会计学管理会计分册23版辅助资料

第二部分 成绩评定项目次数方式及要求分值课堂考核- 点名、专业术语默写、课堂翻译、 提问等（请假需导员签字的假条， 无特殊情况，请假3次，算1次缺 课；迟到等同于缺课；缺课6课 时，本课记0分）20% 课后作业8 日常作业6次，综合练习2次。 要求书面。雷同者记0分30% 期末测试1全英文，闭卷，120分钟50%第三部分 主要内容Terminology-专业术语（自查中文，了解术语的含义）Major Contents -本章主要内容（给出的是教材上的一级和二级标题，加的部分略看，其他需要精读）Questions-思考题（取自每一章课后的Eye Openers）School Assignments-作业题（需要做书面作业）Chapter 18 Managerial Accounting Concepts and PrinciplesTerminology: managerial accounting ( or management accounting ); financial accounting; financial statements; stakeholders; shareholders; creditor; government agencies; general public; line department; staff department; management process; planning; directing; controlling; improving; decision making; strategy planning; operational planning; management by exception; Generally Accepted Accounting Principles; service companies; merchandising companies; manufacturing companies; direct cost; indirect cost; period costs; product costs; manufacturing costs; cost object; direct materials cost; direct labor cost; factory overhead; prime costs; conversion costs; selling expenses; administrative expenses; cost of merchandise sold; cost of goods sold; materials inventory; work in process inventory; finished goods inventory; balance sheet; income statement; merchandise available for sale; cost of goods manufactured; cost of finished goods available for sale; statement of cost of goods manufactured.Major Contents:1. Managerial AccountingDifferences Between Managerial Accounting and Financial Accounting The Management Accountant in the Organization Managerial Accounting in the Management Process 2. Manufacturing Operations: Costs and Terminology Direct and Indirect CostsManufacturing Costs3. Financial Statements for a Manufacturing BusinessBalance Sheet for a Manufacturing BusinessIncome statement for a manufacturing company 4. Uses of Managerial Accounting Questions: (on page 2021)Eye openers: 1, 4, 13, 14, 15, 16, 18, 20, 21.School assignments:No.Chapter 21 Cost Behavior and Cost-Volume-Profit AnalysisTerminology: cost behavioractivity baserelevant rangevariable costsvariable cost per unit or unit variable costfixed costsfixed cost per unitmixed costshigh-low methodvariable costingcost-volume-profit analysisselling pricesales volumeproduction volumeprofitincome from operationscontribution marginunit contribution margincontribution margin ratio or profit-volume ratiobreak-even pointbreak-even sales( units)break-even sales( dollars)target profitcost-volume-profit chartbreak-even chartprofit-volume chart“what if ”analysis or sensitivity analysissales mix operating leveragemargin of safetymargin of safety(units)margin of safety(dollars)Major Contents：（all should be read intensively）1. Cost BehaviorVariable CostsFixed CostsMixed Costs2. Cost-Volume-Profit RelationshipContribution MarginContribution Margin RatioUnit Contribution Margin3. Mathematical Approach to Cost-Volume-Profit AnalysisTarget Profit4. Graphic Approach to Cost-Volume-Profit AnalysisCost-Volume-Profit (Break-Even) ChartProfit-Volume ChartUse of Computers in Cost-Volume-Profit AnalysisAssumptions of Cost-Volume-Profit Analysis5. Special Cost-Volume-Profit RelationshipSales Mix ConsiderationsOperating LeverageMargin of SafetyQuestions: (on page 99100)Eye openers: 1;3;9;11;14;15.School assignment: PR 21-1AWest Coast Apparel Co. manufactures a variety of clothing types for distribution to several major retail chains. The following costs are incurred in the production and sale of blue jeans:a. Salary of production vice presidentb. Property taxes on property, plant, and equipmentc. Electricity costs of $0.12 per kilowatt-hourd. Salespersons salary, $30,000 plus 2% of the total salese. Consulting fee of $100,000 paid to industry specialist for marketing advicef. Shipping boxes used to ship ordersg. Dyeh. Threadi. Salary of designers j. Brass buttonsk. Janitorial supplies, $2,000 per monthl. Legal fees paid to attorneys in defense of the company in a patent infringement suit, $40,000 plus $150 per hourm. Straight-line depreciation on sewing machinesn. Insurance premiums on property, plant, and equipment, $50,000 per