4.10 = 84,195 unitsRevenue = $547,26816–201.Break-even point = 2,500 units; + line is total revenue and x line is total costs.2. a. Fixed costs increase by $5,000:Break-even point = 3,750 unitsb. Unit variable cost increases to $7:Break-even point = 3,333 unitsc. Unit selling price increases to $12:Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:Break-even point = 5,000 units3. Original data:-$10,000$0$10,000Break-even point = 2,500 unitsa. Fixed costs increase by $5,000:-$15,000$0$15,000Break-even point = 3,750 unitsb. Unit variable cost increases to $7:-$10,000$0$10,000Break-even point = 3,333 unitsc.-$10,000$0$10,000Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:-$15,000$0$15,000Break-even point = 5,000 units4. The first set of graphs is more informative since these graphs reveal howcosts change as sales volume changes.1. Unit contribution margin = $1,060,000/50,000 = $21.20Break-even units = $816,412/$21.20 = 38,510 unitsOperating income = 30,000 ⨯ $21.20 = $636,0002. CM ratio = $1,060,000/$2,500,000 = 0.424 or 42.4%Break-even point = $816,412/0.424 = $1,925,500Operating income = ($200,000 ⨯ 0.424) + $243,588 = $328,3883. Margin of safety = $2,500,000 – $1,925,500 = $574,5004. $1,060,000/$243,588 = 4.352 (operating leverage)4.352 ⨯ 20% = 0.87040.8704 ⨯ $243,588 = $212,019New operating income level = $212,019 + $243,588 = $455,6075. Let X = Units0.10($50)X = $50.00X – $28.80X – $816,412$5X = $21.20X – $816,412$16.20X = $816,412X = 50,396 units6. Before-tax income = $180,000/(1 – 0.40) = $300,000X = ($816,412 + $300,000)/$21.20 = 52,661 units1. Variable Sales PackageP roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 2 $20 Figurines 70 42 28 1 28 Total $48 Break-even packages = $30,000/$48 = 625Break-even vases = 2 ⨯ 625 = 1,250Break-even figurines = 6252. The new sales mix is 3 vases to 2 figurines.Variable Sales Package P roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 3 $30 Figurines 70 42 28 2 56 Total $86 Break-even packages = $35,260/$86 = 410Break-even vases = 3 ⨯ 410 = 1,230Break-even figurines = 2 ⨯ 410 = 82016–231. d2. c3. a4. d5. e6. b7. cPROBLEMS16–241. Unit contribution margin = $825,000/110,000 = $7.50Break-even point = $495,000/$7.50 = 66,000 unitsCM ratio = $7.50/$25 = 0.30Break-even point = $495,000/0.30 = $1,650,000or= $25 ⨯ 66,000 = $1,650,0002. Increased CM ($400,000 ⨯ 0.30) $ 120,000Less: Increased advertising expense 40,000Increased operating income $ 80,0003. $315,000 ⨯ 0.30 = $94,5004. Before-tax income = $360,000/(1 – 0.40) = $600,000Units = ($495,000 + $600,000)/$7.50= 146,0005. Margin of safety = $2,750,000 – $1,650,000 = $1,100,000or= 110,000 units – 66,000 units = 44,000 units6. $825,000/$330,000 = 2.5 (operating leverage)20% ⨯ 2.5 = 50% (profit increase)16–251. Sales mix:Squares: $300,000/$30 = 10,000 unitsCircles: $2,500,000/$50 = 50,000 unitsSales Total Product P –V* = P – V ⨯ Mix = CM Squares $30 $10 $20 1 $ 20 Circles 50 10 40 5 200 Package $220 *$100,000/10,000 = $10$500,000/50,000 = $10Break-even packages = $1,628,000/$220 = 7,400 packagesBreak-even squares = 7,400 ⨯ 1 = 7,400Break-even circles = 7,400 ⨯ 5 = 37,0002. Contribution margin ratio = $2,200,000/$2,800,000 = 0.78570.10Revenue = 0.7857Revenue – $1,628,0000.6857Revenue = $1,628,000Revenue = $2,374,2163. New mix:Sales Total Product P –V = P – V ⨯ Mix = CM Squares $30 $10 $20 3 $ 60 Circles 50 10 40 5 200 Package $260 Break-even packages = $1,628,000/$260 = 6,262 packagesBreak-even squares = 6,262 ⨯ 3 = 18,786Break-even circles = 6,262 ⨯ 5 = 31,310CM ratio = $260/$340* = 0.7647*(3)($30) + (5)($50) = $340 revenue per package0.10Revenue = 0.7647Revenue – $1,628,0000.6647Revenue = $1,628,000Revenue = $2,449,2254. Increase in CM for squares (15,000 ⨯ $20) $ 300,000Decrease in CM for circles (5,000 ⨯ $40) (200,000)Net increase in total contribution margin $ 100,000Less: Additional fixed expenses 45,000Increase in operating income $ 55,000Gosnell would gain $55,000 by increasing advertising for the squares. This isa good strategy.16–261. Currently:Sales (830,000 ⨯ $0.36) $ 298,800Variable expenses 224,100Contribution margin $ 74,700Fixed expenses 54,000Operating income $ 20,700New contribution margin = 1.5 ⨯ $74,700 = $112,050$112,050 – promotional spending – $54,000 = 1.5 ⨯ $20,700Promotional spending = $27,0002. Here are two ways to calculate the answer to this question:a. The per-unit contribution margin needs to be the same:Let P* represent the new price and V* the new variable cost.(P – V) = (P* – V*)$0.36 – $0.27 = P* – $0.30$0.09 = P* – $0.30P* = $0.39b. Old break-even point = $54,000/($0.36 – $0.27) = 600,000New break-even point = $54,000/(P* – $0.30) = 600,000P* = $0.39The selling price should be increased by $0.03.3. Projected contribution margin (700,000 ⨯ $0.13) $91,000Present contribution margin 74,700Increase in operating income $16,300The decision was good because operating income increased by $16,300.(New quantity ⨯ $0.13) – $54,000 = $20,700New quantity = 574,615Selling 574,615 units at the new price will maintain profit at $20,700.16–271. P –V = P – V ⨯Mix = TotalResidential $540.00a$221.64c$318.36 2 $636.72 Commercial 160.00b124.52c35.48 1 35.48 Package $672.20 a$13.50 ⨯ 10 ⨯ 4b$40 ⨯ 4c Cost per acre for four applicationsCommercialChemicals $ 70.00 $ 70.00 [$40 + (3 ⨯ $10)] Labor* 80.00 18.00Operating expenses** 55.12 20.00Supplies** 16.52 16.52Total $ 221.64 $ 124.52*10/3 ⨯ $6.00 ⨯ 4; 3/4 ⨯ $6.00 ⨯ 4**The per-acre amount ⨯ 4 applicationsX = F/(P – V)= $39,708/$672.20 = 59* packagesResidential: 2 ⨯ 59 = 118 acresCommercial: 1 ⨯ 59 = 59 acresAverage number of residential customers = 118/0.10 = 1,180*Rounded2. Hours needed to service break-even volume (in packages):Residential: 10/3 ⨯ 4 ⨯ 2 = 26.67* hoursCommercial: 3/4 ⨯ 4 ⨯ 1 = 3.00 hours29.67 hours per packageTotal hours required = 29.67 ⨯ 59 = 1,751 hoursHours per employee = 8 ⨯ 140 = 1,120Employees needed = 1,751/1,120 = 1.6 laborersOne employee is not sufficient.Volume/Employee = 1,120/29.67 = 38 packages. Thus, if volume exceeds 38 composite units (76 residential and 38 commercial), a second laborer is needed (at least part time).*RoundedNote: Adding another employee could affect the costs used in the initial anal-ysis; for example: (1) another truck might be added (increasing fixed costs and the break-even point; (2) a two-man crew might be used (increasing variable costs); (3) the new employee might work evenings/weekends (no change in either fixed or variable costs). CVP used for planning is often an iterative process—the original solution may raise problems that may call for a recal-culation, altering plans further.3. The mix is redefined to be 1.2:0.8:1.0.P roduct P –V = P – V ⨯Mix = Total CM Res.-1 $135.00 $ 77.91* $ 57.09 1.2 $ 68.51 Res.-4 540.00 221.64 318.36 0.8 254.69 Comm. 160.00 124.52 35.48 1.0 35.48 Package $ 358.68 *Variable cost for one-time residential application:Chemicals $40.00Labor 20.00Operating expenses 13.78Supplies 4.13TotalX = F/(P – V) = $39,708/$358.68 = 111 packagesResidential (one application): 1.2 ⨯ 111 = 133 acresResidential (four applications): 0.8 ⨯ 111 = 89 acresCommercial: 1 ⨯ 111 = 111 acres1. Contribution margin ratio = $487,548/$840,600 = 0.582. Revenue = $250,000/0.58 = $431,0343. Operating income = CMR ⨯ Revenue – Total fixed cost0.08R/(1 – 0.34) = 0.58R – $250,0000.1212R = 0.58R – $250,0000.4588R = $250,000R = $544,9004. $840,600 ⨯ 110% = $924,660$353,052 ⨯ 110% = 388,357$536,303CMR = $536,303/$924,660 = 0.58The contribution margin ratio remains at 0.58.5. Additional variable expense = $840,600 ⨯ 0.03 = $25,218New contribution margin = $487,548 – $25,218 = $462,330New CM ratio = $462,330/$840,600 = 0.55Break-even point = $250,000/0.55 = $454,545The effect is to increase the break-even point.6. Present contribution margin $ 487,548Projected contribution margin ($920,600 ⨯ 0.55) 506,330Increase in contribution margin/profit $ 18,782Fitzgibbons should pay the commission because profit would increase by $18,782.1. Let X be a package of three Grade I cabinets and seven Grade II cabinets.Then:0.3X($3,400) + 0.7X($1,600) = $1,600,000X = 748 packagesGrade I: 0.3 ⨯ 748 = 224 unitsGrade II: 0.7 ⨯ 748 = 524 units2. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,686 $714 3 $2,142 Grade II 1,600 1,328 272 7 1,904 Package $4,046 Direct fixed costs—Grade I $ 95,000Direct fixed costs—Grade II 95,000Common fixed costs 35,000Total fixed costs $ 225,000$225,000/$4,046 = 56 packagesGrade I: 3 ⨯ 56 = 168; Grade II: 7 ⨯ 56 = 3923. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,444 $956 3 $2,868 Grade II 1,600 1,208 392 7 2,744 Package $5,612 P ackage CM = 3($3,400) + 7($1,600)P ackage CM = $21,400$21,400X = $1,600,000 – $600,000X = 47 packages remaining141 Grade I (3 ⨯ 47) and 329 Grade II (7 ⨯ 47)Additional contribution margin:141($956 – $714) + 329($392 – $272) $73,602Increase in fixed costs 44,000Increase in operating income $29,602Break-even: ($225,000 + $44,000)/$5,612 = 48 packages144 Grade I (3 ⨯ 48) and 336 Grade II (7 ⨯ 48)If the new break-even point is interpreted as a revised break-even for 2004, then total fixed costs must be reduced by the contribution margin already earned (through the first five months) to obtain the units that must be sold for the last seven months. These units would then be added to those sold during the first five months:CM earned = $600,000 – (83* ⨯ $2,686) – (195* ⨯ $1,328) = $118,102*224 – 141 = 83; 524 – 329 = 195X = ($225,000 + $44,000 – $118,102)/$5,612 = 27 packagesFrom the first five months, 28 packages were sold (83/3 or 195/7). Thus, the revised break-even point is 55 packages (27 + 28)—in units, 165 of Grade I and 385 of Grade II.。

管理会计课后习题学习指导书习题答案(第二章)

第二章书本习题思考题1.管理会计对成本是如何分类的?各种分类的主要目的是什么?答：(1)按经济用途可以分为制造成本和非制造成本两大类。

其分类结果主要用来确定存货成本和期间损益，满足对外财务报告的需要。

(2)按性态可以分为固定成本、变动成本和混合成本三类。

其分类结果主要用来分析和决策，满足对内管理的需要。

(3)其他成本概念及分类，如机会成本，边际成本，沉没成本与付现成本等等。

其结果主要用来分析决策。

2.按成本性态划分，成本可以分为几类?各自的含义、构成和相关范围是什么?答：成本性态也称为成本习性，是指成本的总额对业务总量（产量或销售量）的依存关系。

按成本性态可以分为固定成本、变动成本和混合成本三类。

（１）固定成本是指其总额在一定期间和一定业务量范围内，不受业务量变动的影响而保持固定不变的成本。

符合固定成本概念的支出在“固定性”的强弱上还是有差别的，所以固定成本又细分为酌量性固定成本和约束性固定成本。

酌量性固定成本也称为选择性固定成本或者任意性固定成本，是指管理者的决策可以改变其支出数额的固定成本。

约束性固定成本与酌量性固定成本相反，是指管理者的决策无法改变其支出数额的固定成本，因而也称为承诺性固定成本，它是企业维持正常生产经营能力所必须负担的最低固定成本，其支出的大小只取决于企业生产经营的规模与质量，因而具有很大的约束性，企业管理者不能改变其数额。

固定成本的“固定性”不是绝对的，而是有限定条件的，表现为一定的期间范围和一定的空间范围。

就期间范围而言，固定成本表现为在某一特定期间内具有固定性。

从较长时间看，所有成本都具有变动性，即使“约束性”很强的约束性固定成本也是如此。

随着时间的推移，一个正常成长的企业，其经营能力无论是从规模上还是从质量上均会发生变化：厂房势必扩大、设备势必更新、行政管理人员也可能增加，这些均会导致折旧费用、财产保险费、不动产税以及行政管理人员薪金的增加。

经营能力的逆向变化也会导致上述费用发生变化。

管理会计课后习题答案(全)

管理会计课后习题答案第一章总论一、单项选择题1. B2. C3. D4.A二、多项选择题1. ABCD2. ABCD3. ABCD4. ABC5. ABCD三、判断题1.√2. √3.×4.√5.×6.√第二章成本性态与变动成本法一、单选题1. D2. C3. B4.A5.C6.D7.B8.D9.D 10. B二、多项选择题1. AB2. ACD3. AB4. AB5. ABC6. BCD7. ABD 8.ABCD 9.BC 10.CD三、判断题1.×2.×3.√4.×5.√6.√7.×8.√四、实践练习题实践练习1某企业生产一种机床，最近五年的产量和历史成本资料如下：要求: （1）采用高低点法进行成本性态分析；（2）采用回归直线法进行成本性态分析。

解：（1）采用高低点法进行成本性态分析:460=a+50b550=a+70b, 故b=(550-460)÷(70-50)=4.5; a=460-50×4.5=235则 Y=235+4.5X（2）采用回归直线法进行成本性态分析:b=（5×150925-300×2495）÷（5×18250-300×300）=4.9a=（2495-4.9×300）÷5=205（万元）则 Y=205+4.9X实践练习2已知：某企业本期有关成本资料如下：单位直接材料成本为10元，单位直接人工成本为5元，单位变动性制造费用为7元，固定性制造费用总额为4,000元，单位变动性销售管理费用为4元，固定性销售管理费用为1,000元。

期初存货量为零，本期产量为1,000件，销量为600件，单位售价为40元。

要求：分别按变动成本法和完全成本法的有关公式计算下列指标：（1）单位产品成本；（2）期间成本；（3）销货成本；（4）营业利润。

解：变动成本法：（1）单位产品成本=10+5+7=22元（2）期间费用=4000 +（4×600+1000）=7400元（3）销货成本=22×600=13200元（4）边际贡献=40×600-（22×600+4×600）=8400元营业利润==8400-（4000+1000）=3400元完全成本法：（1）单位产品成本=22+4000/1000=26元（2）期间费用=4×600+1000=3400元（3）销货成本=26×600=15600元（4）营业利润=（40×600-15600）- 3400=5000元实践练习3已知：某厂只生产一种产品，第一、二年的产量分别为30 000件和24 000件，销售量分别为20 000件和30 000件；存货计价采用先进先出法。

管理会计英文版答案

CHAPTER 1Managerial Accounting, the Business Organization, andProfessional Ethics1-A1 Solution:Information is often useful for more than one function, so the following classifications for each activity are not definitive but serve as a starting point for discussion:1. Scorekeeping. A depreciation schedule is used in preparing financialstatements to report the results of activities.2. Problem solving. Helps a manager assess the impact of a purchase decision.3. Scorekeeping. Reports on the results of an operation. Could also beattention directing if scrap is an area that might require management attention.4. Attention directing. Focuses attention on areas that need attention.5. Attention directing. Helps managers learn about the information contained ina performance report.6. Scorekeeping. The statement reports what has happened. Could also beattention directing if the report highlights a problem or issue.7. Problem solving. Assuming the cost comparison is to help the managerdecide between two alternatives, this is problem solving.8. Attention directing. Variances point out areas where results differ fromexpectations. Interpreting them directs attention to possible causes of thedifferences.9. Problem solving. Aids a decision about where to make parts.10. 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, directingattention. Reporting against the budget also has a scorekeeping dimension.1-A2 Solution:1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 700 865 165UEntertainment 600 600 0Decorations 220 260 40UTotal $1,660 $1,865 $205U 2. Because of the management by exception rule, room rental and entertainmentrequire no explanation. The actual expenditure for food exceeded the budget by $165. Of this $165, $150 is explained by attendance of 15 persons morethan budgeted (at a budget of $10 per person for food) and $15 is explained by expenditures above $10 per person.Actual expenditures for decorations were $40 more than the budget. Thedecorations committee should be asked for an explanation of the excessexpenditures.1-29 Solution:1. Controller. Financial statements are generally produced by the controller'sdepartment.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operating decisions.4. Treasurer. Analysts affect the company's ability to raise capital, which is theresponsibility of the treasurer.5. Treasurer. Financing the business is the responsibility of the treasurer.6. Controller. Tax returns are part of the accounting process overseen by thecontroller.7. Treasurer. Insurance, as with other risk management activities, is usually theresponsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.CHAPTER 2INTRODUCTION TO COST BEHAVIOR AND COST-VOLUME RELATIONSHIPS2-A3 Solution:The following format is only one of many ways to present a solution. This situation is reallya demonstration of "sensitivity analysis," whereby a basic solution is tested to see how much it is affected by changes in critical factors. Much discussion can ensue, particularly about the finalthree changes.The basic contribution margin per revenue mile is $1.50 - $1.30 = $.20(1) (2) (3) (4) (5)(1)×(2) (3)-(4)Revenue Cont ri buti on To talMi l es Margi n Pe r Cont ri buti on Fi xed NetSol d Revenue Mi l e Margi n Expen se s In co me 1. 800,000$.20$160,000$120,000$ 40,0002. (a) 800,000.35280,000120,000160,000(b) 880,000.20176,000120,00056,000(c) 800,000.0756,000120,000(64,000)(d) 800,000.20160,000132,00028,000(e) 840,000.17142,800120,00022,800(f) 720,000.25180,000120,00060,000(g) 840,000.20168,000132,00036,0002-B2 Solution:1. $2,300 ÷ ($30 - $10) = 115 child-days or 115 × $30 = $3,450 revenue dollars.2. 176 × ($30 - $10) - $2,300 = $3,520 - $2,300 = $1,2203. a. 198 × ($30 - $10) - $2,300 = $3,960 - $2,300 = $1,660 or (22 × $20) + $1,220 = $440 + $1,220 = $1,660 b. 176 × ($30 - $12) - $2,300 = $3,168 - $2,300 = $868 or $1,220 - ($2 × 176) = $868 c. $1,220 - $220 = $1,000d. [(9.5 × 22) × ($30 - $10)] - ($2,300 + $300) = $4,180 - $2,600 = $1,580e.[(7 × 22) × ($33 - $10)] - $2,300 = $3,542 - $2,300 = $1,2422-B 3 So lu tio n :1.$16)($20$5,000- = $4$5,000= 1,250 units2. Contribution margin ratio:($40,000)$30,000)($40,000- = 25%$8,000 ÷ 25% = $32,0003.$14)($30$7,000)($33,000-+ = $16$40,000 = 2,500 units4. ($50,000 - $20,000)(110%) = $33,000 contribution margin;$33,000 - $20,000 = $13,0005. New contribution margin:$40 - ($30 - 20% of $30)= $40 - ($30 - $6) = $16;New fixed expenses: $80,000 × 110% = $88,000;$16$20,000)($88,000+ = $16$108,000 = 6,750 units2-27 Soluti on:2-38Sol uti on:1. 100% Full 50% FullRoom revenue @ $50 $1,825,000 a$ 912,500 bVariable costs @ $10 365,000 182,500Contribution margin 1,460,000 730,000Fixed costs 1,200,000 1,200,000Net income (loss) $ 260,000 $ (470,000)a 100 × 365 = 36,500 rooms per year36,500 × $50 = $1,825,000b50% of $1,825,000 = $912,5002. Let N = number of rooms$50N -$10N - $1,200,000 = 0N = $1,200,000 ÷ $40 = 30,000 rooms Percentage occupancy = 30,000 ÷ 36,500 = 82.2%2-40 Solution:1. Let R = pints of raspberries and 2R = pints of strawberriessales - variable expenses - fixed expenses = zero net income$1.10(2R) + $1.45(R) - $.75(2R) - $.95(R) - $15,600 = 0$2.20R + $1.45R - $1.50R - $.95R -$15,600 = 0$1.2R - $15,600 = 0 R = 13,000 pints of raspberries2R = 26,000 pints of strawberries2. Let S = pints of strawberries($1.10 - $.75) × S - $15,600 = 0.35S - $15,600 = 0S = 44,571 pints of strawberries3. Let R = pints of raspberries($1.45 - $.95) × R - $15,600 = 0$.50R - $15,600 = 0R = 31,200 pints of raspberries2-42 Solution:Several variations of the following general approach are possible:Sales - Variable expenses - Fixed expenses = Target after-tax net income 1 - tax rateS - .75S - $440,000 =.3)-(1$84,000.25S = $440,000 + $120,000 3-A1 Solution:Some of these answers are controversial, and reasonable cases can be built for alternative classifications. Class discussion of these answers should lead to worthwhile disagreements about anticipated cost behavior with regard to alternative cost drivers.1. (b) Discretionary fixed cost.2. (e) Step cost.3. (a) Purely variable cost with respect to revenue.4. (a) Purely variable cost with respect to miles flown.5. (d) Mixed cost with respect to miles driven.6. (c) Committed fixed cost.7. (b) Discretionary fixed cost.8. (c) Committed fixed cost.9. (a) Purely variable cost with respect to cases of Coca-Cola.10. (b) Discretionary fixed cost.11. (b) Discretionary fixed cost.3-A2 Solution:1. Support costs based on 60% of the cost of materials:Sign A Sign B Direct materials cost $400 $200 Support cost (60% of m ater ial s c o st) $240 $120 Support costs based on $50 per power tool operation:Sign A Sign B Power tool operations 3 6 Support cost $150 $300 2. If the activity analysis is reliable, by using the current method, Evergreen Signs is predicting too much cost for signs that use few power tool operations and is predicting too little cost for signs that use many power tool operations. As a result the company could be losing jobs that require few power tool operations because its bids are too high -- it could afford to bid less on these jobs. Conversely, the company could be getting too many jobs that require many power tool operations, because its bids are too low -- given what the "true" costs will be, the company cannot afford these jobs at those prices. Either way, the sign business could be more profitable if the owner better understood and used activity analysis. Evergreen Signs would be advised to adopt the activity-analysis recommendation, but also to closely monitor costs to see if the activity-analysis predictions of support costs are accurate.3-B2 Solution:Board Z15 Board Q52Mark-up method:Material cost $40 $60Support costs (100%) $40 $60Activity analysis method:Manual operations 15 7Support costs (@$4) $60 $28The support costs are different because different cost behavior is assumed by the two methods. If the activity analyses are reliable, then boards with few manual operations are overcosted with the markup method, and boards with many manual operatio ns are undercosted with the markup method.3-B3 Solution:Variable cost per machine hour =Change in Repair Cost Change in Machine Hours= (P260,000,000 - P200,000,000) (12,000 - 8,000)= P15,000 per machine hourFixed cost per month = total cost - variable cost= P260,000,000 - P15,000 x 12,000= P260,000,000 - P180,000,000= P 80,000,000 per monthor = P200,000,000 - P15,000 x 8,000= P200,000,000 - P120,000,000= P 80,000,000 per month3-32 Solution:1. Machining labor: G, number of units completed or labor hours2. Raw material: B, units produced; could also be D if the company’s purchases do not affect the price of the raw material.3. Annual wage: C or E (depending on work levels), labor hours4. Water bill: H, gallons used5. Quantity discounts: A, amount purchased6. Depreciation: E, capacity7. Sheet steel: D, number of implements of various types8. Salaries: F, number of solicitors9. Natural gas bill: C, energy usage3-34 Solution:1. 2001 2002Sales revenues $57 $116Less: Operating income (loss) (19) 18Operating expenses $76 $ 982. Change in operating expenses ÷ Change in revenues = Variable cost percentage($98 - $76) ÷ ($116 - $57) = $22 ÷ $59 = .37 or 37%Fixed cost = Total cost – Variable cost= $76 - .37 × $57= $55or= $98 - .37 × $116= $55Cost function = $55 + .37 × Sales revenue3. Because fixed costs to not change, the entire additional total contributionmargin is added to operating income. The $57 sales revenue in 2001generated a total contribution margin of $57 × (1 - .37) = $36, which was $19 short of covering the $55 of fixed cost. But the additional $59 of salesrevenue in 2002 generated a total contribution margin of $59 × (1 - .37) = $37 that could go directly to operating income because there was no increase infixed costs. It wiped out the $19 operating loss and left $18 of operatingincome.3-35 Solution:1. Fuel costs: $.40 × 16,000 miles per month = $6,400 per month.2. Equipment rental: $5,000 × 7 × 3 = $105,000 for seven pieces of equipment for three months3. Ambulance and EMT cost: $1,200 × (2,400/200) = $1,200 × 12 = $14,4004. Purchasing: $7,500 + $5 × 4,000 = $27,500 for the month.3-36 Solution:There may be some disagreement about these classifications, but reasons for alternative classifications should be explored.Cost Discretionary Committed Advertising $22,000Depreciation $ 47,000 Company health insurance 21,000 Management salaries 85,000 Payment of long-term debt 50,000 Property tax 32,000 Grounds maintenance 9,000Office remodeling 21,000Research and development 46,000Totals $98,000 $235,000。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 19

