《管理会计》英文版课后习题答案.doc

第二章 产品成本计算Exercises21（指教材上的第2章练习第1题，下同）1.Part #72APart #172CSteel*$12.00$18.00Setup cost*6.006.00Total$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 parts 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.problems251.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.261.Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory$300,000Add: Purchases600,000Materials available$900,000Less: Ending inventory450,000*Direct materials used$450,000Direct labor12,000,000Overhead1,500,000Total service costs added$13,950,000Add: Beginning work in process900,000Total production costs$14,850,000Less: Ending work in process1,500,000Cost 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 sold13,350,000Gross margin$7,650,000Less operating expenses:Selling expenses$900,000Administrative expenses750,0001,650,000Income 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.271.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) ? $101,0003,500Manufacturing overhead:Rent$1,400Depreciation ($40,000/20,000) ? 350*700Setups600Insurance140Power3503,190Cost 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 labor3,500Total prime costs$6,300Magazine:Direct materials$2,000Direct labor2,500Total prime costs$4,500Brochure:Direct materials$800Direct labor1,000Total prime costs$1,800Direct tracing was used to assign prime costs to the two products.3.Total monthly conversion cost:Direct labor$3,500Overhead3,190Total$6,690Magazine:Direct labor$2,500Overhead:Power ($1 ? 250)$250Depreciation ($2 ? 250)500Setups (2/3 ? $600)400Rent and insurance ($4.40 ? 250 DLH)*1,1002,250Total$4,750Brochure:Direct labor$1,000Overhead:Power ($1 ? 100)$100Depreciation ($2 ? 100)200Setups (1/3 ? $600)200Rent and insurance ($4.40 ? 100 DLH)*440940Total$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.Exercises311.ResourceTotal CostUnit CostPlastic1$10,800$0.027Direct labor andvariable overhead28,0000.020Mold sets320,0000.050Other facility costs410,0000.025Total$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.33High (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) = $6,350problems361.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:Constant4512.98701298698Std. Err. of Y Est.3456.24317476605R Squared0.633710482694768No. of Observations10Degrees of Freedom8X 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 Tracys choice of a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3.Regression with pounds of material as the independent variable:Constant5632.28109733183Std. Err. of Y Est.2390.10628259277R Squared0.824833789433823No. of Observations10Degrees of Freedom8X 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:Constant752.104072925631Std. Err. of Y Est.1350.46286973443R Squared0.951068418023306No. of Observations10Degrees of Freedom7X Coefficient(s)0.03338831510969157.14702865269395Std. Err. of Coef.0.004955248411983681.68182916088492V1= $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.521.Job #57Job #58Job #59Balance, 7/1$22,450$0$0Direct materials12,9009,90035,350Direct labor20,0006,50013,000Applied overhead:Power7506003,600Material handling1,5003006,000Purchasing2501,000250Total 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 = $57,850problems531.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.LadanMyron Coe WalkerWillisBeginning WIP$1,730$1,180$2,500$0$0Direct materials400150260800760Direct labor800900650350900Applied overhead16018013070180Total$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$3,540Walker1,220Willis1,840Ending 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 sold5,500Gross margin$2,750Marketing and administrative expenses1,200Operating income$1,5505201.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 #73Job #74Plantwide:70 ? $9.40 = $65870 ? $9.40 = $658Departmental:20 ? $6.25$125.0050 ? $6.25$312.5050 ? $221,100.0020 ? $22440.00$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 #73Job #74Plantwide:70 ? $6.25 = $437.5070 ? $6.25 = $437.50Departmental:20 ? $6.25$125.0050 ? $6.25$312.5050 ? $6.25312.5020 ? $6.25125.00$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.541.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 #73Job #74Plantwide:70 ? $9.40 = $65870 ? $9.40 = $658Departmental:20 ? $6.25$125.0050 ? $6.25$312.5050 ? $221,100.0020 ? $22440.00$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 #73Job #74Plantwide:70 ? $6.25 = $437.5070 ? $6.25 = $437.50Departmental:20 ? $6.25$125.0050 ? $6.25$312.5050 ? $6.25312.5020 ? $6.25125.00$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.551.Last years unit-based overhead rate = $50,000/10,000 = $5This years unit-based overhead rate = $100,000/10,000 = $10Last YearThis YearBike cost:2 ? $20$40$403 ? $123636Overhead:5 ? $5255 ? $1050Total$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 are not 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 RentalPicnic CateringPurchasing$3 ? 7,000$21,000$3 ? 3,000$9,000Power$0.40 ? 5,0002,000$0.40 ? 45,00018,000Maintenance$10 ? 5005,000$10 ? 1001,000Other$2 ? 11,00022,00022,000Total overhead$50,000$50,0003.This years 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 materials12.00Catering 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611.CuttingSewingPackagingDepartmentDepartmentDepartmentDirect materials$5,400$900$225Direct labor1501,800900Applied overhead7503,600900Transferred-in cost:From cutting6,300From sewing12,600Total manufacturing cost$6,300$12,600$14,6252.a.Work in ProcessSewing6,300Work in ProcessCutting6,300b.Work in ProcessPackaging12,600Work in ProcessSewing12,600c.Finished Goods14,625Work in ProcessPackaging14,6253.Unit cost = $14,625/600 = $24.38* per pair621.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 process27,000Units started during the period33,000Total units to account for60,000Units started and completed16,800Units completed from beginning work in process27,000Units in ending work in process16,200Total units accounted for60,0004.Equivalent units of production:MaterialsConversionUnits completed43,80043,800Add:Units in ending work in process:(16,200 ? 100%)16,200(16,200 ? 25%)4,050Equivalent units of output60,00047,850631.Physical flow schedule:Units to account for:Units in beginning work in process80,000Units started during t