year plus $4 per $20,000 of insured value over $10,000,000o. Hourly wages of machine operators p. p. Fabricq. Rental costs of warehouse, $4,000 per month plus $3 per square foot of storage used r. r. Rent on experimental equipment, $40,000 per years. Leather for patches identifying the brand on individual pieces of apparel t.t. SuppliesInstructionsClassify the preceding costs as either fixed, variable, or mixed. Use the following tabular headings and place an X in the appropriate column. Identify each cost by letter in the cost column.CostFixed CostVariable CostMixed CostPR 21-5A Data related to the expected sales of snowboards and skis for Winter Sports Inc. for the current year, which is typical of recent years, are as follows:ProductsUnit Selling PriceUnit Variable CostSales MixSnowboards$250.00$170.0040%Skis340.00160.0060%The estimated fixed costs for the current year are $420,000.Instructions1. Determine the estimated units of sales of the overall product necessary to reach the break-even point for the current year.2. Based on the break-even sales (units) in part (1), determine the unit sales of both snowboards and skis for the current year.3. Assume that the sales mix was 60% snowboards and 40% skis. Compare the break-even point with that in part (1). Why is it so different?PR 21-6ASoldner Health Care Products Inc. expects to maintain the same inventories at the end of 2010 as at the beginning of the year. The total of all production costs for the year is assumed to be equal to the cost of goods sold. With this in mind, the various department heads were asked to submit estimates of the costs for their departments during 2010. A summary report of these estimates is as follows: Estimated Fixed CostEstimated Variable Cost (per unit sold)Production costs: Direct materials $18.00 Direct labor12.00 Factory overhead$318,0009.00Selling expenses: Sales salaries and commissions65,5004.00Advertising22,500 Travel5,000Miscellaneous selling expense5,5003.50Administrative expenses:Office and officers salaries65,000Supplies8,0001.50Miscellaneous administrative expense10,5002.00Total$500,000$50.00It is expected that 20,000 units will be sold at a price of $100 a unit. Maximum sales within the relevant range are 25,000 units.Instructions1. Prepare an estimated income statement for 2010.2. What is the expected contribution margin ratio?3. Determine the break-even sales in units.4. Construct a cost-volume-profit chart indicating the break-even sales.5. What is the expected margin of safety in dollars and as a percentage of sales?6. Determine the operating leverage.PR 21-1B Gaelic Industries Inc., operating at full capacity, sold 22,350 units at a price of $150 per unit during 2010. Its income statement for 2010 is as follows:Sales$3,352,500Cost of goods sold 2,200,000Gross profit$1,152,500Expenses: Selling expenses $250,000 Administrative expenses250,000 Total expenses 500,000Income from operations$ 652,500The division of costs between fixed and variable is as follows:FixedVariableCost of sales60%40%Selling expenses50%50%Administrative expenses55%45%Management is considering a plant expansion program that will permit an increase of $900,000 in yearly sales. The expansion will increase fixed costs by $242,500, but will not affect the relationship between sales and variable costs.Instructions1. Determine for 2010 the total fixed costs and the total variable costs.2. Determine for 2010 (a) the unit variable cost and (b) the unit contribution margin.3. Compute the break-even sales (units) for 2010.4. Compute the break-even sales (units) under the proposed program.5. Determine the amount of sales (units) that would be necessary under the proposed program to realize the $652,500 of income from operations that was earned in 2010.6. Determine the maximum income from operations possible with the expanded plant.7. If the proposal is accepted and sales remain at the 2010 level, what will the income or loss from operations be for 2011?8. Based on the data given, would you recommend accepting the proposal? Explain.Chapter 22 BudgetingTerminology: budgetsresponsibility