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 19INVENTORY MANAGEMENTQUESTIONS FOR WRITING AND DISCUSSION1.Ordering costs are the costs of placing andreceiving an order. Examples include clerical costs, documents, insurance, and unloading.2.Setup costs are the costs of preparingequipment and facilities so that they can be used for producing a product or component.Examples include wages of idled production workers, lost income, and the costs of test runs.3.Carrying costs are the costs of carrying in-ventory. Examples include insurance, taxes, handling costs, and the opportunity cost of capital tied up in inventory.4.Stockout costs are the costs of insufficientinventory (e.g., lost sales and interrupted production).5.As ordering costs decrease, fewer and larg-er orders must be placed. This, in turn, in-creases the units in inventory and, thus, in-creases carrying costs.6.Reasons for carrying inventory include thefollowing: (a) to balance setup and carrying costs; (b) to satisfy customer demand; (c) to avoid shutting down manufacturing facilities;(d) to take advantage of discounts; and (e)to hedge against future price increases.7.The economic order quantity is the amountthat should be ordered so as to minimize the sum of ordering and carrying costs.8.Reorder point = 3 12 = 36 units; Safetystock = 3(15 – 12) = 9 units9.Safety stock is simply the difference be-tween maximum demand and average de-mand, multiplied by the lead time. By reor-dering whenever the inventory level hits thesafety stock point, a company is ensured ofalways having sufficient inventory on hand tomeet demand.10.JIT minimizes carrying costs by driving in-ventories to insignificant levels. Orderingcosts are minimized by entering into long-term contracts with suppliers (or driving se-tup times to zero).11.JIT manufacturing is a demand-pull ap-proach to manufacturing. It differs from tradi-tional manufacturing by significantly reducingreliance on inventories, forming manufactur-ing cells, using interdisciplinary labor, decen-tralizing services, and adopting a philosophyof total quality control.12.Manufacturing cells are collections of ma-chines and labor dedicated to the productionof a single product or subassembly. Eachcell is capable of performing a variety of op-erations. This differs from the departmentalorganization where a collection of the samemachines is used to perform the same oper-ation on multiple products.13.By forming manufacturing cells that arededicated to a single product, all costs asso-ciated with the cell are traceable to the prod-uct. Machinery and services that formerlybelonged to several products now belongonly to a single product. For example, de-preciation, material handling, and mainten-ance become direct product costs.14.JIT hedges against future price increasesand obtains lower input prices (better usuallythan quantity discounts) by the use of long-term contractual relationships with suppliers.Suppliers are willing to give these breaks sothat they can reduce the uncertainty in thedemand for their products.15.EDI, or electronic data interchange, allowssuppliers to have access to a buyer’s dat a-base. Information on the buyer’s database isused to determine when supplies should bedelivered. When supplies arrive, their receiptis noted electronically, and payment is in-itiated. No paperwork is involved. Conti-nuous replenishment is where suppliers aregiven responsibility to replenish the buyer’sinventory stock. EDI facilitates this by provid-ing information (electronically) needed by thesupplier to make replenishment decisions. 16.Shutdowns in a JIT environment are avoidedby practicing total preventive maintenanceand total quality control and by developingclose relationships with suppliers to ensureon-time delivery of materials. Internally, aKanban system is used to ensure the timelyflow of materials and components.17.The Kanban system is used to ensure thatparts or materials are available whenneeded (just in time). The flow of materials iscontrolled through the use of markers orcards that signal production of the necessaryquantities at the necessary time.18.Constraints represent limited resources ordemand. Internal constraints are limiting fac-tors found within the firm. External con-straints are limiting factors imposed on thefirm from external sources.19.Loose constraints are those where the prod-uct mix chosen does not consume all theavailable resources. A binding constraint isone where the product mix uses all the li-mited resource.20.Following are three measures of organiza-tional performance used by the theory ofconstraints: throughput—the rate at whichan organization generates money; invento-ry—the money an organization spends inturning materials into throughput; and oper-ating expenses—the money the organiza-tion spends in turning inventories intothroughput. The objective is to maximizethroughput and minimize inventory and op-erating expenses.21.Lower inventories mean that a companymust pay attention to higher quality—it can-not afford to have production go down be-cause of defective parts or products. It alsomeans that improvements can reach thecustomer sooner. Lower inventories meanless space, less overtime, less equipment—in short, lower costs of production and, thus,lower prices are possible. Lower inventoriesalso mean (usually) shorter lead times andbetter ability then to respond to customer re-quests.22.Following are the five steps that TOC usesto improve organizational performance: (1)identify constraints, (2) exploit binding con-straints, (3) subordinate everything else todecisions made in Step 2, (4) elevate bind-ing constraints, and (5) repeat process.23.The drum is the binding constraint that setsthe production rate in the factory. The ropesimply means that the release of materials tothe first process is tied to the rate of thedrummer constraint. The buffer is an amountof inventory placed in front of the drummerprocess to protect throughput.EXERCISES19–11. Annual ordering cost = PD/Q= $500 ⨯ 96,000/6,000= $8,0002. Annual carrying cost = CQ/2= $6 ⨯ 6,000/2= $18,0003. Cost of current inventory policy = Ordering cost + Carrying cost= $8,000 + $18,000= $26,00019–21. EOQ = 2PD/C= 96,000)/6500⨯(2⨯= 16,000,000= 4,0002. Ordering cost = PD/Q= $500 ⨯ 96,000/4,000= $12,000Carrying cost = CQ/2= $6 ⨯ 4,000/2= $12,000Total cost = $6,000 + $6,000= $24,0003. Savings = $26,000 – $24,000 = $2,0001. EOQ = 2PD/C= /0.10⨯(2⨯1,440,000)45= 0001,296,000,= 36,0002. Carrying cost = CQ/2= $0.10 ⨯ 36,000/2= $1,800Ordering cost = PD/Q= $45 ⨯ 1,440,000/36,000= $1,80019–41. Reorder point = Average rate of usage ⨯ Lead time= 8,000 ⨯ 3= 24,000 pounds2. Maximum usage 12,000Average usage 8,000Difference 4,000Lead time ⨯ 3Safety stock 12,000Reorder point = (Average rate of usage ⨯ Lead time) + Safety stock= (8,000 ⨯ 3) + 12,000= 36,000 pounds1. EOQ = 2PD/C= 324,000)/2⨯4,000(2⨯= 000= 36,000 (batch size for lawn mower engines) 2. Setup cost = PD/Q= $4,000 ⨯ 324,000/36,000= $36,000Carrying cost = CQ/2= $2 ⨯ 36,000/2= $36,000Total cost = $72,000 ($36,000 + $36,000)3. ROP = Average daily sales ⨯ Lead timeROP = 1,296 ⨯ 11 = 14,256 lawn mower engines4. EOQ = 2PD/C= 750,000)/3⨯7,200(2⨯= 0003,600,000,= 60,000 (batch size for jet ski engines) Setup cost = $7,200 ⨯ 750,000/60,000= $90,000Carrying cost = $3 ⨯ 60,000/2= $90,000Total cost = $180,000 ($90,000 + $90,000)ROP = 1,500 ⨯ 12 = 18,000 jet ski engines19–5 Concluded5. Lawn mowers require 9 batches per year (324,000/36,000). Jet ski engines re-quire 12.5 batches per year (750,000/60,000). The lead time for the lawn mow-er engines is 11 days and that of the jet ski engines is 12 days. Thus, the total work days needed to produce the annual demand is 249 [(11 ⨯9) + (12 ⨯12.5)]. Since there are 250 work days available each year, it is possible tomeet the annual demand. Given the initial inventory levels of each product, the daily and annual demand, and the lead times, Shields must build a sche-dule that coordinates production, inventory usage, and sales. This is a push system because production and inventory use anticipated demand rather than current demand.19–61. EOQ = 1,000)/2⨯(2⨯324,000= 0324,000,00= 18,000 lawn mower enginesEOQ = 100)/2⨯(2⨯324,000= 32,400,000≈ 5,692 lawn mower engines2. The batch size decreases as the setup time and cost decrease. If the setuptime is 0.05 day (about 1 hour), then the firm can produce 4,000 ⨯ 0.95 = 3,800 units per day, sufficient to meet the combined daily demand for the two en-gines. This implies the ability to produce on demand and eliminates the need to carry finished goods inventory, a JIT objective.19–7Maximum daily usage 1,750Average daily usage 1,500Difference 250Lead time ⨯ 5Safety stock 1,250Reorder point = (Average rate of usage ⨯ Lead time) + Safety stock= (1,500 ⨯ 5) + 1,250= 8,750 units1. a. JIT does not accept setup (or ordering) costs as a given; rather, JIT at-tempts to drive these costs to zero through reducing the time it takes to set up and by developing long-term contracts with suppliers. Carrying costs are minimized by reducing inventories to insignificant levels.b. JIT reduces lead times, which increases a firm’s ability to meet requesteddelivery dates. This is accomplished by (1) reduction of setup times, (2) improved quality, and (3) cellular manufacturing.c. The problems that usually cause shutdowns are (1) machine failure, (2) de-fective material or subassembly, and (3) unavailability of a material or subassembly, or (4) late delivery of parts. JIT attempts to solve each of the four problems by emphasizing total preventive maintenance and total quality control (strives for zero defects) and building the right kind of rela-tionship with suppliers.d. Unreliable production processes are addressed by total quality man-agement. As fewer and fewer defective units are produced, there is less and less need for inventory to replace nonconforming units.e. The objective of taking advantage of discounts is to lower the cost of in-ventory. JIT accomplishes the same objective by negotiating long-term contracts with a few chosen suppliers and establishing more extensive supplier involvement.f. JIT emphasizes long-term contracts that stipulate prices and acceptablequality levels.2. JIT has the policy of stopping production if a problem is detected so that theproblem can be corrected (of course, the problem may also cause production to stop, independent of a policy or practice of stopping so that the source of the problem can be corrected). Since JIT produces on demand, any interrup-tion of production means that throughput is lost. TOC uses a time buffer lo-cated in front of the binding constraint to protect throughput. The time buffer is designed to keep the constrained resource busy for a specified period of time, a time long enough to overcome most disruptions in production.1. The withdrawal Kanban controls movement of work among the manufactur-ing processes. It specifies the quantity that a subsequent process should withdraw from the preceding process.2. The production Kanban also controls movement of work among the manufac-turing processes. It specifies the quantity that the preceding process should produce.3. The vendor Kanban controls movement of parts between the processes andoutside suppliers. It is used to notify suppliers to deliver more parts.19–10The phrase ―implementing JIT‖ conveys to many the notion that one day a co m-pany is conventional and the next day it is JIT with all of the benefits that are typ-ically assigned to JIT. In reality, changing to a JIT environment takes time and pa-tience. It is more of an evolutionary process than a revolutionary process. It takes time to build a ―partners-in-profits‖ relationship with su ppliers. Many firms at-tempt to force the JIT practices with suppliers by dictating terms, but this ap-proach really runs counter to the notion of developing close relationships, some-thing that is vital for the JIT purchasing side to work. There must be trust and mutual benefits, not unilateral benefits, for JIT purchasing to become a success. Also, management should be aware of the disequilibrium that workers may expe-rience with JIT. Many workers may view JIT methodology as simply a way of ex-tracting more and more work out of them with no compensating benefits. Others may see JIT as a threat to their job security as the nonvalue-added activities they perform are eliminated or reduced. Furthermore, management should be ready and willing to place some current sales at risk with the hope of ensuring stronger future sales, or with the hope of reducing inventory and operating costs to im-prove overall profitability. How else can you justify lost sales due to production stoppages that are designed to improve quality and efficiency?1. e2. a3. d4. e5. c19–121. Before JIT unit cost: $247,100/100,000 = $2.471After JIT unit cost: $232,100/100,000 = $2.321JIT costing is more accurate because there are more costs that are traceable to each product.2. Direct materials: DirectDirect labor: DirectMaintenance: DirectPower: DirectDepreciation: Direct (on cell equipment)Material handling: DirectEngineering: Driver tracingSetups: DirectBuilding and grounds: Allocated (driver tracing using square feet for the building costs may be a reasonable possibility)Supplies: DirectSupervision (plant): AllocatedCell supervision: Direct19–131. Type I Type II Type IIIPrice $40.00 $60.00 $75.00 Variable cost 20.00 44.00 34.00 Contribution margin $20.00 $16.00 $41.00 ÷ Machine hours ÷0.50 ÷0.20 ÷1.50 Contribution margin per machine hour $40.00 $80.00 $27.33 The company should sell only the Type II rod with contribution margin per machine hour of $80. Lavel can produce 100,000 (30,000/0.2) Type II rods per year. These 100,000 units, multiplied by the $16 contribution margin per unit, would yield a total contribution margin of $1,600,000.2. Produce and sell 75,000 Type II rods, which would use 15,000 machine hours.Then, produce and sell 10,000 Type I rods, which would use the remaining 5,000 machine hours.Total contribution margin = ($16 ⨯ 75,000) + ($20 ⨯ 10,000)= $1,400,00019–141. The production rate is 600 regular bows per day and 200 deluxe bows perday. The rate is set by the molding process. It is the drummer process since it is the only one with a buffer inventory in front of it.2. Goicoechea has 0.5 day of buffer inventory (400 bows/800 bows per day).This time buffer is determined by how long it takes the plant to correct prob-lems that create production interruptions.3. A is the rope, B is the time buffer, and C is the drummer constraint. The ropeties the production rate of the drummer constraint to the release of raw mate-rials to the first process. The time buffer is used to protect throughput. Suffi-cient inventory is needed to keep the bottleneck operating if the first process goes down. The drummer sets the production rate.PROBLEMS 19–151. Ordering cost = PD/Q= $40 ⨯ 14,000/400= $1,400Carrying cost = CQ/2= $1.75* ⨯ 400/2= $350*10 percent of purchase price or 0.10 ⨯ $17.50 Total cost = $1,400 + $350 = $1,7502. EOQ = 2PD/C= 75/),(⨯⨯402.000114= 000640,= 800Ordering cost = PD/Q= $40 ⨯ 14,000/800= $700Carrying cost = CQ/2= $1.75 ⨯ 800/2= $700Total cost = $700 + $700 = $1,400Savings = $1,750 – $1,400 = $35019–15 Concluded3. Rate of usage = 7 ⨯ 50 = 350 days= 14,000/350 = 40 blocks per dayReorder point = Average rate of usage ⨯ Lead time= 40 ⨯ 5= 200This coincides with the current reorder policy.4. The order quantity would have to be 600 instead of 800 (the EOQ). If so, thefollowing inventory costs would be incurred:Ordering cost = $40 ⨯ 14,000/600= $933Carrying cost = $1.75 ⨯ 600/2= $525Total cost = $933 + $525= $1,458This restriction would mean an additional cost of only $58 ($1,458 – $1,400) over the cost of using the EOQ.5. The most cheese that should be kept on hand given the 10-day constraint is400 blocks (40 ⨯10). Reorder would occur when inventory dropped to 200 units.1. EOQ = 2PD/C= 65,/)⨯2.(⨯3903007= 000360,= 600Reorder point = Average rate of usage ⨯ Lead time= 20 ⨯ 4= 80Ordering cost = PD/Q= $90 ⨯ 7,300/600= $1,095Carrying cost = CQ/2= $3.65 ⨯ 600/2= $1,095Total cost = $1,095 + $1,095= $2,1902. Maximum usage 30Average usage 20Difference 10Lead time ⨯ 4Safety stock 40Ordering cost = PD/Q= $90 ⨯ 7,300/600= $1,095Carrying cost = CQ/2= $3.65 ⨯ [(40 + 600)/2]= $1,168Total cost = $1,095 + $1,168= $2,263New reorder point = (Average usage ⨯ Lead time) + Safety stock= (20 ⨯ 4) + 40= 1201. EOQ = 2PD/C= 3,⨯,(⨯6000360002/)= 000000,144,= 12,000 (batch size)Geneva’s response was correct given its current production environment.The setup time is two working days. The production rate possible is 750 units per day after setup. Thus, the time required to produce the additional 9,000 units would be 14 working days [2 + (9,000/750)].2. To have met the order’s requirements, Geneva could have produced 3,750units within the 7-work-day window [(7 – 2)750] and would have needed 8,250 units in stock—5,250 more than available. Solving delivery problems like the one described would likely require much more inventory than is currently car-ried. If the maximum demand is predictable, then safety stock could be used.The demand can be as much as 9,000 units per year above the expected de-mand. If it is common for all of this extra demand to occur from one or a few large orders, then protecting against lost sales could demand a sizable in-crease in inventory, an approach that could be quite costly. Perhaps some safety stock with expediting and overtime would be more practical. Or, per-haps Geneva should explore alternative inventory management approaches such as those associated with JIT or TOC.3. EOQ = 2PD/C= 3(⨯,⨯362/)00094= 000,2562,≈ 1,502 (batch size)The new lead time = (1.5 hours) + [(1,502/2,000) ⨯ 8 hours]≈ 7.5 hours, or about one work day19–17 ConcludedAt a production rate of 2,000 units per day, Geneva could have satisfied the customer’s time requirements in less than seven days, even without any f i-nished goods inventory. This illustrates very forcefully that inventory may not be the solution to meeting customer needs or dealing with demand uncertain-ty. Perhaps paying attention to setup, moving, and waiting activities offers more benefits. JIT tends to produce smaller batches and shorter cycle times than conventional manufacturing environments. As the EOQ batch size com-putation revealed, by focusing on improving the way production is done, the batch size could be reduced to about 12.5 percent of what it was before the improvements.4. EOQ = 2PD/C= 3(⨯⨯2/),1000036= 000240,≈ 490 (batch size)This further reduction in setup time and cost reduces the batch size even more. As the setup time is reduced to even lower levels and the cost is re-duced, the batch size becomes even smaller.If the cost is $0.864, the batch size is 144:EOQ = 2PD/C= 3,2/)(⨯⨯.00036864= 73620,= 144 (batch size)Furthermore, with the ability to produce 2,000 units per day or 250 units per hour, the day’s demand (36,000/250 = 144) can b e produced in less than an hour. This provides the ability to produce on demand. The key to this out-come was the decrease in setup time and the reduction of wait and move time—all nonvalue-added activities. This illustrates what is meant by refer-ring to inventory management as an ancillary benefit of JIT.19–181. a. The expected demand for the RJ47 battery during the lead time is calcu-lated as the sum of the demand during the lead time times the demand probability for all demand points:Expected demand = (100 ⨯ 0.03) + (200 ⨯ 0.05) + (300 ⨯ 0.20) + (400 ⨯ 0.40)+ (500 ⨯ 0.25) + (600 ⨯ 0.07)= 400b. The reorder point to minimize stockouts would be the maximum demandduring lead time, or 600 units.2. The probability of a stockout at a special reorder point is the sum of theprobabilities for demand greater than the reorder point of 400 units: Probability of 500 units 0.25Probability of 600 units 0.07Total 0.3219–191. KEVCO can expect the following effects:Planning:∙Production planning will change from a centralized batch function process to a more decentralized activity. In some cases, production teams will be responsible for the entire production process of a product.∙The method and timing of how the company prepares its production sche-dules (including capacity requirements) will change to parallel the demand pull approach as opposed to the push approach.∙The Purchasing Department will need production to have high-quality, reli-able, and flexible suppliers who can quickly deliver orders of varying sizes as needed.19–19 ConcludedOperations:∙Setup time changes will reduce lead times significantly.∙ A Kanban system will need to be implemented. A triggering device such asa Kanban card is necessary so that the department or cell knows when tobegin production.∙Greater employee participation will result from cell production team ar-rangements.2. At least five benefits:∙Less rework and fewer defective units because of cell-level accountability and control and product solving at the cell level.∙ A lower cash investment in inventory and plant space. Handling, storage, insurance, breakage, and obsolescence will all be lower.∙More satisfied customers should result because of shorter lead times and higher quality.∙Improved labor productivity as a result of rearranging the production process and the creation of manufacturing cell teams.∙ A reduction of the number of suppliers leading to improved relationships and communication.∙More accurate product costing because direct tracing increases.3. Behavioral effects:∙Higher team morale and motivation, since each cell team is responsible for all cell production and will, therefore, have more control over its work and an increased sense of ownership.∙Higher individual satisfaction, development, and motivation, as manage-ment will encourage participation, training, and input on how to improve the product and production process.∙ A possible resistance to change by those employees who may feel inse-cure or threatened by the change.∙ A sense of partnership with management in achieving the goals and objec-tives of the organization resulting in goal congruence.1. The entire Kanban cycle begins with the need to produce a final product—aproduct demanded by a customer. The demand for a product to be assembled is known from the production schedule. Assume that a final product is needed. The withdrawal Kanban controls movement of work between the as-sembly process and the manufacturing processes. It specifies the quantity that a subsequent process should withdraw from the preceding process. The assembly process uses withdrawal Kanbans to notify the first process that more subassemblies are needed. This is done by having an assembly worker remove the withdrawal Kanban from the container in the withdrawal store and place it on the withdrawal post. This W-Kanban signals that the assembly process is using one unit of Subassembly A and that a replacement for it is needed. The replacement activity is initiated by a carrier who removes the production Kanban from the container of subassemblies in the SB stores area and places this P-Kanban on the production post. The container in the SB stores area is then moved to the withdrawal stores area with the W-Kanban attached (taken from the withdrawal post). The production Kanban tells the workers in the Subassembly A cell to begin producing another unit.The production Kanban is removed and goes with the unit produced (which goes to the SB stores area). This Kanban system ensures that the second process withdraws subassemblies from the first process in the necessary quantity at the necessary time. The Kanban system also controls the first process by allowing it to produce only the quantities withdrawn by the second process. In this way, inventories are kept at a minimum, and the components arrive just in time to be used.2. The second process uses a vendor Kanban to signal the supplier that anotherorder is needed. The process is similar to the internal flow described in Re-quirement 1. However, for the process to work with suppliers, the suppliers must be willing to make frequent and small deliveries. It also means that the supply activity works best if the supplier is located in close proximity to the buyer. The subassemblies must be delivered just in time for use. This calls for a close working relationship with the supplier. The inventory function on the materials side is largely assumed by the supplier. To bear this cost, there must be some compensating benefits for the supplier. Long-term contracts and the reduction of demand uncertainty are significant benefits for the sup-plier. EDI can facilitate the entire arrangement. If the supplier has access to the buyer’s on-line database, then the supplier can use the buyer’s produ c-tion schedule to determine its own production and delivery schedule, making it easier to deliver parts just in time. In effect, the supplier and buyer almost operate as one company.1. ImmuneBoost: CM per machine hour = ($4.00 – $2.40)/1.60= $1.00MentaGrowth: CM per machine hour = ($4.80 – $3.60)/0.80= $1.50Since MentaGrowth provides the greatest contribution per machine hour, the company should produce 800,000 bottles of MentaGrowth (640,000/0.8) and zero bottles of ImmuneBoost. The total contribution margin is 800,000 ⨯ $1.50 = $1,200,000.2. First, the company should produce 480,000 bottles of MentaGrowth. Thisuses up 384,000 machine hours (480,000 ⨯ 0.8). The remaining hours can then be used to produce 160,000 bottles of ImmuneBoost (256,000/1.6). Thus, the optimal mix is 160,000 bottles of ImmuneBoost and 480,000 bottles of Menta-Growth. The maximum total contribution margin is $832,000 [($1.60 ⨯ 160,000) + ($1.20 ⨯ 480,000)].19–221. Dept. B Dept. C TotalC omponent 12-L (1,000 units)Test hours a2,000 3,000 3,000 8,000 Machine hours b1,000 1,000 2,000 4,000C omponent 14-M (800 units)Test hours c800 1,600 —2,400 Machine hours d800 800 —1,600 Component 40-S (2,000 units)Test hours e4,000 4,000 4,000 12,000 Machine hours f4,000 4,000 2,000 10,000 Total test hours 6,800 8,600 7,000 22,400 Total machine hours 5,800 5,800 4,000 15,600 a2 ⨯ 1,000; 3 ⨯ 1,000; 3 ⨯ 1,000 d1 ⨯ 800; 1 ⨯ 800b1 ⨯ 1,000; 1 ⨯ 1,000; 2 ⨯ 1,000 e2 ⨯ 2,000; 2 ⨯ 2,000; 2 ⨯ 2,000c1 ⨯ 800; 2 ⨯ 800 f2 ⨯ 2,000; 2 ⨯ 2,000; 1 ⨯ 2,000The demand can be met in all departments except for Department C. Produc-tion requires 7,000 test hours in Department C, but only 5,500 hours are avail-able.。

