管理会计作业答案高等教育出社e.doc

管理会计课后练习答案管理会计课后练习答案 CHAPTER 2 27 1.Direct materials: Magazine (5,000 $0.40)$ 2,000 Brochure (10,000 $0.08)800$ 2,800 Direct labor: Magazine (5,000/20) $10$ 2,500 Brochure (10,000/100) $101,0003,500 Manufacturing overhead: Rent $1,400 Depreciation ($40,000/20,000) 350*700 Setups600 Insurance140 Power3503,190 Cost of goods manufactured$ 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$ 2,800 Direct labor3,500 Total prime costs$ 6,300 Magazine: Direct materials$ 2,000 Direct labor2,500 Total prime costs$ 4,500 Brochure: Direct materials$800 Direct labor1,000 Total prime costs$ 1,800 Direct tracing was used to assign prime costs to the two products. 3.Total monthly conversion cost: Direct labor$ 3,500 Overhead3,190 Total$ 6,690 Magazine: Direct labor$ 2,500 Overhead: Power ($1 250)$ 250 Depreciation ($2 250)500 Setups (2/3 $600)400 Rent and insurance ($4.40 250 DLH)*1,1002,250 Total$ 4,750 Brochure: Direct labor$ 1,000 Overhead: Power ($1 100)$ 100 Depreciation ($2 100)200 Setups (1/3 $600)200 Rent and insurance ($4.40 100 DLH)*440940 Total$ 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 proportion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures. 4.Sales (5,000 $1.80) + (10,000 $0.45) $13,500 Less cost of goods sold9,490 Gross margin$ 4,010 Less operating expenses: Selling$ 500a Administrative.1,500b2,000 Income before income taxes.$ 2,010 aDistribution of goods is a selling expense. bA case could be made for assigning part of her salary to production. However, since she is responsible for coordinating and managing all business functions, an administrative classification is more convincing. CHAPTER 3 33 1. Cost of Oil Changes $0 $1,000 $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 05001,0001,500 Number of Oil Changes Cost The 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 change F= $5,150 $4(700) = $5,150 $2,800 = $2,350 Cost = $2,350 + $4 (oil changes) Predicted cost for January = $2,350 + $4(1,000) = $6,350 34 1.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 = $55,950 3.Since total setup cost is $40,500 for the following month, a 50 percent decrease would reduce setup cost to $20,250, saving $20,250 for the month. CHAPTER 4 48 1.Product cost assignment: Overhead rates: Patterns:$30,000/15,000 = $2.00 per DLH Finishing:$90,000/30,000 = $3.00 per DLH Unit cost computation: BackpacksDuffel Bags Patterns: $2.00 0.1$0.20 $2.00 0.2$0.40 Finishing: $3.00 0.20.60 $3.00 0.41.20 Total per unit$0.80 $1.60 2.Cost before addition of duffel bags: $60,000/100,000 = $0.60 per unit The assignment is accurate because all costs belong to the one product. 3.Activity-based cost assignment: Stage 1: Pool rate = $120,000/80,000 = $1.50 per transaction Stage 2: Overhead applied: Backpacks:$1.50 40,000* = $60,000 Duffel 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 unit Duffel bags: $60,000/25,000= $2.40 per unit 4.This problem allows the student to see what the accounting cost per unit should 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 transactions 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 costing accuracy. However, even in a single-product environment, it may be possible to increase the accuracy of cost assignments to other cost objects such as customers. CHAPTER 7 78 1.a. Direct method DrillingAssembly Machine hours0.800.20 Kilowatt-hours0.100.90 Maintenance: (0.80 $320,000)$256,000 (0.20 $320,000)$ 64,000 Power: (0.10 $400,000)40,000 (0.90 $400,000)360,000 Direct costs163,00090,000 Total$459,000$514,000 Drilling: $459,000/30,000 = $15.30 per MHr Assembly: $514,000/40,000 = $12.85 per DLH Prime costs$1,817.00 Drilling (2 $15.30)30.60 Assembly (50 $12.85)642.50 Total cost$2,490.10 Markup (15%)373.52 Bid price$2,863.62 b.Reciprocal method MaintenancePowerDrillingAssembly Machine hours0.3750.5000.125 Kilowatt-hours0.1000.0900.810 M = $320,000 + 0.1P = $320,000 + 0.1($400,000 + 0.375M) M = $320,000 + $40,000 + 0.0375M 0.9625M = $360,000 M = $374,026 P = $400,000 + 0.375M P = $400,000 + 0.375($374,026) P = $400,000 + $140,260 P = $540,260 Total CostDrillingAssembly Maintenance:$374,026 (0.500 $374,026)$187,013 (0.125 $374,026)$ 46,753 Power:540,260 (0.09 $540,260)48,623 (0.81 $540,260)437,611 Direct costs163,00090,000 Total$398,636$574,364 Drilling: $398,636/30,000 = $13.29 per MHr* Assembly: $574,364/40,000 = $14.36 per DLH* Prime costs$1,817.00 Drilling (2 $13.29)26.58 Assembly (50 $14.36)718.00 Total cost$2,561.58 Markup (15%)384.24 Bid price$2,945.82 *Rounded 2.The reciprocal method is more accurate, as it takes into account the use of support departments by other support departments. CHAPTER 8 8-3 1.Cash Budget For the Month of June 20XX Beginning cash balance .$ 1,345 Collections: Cash sales 20,000 Credit sales: Current month ($90,000 50%).45,000 May credit sales ($85,000 30%)25,500 April credit sales*.8,060 Total cash available.$ 99,905 Less disbursements: Inventory purchases: Current month ($110,000 80% 40%) .