centerbudgetary slackgoal conflictcontinuous budgetingzero-based budgetingstatic budgetflexible budgetmaster budgetincome statement budgetssales budgetproduction budgetdirect materials purchases budgetdirect labor cost budgetfactory overhead cost budgetcost of goods sold budgetselling and administrative expenses budgetbudgeted income statementbalance sheet budgetscash budgetcapital expenditures budgetbudget balance sheetoperating activitiesfinancing activitiesinvesting activitiesMajor Contents:1. Nature and Objectives of BudgetingObjectives of BudgetingHuman Behavior and Budgeting 2. Budgeting SystemsStatic BudgetFlexible BudgetComputerized Budgeting Systems 3. Master Budget4. Income Statement BudgetsSales BudgetProduction BudgetDirect Materials Purchases BudgetDirect Labor Cost BudgetFactory Overhead Cost BudgetCost of Goods Sold BudgetSelling and Administrative Expenses BudgetBudgeted Income Statements5. Balance Sheet BudgetsCash BudgetCapital Expenditures BudgetBudgeted Balance SheetQuestions: (on page 125126)Eye openers:1,3,5,6,8,11,12,14.School assignments: (Preparing an operating budget)Randys Kayaks, Inc., manufactures and sells one person fiberglass kayaks. Randys balance sheet for the year ended December 31,2011,was as follows：RANDYS KAYAKS, INC.Balance SheetDecember 31,2011AssetsLiabilities Current assetsCurrent liabilities Cash $52,000 Accounts payable$131,000 Accounts receivable1,200,000Income taxes payable45,000 Inventories:Total current liabilities176,000 Raw materials$120,000Long-term liabilities Finished goods287,500407,500 Notes payable70,000 Total current assets1,659,500 Total liabilities246,000Stockholders EquityPlant Assets, net of accumulated depreciation2,250,000 Common stock1,600,000 Retained earnings2,063,500 Total equity3,663,500Total assets$3,909,500Total liabilities and stockholders equity$3,909,500The following additional data about Randys sales, production costs, and other expenses follow:Randys Kayaks, Inc., additional data:Time period for which to budgetCash collections:(all sales are on account) Collected in the quarter of sale40% Collected in the quarter after sale60% Bad debt percentage1%Cash disbursements: Paid in quarter of purchase70% Paid in quarter after purchase30%Ending raw materials inventory40% of next quarters salesEnding finished goods inventory10% of next quarters salesBeginning raw materials inventory,12/31/201140,000 poundsBeginning finished goods inventory,12/31/20111,000 kayaksBudgeted sales, 1st quarter, 201210,000 kayaksBudgeted sales, 2nd quarter, 201215,000 kayaksBudgeted sales, 3rdquarter, 201216,000 kayaksBudgeted sales, 4th quarter, 201214,000 kayaksBudgeted sales, 1st quarter, 201310,000 kayaksEquipment purchases, 1st quarter, 2012$30,000 purchased 1/1/2012Equipment purchases, 2nd quarter, 2012$0Equipment purchases, 3rd quarter, 2012$0Equipment purchases, 4th quarter, 2012$150,000 purchased 12/30/2012Quarterly dividends declared and paid each quarter in 2012$4,000Expected sales price per unit$400.00Standard cost data: Direct materials$3.00 per pound, 10 pounds per kayak Direct labor$20.00 per DL hour, 10 hours per kayak Variable factory overhead$5.00 per DL hour Fixed factory overhead$34,375 per month Variable selling(includes uncollectible account expense)$25.00 per kayak Fixed selling and administrative expenses: Insurance $45,000 per quarter Sales salaries$30,000 per quarter Depreciation expensemanufacturing$9,000 per quarter Depreciation expense-selling$6,000 per quarterMinimum required cash balance$50,000Interest rate on loans6%Loans are made and repaid in $10,000 increments at the end of each quarter.Provision for income tax payable is assumed to stay the same.Instruction 1. Prepare the sales budget.2. Prepare the production budget.3. Prepare the selling and administrative budget.4. Prepare the direct materials purchases budget.5. Prepare the direct labor cost budget.6. Prepare the factory overhead cost budget.7. Prepare the cost of goods sold budget.8. Prepare the cash budget.9. Prepare the budgeted income statement.10. Prepare the budgeted balance sheet.Chapter 23 Performance