《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。

管理会计课后作业答案

P15第三章变动成本法1、某公司只生产销售一种产品，计划年度生产量为4000件，销售量为3500件，期初存货为零。

预计发生直接材料20000元，直接人工32000元，单位变动制造费用6元/件。

固定制造费用28000元。

要求：根据以上资料，分别采用变动成本法和完全成本法计算计划年度的期末产品存货成本。

解：变动成本法=（20000+32000+6*4000）/4000*（4000-3500）=19*500=9500完全成本法=（20000+32000+6*4000+28000）/4000*（4000-3500）=26*500=130005．P16已知：某企业生产一种产品，第一年、第二年的生产量分别为170000件和140000件，销售量分别为140000件和160000件，存货的计价采用先进先出法。

每单位产品的售价为5元，生产成本资料如下：每件变动生产成本3元，其中包括直接材料1.30元，直接人工1.50元，变动性制造费用0.20元；固定性制造费用每年的发生额为150000元。

变动性销售与管理费用为销售收入的5％，固定性销售与管理费用发生额为65000元，两年均未发生财务费用。

要求：(1)分别按变动成本法和完全成本法计算并确定第一年和第二年的税前利润。

(2)具体说明第一年和第二年分别按两种成本计算方法剧以确定的税前利润发生差异的原因(3)具体说明采用完全成本法计算确定的第一年和第二年税前利润发生差异的原因(4)设立有关帐户，按变动成本法计算以反映第一年和第二年发生的有关业务并通过“存货中固定制造费用”帐户，在帐户体系中按完全成本法计算确认第一年和第二年对外编制的利润表中的净利润和资产负债表产成品项目列示的解析：按完全成本法计算的第一年和第二年的营业利润见表3-6单位：元注：第一年生产成本=(3+150000/170000)×170000=660000(元)第二年生产成本=(3+150000/140000)×140000=570000(元)第一年期末存货成本=(3+150000/170000)×30000=116471(元)第二年期末存货成本=(3+150000/140000)×10000=40714(元)按变动成本法计算的第一年和第二年的营业利润见表3--7。

管理会计（英文版）课后习题答案（高等教育出版社）chapter3

管理会计（英文版）课后习题答案（高等教育出版社）chapter3管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 3ACTIVITY COST BEHAVIORQUESTIONS FOR WRITING AND DISCUSSION1.Knowledge of cost behavior allows a man-ager to assess changes in costs that result from changes in activity. This allows a man-ager to assess the effects of choices that change activity. For example, if excess ca-pacity exists, bids that at least cover variable costs may be totally appropriate. Knowing what costs are variable and what costs are fixed can help a manager make better bids.2.The longer the time period, the more likelythat a cost will be variable. The short run is a period of time for which at least one cost is fixed. In the long run, all costs are variable.3.Resource spending is the cost of acquiringthe capacity to perform an activity, whereas resource usage is the amount of activity ac-tually used. It is possible to use less of the activity than what is supplied. Only the cost of the activity actually used should be as-signed to products.4.Flexible resources are those acquired fromoutside sources and do not involve any long-term commitment for any given amount of resource. Thus, the cost of these resources increases as the demand for them increas-es, and they are variable costs (varying in proportion to the associatedactivity driver).mitted resources are acquired by theuse of either explicit or implicit contracts toobtain a given quantity of resources, regard-less of whether the quantity of resource available is fully used or not. For multiperiod commitments, the cost of these resources essentially corresponds to committed fixed costs. Other resources acquired in advance are short term in nature and essentially cor-respond to discretionary fixed costs.mitted fixed costs are those incurred forthe acquisition of long-term activity capacity and are not subject to change in the short run. Annual resource expenditure is inde-pendent of actual usage. For example, the cost of a factory building is a committed fixed cost. Discretionary fixed costs are those incurred for the acquisition of short-term activity capacity, the levels of which can be altered quickly. In the short run, resource expenditure is also independent of actual ac-tivity usage. An engineer’s salary is an e x-ample of such an expenditure.7. A variable cost increases in direct proportionto changes in activity usage. A one-unit in-crease in activity usage produces an in-crease in cost. A step cost, however, in-creases only as activity usage changes in small blocks or chunks. An increase in cost requires an increase in several units of activ-ity. When a step cost changes over relativelynarrow ranges of activity, it may be moreconvenient to treat it as a variable cost.8. A step cost with narrow steps can be treatedas variable, while one with wide steps is typ-ically treated as fixed.9.An activity rate is the resource expenditure for an activity divided by the activity’s pra c- tical capacity.10.Mixed costs are usually reported in total in the accounting records. How much of the cost is fixed and how much is variable is un- known and must be estimated.11. A scattergraph allows a visual portrayal of the relationship between cost and activity. It reveals to the investigator whether a rela- tionship may exist and, if so, whether a li- near function can be used to approximate the relationship.12.Managers can use their knowledge of cost relationships to estimate fixed and variable components. A scattergraph can be used as an aid in this process. From a scattergraph,a manager can select two points that best represent the relationship. These two points can then be used to derive a linear cost for- mula. The high-low method tells the manag- er which two points to select to compute the linear cost formula. The selection of these two points is not left to judgment.13.Because the scatterplot method is not re- stricted to the high and low points, it is poss- ible to select two points that better represent the relationship between activity and costs, producing a better estimate of fixed and va- riable costs. The main advantage of thehigh-low method is that it removes subjec-tivity from the choice process. The same linewill be produced by two different people.14.Assuming that the scattergraph reveals thata linear cost function is suitable, then themethod of least squares selects a line thatbest fits the data points. The method alsoprovides a measure of goodness of fit sothat the strength of the relationship betweencost and activity can be assessed.15.The best-fitting line is the one that is “clo s-est” to the data points. This is usually meas-ured by the line that has the smallest sum ofsquared deviations.16.No. The best-fitting line may not explainmuch of the total cost variability. There mustbe a strong relationship as well. 17.The coefficient of determination is the per-centage of total variability in costs explainedby the activity. As such, it is a measure ofthe goodness of fit, the strength of the rela-tionship between cost and activity.18.The correlation coefficient is the square rootof the coefficient of determination. The cor-relation coefficient reveals the direction ofthe relationship in addition to the strength ofthe relationship.19.If the variation in cost is not well explainedby activity usage (the coefficient of determi-nation is low) as measured by a single driv-er, then other explanatory variables may beneeded to build a good cost formula.20.If the mixed costs are immaterial, then themethod of decomposition is unimportant. Furthermore, sometimes managerial judg-ment may be more useful for assigningcosts than the use of formal statistical me-thodology.EXERCISES3–11. N umber of Units Total Cost Cost per Unit0 $240,000 NA100,000 240,000 $2.40200,000 240,000 1.20300,000 240,000 0.80400,000 240,000 0.60500,000 240,000 0.482. This depreciation cost is strictly fixed.3–21. Miles Traveled Total Cost Cost per Mile0 $ 0 $0.005,000 6,500 1.30*10,000 13,000 1.3015,000 19,500 1.3020,000 26,000 1.3025,000 32,500 1.30 *$5,200/4,000 or $26,000/20,000 = $1.30 2. The cost of fuel for the delivery activity is strictly variable. 3–31. Number of Units Total Cost Cost per Unit0 $10,000 NA10,000 10,000 $1.0020,000 10,000 0.5030,000 20,000 0.6740,000 20,000 0.5050,000 30,000 0.602. Forming machines rental cost is a step cost.Resource Flexible/Committed Cost BehaviorJet rental Committed FixedHotel rooms Committed FixedBuffet Flexible VariableFavor package Flexible VariableBuses Committed Step3–51. Total Cost Unit CostPlastic$ 10,800 $0.027Direct labor andvariable overhead28,000 0.020 Mold sets320,000 0.050Other facility costs410,000 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 andother 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 produc-tion of action figures in general. Other facility costs are strictly fixed.1. X-ray film and developing supplies are likely to vary with the number of pa-cemakers produced. As production increases, we would expect more film and developing supplies to be used. Inspectors and X-ray machines should re-main constant within the relevant range.2. Total cost = $310,000 + ($1.60 ? 100,000) = $470,000Total fixed cost = $310,000Total variable cost = $1.60 ? 100,000 = $160,0003. Unit cost = $470,000/100,000 = $4.70 per pacemaker4. Unit fixed cost = $310,000/100,000 = $3.10 per pacemaker5. Unit variable cost = $1.60 per pacemaker6. a. $438,000/80,000 = $5.48; $310,000/80,000 = $3.88; $1.60b. $502,000/120,000 = $4.18; $310,000/120,000 = $2.58; $1.60The unit cost increases in the first case and decreases in the second case.This is attributable to spreading fixed costs over fewer units of activity output in the first case and over more units in the second case. The unit variable cost stays constant.1. Committed resources: trucks and technicians’ salariesFlexible resources: supplies, small tools, and fuel2. Variable activity rate = $840,000/70,000 = $12 per callFixed activity rate = $1,200,000*/80,000 = $15 per callTotal cost of one call = $12 + $15 = $27 per call*($26,250 ? 40) + ($6,000 ? 25)3. Activity availability = Activity usage + Unused capacityCalls available = Calls made + Unmade calls80,000 calls = 70,000 calls + 10,000 calls4. Total cost of Cost of Cost ofc ommitted resources = activity used + unused capacity$1,200,000 = ($15 ? 70,000) + ($15 ? 10,000)$1,200,000 = $1,050,000 + $150,000Note: The analysis is restricted to committed resources, since only these re-sources will ever have any unused capacity.1. Committed resource charges: monthly fee, activation fee, cancellation fee (iftriggered by contract cancellation prior to one year)Flexible resource charges: all additional charges for airtime, long distance and roaming2. Plan 1:Minutes available = Minutes used + Unused minutes60 minutes = 45 minutes + 15 minutesPlan 2:Minutes available = Minutes used + Unused minutes120 minutes = 45 minutes + 75 minutesPlan 1 is more cost effective. Jana will have some unused capacity (on aver-age, 15 minutes a month), and the overall cost will be lower by $10 per month.3. Plan 1*:Minutes available = Minutes used + Unused minutes60 minutes = 90 minutes + (- 30) minutesPlan 1*:M inutes available = Minutes used + Unused minutes60 minutes = 60 minutes + 0 minutesAdditional minutes = 30 minutes*There are a number of ways to illustrate the use of minuteswith Plan 1. Here are two possibilities. The problem, of course, is that all included monthly minutes are used, and Jana must purchase additional minutes.Plan 2:Minutes available = Minutes used + Unused minutes120 minutes = 90 minutes + 30 minutesPlan 2 is now more cost effective, as the monthly cost is $30. Under Plan 1, Jana will pay $20 plus $30 (30 minutes ? $1.00) or $50 per month. (The $1.00 additional charge includes the airtime and regional roaming charge.)1.Cost of Oil Changes$0$1,000$2,000$3,000$4,000$5,000$6,000$7,000$8,000$9,00005001,0001,500Number of Oil ChangesC o s tThe scattergraph provides evidence for a linear relationship.2. High (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) = $6,3503–9 Concluded3. Output of the regression routine calculated by a spreadsheet:Rounding the coefficients:Variable rate = $4.65 per oil changeFixed cost = $1,697Predicted cost for January = $1,697 + $4.65 (oil changes)= $1,697 + $4.65(1,000) = $6,347R2 = 0.97 (rounded)This says that 97 percent of the variability in the cost of providing oil changes is explained by the number of oil changes performed.4. The least-squares method is better because it uses all eight data points in-stead of just two.3–101.The scattergraph provides evidence for a linear relationship, but the observa-tion for 300 moves may be an outlier.2. High (800, $14,560); Low (100, $3,000)V = ($14,560 – $3,000)/(800 – 100)= $11,560/700 = $16.51 per move (rounded)F = $3,000 – $16.51(100)= $3,000 – $1,651 = $1,349Cost = $1,349 + $16.51 (moves)Predicted cost = $1,349 + $16.51(550) = $10,430 (rounded) 3–10 Concluded3. Output of the regression routine calculated by a spreadsheet:Rounding the coefficients:Variable rate = $18.43 per moveFixed cost = $498Cost = $498 + $18.43 (moves)= $498 + $18.43(550) = $10,635 (rounded)R2 = 0.93 (rounded)This says that 93 percent of the variability in the cost of moving materials is explained by the number of moves.4. Normally, we would prefer the least-squares method since the data appear tobe linear. However, the third observation may be an outlier. If the third obser-vation (300 moves and $3,400 of cost) is dropped, the R2 rises to 99 percent.The new cost formula would beCost = $1,411 + $17.28 (moves)The higher fixed cost is much more in keeping with what we observed with the scatterplot in requirement 1.1. Independent variable = number of inspections;Dependent variable = inspection costHigh point (500, $10,000); low point (100, $6,200)2. Variable rate = ($10,000 –$6,200)/(500 –100) = $3,800/400 = $9.50 per inspectionFixed cost = $10,000 – ($9.50)(500) = $5,250Formula for inspection cost = $5,250 + $9.50XEstimated inspection cost = $5,250 + $9.50(280) = $7,9103. Output of regression routine using spreadsheet program:Variable rate = $9.62 per hourFixed cost = $5,370Formula for setup cost = $5,370 + $9.62XEstimated setup cost = $5,370 + $9.62(280) = $8,064 (rounded)R2 = 0.958 or 95.8%The coefficient of determination is high—indicating a strong relationship be-tween inspection cost and the number of inspections.1. Depreciation:Variable rate = ($170,000 – $170,000)/(48,000 – 24,000) = 0 Fixed cost = $170,000 – $0(24,000) = $170,000Depreciation = $170,000Depreciation is purely fixed.Power usage:Variable = ($16,320 – $8,160)/(48,000 – 24,000) = $0.34Fixed cost = $8,160 – $0.34(24,000) = $0Power usage = $0.34(machine hours)Power usage is purely variable.Maintenance:Variable rate = ($149,000 –$101,000)/(48,000 –24,000) = $2.00Fixed cost = $101,000 – $2.00(24,000) = $53,000Maintenance = $53,000 + $2.00(machine hours)Maintenance is a mixed cost.2. Depreciation = $170,000Power usage = $0.34(32,000) = $10,880Maintenance = $53,000 + $2.00(32,000) = $117,0003. Machine related overhead = Depreciation + Power usage + Maintenance= $170,000 + $0.34(MHr) + $53,000 + $2.00(MHr)= $223,000 + $2.34(MHr)For 32,000 machine hours:Machine-related overhead = $223,000 + $2.34(32,000)= $223,000 + $74,880 = $297,880Cost formulas can be combined if the activities they describe share a com-mon objective and if the activity driver is the same. If the activities are not logically related, then it may not be wise to combine cost formulas even if they have a common driver.1. Maintenance cost = $5,750 + $16X2. Maintenance cost = $5,750 + $16(650) = $5,750 + $10,400 = $16,1503. To obtain the percentage explained, r needs to be squared: 0.89 0.89 = 79.21percent. The relationship appears strong but perhaps could be improved by searching for another explanatory variable. Leaving about 20 percent of the variability unexplained may produce less than satisfactory predictions.4. Maintenance cost = 12($5,750) + $16(8,400) = $69,000 + $134,400 = $203,400Note: The fixed cost from the regression results is the fixed cost for the month (since monthly data were used to estimate the equation). However, the question asks for the cost for the year. Therefore, the fixed cost from the re-gression equation must be multiplied by 12.3–141. Overhead = $2,130 + $17(DLH) + $810(setups) + $26(purchase orders)2. Overhead = $2,130 + $17(600) + $810(50)+ $26(120)= $2,130 + $10,200 + $40,500+ $3,120= $55,9503. Since total setup cost is $40,500 for the following month,a 50 percent de-crease would reduce setup cost to $20,250, saving $20,250 for the month.1. Warranty repair cost = $2,000 + $60(number of defects) –$10(inspectionhours)2. Warranty repair cost = $2,000 + $60(100) –$10(150) = $6,5003. The number of defects is positively correlated with warranty repair costs. In-spection hours are negatively correlated with warranty repair costs.4. In this equation, the independent variables—number of defects and inspec-tion hours—account for 88 percent of the variability in warranty repair costs.It seems that analysts have identified some very good drivers for warranty re-pair costs.3–161. Independent variable = direct labor hours; dependent variable = overheadcostHigh point (1,300, $35,200); low point (800, $23,370)Note: The high point is the point of highest direct labor hours (the indepen-dent variable), not the highest cost (which is for Month 7 in this case).2. Variable rate = ($35,200 – $23,370)/(1,300 – 800)= $11,830/500 = $23.66 per direct labor hourFixed cost = $35,200 – ($23.66)(1,300) = $4,442Formula for overhead cost = $4,442 + $23.66 (direct labor hours)Estimated overhead cost = $4,442 + $23.66(1,120) = $30,941 (rounded)3–16 Concluded3. Output of regression routine using spreadsheet program:Variable rate = $25.21 per direct labor hourFixed cost = $3,132Formula for overhead cost = $3,132 + $25.21 (direct labor hours)Estimated overhead cost = $3,132 + $25.21(1,120) = $31,367 (rounded)R2 = 0.95, or 95%The coefficient of determination is high—indicating a strong relationship be-tween overhead cost and direct labor hours.3–171. a2. c3. a4. e5. ePROBLEMS3–181. Salaries:Senior accountant—fixedOffice assistant—fixedInternet and software subscriptions—mixed Consulting by senior partner—variable Depreciation (equipment)—fixed Supplies—mixedAdministration—fixedRent (offices)—fixedUtilities—mixed2. Internet and software subscriptions:V = (Y2– Y1)/(X2– X1)= ($850 – $700)/(150 – 120) = $5 per hourF = Y2– VX2= $850 – ($5)(150) = $100Consulting by senior partner:V = (Y2– Y1)/(X2– X1)= ($1,500 – $1,200)/(150 – 120) = $10 per hour F = Y2– VX2= $1,500 – ($10)(150) = $0Supplies:V = (Y2– Y1)/(X2– X1)= ($1,100 – $905)/(150 – 120) = $6.50 per hour F = Y2– VX2= $1,100 – ($6.50)(150) = $125Utilities:V = (Y2– Y1)/(X2– X1)= ($365 – $332)/(150 – 120) = $1.10 per hour F = Y2– VX2= $365 – ($1.10)(150) = $2003–18 Concluded3. UnitFixed Variable Cost Salaries:Senior accountant $2,500 $ —Office assistant 1,200 —Internet and subscriptions 100 5.00 Consulting —10.00Depreciation (equipment) 2,400 —Supplies 125 6.50Administration 500 —Rent (offices) 2,000 —Utilities 200 1.10 Total cost $9,025 $22.60 Thus, total clinic cost = $9,025 + $22.60/professional hourFor 140 professional hours:Clinic cost = $9,025 + $22.60(140) = $12,189Charge per hour = $12,189/140 = $87.06Fixed charge per hour = $9,025/140 = $64.46Variable charge per hour = $22.604. F or 170 professional hours:Charge/day = $9,025/170 + $22.60 = $53.09 + $22.60 = $75.69The charge drops because the fixed costs are spread over more professional hours.。