$35,200 Prior month ($100,000 80% 60%)48,000 Salaries and wages10,300 Rent.2,200 Taxes.5,500 Total cash needs101,200 Excess of cash available over needs $( 1,295) *Payments for April credit sales = $50,000 16% = $8,000 Late fees remitted = ($8,000/2) 0.015 = $60 Total Payments for April credit sales and late fees = $8,000 + $60 = $8,060 2.Yes, the business does show a negative cash balance for the month of June. Without the possibility of short-term loans, the owner should consider taking less cash salary. CHAPTER 9 98 1.Material quantity standards: 1.25 feet per cutting board 6 7.50 feet for five good cutting boards Unit standard for lumber = 7.50/5 = 1.50 feet Unit standard for foot pads = 4.0 Material price standards: Lumber: $3.00 per foot Pads:$0.05 per pad Labor quantity standards: Cutting: 0.2 hrs. 6/5 = 0.24 hours per good unit Attachment:0.25 hours per good unit Unit labor standard0.49 hours per good unit Labor rate standard: $8.00 per hour Standard prime cost per unit: Lumber (1.50 ft. $3.00)$4.50 Pads (4 $0.05)0.20 Labor (0.49 hr. $8.00)3.92 Unit cost$8.62 2.Standards allow managers to compare planned and actual performance. The difference 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 prices and quality of materials. b. The industrial engineer often conducts time and motion studies to determine the standard direct labor time for a unit of product. They also can determine how much material is needed for the product. c. The cost accountant has historical information as well as current information 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 U MUV = (AQ SQ)SP = (16,000 15,000)$3 = $3,000 U Rubber pads: MPV = (AP SP)AQ = ($0.048 $0.05)51,000 = $102 F MUV = (AQ SQ)SP = (51,000 40,000)$0.05 = $550 U Labor: LRV = (AR SR)AH = ($8.05 $8.00)5,550 = $277.50 U LEV = (AH SH)SR = (5,550 4,900)$8 = $5,200 U CHAPTER 10 106 1.20052006 a. 192,000/80,000 = 2.4/hour (velocity)2.4/hour 60/2.4 = 25 minutes (cycle time)25 minutes b. 152,000/80,000 = 1.9/hour (velocity)176,000/80,000 = 2.2/hour 60/1.9 = 32 minutes* (cycle time)60/2.2 = 27 minutes* c. N/A($20 $10)/$20 = 50% d. 152,000/80,000 = 1.9176,000/80,000 = 2.2 e. 20,000/200,000 = 10%16,000/200,000 = 8% f.N/A($200 $250)/$250 = (20%) g. N/A(6 3)/6 = (50%) h. 9,000/152,000 = 5.9%*4,000/176,000 = 2.3%* i.4,000/152,000 = 0.026/unit*16,000/176,000 = 0.091/unit* j.200 hours800 hours k. $300$280 l.2 40 = 806 40 = 240 m. ($300 4,000)/($300 152,000)($280 24,000)/($280 176,000) = 2.63%*= 13.6%* n. 20%176,000/780,000 = 22.6%* o. N/A($280 176,000) ($300 152,000)/($300 152,000) = 8.1%* *Rounded *152,000 20% = 760,000 + 20,000 = 780,000 2.Strategic ObjectivesMeasures Financial: Reduce unit costUnit cost Develop new customersNew customers per unit sold Increase total revenuesPercentage change in revenues Customer: Reduce customerPrice/Unit sacrificePostpurchase costs Increase customerNumber of new customers acquisition Increase market sharePercentage of market Process: Decrease process timeCycle time/Velocity Decrease defective unitsNumber of defects Number of scrapped units Decrease inventoryDays of inventory Learning and Growth: Increase employeeOutput per hour capabilitiesTraining hours Suggestions All measures have shown improvement over the two-year period. This provides evidence of the strategys viability, assuming that the measures are tied to the strategy as they appear to be. What is lacking are the targets for the various measures. Knowing the targets for the two-year period would significantly enhance the value of the feedback. It is important to emphasize that comparing targets to actuals allows for an assessment both of implementation success and strategy viability (double-loop feedback). 3.It is important to understand that one cause can have more than one effect and that an effect can have more than one cause. Because of this, a strategy can have several cause-and-effect branches. Based on the available information, we can express the strategy as follows: If training is increased, then employee productivity and participation will increase; if employee productivity and participation increase, then product quality and process time will improve; if process time decreases and if the product quality improves, then inventory will decrease and costs will decrease (including postpurchase costs); if inventory decreases, then costs will decrease; if costs decrease, then customer sacrifice decreases (selling prices and postpurchase costs lowered); if selling prices and postpurchase costs are lowered, then the number of customers can be increased; if the number of customers increases, then market share will increase; if market share increases, then revenues will increase. The measures reveal a lot about the strategy; in fact, if the measures are properly specified, they should tell the whole story of the strategy. The measures allow us to infer the strategic objectives and the underlying relationships of these objectives. Market share is an example of a measure that acts as both a lead and a lag measure. It acts as an outcome variable because it is a consequence of other performance drivers such as selling prices and postpurchase costs, but it is also a lead measure for revenues. Hours of training is a lead measure only (for this example), and revenues is a lag measure only. CHAPTER 13 133 1.Answering machine EVA = $1,300,000 0.12($10,000,000) = $1,300,000 $1,200,000 = $100,000 2.Video game player EVA = $640,000 0.12($4,000,000) = $640,000 $480,000 = $160,000 3.Current division EVA= $13,500,000 0