Evaluation Using Variances from Standard CostsTerminology: performance evaluationstandard costideal standards or theoretical standardscurrently attainable standards of normal standardstandard pricestandard quantitybudget performance reportcost variancesfavorable cost varianceunfavorable cost variancedirect materials cost variancedirect materials price variancedirect materials quantity variancedirect labor cost variancedirect labor rate variancedirect labor time variancefactory overhead cost variancevariable factory overhead controllable variancefixed factory overhead volume variancevariable factory overhead ratefixed factory overhead ratenonfinancial performance measureMajor Contents:1. Standards Setting StandardsTypes of StandardsReviewing and Revise Standards Criticisms of Standard Costs 2. Budgetary Performance EvaluationBudget Performance ReportManufacturing Cost Variances3. Direct Materials and Direct Labor VariancesDirect Materials VariancesDirect Labor Variances4. Factory Overhead VariancesThe Factory Overhead Flexible BudgetVariable Factory Overhead Controllable VarianceFixed Factory Overhead Volume VarianceReporting Factory Overhead VariancesFactory Overhead Account5. Recording and Reporting Variances from Standards 6. Nonfinancial Performance Measures Questions: (on page 2021)Eye openers: 1,2,3,9,15.School assignment: PR 23-1A Direct materials and direct labor variance analysisBest Bathware Company manufactures faucets in a small manufacturing facility. The faucets are made from zinc. Manufacturing has 50 employees. Each employee presently provides 36 hours of labor per week. Information about a production week is as follows:Standard wage per hr.$14.60Standard labor time per faucet15 min.Standard number of lbs. of zinc1.6 lbs.Standard price per lb(磅). of zinc$11.50Actual price per lb. of zinc$11.75Actual lbs. of zinc used during the week12,400 lbs.Number of faucets produced during the week7,500Actual wage per hr.$15.00Actual hrs. per week1,800 hrs.InstructionsDetermine (a) the standard cost per unit for direct materials and direct labor; (b) the price variance, quantity variance, and total direct materials cost variance; and (c) the rate variance, time variance, and total direct labor cost variance.PR23-1B Direct materials, direct labor, and factory overhead cost variance analysis.Vintage Dresses Inc. manufactures dresses in a small manufacturing facility. Manufacturing has 20 employees. Each employee presently provides 35 hours of productive labor per week. Information about a production week is as follows:Standard wage per hr.$10.80Standard labor time per dress12 min.Standard number of yds. of fabric per dress3.8 yds.Standard price per yd. of fabric$2.90Actual price per yd. of fabric$2.75Actual yds. of fabric used during the week12,100 yds.Number of dresses produced during the week3,250Actual wage per hr.$11.00Actual hrs. per week700 hrs.InstructionsDetermine (a) the standard cost per dress for direct materials and direct labor; (b) price variance, quantity variance, and total direct materials cost variance; and (c) rate variance, time variance, and total direct labor cost variance.PR 23-3A Direct materials, direct labor, and factory overhead cost variance analysis.Road Ready Tire Co. manufactures automobile tires. Standard costs and actual costs for direct materials, direct labor, and factory overhead incurred for the manufacture of 5,200 tires were as follows: Standard CostsActual CostsDirect materials71,000 lbs. at $5.1070,600 lbs. at $5.00Direct labor1,300 hrs. at $17.501,330 hrs. at $17.80Factory overheadRates per direct labor hr., based on 100% of normal capacity of 1,350 direct labor hrs.:Variable cost, $3.10 Fixed cost, $4.90$4,000 variable cost $6,615 fixed costEach tire requires 0.25 hour of direct labor. InstructionsDetermine (a) the price variance, quantity variance, and total direct materials variance; (b) the rate variance, time variance, and total direct labor cost variance; (c) variable factory overhead controllable variance, the fixed factory overhead volume variance, and total factory overhead cost varian