管理会计课后答案Ch08 Solutions

8The Capital Budget:Evaluating Capital Expenditures SOLUTIONS TO APPLY WHAT YOU HAVE LEARNED8-15.1. d Pertains to day-to-day activities2. c Pertains to the allocation of scarce resources3. a Consists of both financial and nonfinancial considerations4. a Stated in terms that are not easily quantified5. c,d Stated in terms that are easily quantified6. d Constitutes the who of business planning7. a Constitutes the why of business planning8. c Constitutes the how of business planning9. b Constitutes the what of business planning10. c Relates to long-lived, expensive assets8-16.a. Debt =$1,400,000 ≈ .58333$2,400,000b. Equity =$1,000,000 ≈ .41667$2,400,000c. Weighted Average Cost of Capital:WeightedRate x Proportion ≈CostDebt 8% x .58333 ≈ 4.667%Equity 18% x .41667 ≈ 7.500%Weighted Average Cost of Capital 12.167%a. Debt = $4,800,000 =.25$19,200,000b. Equity =$14,400,000 =.75$19,200,000c. Weighed Average Cost of Capital:WeightedRate x Proportion ≈Cost Debt 7% x .25 ≈ 1.75%Equity 22% x .75 ≈16.50%Weighted Average Cost of Capital 18.25%8-18.a. Debt = $800,000 = .32$2,500,000b. Equity =$1,700,000 =.68$2,500,000c. Weighted Average Cost of Capital:WeightedRate x Proportion ≈Cost Debt 9% x .32 ≈ 2.88%Equity 20% x .68 ≈13.60%Weighted Average Cost of Capital 16.48%a. 1 Identify alternative capital projects.b. 3 Select a method for evaluating the alternatives.c. 4 Evaluate the alternatives and select the project or projectsto be funded.d. 2 Determine the relevant cash inflow and outflowinformation.8-20.Time Period0 1 2 3 4 5Inflow $1,000 $1,000 $1,000 $1,000 $1,000Using the Present Value of an Annuity of $1 Table: Period = 5 I = 10% Factor = 3.791 3.791 x $1,000 = $3,791Or, using a financial calculator:Input: 5 10 ? 1,000 0niPVPMTFVAnswer: 3,791NPV = ($3,500) + $3,791 = $291Time Period0 1 2 3 4 5 6 7 8Inflows $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,000 $50,00012,000 12,000 12,000 12,000 12,000 12,000 12,000 12,000 Net Inflows $62,000 $62,000 $62,000 $62,000 $62,000 $62,000 $62,000 $62,000a.1. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 12% Factor = 4.9684.968 x $62,000 = $308,016NPV = ($265,000) + $308,016 = $43,016Or, using a financial calculator:Input: 8 12 ? 62,000 0n i PV PMT FV Answer: 307,994NPV = ($265,000) + $307,994 = ($42,994)Note: Difference is due to rounding.2. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 14% Factor = 4.6394.639 x $62,000 = $287,618NPV = ($265,000) + $287,618 = $22,618Or, using a financial calculator:Input: 8 14 ? 62,000 0 n i PV PMT FV Answer: 287,610NPV = ($265,000) + $287,610 = ($22,610)Note: Difference is due to rounding.3. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 16% Factor = 4.3444.344 x $62,000 = $269,328NPV = ($265,000) + $269,328 = $4,328Or, using a financial calculator:Input: 8 16 ? 62,000 0 n i PV PMT FV Answer: 269,303NPV = ($265,000) + $269,303 = ($4,303)Note: Difference is due to rounding.b. PV of Cash Inflows = Profitability IndexPV of Cash Outflows1. $308,016 = 1.162 OR $307,994 = 1.162$265,000 $265,0002. $287,618 = 1.085 OR $287,610 = 1.085$265,000 $265,0003. $269,328 = 1.016 OR $269,303 = 1.016$265,000 $265,000 8-22.Time Period0 1 2 3 4 5 6 7 8Inflow $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400 $1,400Using the Present Value of an Annuity of $1 Table:Period = 8 I = 16% Factor = 4.3444.344 x $1,400 = $6,082Or, using a financial calculator:Input: 8 16 ? 1,400 0n i PV PMT FVAnswer: 6,081Note: Differences in PV due to rounding.Time Period0 1 2 3 4 5 6 7 8 9 10Inflow $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 $4,400 Using the Present Value of an Annuity of $1 Table:Period = 10 I = 14% Factor = 5.2165.216 x $4,400 = $22,950NPV: = ($25,800) + $22,950 = ($2,850)Or, using a financial calculator:Input: 10 14 ? 4,400 0n i PV PMT FV Answer: 22,951NPV: = ($25,800) + $22,951 = ($2,849)Note: Difference is due to rounding.Time Period0 1 2 3 4 5$8,500$8,500$8,500$8,500Inflow $8,500Residual Value $2,000Using the Present Value of an Annuity of $1 Table:Period = 5 I = 14% Factor = 3.4333.433 x $8,500 = $29,181Using the Present Value of $1 Table:Period = 5 I = 14% Factor = 0.5190.519 x $2,000 = $1,038NPV = ($35,000) + $29,181 + $1,038 = ($4,781)Or, using a financial calculator:Input: 5 14 ? 8,500 2,000n i PV PMT FVAnswer: 30,219NPV = ($35,000) + $30,219 = ($4,781)Time Period0 1 2 3 4 5 6 7 8Inflow $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 $11,500 Residual Value $2,000 Using the Present Value of an Annuity of $1 Table:Period = 8 I = 12% Factor = 4.9684.968 x $11,500 = $57,132Using the Present Value of $1 Table:Period = 8 I = 12% Factor = 0.4040.404 x $2,000 = $808NPV = ($58,000) + $57,132 + $808 = ($60)Or, using a financial calculator:Input: 8 12 ? 11,500 2,000 n i PV PMT FV Answer: 57,936NPV = ($58,000) + $57,936 = ($64)Note: Difference is due to rounding.8-26.Time Period0 1 2 3 4 5 6 7Inflow $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 $17,000 Residual Value $5,000a.1. Using the Present Value of an Annuity of $1 Table:Period = 7 I = 12% Factor = 4.5644.564 x $17,000 = $77,588Using the Present Value of $1 Table:Period = 7 I = 12% Factor = 0.4520.452 x $5,000 = $2,260NPV = ($68,000) + $77,588 + $2,260 = $11,848Or, using a financial calculator:Input: 7 12 ? 17,000 5,000n i PV PMT FV Answer: 79,846NPV = ($68,000) + $79,846 = $11,846Note: Difference is due to rounding.2. Using the Present Value of an Annuity of $1 Table:Period = 7 I = 14% Factor = 4.2884.288 x $17,000 = $72,896Using the Present Value of $1 Table:Period = 7 I = 14% Factor = 0.4000.400 x $5,000 = $2,000NPV = ($68,000) + $72,896 + $2,000 = $6,896Or, using a financial calculator:Input: 7 12 ? 17,000 5,000 n i PV PMT FV Answer: 74,899NPV = ($68,000) + $74,899 = $6,899Note: Difference is due to rounding.3. Using the Present Value of an Annuity of $1 Table:Period = 7 I = 16% Factor = 4.0394.039 x $17,000 = $68,663Using the Present Value of $1 Table:Period = 7 I = 16% Factor = 0.3540.354 x $5,000 = $1,770NPV = ($68,000) + $68,663 + $1,770 = $2,433Or, using a financial calculator:Input: 7 16 ? 17,000 5,000n i PV PMT FVAnswer: 70,425NPV = ($68,000) + $70,425 = $2,425Note: Difference is due to rounding.b. PV of Cash Inflows = Profitability IndexPV of Cash Outflows1. $79,848 = 1.17 OR $79,846 = 1.17$68,000 $68,0002. $74,896 = 1.10 OR $74,899 = 1.10$68,000 $68,0003. $70,433 = 1.04 OR $70,425 = 1.04$68,000 $68,0008-27.Time Period0 1 2 3 4 5 6 7 8Inflows $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,000 $10,0008,000 8,000 8,000 8,000 8,000 8,000 8,000 8,000 Net Inflows $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 $18,000 Residual Value $5,000a.1. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 12% Factor = 4.9684.968 x $18,000 = $89,424Using the Present Value of $1 Table:Period = 8 I = 12% Factor = 0.4040.404 x $5,000 = $2,020NPV = ($78,000) + $89,424 + $2,020 = $13,444Or, using a financial calculator:Input: 8 12 ? 18,000 5,000n i PV PMT FVAnswer: 91,437NPV = ($78,000) + $91,437 = $13,437Note: Difference is due to rounding.2. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 14% Factor = 4.6394.639 x $18,000 = $83,502Using the Present Value of $1 Table:Period = 8 I = 14% Factor = 0.3510.351 x $5,000 = $1,755NPV = ($78,000) + $83,502 + $1,755 = $7,257Or, using a financial calculator:Input: 8 14 ? 18,000 5,000 n i PV PMT FV Answer: 85,252NPV = ($78,000) + $85,252 = $7,252Note: Difference is due to rounding.3. Using the Present Value of an Annuity of $1 Table:Period = 8 I = 16% Factor = 4.3444.344 x $18,000 = $78,192Using the Present Value of $1 Table:Period = 8 I = 16% Factor = 0.3050.305 x $5,000 = $1,525NPV = ($78,000) + $78,192 + $1,525 = $1,717Or, using a financial calculator:Input: 8 16 ? 18,000 55,000n i PV PMT FVAnswer: 79,710NPV = ($78,000) + $79,710 = $1,717Note: Difference is due to rounding.b. PV of Cash Inflows = Profitability IndexPV of Cash Outflows1. $91,444 = 1.17 OR $91,437 = 1.17$78,000 $78,0002. $85,257 = 1.09 OR $85,252 = 1.09$78,000 $78,0003. $79,717 = 1.02 OR $79,710 = 1.02$78,000 $78,000Initial Outlay = Internal Rate of ReturnAnnual Cash Savingsa. $18,023.88 = 3.605 Present Value Factor$5,000.00Using the Present Value of an Annuity of $1 Table:Period = 5 Factor = 3.605 Internal Rate of Return = 12%Or, using a financial calculator:Input: 5 ? (18,023.88) 5,000 0n i PV PMT FV Answer: 12b. (1) When the cost of capital is 9%, this project is acceptable.(2) When the cost of capital is 11%, this project is acceptable.(3) When the cost of capital is 13%, this project is NOTacceptable.(4) When the cost of capital is 15%, this project is NOTacceptable.a. System AInitial Outlay = Internal Rate of ReturnAnnual Cash Savings$18,023.88 = 3.605 Present Value Factor$5,000.00Using the Present Value of an Annuity of $1 Table:Period = 5 Factor = 3.605 Internal Rate of Return = 12%Or, using a financial calculator:Input: 5 ? (18,023.88) 5,000 0n i PV PMT FV Answer: 12System BInitial Outlay = Internal Rate of ReturnAnnual Cash Savings$22,744.72 = 3.791 Present Value Factor$6,000.00Using the Present Value of an Annuity of $1 Table:Period = 5 Factor = 3.791 Internal Rate of Return = 10%Or, using a financial calculator:Input: 5 ? (22,744.72) 6,000 0n i PV PMT FV Answer: 108-29. (Continued)System CInitial Outlay = Internal Rate of ReturnAnnual Cash Savings$24,031.57 = 3.433 Present Value Factor$7,000.00Using the Present Value of an Annuity of $1 Table:Period = 5 Factor = 3.433 Internal Rate of Return = 14%Or, using a financial calculator:Input: 5 ? (24,031.57) 7,000 0n i PV PMT FV Answer: 14b. System C is the best choice because it has the highest internal rateof return.8-30.Inflow = (Cost to purchase valves – Cost to manufacture valves) x number of valvesInflow = ($1.50-$0.90) x 500,000 = $300,000Time Period0 1 2 3 4 5 6 7 8 9 10Inflow $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $300,000a.1. Using the Present Value of an Annuity of $1 Table:Period = 10 I = 12% Factor = 5.6505.650 x $300,000 = $1,695,000NPV: = ($1,564,800) + $1,695,000 = $130,200Or, using a financial calculator:Input: 10 12 ? 300,000 0n i PV PMT FV Answer: 1,695,067NPV: = ($1,564,800) + $1,695,067 = $130,267Note: Difference is due to rounding.8-30. (Continued)2. Using the Present Value of an Annuity of $1 Table:Period = 10 I = 14% Factor = 5.2165.216 x $300,000 = $1,564,800NPV: = ($1,564,800) + $1,564,800 = $0Or, using a financial calculator:Input: 10 14 ? 300,000 0n i PV PMT FV Answer: 1,564,835NPV: = ($1,564,800) + $1,564,835 = $35Note: Difference is due to rounding.3. Using the Present Value of an Annuity of $1 Table:Period = 10 I = 16% Factor = 4.8334.833 x $300,000 = $1,449,900NPV: = ($1,564,800) + $1,449,900 = ($114,900)Or, using a financial calculator:Input: 10 16 ? 300,000 0n i PV PMT FV Answer: 1,449,968NPV: = ($1,564,800) + $1,449,968 = ($114,832)Note: Difference is due to rounding.8-30. (Continued)b. PV of Cash Inflows = Profitability IndexPV of Cash Outflows1. $1,695,000 = 1.08 OR $1,695,067 = 1.08$1,564,800 $1,564,8002. $1,564,800 = 1.00 OR $1,564,835 = 1.00$1,564,800 $1,564,8003. This option has a negative NPV and no profitability.Therefore, a profitability index is not applicable.c. (1) When the cost of capital is 12%, this project is acceptable.(2) When the cost of capital is 14%, this project is acceptable.(3) When the cost of capital is 16%, this project is NOTacceptable.8-31.Payback =Initial OutlayAnnual Cash InflowPayback =$4,500 = 2.5 years$1,8008-32.Payback =Initial OutlayAnnual Cash InflowPayback =$23,539.20 3.2 years$7,356.00Year CashInflow Inflows To Date Cost3,0001 $3,000 $2 4,500 7,500$11,0003 5,000 12,500Payback Period = 2 years + ($11,000 – $7,500) = 2.7 years$5,000 8-34.Depreciation = ($32,000 – $2,000) / 5 yrs = $6,000 per yearAccounting Rate of Return = Increase in Operating IncomeIncremental Investment= $11,760 – $6,000 = 18%$32,0008-35.Depreciation = ($196,600 – $9,000) / 8 yrs = $23,450 per yearAccounting Rate of Return = Increase in Operating IncomeIncremental Investment= $45,076 – $23,450 = 11%$196,600a.Keep old forklift Buynew forklift Start up costs:Cost of new system$(17,000)Operating costs:Old system (5 x $4,500) $(22,500)New system (5 x $3,000)(15,000)Shut down costs: Salvage value7,000Sale price of old mixer 6,000 Total relevant costs $(22,500) $(19,000)Difference in relevant costs: $3,500 In favor of buying the new forkliftb. Amount of Investment = $17,000 - $6,000 = $11,000c. Contribution Margin = $4,500 - $3,000 = $1,500d. Change in Salvage Value = $7,000 – $4,000 = $3,000e.Time Period0 1 2 3 4 5$4,500$4,500$4,500Inflows $4,500$4,500Inflows ($3,000) ($3,000) ($3,000) ($3,000) ($3,000)Added Inflows $1,500 $1,500 $1,500 $1,500 $1,500Sale $6,000Residual Value $7,000 Using the Present Value of an Annuity of $1 Table:Period = 5 I = 10% Factor = 3.7913.791 x $1,500 = $5,687Using the Present Value of $1 Table:Period = 5 I = 10% Factor = 0.6210.621 x $7,000 = $4,347NPV = ($17,000) + $5,687 + $4,347 + $6,000= ($966)Or, using a financial calculator:Input: 5 10 ? 1,500 7,000n i PV PMT FVAnswer: 10,033NPV = ($17,000) + $10,033 + $6,000 = ($967)Note: Difference is due to rounding.f. The company should not replace the old forklift due to the negative net present value. The return on investment would be less than the required return.8-37. a.Keep old copier Buynew copier Start up costs: Cost of new system $(10,000)Operating costs:Old system (6 x $3,000) $(18,000) New system (6 x $1,500) (9,000)Shut down costs: Salvage value 1,000Sale price of old copier2,000 Total relevant costs $(18,000) $(16,000)Difference in relevant costs: $2,000 In favor of buying the new copierb. Amount of Investment = $10,000 - $2,000 = $8,000c. Contribution Margin = $3,000 - $1,500 = $1,500d. Change in Salvage Value = $1,000 – $500 = $500e.Time Period0 1 2 3 4 5 6Inflows $3,000 $3,000 $3,000 $3,000 $3,000 $3,000Inflows ($1,500) ($1,500) ($1,500) ($1,500) ($1,500) ($1,500)Added Inflows $1,500 $1,500 $1,500 $1,500 $1,500 $1,500Sale $2,000Residual Value $1,000 Using the Present Value of an Annuity of $1 Table:Period = 6 I = 8% Factor = 4.6234.623 x $1,500 = $6,935Using the Present Value of $1 Table:Period = 6 I = 8% Factor = 0.6300.630 x $1,000 = $630NPV = ($10,000) + $6,935 + $630 + $2,000= ($435)Or, using a financial calculator:Input: 6 8 ? 1,500 1,000 n i PV PMT FV Answer: 7,564NPV = ($10,000) + $7,564 + $2,000 = ($436)Note: Difference is due to rounding.f. The company should not replace the machine due to the negativenet present value. The return on investment would be less than the required return.8-38. a.Keep old mixer Buynew mixer Start up costs:Cost of new system$(34,000)Operating costs:Old system (5 x $18,000) $(90,000)New system (5 x $12,000)(60,000)Shut down costs: Sale price of old mixer8,000Total relevant costs $(90,000) $(86,000)Difference in relevant costs: $4,000 In favor of buying the new mixerb. Amount of Investment = $34,000 - $8,000 = $26,000c. Contribution Margin = $18,000 - $12,000 = $6,000d. $0 – No salvage value8-38. (Continued)e.Time Period0 1 2 3 4 5$18,000 $18,000 $18,000 Inflows $18,000$18,000Inflows ($12,000) ($12,000) ($12,000) ($12,000) ($12,000) Added Inflows $6,000 $6,000 $6,000 $6,000 $6,000 Sale $8,000Using the Present Value of an Annuity of $1 Table:Period = 5 I = 10% Factor = 3.7913.791 x $6,000 = $22,746NPV = ($34,000) + $22,746 + $8,000= ($3,254)Or, using a financial calculator:Input: 5 10 ? 6,000 0n i PV PMT FV Answer: 22,745NPV = ($34,000) + $22,745 + $8,000 = ($3,255)Note: Difference is due to rounding.f. The company should not replace the mixer due to the negative netpresent value. The return on investment would be less than therequired return.8-39. a.Keep old press Buynew press Start up costs:Cost of new system$(535,000)Contribution Margin: Old system (7 x $110,000) $770,000New system (7 x $150,000)1,050,000Shut down costs: Salvage value 25,000 45,000Sale price of old press150,000 Total relevant costs $795,000 $ 710,000Difference in relevant costs: $85,000 In favor of keeping the old pressb. Amount of Investment = $535,000 - $150,000 = $385,000c. Contribution Margin = $150,000 - $110,000 = $40,000d. Change in Salvage Value = $45,000 – $25,000 = $20,0008-39. (Continued)e.Time Period0 1 2 3 4 5 6 7Inflows $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 $150,000 (110,000) (110,000) (110,000) (110,000) (110,000) (110,000) (110,000) Net Inflows $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 $40,000 Sale $150,000Residual Value $20,000 Using the Present Value of an Annuity of $1 Table:Period = 7 I = 12% Factor = 4.5644.564 x $40,000 = $182,560Using the Present Value of $1 Table:Period = 7 I = 12% Factor = 0.4520.452 x $20,000 = $9,040NPV = $182,560 + $9,040 + $385,000 = ($193,400)Or, using a financial calculator:Input: 7 12 ? 40,000 45,000n i PV PMT FV Answer: 352,905NPV = ($535,000) + $202,906 + $150,000 = ($182,094)Note: Difference is due to rounding.8-39. (Continued)f. The company should not replace the printing press due to thenegative net present value. The return on investment would be lessthan the required return.8-40.a. 2008 2009 2010$5,000 Principal $5,000$5,000 Times the interest rate 9% 9% 9%Equals interest charged $ 450 $ 450 $ 450b. 2008 2009 2010$5,000$5,000 Principal $5,000Previously earned interest + 0 + 450 + 941$5,941 Total $5,000$5,450 Times the interest rate 9% 9% 9%491 $ 535Equals interest charged $ 450 $8-41.a. 2008 2009 2010$8,000 Principal $8,000$8,000 Times the interest rate 8% 8% 8%Equals interest charged $ 640 $ 640 $ 640b. 2008 2009 2010Principal $8,000$8,000$8,000 Previously earned interest + 0 + 640 + 1,331$9,331 Total $8,000$8,640 Times the interest rate 8% 8% 8%691 $ 746Equals interest charged $ 640 $8-42.a. 2008 2009 2010Principal $2,000 $2,000 $2,000Times the interest rate 6% 6% 6%Equals interest charged $ 120 $ 120 $ 120b. 2008 2009 2010Principal $2,000$2,000$2,000 Previously earned interest + 0 + 120 + 247$2,120$2,247 Total $2,000Times the interest rate 6% 6% 6%127 $ 135Equals interest charged $ 120 $8-43.1. Using the Future Value of $1 Table:Period = 5 I = 10% Factor = 1.6111.611 x $2,000 = $3,222Or, using a financial calculator:Input: 5 10 2,000 0 ?n i PV PMT FVAnswer: 3,221Note: Difference is due to rounding.8-43. (Continued)2. Using the Future Value of $1 Table:Period = 8 I = 4% Factor = 1.3691.369 x $12,000 = $16,428Or, using a financial calculator:Input: 8 4 12,000 0 ?n i PV PMT FV Answer: 16,423Note: Difference is due to rounding.3. Using the Future Value of $1 Table:Period = 15 I = 14% Factor = 7.1387.138 x $9,000 = $64,242Or, using a financial calculator:Input: 15 14 9,000 0 ?n i PV PMT FV Answer: 64,341Note: Difference is due to rounding.8-44.1. Using the Future Value of $1 Table:Period = 6 I = 8% Factor = 1.5871.587 x $3,000 = $4,761Or, using a financial calculator:Input: 6 8 3,000 0 ?n i PV PMT FV Answer: 4,7612. Using the Future Value of $1 Table:Period = 8 I = 6% Factor = 1.5941.594 x $4,000 = $6,376Or, using a financial calculator:Input: 8 6 4,000 0 ?n i PV PMT FV Answer: 6,375Note: Difference is due to rounding.8-44. (Continued)3. Using the Future Value of $1 Table:Period = 5 I = 10% Factor = 1.6111.611 x $5,000 = $8,055Or, using a financial calculator:Input: 5 10 5,000 0 ?n i PV PMT FV Answer: 8,053Note: Difference is due to rounding.8-46.1. Using the Future Value of an Annuity of $1 Table:Period = 5 I = 10% Factor = 6.1056.105 x $2,000 = $12,210Or, using a financial calculator:Input: 5 10 0 2,000 ?n i PV PMT FV Answer: 12,2102. Using the Future Value of an Annuity of $1 Table:Period = 8 I = 4% Factor = 9.2149.214 x $12,000 = $110,568Or, using a financial calculator:Input: 8 4 0 12,000 ?n i PV PMT FV Answer: 110,571Note: Difference is due to rounding.8-46. (Continued)3. Using the Future Value of an Annuity of $1 Table:Period = 15 I = 14% Factor = 43.84243.842 x $9,000 = $394,578Or, using a financial calculator:Input: 15 14 0 9,000 ?n i PV PMT FV Answer: 394,582Note: Difference is due to rounding.8-47.1. Using the Future Value of an Annuity of $1 Table:Period = 5 I = 6% Factor = 5.6375.637 x $1,000 = $5,637Or, using a financial calculator:Input: 5 6 0 1,000 ?n i PV PMT FV Answer: 5,6372. Using the Future Value of an Annuity of $1 Table:Period = 5 I = 8% Factor = 5.8675.867 x $1,000 = $5,867Or, using a financial calculator:Input: 5 8 0 1,000 ?n i PV PMT FV Answer: 5,8678-47. (Continued)3. Using the Future Value of an Annuity of $1 Table:Period = 5 I = 10% Factor = 6.1056.105 x $1,000 = $6,105Or, using a financial calculator:Input: 5 10 0 1,000 ?n i PV PMT FV Answer: 6,1058-48.Using the Present Value of $1 Table:Period = 3 I = 4% Factor = 0.8890.889 x $24,000 = $21,336Or, using a financial calculator:Input: 3 4 ? 0 24,000 n i PV PMT FV Answer: 21,3368-49.Using the Present Value of $1 Table:Period = 5 I = 8% Factor = 0.6810.681 x $50,000 = $34,050Or, using a financial calculator:Input: 5 8 ? 0 50,000 n i PV PMT FV Answer: 34,029Note: Difference is due to rounding.8-50.Using the Present Value of $1 Table:Period = 3 I = 6% Factor = 0.8400.840 x $20,000 = $16,800Or, using a financial calculator:Input: 3 6 ? 0 20,000 n i PV PMT FV Answer: 16,792Note: Difference is due to rounding.Using the Present Value of an Annuity of $1 Table:Period = 4 I = 6% Factor = 3.4653.465 x $3,000 = $10,395Or, using a financial calculator:Input: 4 6 ? 3,000 0n i PV PMT FV Answer: 10,3958-52.Using the Present Value of an Annuity of $1 Table:Period = 3 I = 10% Factor = 2.4872.487 x $20,000 = $49,740Or, using a financial calculator:Input: 3 10 ? 20,000 0n i PV PMT FV Answer: 49,737Note: Difference is due to rounding.Using the Present Value of an Annuity of $1 Table:Period = 8 I = 14% Factor = 4.6394.639 x $15,000 = $69,585Or, using a financial calculator:Input: 8 14 ? 15,000 0 n i PV PMT FV Answer: 69,583Note: Difference is due to rounding.。

管理会计答案

第二章课后习题1. 解：（1）高低点法：b =△y/△x=(7000-4000)/(6-2)=750 a=4000-2×750=2500 故y=750x+2500 (2)散布图法：如图所示，a=2500 b=(7000-2500)/6=750 故y=750x+2500 (3)回归分析法：故y=742.86x+2714.29(4)当x=8时，高低点法：y=750×8+2500=8500 散布图法：y=750×8+2500=8500回归分析法：y=742.86×8+2714.29=8657.17 3.变动成本法下：0 1 2 3 4 5 6 7 产量（件）7000600050004000300020001000总成本（元）····29.271441586.74222000=⨯-=∑-∑=n x b y a 86.742156542200015890004)(222=-⨯⨯-⨯=∑-∑∑∑-∑=x x n y x xy n b第一年净利润=20000×（15-5）-180000-25000=-5000（元）第二年净利润=30000×（15-5）-180000-25000=95000（元）完全成本法下：第一年净利润=20000×（15-5-180000/30000）-25000=55000（元）第二年净利润=30000×15-【10000×11+20000×（5+180000/24000）】-25000=65000（元）差异原因：完全成本法下，第一年的存货10000件，吸收了固定性制造费用60000元，使第一年的产品销售成本减少了60000元，从而使税前利润增加60000元。

到第二年，由于第一年末结转的10000件存货成本60000元成了第二年的产品销售成本，使第二年的产品销售成本增加了60000元；而第二年的存货4000件，吸收了固定性制造费用30000元，使第二年的产品销售成本减少了30000元，从而第二年的产品销售成本共增加了30000元，税前利润减少了30000元。

管理会计(双语)课后答案answer-chapter 23

CHAPTER 23PERFORMANCE MEASUREMENT, COMPENSATION, ANDMULTINATIONAL CONSIDERATIONS1.An example of a performance measure based on external financial information would bea.market share.b.stock prices.c.innovation measures.d.defect rates.2.Which of the following does not describe the three steps in designing anaccounting-based performance measure?a.The issues in each step are interdependent.b.The decision maker will often proceed through the steps several times beforedeciding on one or more performance measure(s).c.The answers to the questions raised at each step depend on top management’sbeliefs about the organization.d.The steps must be done in sequence.The following data apply to questions 3 through 7.Information pertaining to Piney River Division of MO Corporation for 2004:Revenues $950,000Variable costs 575,000Traceable fixed costs 336,500Average invested capital 350,000Imputed interest rate 10%3.The return on investment (ROI) wasa. 4 percent.b. 10 percent.c. 11 percent.d. 37 percent.4.The return on sales (ROS), a component of the DuPont method of profitability analysis,was (rounded to the nearest percent)a. 11 percent.b. 40 percent.c. 1 percent.d.4 percent.5.The residual income wasa. $3,500.b. $35,000.c. $38,500.d. $0.6.If top management at MO Corporation adopts a 15 percent target ROI for the Piney RiverDivision, which combination (while holding other factors constant) will yield this targetROI?a. A 1 percent increase in sales volumeb. A 5 percent decrease in average invested assetsc. A 2 percent increase in sales pricesd. A 3 percent decrease in fixed costs7.Which of the following factors would not be needed to calculate EVA from the giveninformation for Piney River Division of MO Corporation?a.Income tax rateb.Weighted-average cost of capitalc.Current liabilitiesd.Current assets8.When managers set and measure target levels of performancea.historical-cost-based accounting measures are usually adequate for evaluatingeconomic returns on new investments.b.historical-cost ROIs cannot be used to evaluate current performance.c.the timing of feedback is not dependent on the sophistication of theorganization’s information technology.d.the timing of feedback depends on the specific level of management receiving thefeedback.9.James Jessmore is a manager at a local bank. James’s management style is best describedas entrepreneurial—he is risk neutral. Wynetta George is a customer servicerepresentative who reports to James. Wynetta is risk averse. In designing a compensationpackage for James and Wynetta, which type of compensation arrangement should beemphasized more?James Jessmore Wynetta Georgea. Performance-based Performance-basedb. Performance-based Straight salaryc. Straight salary Performance-basedd. Straight salary Straight salary10.Moral hazard is best described in contexts in whicha.division managers cite enormous top management pressures “to make the budget”as excuses for not adhering to ethical accounting policies and procedures.b.the numbers that subunit managers report should be uncontaminated by “cookingthe books.”c.an employee prefers to exert less effort than desired by the owner because theeffort cannot be accurately monitored and enforced.d.socially responsible companies set aggressive environmental goals and measureand report their performance against them.SOLUTIONS1. b2. d3. c4. d5. a6. c7. d8. d9. b10. cQuestion Calculations3. Revenues $950,000Variable costs (575,000)Traceable fixed costs (336,500)Operating income $ 38,50038,500/350,000 = 11%4. 38,500/950,000 = 4.1% or rounded to 4%5. Operating income $38.500350,000 ⨯ 10% 35,000Residual income 3,5006. a. 950,000 ⨯ 101% $959,500575,000 ⨯ 101% (580,750)(336,500)Operating income 42,50042,500/350,000 = 12.1%b. 350,000 ⨯ .95 = 332,500 38,500/332,500 = 11.6%c. 950,000 ⨯ 102% $969,000(575,000)(336,500)Operating income $ 57,50057,500/350,000 = 16.4%d. $950,000(575,000) 336,500 .97 = (326,405)Operating Income 48,59548,595/350,000 = 13.9%。

管理会计课后习题学习指导书习题答案(第一章)

管理会计课后习题学习指导书习题答案(第一章)V:1.0精选管理方案2022--66--88第一章课后习题一、思考题1.从管理会计定义的历史研究中你有哪些思考和想法答：从管理会计定义的历史研究中我发现，管理会计的概念是随着历史的发展不断完善的，因为在历史进程中，人们会发现原有概念的不足，进而不断去修改完善，这才有了现在的管理会计。

这也启发了我们，要善于发现问题，去思考，解决问题。

2.经济理论对管理会计的产生和发展有哪些重要影响你从中得到了什么启示答：社会经济的发展和经济理论的丰富，使得管理会计的理论体系逐渐完善，内容更加丰富，逐步形成了预测、决策、预算、控制、考核、评价的管理会计体系。

由于市场竞争的日趋激烈，人们认识到对外部环境的准确决策就是不可能的，企业的计划必须以外部环境的变化为基础，更加留心市场变化的动态，更加密切关注竞争对手。

与此相适应，战略管理的理论有了长足的发展。

这启示了我们，要细心观察，因地制宜，适应变化莫测的外部环境，进行自身调整。

同时，实践出真知，只有经过了实践考验理论才是好理论。

3.科学管理理论对现代管理会计有哪些重要影响这些影响在管理会计的不同发展阶段是如何表现的答：现代管理科学为管理会计的形成奠定了一定的基础。

在以成本控制为基本特征的管理会计阶段，古典组织理论特别是科学管理理论的出现促使现代会计分化为财务会计和管理会计，现代会计的管理职能得以表现出来。

该阶段，管理会计以成本控制为基本特征，以提高企业的生产效率和工作效率为目的，其主要内容包括标准成本、预算控制、差异分析。

在以预测、决策为基本特征的管理会计阶段，以标准成本制度为主要内容的管理控制继续得到了强化并有了新的发展。

责任会计将行为科学的理论与管理控制的理论结合起来，不仅进一步加强了对企业经营的全面控制（不仅仅是成本控制），而且将责任者的责、权、利结合起来，考核、评价责任者的工作业绩，从而极大地激发了经营者的积极性和主动性。

管理会计13版课后习题答案·英文版CH01

Chapter 1Managerial Accounting and the Business Environment Solutions to Questions1-1 A strategy is a game plan that enables a company to attract customers by distinguishing itself from competitors. The focal point of a company’s strategy should be its target customers.1-2Customer value propositions fall into three broad categories—customer intimacy, operational excellence, and product leadership.A company with a customer intimacy strategy attempts to better understand and respond to its customers’ individual needs than its competitors. A company that adopts an operational excellence strategy attempts to deliver products faster, more conveniently, and at a lower price than its competitors. A company that has a product leadership strategy attempts to offer higher quality products than its competitors.1-3 A person in a line position is directly involved in achieving the basic objectives of the organization. A person in a staff position provides services and assistance to other parts of the organization, but is not directly involved in achieving the basic objectives of the organization.1-4The Chief Financial Officer is responsible for providing timely and relevant data to support planning and control activities and for preparing financial statements for external users.1-5The three main categories of inventories in a manufacturing company are raw materials, work in process, and finished goods.1-6The five steps in the lean thinking model are: (1) identify value in specific products and services; (2) identify the business process that delivers value; (3) organize work arrangements around the flow of the business process; (4) create a pull system that responds to customer orders; and (5) continuously pursue perfectionin the business process.1-7Successful implementation of the lean thinking model should result in lower inventories, fewer defects, less wasted effort, and quicker customer response times.1-8In a pull production system, production is not initiated until a customer order is received. Inventories are reduced to a minimum by purchasing raw materials and producing products only as needed to meet customer demand.1-9Some benefits from improvement efforts come from cost reductions, but the primary benefit is often an increase in capacity. At non-constraints, increases in capacity just add to the already-existing excess capacity. Therefore, im-provement efforts should ordinarily focus on the constraint.1-10 Six Sigma is a process improvement method that relies on customer feedback and fact-based data gathering and analysis techniques to drive process improvement. The goal is to reduce defect rates below 3.4 defects per million.1-11 The five stages in the Six Sigma DMAIC Framework are (1) Define; (2) Measure; (3) Analyze; (4) Improve; and (5) Control. The goals for the define stage are to establish the scope and purpose of the project, to diagram the flow of the current process, and to establish the customer’s requirements for the process.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.The goals for the measure stage are to gather baseline performance data related to the existing process and to narrow the scope of the project to the most important problems. The goal in the analyze stage is to identify the root causes of the problems identified in the measure stage. The goal in the improve stage is to develop, evaluate, and implement solutions to the problems. The goals in the control stage are to ensure the problems remain fixed and to seek to improve the new methods over time.1-12If people generally did not act ethically in business, no one would trust anyone else and people would be reluctant to enter into business transactions. The result would be less funds raised in capital markets, fewer goods and services available for sale, lower quality, and higher prices. 1-13Corporate governance is the system by which a company is directed and controlled. If properly implemented, the corporate governance system should provide incentives for the board of directors and top management to pursue objectives that are in the best interests of the company’s owners and it should provide for effective monitoring of performance.1-14Enterprise risk management is a process used by a company to proactively identify the risks that it faces and to manage those risks.1-15The stakeholder groups include customers, suppliers, stockholders, employees, communities, and environmental and human rights advocates.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. Line2. Organization chart3. Staff4. Decentralization5. Controller6. Chief Financial Officer© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. strategy2. Six Sigma3. business process4. corporate governance5. enterprise risk management6. manufacturing cell7. stakeholders8. constraint9. nonconstraint10. value chain11. Corporate social responsibility12. supply chain management13. lean thinking model; pulls14. customer value proposition15. The Sarbanes-Oxley Act of 200216. non-value-added activity17. Theory of Constraints© The McGraw-Hill Companies, Inc., 2010. All rights reserved.If cashiers routinely shortchanged customers whenever the opportunity presented itself, most of us would be careful to count our change before leaving the counter. Imagine what effect this would have on the line at your favorite fast-food restaurant. How would you like to wait in line while each and every customer laboriously counts out his or her change? Additionally, if you can’t trust the cashiers to give honest change, can you trust the cooks to take the time to follow health precautions such as washing their hands? If you can’t trust anyone at the restaurant would you even want to eat out?Generally, when we buy goods and services in the free market, we assume we are buying from people who have a certain level of ethical standards. If we could not trust people to maintain those standards, we would be reluctant to buy. The net result of widespread dishonesty would be a shrunken economy with a lower growth rate and fewer goods and services for sale at a lower overall level of quality.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. Failure to report the obsolete nature of the inventory would violate theIMA’s Statement of Ethical Professional Practice as follows:Competence• Perform duties in accordance with relevant technical standards.Generally accepted accounting principles (GAAP) require the write-down of obsolete inventory.• Prepare decision support information that is accurate.Integrity• Mitigate actual conflicts of interest and avoid apparent conflicts ofinterest.• Refrain from engaging in any conduct that would prejudice carrying out duties ethically.• Abstain from activities that would discredit the profession.Members of the management team, of which Perlman is a part, are responsible for both operations and recording the results of operations.Because the team will benefit from a bonus, increasing earnings by ignoring the obsolete inventory is clearly a conflict of interest.Furthermore, such behavior is a discredit to the profession.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.Credibility• Communicate information fairly and objectively.• Disclose all relevant information.• Hiding the obsolete inventory impairs the objectivity and relevance of financial statements.(Unofficial CMA solution) 2. As discussed above, the ethical course of action would be for Perlman toinsist on writing down the obsolete inventory. This would not, however, be an easy thing to do. Apart from adversely affecting her owncompensation, the ethical action may anger her colleagues and make her very unpopular. Taking the ethical action would require considerable courage and self-assurance.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. See the organization chart on the following page.2. Line positions include the university president, academic vice-president,the deans of the four colleges, and the dean of the law school. Inaddition, the department heads (as well as the faculty) are in linepositions. The reason is that their positions are directly related to the basic purpose of the university, which is education. (Line positions are shaded on the organization chart.)All other positions on the organization chart are staff positions. The reason is that these positions are indirectly related to the educational process, and exist only to provide service or support to the line positions.3. All positions would have need for accounting information of some type.For example, the manager of central purchasing would need to know the level of current inventories and budgeted allowances in variousareas before doing any purchasing; the vice-president for admissions and records would need to know the status of scholarship funds asstudents are admitted to the university; the dean of the business college would need to know his/her budget allowances in various areas, as well as information on cost per student credit hour; and so forth.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.1. No, Charlie would not be justified in ignoring the situation. First, theStatement of Ethical Professional Practice states that the management accountant must “Regularly communicate with business associates to avoid apparent conflicts of interest. Advise all parties of any potential conflicts.” If J.B. insists on continuing the relationship with A-1, Charlie has a responsibility to advise both the corporate counsel and WIW’s Board of Directors.Second, as the company’s controller, Charlie has a responsibility toensure that the JIT approach is properly implemented. From the data given in the problem, it does not appear that A-1 Warehouse Sales is the best or most dependable supplier available. Orders are late and not complete, and there is no way to ensure proper quality because nearly all orders are shipped directly from the manufacturer. The presentarrangement with A-1 negates most of the benefits that can accrue from JIT.2. Charlie’s first step should be to verify the accuracy of his information.He states that A-1’s markup is 30%, but he does not indicate how he obtained this figure. Also, the adverse financial impact on WIW isdependent in part on the price it would have to pay directly to themanufacturers as compared to the price being paid to A-1. That is, can WIW purchase directly from the manufacturers for the same price as given to jobbers, who handle huge volumes of goods? If not, then the adverse financial impact of buying through A-1 may, in fact, be very small because WIW may have to pay about the same price either way.Charlie’s second step should be to discuss the potential legalramifications on a confidential basis with WIW’s corporate counsel.Before meeting with the corporate counsel, Charlie may wish todiscretely determine if Tony, the purchasing agent, and J.B., thepresident, worked together in their prior employment. (Remember that both have been with WIW for five years.) Armed with the information obtained from the discussion with counsel, Charlie should review the situation again with J.B., explaining more directly his concerns about the apparent conflict of interest and ask that the Board of Directors approve the continued use of A-1 as a supplier.© The McGraw-Hill Companies, Inc., 2010. All rights reserved.If J.B. refuses to follow this course of action, Charlie’s only alternative is to submit a memorandum to the Board of Directors. J.B. should be notified of this action in advance. The memorandum should present only the facts. If the Board approves the continued relationship with A-1, Charlie may possibly conclude that his concerns about an apparent conflict of interest do not represent an actual conflict. This presumes that legal counsel has advised the Board that the arrangement with A-1 does not violate any laws and that the company has made adequate disclosures in its public filings. Only Charlie can make the decision as to whether or not he can continue at WIW under these circumstances.1. If all automotive service shops routinely tried to sell parts and servicesto customers that they didn’t really need, most customers wouldeventually figure this out. They would then be reluctant to accept the word of the service representative that a particular problem needs to be corrected—even when a real problem exists. Either the work would not be done, or customers would learn to diagnose and repair problemsthemselves, or customers would hire an independent expert to verify that the work is really needed. All three of these alternatives impose costs and hassles on customers.2. As argued above, if customers could not trust their servicerepresentatives, they would be reluctant to follow the servicerepresentative’s advice. They would be inclined not to authorize work even when it is really necessary. And, more customers would learn to do automotive repairs and maintenance themselves. Moreover, customers would be unwilling to pay as much for work that is done becausecustomers would have reason to believe that the work may beunnecessary. These two effects would reduce demand for automotive repair services. The reduced demand would reduce employment in the industry and would lead to lower overall profits.1. Line authority is directly related to the achievement of an organization’sbasic objectives. Line managers have formal authority to directoperations.Staff assists line management in the achievement of an organization’s basic objectives. Persons with staff authority provide support services.Staff managers typically have advisory authority because of theirparticular expertise.2. Mark Johnson’s responsibility for maintaining the production scheduleinvolves line authority. Johnson would be directly concerned withmeeting the company’s primary objective of producing metal parts.Johnson’s responsibility to consult with production supervisors is a staff role because he apparently cannot order changes in those consultations, he can only advise. Johnson’s supervision of new alloy testing and his role regarding the use of new alloys in product development is basicallya staff function as well. He has limited authority regarding the use ofnew alloys because his authority applies only to product development and not to production.3. Mark Johnson may experience several conflicts because he has beengiven both line and staff authority.First, Johnson may initially find it difficult to communicate with theproduction supervisors because he operates out of a staff position.Second, a conflict could easily develop if the supervisors lack a clear understanding of Johnson’s responsibilities and authorities. Thesupervisors could resent apparent staff interference and refuse todiscuss their problems with Johnson, making the meetings fruitless. The supervisors working on the new contract may fail to perceive Johnson’s line authority and refuse to follow his orders.Third, Johnson might have difficulty in understanding the nature of his position and job. Johnson might also find it difficult to distinguishbetween his staff capacity and line capacity. For instance, Johnsonmight have difficulty in remaining objective if any production problems develop in the alloys he tested.(Unofficial CMA Solution, adapted)Research and Application 1-91.Whole Foods Market succeeds first and foremost because of its productleadership customer value proposition. The first boldface heading in the company’s Declaration of Interdependence says “We Sell the Highest Quality Natural and Organic Products Available.” Page 4 of the 10-K/A indicates that the real source of the company’s product leadershipposition centers on perishable products (e.g., produce, dairy, meat,seafood, bakery, and prepared foods). Perishable product sales account for about 67% of total retail sales. Customers choose Whole FoodsMarket primarily because they are able to buy better natural and organic foods and higher-quality perishable products than in conventionalsupermarkets.Customer service is also an important part of Whole Foods Market’ssuccess, but it is secondary in importance to product quality.2. Whole Foods Market faces numerous business risks as described inpages 11-15 of the 10-K/A. Here are four of the more prominent risks with suggested control activities:∙Risk: Customers will defect to conventional supermarkets that are beginning to stock more natural and organic foods. Control activities: Whole Foods Market can expand its selection of product offerings,particularly perishables, and continue to invest heavily in employeetraining and retention so that it offers market-leading levels of informed customer service.∙Risk: Growth targets will not be realized due to failed new store openings. Control activities: Implement formal reviews of the sightselection, construction, and new employee hiring and training processes. ∙Risk: Adverse economic conditions could reduce consumer spending at retail locations. Control activities: Continue to develop private labelproduct categories, such as the 365 Everyday Value category mentioned on page 8 of the 10-K/A, which are less expensive but meet rigorous quality standards.Risk: Extended power outages could cause severe inventory losses because of the company’s emphasis on perishable products. Control activities: Implement a contingency plan that specifies responses in the event of a power outage.3. There are no absolute right and wrong answers to this question becausethe information available in the annual report is piecemeal. Nonetheless, students could make the following observations based on availableinformation. First, the CEO (John P. Mackey) has a layer of seniormanagers that report to him including two Co-Presidents/ChiefOperating Officers, and three Executive Vice Presidents. Second, there are ten Regional Presidents. In the organization chart shown below, we assume that the Regional Presidents report to the Chief OperatingOfficers. Third, each Regional President has a layer of management that reports to him or her. For example, the Global All-Stars include David Schwartz, who is the Vice President of the Midwest Region. He would report to the President of the Midwest Region. John Simrell is theDirector of Finance for the South Region and he would report to the South Region President. Robin Graf is the Team Member ServicesDirector for the Southern Pacific Region. She would report to thePresident of the Southern Pacific Region.Fourth, each region has a manager/coordinator for each productcategory. For example, Theo Weening is the Meat Category Manager for the Mid-Atlantic Region and Bobby Turner is the Bakery Coordinator for the Midwest Region. In the organization chart shown below, we assume that these regional managers/coordinators report to a Vice-President at the regional level. Fifth, each region has Store Team Leaders for each retail location within the region. For example, John Robertson is the Store Team Leader in Charlottesville, Va. We have assumed that the store team leaders report to the regional vice-president level. Finally, each store location has various team leaders that report to the store team leader. For example, Rolando Alas is the Produce Team Leader at the Mill Valley Store location.Based on insights such as these, students should be able to prepare an organization chart that resembles the one shown at the end of thissolution.The Global All-Stars include numerous line and staff employees. Three staff employees are Roberta Lang, General Counsel, Chris Pine, VicePresident of Real Estate, and Jennifer McFarlin, Payroll Benefit Specialist, Madison. Three line employees are Rocco Terrazano, Meat Team Leader, Yorkville, Don Hosfeld, Grocery Team Leader, Ft. Lauderdale, and Joel Leonard, Prepared Foods Team Leader, Fresh Pond.4. Both documents emphasize that the respective companies serve a broadrange of stakeholders (e.g., customers, employees, suppliers,communities, and stockholders). Both companies mention that theirmost important stakeholder is the customer. The first sentence of the Johnson & Johnson Credo says “We believe our first responsibility is to the doctors, nurses, and patients, to mothers and fathers and all others who use our products and services.” Whole Foods Market says “Ourcustomers are the most important stakeholder in our business.Therefore, we go to extraordinary lengths to satisfy and delight ourcustomers.”The Whole Foods Market Declaration of Interdependence explicitlyrecognizes that satisfying all stakeholders’ interests will require balance and making trade-offs. In fact, the company says “One of the mostimportant responsibilities of Whole Foods Market’s leadership is to make sure the interests, desires and needs of our various stakeholders arekept in balance… Any conflicts must be mediated and win-win solutions found.” The Johnson & Johnson Credo does not explicitly acknowledge the need to strike a balance when managing the needs of its variousstakeholders.5. Whole Foods Market’s mission statement differs from its Code ofConduct and Ethics in three important respects. First, the missionstatement sets forth goals that the company strives to achieve. The tone of the document is positive because it focuses on goals thecompany hopes to achieve. The Code of Conduct and Ethics defines prohibited conduct. The tone of the document is appropriately negative because it describes those behaviors that are “out of bounds.”Second, the mission statement refers to a broader set of stakeholders(e.g., suppliers, customers, and communities) than the Code of Conductand Ethics, which pertains primarily to Whole Foods Market TeamMembers and Directors. Third, the mission statement is values-based. It reflects a vision of what the company stands for. The Code of Conduct and Ethics is rule-based. The majority of the code is based on the rules of governing bodies such as the Securities and Exchange Commission (SEC), the Nasdaq stock exchange, and the Financial AccountingStandards Board (FASB).Research and Application 1-9 (continued)。

管理会计英文考试题及答案

管理会计英文考试题及答案Management Accounting Exam Questions and AnswersQuestion 1: Define Management Accounting and explain its role in an organization.Answer 1: Management Accounting is the process of identifying, measuring, analyzing, and communicating financial information that helps managers in making informed decisions about a company's operations. It plays a crucial role in planning, directing, and controlling an organization's activities by providing relevant financial data for decision-making purposes.Question 2: What are the main differences between financial accounting and management accounting?Answer 2: Financial Accounting focuses on providing financial information to external users such as investors andregulatory bodies, while Management Accounting is primarilyfor internal use to assist managers in decision-making. Financial Accounting follows generally accepted accounting principles (GAAP) and is more standardized, whereas Management Accounting is more flexible and can be tailored to meet the specific needs of the organization.Question 3: Explain the concept of Cost-Volume-Profit (CVP) analysis and its importance in decision-making.Answer 3: Cost-Volume-Profit (CVP) analysis is a tool used to understand the relationship between cost, volume (number of units produced or sold), and profit. It helps in determining the break-even point, which is the point at which total revenue equals total costs, and profit is zero. This analysis is important for decision-making as it aids in forecasting, budgeting, and understanding the impact of changes in sales volume or costs on profitability.Question 4: Describe the different types of costs in the context of management accounting.Answer 4: In management accounting, costs can be categorized into various types:- Fixed Costs: Costs that remain constant regardless of the level of production or sales, such as rent and salaries.- Variable Costs: Costs that change in proportion to thelevel of production or sales, such as raw materials anddirect labor.- Mixed Costs: Costs that have both fixed and variable components, such as utilities.- Direct Costs: Costs that can be directly traced to a specific product or service, such as the cost of materials used in production.- Indirect Costs: Costs that cannot be directly traced to a specific product or service and are allocated using various methods, such as factory overhead.Question 5: What is the purpose of budgeting in management accounting, and how does it benefit an organization?Answer 5: Budgeting in management accounting is the process of setting financial goals and allocating resources to achieve those goals. It benefits an organization by providing a roadmap for financial planning, helping to coordinate activities across different departments, facilitating control through comparison of actual results with budgeted figures, and aiding in performance evaluation.Question 6: Explain the concept of Activity-Based Costing (ABC) and how it differs from traditional costing methods.Answer 6: Activity-Based Costing (ABC) is a costing method that assigns costs to products based on the activities required to produce them, rather than just the direct labor or materials used. It recognizes that costs are driven by activities, and these activities consume resources. ABC differs from traditional costing methods, which often use a single plantwide overhead rate applied to direct labor or machine hours, by providing a more accurate allocation of overhead costs to products, leading to better decision-making and pricing strategies.Question 7: What is the relevance of variance analysis in management accounting?Answer 7: Variance analysis in management accounting is the process of comparing actual results to budgeted or standard costs to identify differences, or variances. It is relevant because it helps managers understand the reasons for deviations from expected performance, which can be due toprice variances, quantity variances, or efficiency variances. This analysis aids in controlling costs, improvingoperational efficiency, and making informed decisions.Question 8: Describe the role of performance measurement in management accounting.Answer 8: Performance measurement in management accounting involves evaluating the effectiveness and efficiency of an organization's operations. It uses various metrics and ratios, such as return on investment (ROI), economic value added (EVA), and balanced scorecard, to assess performance against set targets. This role is crucial as it helps in identifying areas of strength and weakness, setting performance goals,and driving continuous improvement.Question 9: Explain the concept of transfer pricing and its implications for a company with multiple divisions.Answer 9: Transfer pricing refers to the pricing of goods or services transferred between divisions or subsidiaries within the same company. It is important because it affects the profitability and tax liabilities of each division. Transfer pricing should be set at a level that reflects market conditions to avoid distortions in performance measurementand to comply with tax regulations.Question 10: What are the key considerations in implementing an effective management accounting system?Answer 10: Implementing an effective management accountingsystem requires considering several factors:- Alignment with organizational goals and strategies. - Accurate and timely data collection and processing. - Flexibility to adapt to changing business。

管理会计第五版(英文版)课后题答案第二章

Cost ManagementConcepts and CostBehaviorQUESTIONS2-1Cost information is used in deciding whether to introduce a new product or discontinue an existing product (given the price and cost structure), assessing the efficiency of a particular operation, and budgeting. Cost information is also used for the valuation of inventory and cost of goods sold.2-2Different types of cost information are needed for different managerial purposes and decisions. For example, product cost information is used for product mix and pricing decisions. The cost of serving customer segments will include the cost of activities that support customer service. For management control purposes, an organization may compare actual costs to budgeted (standard) costs.2-3 A cost object is something for which it is desired to compute a cost. Examples of cost objects include a product, a product line, or an organizational unit such as the call center that responds to customers’ phone calls.2-4 A direct cost is a cost of a resource or activity that is acquired for or used by a single cost object and is easily traced to the cost object, such as a product manufactured or service rendered. An indirect cost is the cost of a resource that was acquired to be used by more than one cost object. Indirect costs cannot be easily identified with individual cost objects.2-5Variable costs are the costs of variable resources, whose costs are proportional to the amount of the resource used. Fixed costs are the costs of capacity-related resources, which are acquired and paid for in advance of when the work is done. Fixed costs depend on how much of the resource (capacity) is acquired, rather than on how much is used. Depreciation on machinery is an example of a fixed cost.– 29 –Atkinson, Solutions Manual t/a Management Accounting, 5E2-6Variable costs can be direct or indirect. For example, suppose the cost object isa passenger on an airplane. The cost of complimentary refreshments varies inproportion to the number of passengers, and is a direct variable cost. The cost of fuel varies with the number of flights (and perhaps to a small extent with respect the total weight of the passengers and their luggage, which is related to the number of passengers). The cost of the fuel that varies with the number of flights is an indirect variable cost.In some cases, direct variable costs may be treated as indirect costs if it is inconvenient to account for them as direct costs and the cost is only a small part of total costs. Costs for materials such as glue or thread, for example, are variable costs with respect to products but are generally a very small part of product cost. These costs are consequently often labeled as indirect materials and included with manufacturing overhead.2-7Fixed costs can be direct or indirect. For example, in the case of a multi-product firm that acquires a special piece of equipment for the exclusive use of one product, that equipment would be fixed and direct to the product that uses it. If the equipment will be used to produce multiple products, its cost will be indirect.2-8For external reporting, costs in a manufacturing firm are classified as product costs or period costs. The portion of product costs assigned to the products sold in a period appears as cost of goods sold expense in that period’s income statement; the remaining portion of product costs is assigned to the products in inventory and appears as an asset in the balance sheet. Period costs are expensed in the period incurred.2-9Costs represent the monetary value of goods and services expended to obtain current or future benefits. Expenses reported in the income statement are the costs of assets that the financial accountant deems have been used up when goods or services are sold (e.g., cost of goods sold), or period costs, whose benefits are not easily matched with products or services sold in a specific period (e.g., advertising).2-10The two principal categories of manufacturing costs are direct manufacturing costs (traced or assigned to the products that created those costs) and indirect manufacturing costs (allocated to products).– 30 –Chapter 2: Cost Management Concepts and Cost Behavior 2-11Only the manufacturing costs are included in the valuation of finished goods inventory. Therefore, traditional cost accounting systems, designed for valuing inventory, analyze these costs in greater detail in order to assign them to individual products.2-12Inside the organization, costs serve two broad purposes: planning and evaluation. Cost calculations can be tailored to a specific purpose. For example, for planning purposes, cost might serve as a reference point for determining the selling price of a prospective product, or might be used in a budgeting model to forecast costs under different levels of production and selling activities. Evaluation purposes occur, for example, when comparing actual costs to budgeted (standard) costs or when judging whether a process is efficient compared with the costs of similar internal or external processes.2-13Contribution margin per unit is the difference between revenue per unit and variable cost per unit. The contribution margin is an important component of the equation to determine the breakeven point. It is also used to help evaluate whether or not an investment in a business venture can be profitable.2-14In evaluating whether a business venture will be profitable, the breakeven point is the volume at which the profit equals zero, that is, revenues equal costs.2-15The most accurate and complete cost system possible may be inordinately costly to implement. Although it is often difficult to compute the value of usinga particular cost system, in principle the benefit should outweigh the cost of thesystem.2-16An opportunity cost is the sacrifice one makes when using a resource for one purpose instead of another.2-17Short-run is the period over which a decision-maker cannot adjust capacity.Short-run costs are variable costs, which vary in proportion to production.Long-run costs are the sum of variable and fixed costs associated with a cost object. Long-run costs are important for product planning purposes because they are an estimate of the cost of the all the resources consumed to make the product.2-18In the early part of the twentieth century, when formal cost systems were first installed at many businesses, direct labor comprised a large proportion of the total manufacturing cost. In today’s industrial environment, direct labor comprises a much smaller portion of the total costs, while the share of indirect costs has grown considerably. As a result, cost accounting systems must now– 31 –Atkinson, Solutions Manual t/a Management Accounting, 5Eanalyze indirect costs in greater detail to reflect their true behavior. Cost accounting systems that use volume measures to allocate indirect costs may be very inaccurate.2-19The five categories of production-related activities and their descriptions are listed below.1. Unit-related activities relate directly to the number of units produced(e.g., direct labor costs).2. Batch-related activities relate to the number of batches produced ratherthan the number of units produced (e.g., machine setups).3.Product-sustaining activities are performed to support the production andsale of individual products (e.g., product design).4.Customer-sustaining activities enable the company to sell to anindividual customer but are independent of the volume and mix of theproducts and services sold and delivered to the customer (e.g., technicalsupport provided to individual customers).5.Business-sustaining activities are required to support the upkeep of theplant or the basic functioning of the plant or the business (e.g., rent, plantmaintenance, a nd CEO’s salary).2-20Customer-related costs have attracted increasing attention in recent years because they are large and growing in many organizations. Furthermore, the costs can vary widely across different customers or customer segments.Organizations may use customer cost information to decide which customers or customer groups to retain or de-emphasize, or to decide on differential service fees to cover costs of services.EXERCISES2-21(a) Manufacturing (g) Nonmanufacturing(b) Nonmanufacturing (h) Nonmanufacturing(c)Nonmanufacturing (i) Manufacturing(d)Nonmanufacturing (j) Nonmanufacturing(e)Manufacturing (k) Nonmanufacturing(f) Nonmanufacturing (l) Nonmanufacturing– 32 –Chapter 2: Cost Management Concepts and Cost Behavior 2-22(a) Indirect (g) Indirect(b) Direct (h) Indirect(c)Direct (i) Direct(d)Indirect (j) Indirect(e)Direct (k) Direct(f) Indirect (l) Indirect2-23(a) Unit-related (g) Product-sustaining(b) Batch-related (h) Business-sustaining(c)Product-sustaining (i) Batch-related(d)Business-sustaining (j) Batch-related(e)Unit-related (k) Business-sustaining(f) Batch-related (l) Product-sustaining2-24(a) Unit- or batch-related (g) Business-sustaining(b) Batch-related (h) Product-sustaining(c)Product-sustaining (i) Business-sustaining(d)Business-sustaining (j) Business-sustaining(e)Batch-related (k) Business-sustaining(f)Unit-related (l) Unit-related2-25(a) Fixed(b)Variable(c)Variable(d)Fixed(e)Variable(f)Fixed(g)Fixed or variable (if number of billing clerks can vary in the short run)(h)Variable(i)Variable(j)Variable(k)Fixed– 33 –Atkinson, Solutions Manual t/a Management Accounting, 5E2-26(a) Variable(b)Fixed or variable (if number of production workers can vary in the shortrun)(c)Fixed(d)Variable(e)Fixed(f)Fixed(g)Variable(h)Variable(i)Fixed(j)Fixed2-27(a) Let P= charges per patient-day.(2,300 ⨯P) - (45.70 ⨯ 2,300) - 91,000) = 0P = $196,110 ) 2,300 = $85.27(b) Let X= the average number of patient days per month necessary togenerate a target profit of $45,000 per monthRevenue – Costs = Income(Price × Quantity) – Variable costs – Fixed costs = Income$100X– $45.70X– $91,000 = $45,000$54.30X = $91,000 + $45,000 = $136,000X = 2,505 patient days (rounded)2-28(a) Contribution margin per unit = $30 – $19.50 = $10.50(b) Let X = the number of units sold to break evenSales revenue – Costs = Income(Price × Quantity) – Variable costs – Fixed costs = Income$30X– $19.50X– $147,000 = $0$10.50X– $147,000 = 0X = 14,000 units– 34 –Chapter 2: Cost Management Concepts and Cost Behavior (c) Let X = the number of units sold to generate revenue necessary to earn pretaxincome of 20% of revenueSales revenue – Costs = Income(Price × Quantity) – Variable costs – Fixed costs = Income$30X– $19.50X– $147,000 = 0.2 × $30X$10.50X– $147,000 = $6XX = 32,667 units (rounded)Desired revenue = $30X = $30 × 32,667 = $980,010(d) Let Y = necessary increase in sales unitsIncremental sales revenue –Incremental variable costs –Incremental fixed costs = $0$30Y– $19.50Y– $38,500 = $0Y = 3,667 units (rounded)2-29(a)Sales $1,260,000– Cost of Goods Sold (Expense) $640,500Gross Margin or Gross Profit $619,500Selling & Admin (or GS&A or Operating expenses) $410,000 Net income (Operating income) $209,500(b) Revenue – Variable costs – Fixed costs = Profit$1,260,000 – $570,000 – $480,500 = $209,500(c)Let Y = sales dollars necessary for a before-tax target profit of $250,000The contribution margin ratio = ($1,260,000 – $570,000)/$1,260,000 =0.547619 (rounded).Using equation (2.10),Y = (Target Profit + Fixed Cost)/Contribution Margin RatioY = ($250,000 + $480,500)/0.547619Y = $1,333,956.60(d)Let Y = sales dollars necessary to break evenUsing equation (2.11),Y = Fixed Cost/Contribution Margin RatioY = $480,500/0.547619Y = $877,434.85– 35 –Atkinson, Solutions Manual t/a Management Accounting, 5E– 36 –2-30 (a)Alligators DolphinsTotalUnits sold140,00060,000200,000Sales mix percentage*.7.3Weighted average**Weighted average**Sum of weighted averagesSales price per unit$20.00$14.00$25.00$7.50 $21.50Variable costs per unit$ 8.00$ 5.60$10.00 $3.00$ 8.60Unit CM$12.00$ 8.40 $15.00$4.50$12.90* 140,000/(140,000 + 60,000) = .7; 60,000/(140,000 + 60,000) = .3 ** $20 × .7 = $14; $8 × .7 = $5.60; $25 × .3 = $7.50; $10 × .3 = $3Breakeven units = $1,290,000/$12.90 = 100,000 units. Of these, 100,000 × .7 = 70,000 will be alligators and 100,000 × .3 = 30,000 will be dolphins.(b) AlligatorsDolphinsTotalUnits sold60,000140,000200,000Sales mix percentage*.3.7Weighted average**Weighted average** Sum of weighted averagesSales price per unit$20.00$6.00$25.00$17.50$23.50Variable costs per unit$ 8.00$2.40$10.00$ 7.00 $ 9.40Unit CM$12.00$3.60$15.00 $10.50$14.10* 60,000/(140,000 + 60,000) = .3; 140,000/(140,000 + 60,000) = .7** $20 × .3 = $6; $8 × .3 = $2.40; $25 × .7 = $17.50; $10 × .7 = $7Chapter 2: Cost Management Concepts and Cost Behavior Breakeven units = $1,290,000/$14.10 = 91,489.36, which we round up to91,490 units. Of these, 91,490 × .3 = 27,447 will be alligators and 91,490× .7 = 64,043 will be dolphins.(c) In part (b), the sales mix percentage for the higher-CM product(dolphins) is greater than in part (a). Consequently, fewer total units arerequired to break even (91,490 in part (b) versus 100,000 in part (a)).2-31(a) Healthy Hearth has sufficient excess capacity to handle the one-time (short-run) order for 1,000 meals next month. Consequently, the analysisfocuses on incremental revenues and costs associated with the order:Incremental revenue per meal $3.50Incremental cost per meal 3.00Incremental contribution margin per meal $0.50Number of meals × 1,000Increase in contribution margin and operating income $ 500Healthy Hearth will be better off by $500 with this one-time order. Notethat total fixed costs remain unchanged, so it is sufficient to evaluate thechange in the contribution margin. If the order had been long-term,Healthy Hearth would need to evaluate whether the price provides thedesired profitability considering the fixed costs and whether filling thegovernment order might require giving up higher-priced regular sales.(b) Healthy Hearth has insufficient excess capacity to handle the one-timeorder for 1,000 meals next month, and must give up regular sales of 500meals at $4.50 each, resulting in an opportunity cost.Incremental contribution margin from one-time orderIncremental revenue per meal $3.50Incremental cost per meal 3.00Incremental contribution margin per meal $0.50Number of meals 1,000Increase in operating income from one-time order $ 500Opportunity costLost contribution margin on regular sales: 500 × ($4.50 – $3.00) $(750)Change in contribution margin and operating income $(250)– 37 –Atkinson, Solutions Manual t/a Management Accounting, 5ENow, Healthy Hearth will be worse off by $250 with this one-time order.Again, total fixed costs remain unchanged, so it is sufficient to evaluatethe change in the contribution margin.2-32(a) Customer 1 Customer 2 Sales revenue $1,200 $1,200Cost of goods sold $750 $750Support costs: 30% of revenue 360 1,110 360 1,110Customer margin $ 90 $ 90(b) Customer 1 Customer 2Sales revenue $1,200 $1,200Cost of goods sold $750 $750Support costs: $35 per order 70 820 420 1,170Customer margin $ 380 $ 30(c) The current system does not reflect the different costs of servingcustomers with very different ordering patterns. Although the revenueand cost of goods sold are the same for both customers, customer 1orders only twice per year and customer 2 orders 12 times per year.Because customer support costs are assigned on the basis of salesrevenue, the reported support costs are the same for both customers, andboth customers appear equally profitable. The proposed system moreaccurately assigns customer support costs to each customer based on thenumber of orders, showing the customer 1 is more profitable thancustomer 2 under the current pricing and sales volume.– 38 –Chapter 2: Cost Management Concepts and Cost Behavior PROBLEMS2-33(a)Sales $3,500,000Cost of goods sold a1,900,000Gross margin 1,600,000Selling and administrative expenses b620,000Net income before taxes, etc. $980,000a Cost of goods sold:Carpenter labor to make shelves $600,000Wood to make the shelves 450,000Depreciation on carpentry equipment 50,000Miscellaneous fixed manufacturing overhead (support) 150,000Rent for the building where the shelves are made 300,000Miscellaneous variable manufacturing overhead (support) 350,000$1,900,000b Selling and administrative expenses:Sales staff salaries $80,000Office and showroom rental expenses 150,000Advertising 200,000Sales commissions based on number of units sold 180,000Depreciation for office equipment 10,000$620,000(b)The following items are variable costs:Carpenter labor to make shelves $600,000Wood to make the shelves 450,000Sales commissions based on number of units sold 180,000Miscellaneous variable manufacturing overhead (support) 350,000Total variable costs $1,580,000Atkinson, Solutions Manual t/a Management Accounting, 5EThe variable costs per unit are $1,580,000/50,000 = $31.60. The followingitems are fixed costs:Sales staff salaries $80,000Office and showroom rental expenses 150,000Depreciation on carpentry equipment 50,000Advertising 200,000Miscellaneous fixed manufacturing overhead (support) 150,000Rent for the building where the shelves are made 300,000Depreciation for office equipment 10,000Total fixed costs $940,000 Let X = the number of units sold to earn a pre-tax profit of $500,000Revenue – Costs = Income(Price × Quantity) – Variable costs – Fixed costs = Income$70X– $31.60X– $940,000 = $500,000X = 37,500 units2-34 (a) Expected profit = 0.4($170,000 – 150,000) + 0.6($170,000 – 200,000) = $8,000 – 18,000 = – $10,000. Therefore, JF will not undertake the newproject and will earn $0.(b) If JF knows what the cost will be, it will choose the following decisions:If the cost is $150,000, then JF will undertake the project and earn($170,000 – 150,000) = $20,000.If the cost is $200,000, then JF will not undertake the project and earn$0, which is greater than ($170,000 – 200,000) = – $30,000.Therefore, JF’s expected profit if the consultant is hired is 0.4($20,000)+ 0.6($0) = $8,000. Therefore, JF is willing to pay the differencebetween the expected profit after hiring the consultant and the expectedprofit without hiring the consultant, or $8,000 –$0 = $8,000.Chapter 2: Cost Management Concepts and Cost Behavior 2-35(a) Direct material cost:∙Cost of fabric used in dresses $60,000Direct labor cost:∙Wages of dressmakers $5,000∙Wages of dress designers 4,000 9,000Manufacturing support:∙Wages of the employee who repairs the shop’spattern and sewing machines 2,000∙Cost of electricity used in the PatternDepartment 200∙Depreciation on pattern machines and sewingMachines 10,000∙Cost of insurance for the production employees(could instead be included under direct laborcost) 2,000∙Rent for the building (6,000 ⨯ 1/2) 3,000 17,200Selling costs:∙Wages of sales personnel 1,000∙Rent for the building (6,000 ⨯ 1/4) 1,500 2,500Marketing costs:∙Cost of new sign in front of retail shop 400∙Cost of advertisements in local media 800∙Cost of hiring a plane and a pilot to advertise 1,400 2,600R & D costs:∙Wages of designers who experiment with newfabrics and dress designs 3,000 General & administrative costs:∙Salary of the owner’s assistant1,200∙Rent for the building (6,000 ⨯ 1/4) 1,500 2,700Total costs $97,000Atkinson, Solutions Manual t/a Management Accounting, 5E(b) Classifications in this question may depend on the interpretation of theproduction and selling processes, and assumptions about how variouscosts are related to activities.Unit-related cost:∙Cost of fabric used in dresses $60,000∙Wages of dressmakers 5,000∙Wages of dress designers 4,000∙Depreciation on pattern machines and sewingmachines (depreciation on pattern machinescould be included in product-sustainingcost) 10,000 79,000 Batch-related cost:∙Wages of sales personnel (could also beclassified as unit-related if customersgenerally purchase only one dress at a time) 1,000 Product-sustaining cost:∙Cost of electricity used in the PatternDepartment 200∙Wages of designers who experiment withnew fabrics and dress designs 3,000 3,200 Business-sustaining cost:∙Wages of the employee who repairs thepattern and sewing machines 2,000∙Salary of the owner’s assistant1,200∙Cost of new sign in front of retail shop 400∙Cost of advertisements in local media 800∙Cost of hiring a plane and a pilot to advertise 1,400∙Cost of insurance for the productionEmployees 2,000∙Rent for the building 6,000 13,800Total costs $97,000Chapter 2: Cost Management Concepts and Cost Behavior 2-36(a) The number of miles driven is an important activity measure in estimating the cost of driving. In comparing the cost of driving to workor taking public transportation, Shannon may also want to consider thecost of parking at work. The cost of parking may vary with the numberof days at work or may be a flat rate per month.(b)Incremental costs of driving include gas, oil, maintenance, and tireexpenditures. Costs associated with driving also include toll costs andparking fees.(c)Fixed costs include taxes, depreciation of the vehicle, car registration,and insurance.(d)For a two-week vacation by car, two likely activity measures are numberof miles driven and number of days (for lodging and meals).2-37(a) Estimated support costs based on direct labor cost:May: $28,500 (= $9.50 × 3,000)June: $39,900 (= $9.50 × 4,200)Estimated support costs based on the new equation:May: $42,000 (= $3,000 + [$200 × 50] + [$300 × 30] + [$20 × 1,000])June: $54,200 (= $4,200 + [$200 × 70] + [$300 × 40] + [$20 × 1,200])(b) The two sets of estimates differ because the old equation omits severalimportant cost drivers that are not proportional to direct labor cost.(c) Neither method recognizes that some support costs may be committedand will not vary unless their resource capacity is exceeded. This willlead to discrepancies with both methods. The second equation, however,is preferred because it recognizes important cost drivers.Atkinson, Solutions Manual t/a Management Accounting, 5E2-38(a) Direct materialcost Meat, cheese, bread, lettuce and otheringredients. $ 8,100Direct labor cost Cooks’ wages.5,000Indirect support costs Utilities, depreciation on cookingequipment, paper supplies, rent, andjanitor’s wag es.2,200Selling support Servers’ wages1,500Marketing costs Advertisement in local newspaper 300Total cost $17,100 * A portion of utilities, janitor’s wages, and rent could be allocated to administrative support, if we were given a suitable allocation basis.(b) Unit-relatedcost Meat, cheese, bread, lettuce and other ingredients, cooks’ wages,depreciation on equipment, andpaper supplies. $13,600Batch-related cost Servers’ wages1,500Business-sustaining cost Janitor’s wages, utilities, rent, andadvertisement in local newspaper. 2,000Total cost $17,100 2-39(a) Costs that vary with number of passengers:Meals and refreshments = $5Let X= number of passengers needed to break even each weekTotal revenue per week – costs per passenger per week – costs per flightper week – fixed costs per week = profit per week($200 ⨯X⨯ 70) – ($5 ⨯X⨯ 70) – ($5,000 ⨯ 70) – $400,000 = $0$13,650X = $750,000X= $750,000 ÷ $13,650 = 54.95 (i.e., 55 passengers per flight)(b) Let N= number of flights to earn a profit of $500,000 per weekNumber of passengers per flight = 60% ⨯ 150 = 90($200 ⨯ 90 ⨯N)– ($5 ⨯ 90 ⨯N)– ($5,000 ⨯N– $400,000) = $500,000N= 71.71 (i.e., 72 flights)Chapter 2: Cost Management Concepts and Cost Behavior (c)Fuel costs are fixed once the flights are scheduled, but these costs varywith the number of flights.(d)In this case, there is no opportunity cost to the airline because the seatwould otherwise go empty. The variable cost for the additional passenger is $5 for the meals and refreshments and perhaps a small amount of additional fuel cost.2-40(a) Johnson Co. breakeven point in number of ridesCapacity-related costs Unit contribution marginrides===$300,$6,00050000Smith Co. breakeven point in number of ridesCapacity-related costs Unit contribution marginrides===$1,,$15,500000100000(b) Let x be the number of rides.Johnson Co.’s profit function:πJ x x x=--=-$30,$6,24300000300000 Smit h Co.’s profit function:πS x x x=--=-$30,,$15,,1515000001500000Atkinson, Solutions Manual t/a Management Accounting, 5ENumber of ridesProfitProfit-Volume ChartπJπS 133,333100,00050,000$0($300,000)($1,500,000)Loss(c)We cannot say which firm’s cost structure is more profitable as profits depend on sales volume. If sales drop to below 133,333 rides, Johnson Company’s cost structure leads to more profits. Howe ver, if sales remain above 133,334 rides, then Smith Company’s cost structure leads to more profits.(d)The contribution margin generated must first cover the fixed costs and then the balance remaining after the fixed costs are fully covered goes toward profits. If the contribution margin is not sufficient to cover the fixed costs, then a loss occurs for the period. Once the breakeven point has been reached, profit will increase by the unit contribution margin for each additional unit sold. Here, Smith Company is more risky because it has higher fixed costs to cover and a higher unit contribution margin, which makes its profits more sensitive to decreases in the sales activity level.2-41 (a) Contribution margin per unit:Selling price$250Less variable costs:Variable production costs$100Variable selling and distribution support 20120Contribution margin per unit$130Chapter 2: Cost Management Concepts and Cost Behavior(b) Let X = the sales volume at which the profit on sales is 10%Profit =250X X X X XX X --+()=⨯()-===12020000062,50001250130262,50025105262,5002,500 units.,.(c)(1) Single-shift operations 04,400≤≤()X : Selling price $200 Variable costs120 Contribution margin per unit $80Fixed costs =$200,000 + $62,500 + $17,500 = $280,000Breakeven point = $280,000 ÷ $80 = 3,500 unitsnote: 0≤≤()35004400,,Atkinson, Solutions Manual t/a Management Accounting, 5E(2) Two-shift operations 4,4008800≤≤()X ,:Selling price $200 Variable costs120Contribution margin per unit$80Fixed costs =$310,000 + $62,500 + $17,500 = $390,000 Breakeven point = $390,000 ÷ $80 = 4,875 units()800,8875,4,4004 :note ≤≤(d)Profit to sales ratio in September:=⨯-⨯=-=13030002625002503000390000262500750000017,,,,,,.(1) Single-shift operations 04,400≤≤()X2001202800000172008028000034462800006087X X XX XX X --=⨯-===,.,,, units(Not acceptable because X cannot be more than 4,400 units with single-shift operations)(2) Two-shift operations 4,4008800≤≤()X , 2001203900000172008039000034463900008478 unitsX X XX XX X --=⨯-===,.,,,()800,8478,8,4004 :note ≤≤。

新编[经济学]管理会计英文版课后习题答案高等教育出版社chapter 9

CHAPTER 9standard costing:a managerial control toolQUESTIONS FOR WRITING AND DISCUSSION1.Standard costs are essentially budgetedamounts on a per-unit basis. Unit standardsserve as inputs in building budgets.2.Unit standards are used to build flexiblebudgets. Unit standards for variable costsare the variable cost component of a flexiblebudgeting formula.3.The quantity decision is determining howmuch input should be used per unit of out-put. The pricing decision determines howmuch should be paid for the quantity of inputused.4.Historical experience is often a poor choicefor establishing standards because the his-torical amounts may include more inefficien-cy than is desired.5.Engineering studies can serve as importantinput to standard setting. Many feel that thisapproach by itself may produce standardsthat are too rigorous.6.Ideal standards are perfection standards,representing the best possible outcomes.Currently attainable standards are standardsthat are challenging but allow some waste.Currently attainable standards are oftenchosen because many feel they tend to mo-tivate rather than frustrate.7.Standard costing systems improve planningand control and facilitate product costing. 8.By identifying standards and assessing devi-ations from the standards, managers can lo-cate areas where change or corrective be-havior is needed.9.Actual costing assigns actual manufacturingcosts to products. Normal costing assignsactual prime costs and estimated overheadcosts to products. Standard costing assignsestimated manufacturing costs to products.10. A standard cost sheet presents the standardamount of and price for each input and usesthis information to calculate the unit standardcost. 11.Managers generally tend to have more con-trol over the quantity of an input used ratherthan the price paid per unit of input.12. A standard cost variance should be investi-gated if the variance is material and if thebenefit of investigating and correcting thedeviation is greater than the cost.13.Control limits indicate how large a variancemust be before it is judged to be materialand the process is out of control. Control lim-its are usually set by judgment although sta-tistical approaches are occasionally used. 14.The materials price variance is often com-puted at the point of purchase rather than is-suance because it provides control infor-mation sooner.15.Disagree. A materials usage variance canbe caused by factors beyond the control ofthe production manager, e.g., purchase of alower-quality material than normal.16.Disagree. Using higher-priced workers toperform lower-skilled tasks is an example ofan event that will create a rate variance thatis controllable.17.Some possible causes of an unfavorablelabor efficiency variance are inefficient labor,machine downtime, and poor quality materi-als.18.Part of a variable overhead spending vari-ance can be caused by inefficient use ofoverhead resources.19.Agree. This variance, assuming that variableoverhead costs increase as labor usage in-creases, is caused by the efficiency or ineffi-ciency of labor usage.20.Fixed overhead costs are either committedor discretionary. The committed costs willnot differ by their very nature. Discretionarycosts can vary, but the level the companywants to spend on these items is decided atthe beginning and usually will be met unlessthere is a conscious decision to change thepredetermined levels.21.The volume variance is caused by the actualvolume differing from the expected volumeused to compute the predetermined stand-ard fixed overhead rate. If the actual volumeis different from the expected, then the com-pany has either lost or earned a contributionmargin. The volume variance signals thisoutcome, and if the variance is large, thenthe loss or gain is large since the volumevariance understates the effect.22.The spending variance is more important.This variance is computed by comparing ac-tual expenditures with budgeted expendi-tures. The volume variance simply tellswhether the actual volume is different fromthe expected volume.EXERCISES 9–11. d2. e3. d4. c5. e6. a9–21. a. The operating personnel of each cost center should be involved in settingstandards. They are the primary source for quantity information. The mate-rials manager and purchasing manager are a source of information for ma-terial prices, and personnel are knowledgeable on wage information. The Accounting Department should be involved in overhead standards and should provide information about past prices and usage. Finally, if infor-mation about absolute efficiency is desired, industrial engineers can pro-vide important input.b. Standards should be attainable; they should include an allowance forwaste, breakdowns, etc. Market prices for materials as well as labor (un-ions) should be a consideration for setting standards. Labor prices should include fringe benefits, and material prices should include freight, taxes, etc.2. In principle, before formal responsibility is assigned, the causes of the vari-ances must be known. To be responsible, a manager must have the ability to control or influence the variance. The following assignments of responsibility are general in nature and have exceptions:MPV: Purchasing managerMUV: Production managerLRV: Production managerLEV: Production managerOH variances: Departmental managers1. SH = 0.8 ⨯ 95,000 = 76,000 hours2. SQ = 5 ⨯ 95,000 = 475,000 components9–41. MPV = (AP – SP)AQ= ($0.03 – $0.032)6,420,000 = $12,840 FMUV = (AQ – SQ)SP= (6,420,000 – 6,400,000)$0.032 = $640 U2. LRV = (AR – SR)AH= ($12.50 – $12.00)2,000 = $1,000 UL EV = (AH – SH)SR= (2,000 – 1,850)$12.00 = $1,800 U9–51. Variable overhead analysis:Actual VOH Budgeted VOH Applied VOH2. Fixed overhead analysis:Actual FOH Budgeted FOH Applied FOH1. Materials: $60 ⨯ 20,000 = $1,200,000L abor: $21 ⨯ 20,000 = $420,0002. Actual Cost* Budgeted Cost VarianceMaterials $1,215,120 $1,200,000 $ 15,120 U Labor 390,000 420,000 30,000 F *$122,000 ⨯ $9.96; 31,200 ⨯ $12.503. MPV = (AP – SP)AQ= ($9.96 – $10)122,000 = $4,880 FMUV = (AQ – SQ)SP= (122,000 – 120,000)$10 = $20,000 UAP ⨯ AQ SP ⨯ AQ SP ⨯ SQ4. LRV = (AR – SR)AH= ($12.50 – $14)31,200 = $46,800 FLEV = (AH – SH)SR= (31,200 – 30,000)$14 = $16,800 UAR ⨯ AH SR ⨯ AH SR ⨯ SH1. MPV = (AP – SP)AQ= ($8.35 – $8.25)114,000 = $11,400 UMUV = (AQ – SQ)SP= (112,500 – 115,200)$8.25 = $22,275 F(A three-pronged variance diagram is not shown because MPV is for mate-rials purchased and not materials used.)2. LRV = (AR – SR)AH= ($9.80 – $9.65)37,560 = $5,634 UNote: AR = $368,088/37,560LEV = (AH – SH)SR= (37,560 – 38,400)$9.65 = $8,106 FAR ⨯ AH SR ⨯ AH SR ⨯ SH3. Materials Inventory ................................... 940,500M PV ............................................................ 11,400Accounts Payable ............................... 951,900Work in Process ....................................... 950,400MUV ...................................................... 22,275Materials Inventory .............................. 928,125Work in Process ....................................... 370,560LRV ............................................................ 5,634LEV ....................................................... 8,106Accrued Payroll ................................... 368,0881. Fixed overhead rate = $0.55/(1/2 hr. per unit) = $1.10 per DLHSH = 1,180,000 ⨯ 1/2 = 590,000Applied FOH = $1.10 ⨯ 590,000 = $649,0002. Fixed overhead analysis:Actual FOH Budgeted FOH Applied FOH(600,000 expected hours = 1/2 hour ⨯ 1,200,000 units)3. Variable OH rate = ($1,350,000 – $660,000)/600,000= $1.15 per DLH4. Variable overhead analysis:Actual VOH Budgeted VOH Applied VOH1. Cases needing investigation:Week 2: Exceeds the 10% rule.Week 4: Exceeds the $8,000 rule and the 10% rule.Week 5: Exceeds the 10% rule.2. The purchasing agent. Corrective action would require a return to the pur-chase of the higher-quality material normally used.3. Production engineering is responsible. If the relationship is expected to per-sist, then the new labor method should be adopted, and standards for materi-als and labor need to be revised.9–101. Standard fixed overhead rate = $2,160,000/(120,000 ⨯ 6)= $3.00 per DLHStandard variable overhead rate = $1,440,000/720,000= $2.00 per DLH2. Fixed: 119,000 ⨯ 6 ⨯ $3.00 = $2,142,000Variable: 119,000 ⨯ 6 ⨯ $2.00 = $1,428,000Total FOH variance = $2,250,000 – $2,142,000= $108,000 UTotal VOH variance = $1,425,000 – $1,428,000= $3,000 F3. Fixed overhead analysis:Actual FOH Budgeted FOH Applied FOHThe spending variance is the difference between planned and actual costs.Each item’s variance should be analyzed to see if these costs can be r e-duced. The volume variance is the incorrect prediction of volume, or alterna-tively, it is a signal of the loss or gain that occurred because of producing at a level different from the expected level.4. Variable overhead analysis:Actual VOH Budgeted VOH Applied VOHThe variable overhead spending variance is the difference between the actual variable overhead costs and the budgeted costs for the actual hours used.The variable overhead efficiency variance is the savings or extra cost at-tributable to the efficiency of labor usage.9–111. MPV = (AP – SP)AQ= ($6.60 – $6.40)1,488,000= $297,600 UMUV = (AQ – SQ)SP= (1,480,000 – 1,400,000)$6.40= $512,000 UNote: There is no three-pronged analysis for materials because materials purchased is different from the materials used. (MPV uses materials pur-chased and MUV uses materials used.)2. LRV = (AR – SR)AH= ($18.10 – $18.00)580,000= $58,000 ULEV = (AH – SH)SR= (580,000 – 560,000)$18.00= $360,000 UAR ⨯ AH SR ⨯ AH SR ⨯ SH3. Fixed overhead analysis:Actual FOH Budgeted FOH Applied FOHNote: Practical volume in hours = 2 ⨯ 288,000 = 576,000 hours4. Variable overhead analysis:Actual VOH Budgeted VOH Applied VOH1. Materials Inventory ................................... 9,523,200MPV ............................................................ 297,600Accounts Payable ............................... 9,820,8002. Work in Process ....................................... 8,960,000MUV ............................................................ 512,000Materials Inventory .............................. 9,472,0003. Work in Process ....................................... 10,080,000LRV ............................................................ 58,000LEV ............................................................. 360,000Accrued Payroll ................................... 10,498,0004. Work in Process ....................................... 3,080,000Fixed Overhead Control...................... 2,240,000Variable Overhead Control ................. 840,0005. Materials and labor:Cost of Goods Sold .................................. 1,227,600MPV ...................................................... 297,600MUV ...................................................... 512,000LRV ....................................................... 58,000LEV ....................................................... 360,000 Overhead disposition:Cost of Goods Sold .................................. 160,000Fixed Overhead Control...................... 160,000Cost of Goods Sold .................................. 32,000Variable Overhead Control ................. 32,0001. Tom purchased the large quantity to obtain a lower price so that the pricestandard could be met. In all likelihood, given the reaction of Jackie Iverson, encouraging the use of quantity discounts was not an objective of setting price standards. Usually, material price standards are to encourage the pur-chasing agent to search for sources that will supply the quantity and quality of material desired at the lowest price.2. It sounds like the price standard may be out of date. Revising the pricestandard and implementing a policy concerning quantity purchases would likely prevent this behavior from reoccurring.3. Tom apparently acted in his own self-interest when making the purchase. Hesurely must have known that the quantity approach was not the objective.Yet, the reward structure suggests that there is considerable emphasis placed on meeting standards. His behavior, in part, was induced by the re-ward system of the company. Probably, he should be retained with some ad-ditional training concerning the goals of the company and a change in em-phasis and policy to help encourage the desired behavior.9–14Materials:AP ⨯ AQ SP ⨯ AQ SP ⨯ SQLabor:AR ⨯ AH SR ⨯ AH SR ⨯ SH1. Materials Inventory ................................... 47,700MPV ...................................................... 5,700Accounts Payable ............................... 42,0002. Work in Process ....................................... 45,000MUV ............................................................ 2,700Materials Inventory .............................. 47,7003. Work in Process ....................................... 105,000LRV ....................................................... 2,300LEV (700)Accrued Payroll ................................... 102,0004. Cost of Goods Sold .................................. 2,700MUV ...................................................... 2,700MPV ............................................................ 5,700LRV ............................................................ 2,300LEV (700)Cost of Goods Sold ............................. 8,7001. VOH efficiency variance = (AH – SH)SVOR$8,000 = (1.2SH – SH)$2$8,000 = $0.4SHSH = 20,000AH = 1.2SH = 24,000 2. LEV = (AH – SH)SR$20,000 = (24,000 – 20,000)SR$20,000 = 4,000SRSR = $5LRV = (AR – SR)AH$6,000 = (AR – $5)24,000$0.25 = AR – $5AR = $5.253. SH = 4 ⨯ Units produced20,000 = 4 ⨯ Units produced Units produced = 5,000PROBLEMS9–171. Materials:AP ⨯ AQ SP ⨯ AQ SP ⨯ SQThe new process saves 0.25 ⨯ 4,000 ⨯ $3 = $3,000. Thus, the net savings at-tributable to the higher-quality material are ($6,000 – $3,000) – $2,300 = $700.Keep the higher-quality material!2. Labor for new process:AR ⨯ AH SR ⨯ AH SR ⨯ SHThe new process gains $3,000 in materials (see Requirement 1) but loses $6,000 from the labor effect, giving a net loss of $3,000. If this pattern is ex-pected to persist, then the new process should be abandoned.3. Labor for new process, one week later:AR ⨯ AH SR ⨯ AH SR ⨯ SHIf this is the pattern, then the new process should be continued. It will save $260,000 per year ($5,000 ⨯52 weeks). The weekly savings of $5,000 is the materials savings of $3,000 plus labor savings of $2,000.9–181. e2. h3. k4. n5. d6. g7. o8. b9. m10. l11. j12. c13. a14. i15. f9–191. Material quantity standards:1.25 feet per cutting board⨯ 67.50 feet for five good cutting boardsUnit standard for lumber = 7.50/5 = 1.50 feetUnit standard for foot pads = 4.0Material price standards:Lumber: $3.00 per footPads: $0.05 per padLabor quantity standards:Cutting: 0.2 hrs. ⨯ 6/5 = 0.24 hours per good unitAttachment: 0.25 hours per good unitUnit labor standard 0.49 hours per good unit Labor rate standard: $8.00 per hourStandard prime cost per unit:Lumber (1.50 ft. @ $3.00) $4.50Pads (4 @ $0.05) 0.20Labor (0.49 hr. @ $8.00) 3.92Unit cost $8.629–19 Concluded2. Standards allow managers to compare planned and actual performance. Thedifference can be broken down into price and efficiency variances to identify the cause of a variance. With this feedback, managers are able to improve productivity as they attempt to produce without cost overruns.3. a. The purchasing manager identifies suppliers and their respective pricesand quality of materials.b. The industrial engineer often conducts time and motion studies to deter-mine the standard direct labor time for a unit of product. They also can de-termine how much material is needed for the product.c. The cost accountant has historical information as well as current infor-mation from the purchasing agent, industrial engineers, and operating personnel. He or she can compile this information to obtain an achievable standard.4. Lumber:MPV = (AP – SP)AQ= ($3.10 – $3.00)16,000 = $1,600 UMUV = (AQ – SQ)SP= (16,000 – 15,000)$3 = $3,000 URubber pads:MPV = (AP – SP)AQ= ($0.048 – $0.05)51,000 = $102 FMUV = (AQ – SQ)SP= (51,000 – 40,000)$0.05 = $550 ULabor:LRV = (AR – SR)AH= ($8.05 – $8.00)5,550 = $277.50 ULEV = (AH – SH)SR= (5,550 – 4,900)$8 = $5,200 U9–201. The cumulative average time per unit is an average. It includes the2.5 hoursper unit when 40 units are produced as well as the 1.024 hours per unit when 640 units are produced. As more units are produced, the cumulative average time per unit will decrease.2. The standard should be 0.768 hour per unit as this is the average time takenper unit once efficiency is achieved:[(1.024 ⨯ 640) – (1.28 ⨯ 320)]/(640 – 320)3. Std. Price Std. Usage Std. CostDirect materials $ 4 25.000 $100.00 Direct labor 15 0.768 11.52 Variable overhead 8 0.768 6.14 Fixed overhead 12 0.768 9.22* Standard cost per unit $126.88* *Rounded4. There would be unfavorable efficiency variances for the first 320 units be-cause the standard hours are much lower than the actual hours at this level.Actual hours would be approximately 409.60 (320 ⨯ 1.28), and standard hours would be 245.76 (320 ⨯ 0.768).9–211. MPV = (AP – SP)AQ= ($4.70 – $5.00)260,000 = $78,000 FMUV = (AQ – SQ)SP= (320,000 – 300,000)$5 = $100,000 UThe materials usage variance is viewed as the most controllable because prices for materials are often market-driven and thus not controllable. Re-sponsibility for the variance in this case likely would be assigned to purchas-ing. The lower-quality materials are probably the cause of the extra usage.2. LRV = (AR – SR)AH= ($13 – $12)82,000 = $82,000 ULEV = (AH – SH)SR= (82,000 – 80,000)$12 = $24,000 UAR ⨯ AH SR ⨯ AH SR ⨯ SHProduction is usually responsible for labor efficiency. In this case, efficiency may have been affected by the lower-quality materials, and purchasing, thus, may have significant responsibility for the outcome. Other possible causes are less demand than expected, poor supervision, lack of proper training, and lack of experience.3. Variable overhead variances:Actual VOH Budgeted VOH Applied VOHFormula approach:VOH spending variance = Actual VOH – (SVOR ⨯ AH)= $860,000 – ($10 ⨯ 82,000)= $40,000 UVOH efficiency variance = (AH – SH)SVOR= (82,000 – 80,000)$10= $20,000 U4. Fixed overhead variances:Actual FOH Budgeted FOH Applied FOHThe volume variance is a measure of unused capacity. This cost is reduced as production increases. Thus, selling more goods is the key to reducing this variance (at least in the short run).5. Four variances are potentially affected by material quality:MPV $ 78,000 FMUV 100,000 ULEV 24,000 UVOH efficiency 20,000 U$ 66,000 UIf the variance outcomes are largely attributable to the lower-quality materi-als, then the company should discontinue using this material.6. (Appendix required)Materials Inventory ................................... 1,300,000MPV ...................................................... 78,000Accounts Payable ............................... 1,222,000Work in Process ....................................... 1,500,000MUV ............................................................ 100,000Materials Inventory .............................. 1,600,0009–21 ConcludedWork in Process ....................................... 960,000LRV ............................................................ 82,000LEV ............................................................. 24,000Accrued Payroll ................................... 1,066,000Cost of Goods Sold .................................. 206,000MUV ...................................................... 100,000LRV ....................................................... 82,000LEV ....................................................... 24,000MPV ............................................................ 78,000Cost of Goods Sold ............................. 78,000VOH Control .............................................. 860,000Various Credits .................................... 860,000FOH Control .............................................. 556,000Various Credits .................................... 556,000Work in Process ....................................... 800,000VOH Control ......................................... 800,000Work in Process ....................................... 480,000FOH Control ......................................... 480,000Cost of Goods Sold .................................. 60,000VOH Control ......................................... 60,000Cost of Goods Sold .................................. 76,000FOH Control ......................................... 76,0009–221. Fixed overhead rate = $2,400,000/600,000 hours*= $4 per hour*Standard hours allowed = 2 ⨯ 300,000 units2. Little Rock plant:Actual FOH Budgeted FOH Applied FOHAthens plant:Actual FOH Budgeted FOH Applied FOHThe spending varian ce is almost certainly caused by supervisor’s salaries (for example, an unexpected midyear increase due to union pressures). It is unlikely that the lease payments or depreciation would be greater than budg-eted. Changing the terms on a 10-year lease in the first year would be unusual (unless there is some sort of special clause permitting increased payments for something like unexpected inflation). Also, the depreciation should be on target (unless more equipment was purchased or the depreciation budget was set before the price of the equipment was known with certainty).The volume variance is easy to explain. The Little Rock plant produced less than expected, and so there was an unused capacity cost: $4 ⨯ 120,000 hours = $480,000. The Athens plant had no unused capacity.9–22 Concluded3. It appears that the 120,000 hours of unused capacity (60,000 subassemblies)is permanent for the Little Rock plant. This plant has 10 supervisors, each making $50,000. Supervision is a step-cost driven by the number of produc-tion lines. Unused capacity of 120,000 hours means that two lines can be shut down, saving the salaries of two supervisors ($100,000 at the original salary level). The equipment for the two lines is owned. If it could be sold, then the money could be reinvested, and the depreciation charge would be reduced by20 percent (two lines shut down out of 10). There is no way to directly reducethe lease payments for the building. Perhaps the company could use the space to establish production lines for a different product. Or perhaps the space could be subleased. Another possibility is to keep the supervisors and equipment and try to fill the unused capacity with special orders orders for the subassembly below the regular selling price from a market not normally served. If the selling price is sufficient to cover the variable costs and cover at least the salaries and depreciation for the two lines, then the special order option may be a possibility. This option, however, is fraught with risks, e.g., the risk of finding enough orders to justify keeping the supervisors and equipment, the risk of alienating regular customers who pay full price, and the risk of violating price discrimination laws. Note:You may wish to point out the value of the resource usage model in answering this question (see Chapter 3).4. For each plant, the standard fixed overhead rate is $4 per direct labor hour.Since each subassembly should use two hours, the fixed overhead cost per unit is $8, regardless of where they are produced. Should they differ? Some may argue that the rate for the Little Rock plant needs to be recalculated. For example, one possibility is to use expected actual capacity, instead of practi-cal capacity. In this case, the Little Rock plant would have a fixed overhead rate of $2,400,000/480,000 hours = $5 per hour and a cost per subassembly of $10. The question is: Should the subassemblies be charged for the cost of the unused capacity? ABC suggests a negative response. Products should be charged for the resources they use, and the cost of unused capacity should be reported as a separate item—to draw management’s attention to the need to manage this unused capacity.9–231. Normal Patient Day:Standard Standard StandardPrice Usage Cost Direct materials $10.00 8.00 lb. $ 80.00 Direct labor 16.00 2 hr. 32.00 Variable overhead 30.00 2 hr. 60.00 Fixed overhead 40.00 2 hr. 80.00 Unit cost $252.00 Cesarean Patient Day:Standard Standard StandardPrice Usage Cost Direct materials $10.00 20.00 lb. $200.00 Direct labor 16.00 4 hr. 64.00 Variable overhead 30.00 4 hr. 120.00 Fixed overhead 40.00 4 hr. 160.00 Unit cost $544.00 2. MPV = (AP – SP)AQ= ($9.50 – $10.00)172,000 = $86,000 FMUV = (AQ – SQ)SPMUV (Normal) = [30,000 – (8 ⨯ 3,500)]$10 = $20,000 UMUV (Cesarean) = [142,000 – (20 ⨯ 7,000)]$10 = $20,000 UMaterials .................................................... 1,720,000MPV ...................................................... 86,000Accounts Payable ............................... 1,634,000Work in Process ....................................... 1,680,000M UV ........................................................... 40,000Materials .............................................. 1,720,000MPV ............................................................ 86,000MUV ............................................................ 40,000Cost of Services Sold ......................... 126,0003. LRV = (AR – SR)AH= ($15.90 – $16.00)36,500 = $3,650 FLEV = (AH – SH)SRLEV (Normal) = [7,200 – (2 ⨯ 3,500)]$16 = $3,200 ULEV (Cesarean) = [29,300 – (4 ⨯ 7,000)]$16 = $20,800 UWork in Process ....................................... 560,000*LEV ............................................................. 24,000LRV ....................................................... 3,650Accrued Payroll ................................... 580,350 *[(2 ⨯ 3,500) + (4 ⨯ 7,000)] ⨯ $16 = $560,000Cost of Services Sold ............................... 20,350LRV ............................................................ 3,650LEV ....................................................... 24,0004. Variable overhead variances:Actual VOH Budgeted VOH Applied VOHFixed overhead variances:Actual FOH Budgeted FOH Applied FOHNote: SH = (2 ⨯ 3,500) + (4 ⨯ 7,000) = 35,000。