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.。

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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 15SEGMENTED REPORTING AND PERFORMANCE EVALUATION QUESTIONS FOR WRITING AND DISCUSSION1.The only difference is the way in which fixedoverhead costs are assigned. Under variable costing, fixed overhead is a period cost; un-der absorption costing, it is a product cost. 2.Absorption costing: $15; Variable costing:$10.3.Under variable (direct) costing, all variablemanufacturing costs are assigned to prod-ucts, not just direct manufacturing costs.4.Absorption-costing income is greater be-cause some of the period’s fixed overhead is placed in inventory and not recognized on the absorption-costing income statement. 5.Here, under absorption costing, fixed over-head from prior periods is recognized in ad-dition to the period’s fixed overhead.6.Absorption-costing net income is $16,000[$8(10,000 –8,000)] higher than variable-costing net income.7.Absorption costing. Variable costing wouldrecognize only the period’s fixed overhead as an expense. The additional fixed over-head expense must have come from inven-tory.8.Variable costing does not allow the relation-ship between sales and income to become distorted.9.Variable costing does not distort productperformance by allocating common fixedcosts. It allows managers to identify the con-tributions individual segments are makingtoward coverage of fixed costs.10.Variable costing allows managers to identifywhat the costs ought to be for various levelsof activity. By knowing what the costs oughtto be for the actual level of activity, meaning-ful comparisons can be made to the coststhat actually occurred.11. A direct fixed cost is traceable to a particularcost object. A common fixed cost is commonto several cost objects. The distinction is im-portant because direct fixed costs will vanishif the cost object is eliminated but commonfixed costs will not.12.Contribution margin is the amount availableto cover fixed expenses and provide for prof-it. Segment margin is the amount availableto cover common fixed expenses and pro-vide for profit. Contribution margin is the dif-ference between revenues and variable ex-penses. Segment margin is contributionmargin less direct fixed expenses.13.Absorption-costing income can increasefrom one period to the next if more is pro-duced than what is sold. Even though thefixed costs may not have changed, the fixedcosts recognized on the income statementcan change (because of inventory changes).14. A segment is any subunit of sufficient im-portance to warrant production of perfor-mance reports. 15.Activity-based costing can be applied to thesegmented income statement by identifyingthe different activities associated with eachsegment.16.Different customer groups cause differentactivities and costs. Understanding what ac-tivities are unique to the various customergroups can help the firm determine custom-er profitability and also help it set differentprices for the customer groups.17. A direct fixed expense is one that is tracea-ble to a cost object. Identification of directfixed expenses is useful for segment per-formance evaluation because it allows man-agers to know what fixed expenses areavoidable if the segment is discontinued. Italso allows managers to know what expens-es must be covered by segments for long-term viability.EXERCISES15–11. Total Cost Per UnitDirect materials $ 97,500 $ 6.50Direct labor 76,500 5.10Variable overhead 17,400 1.16Fixed overhead 51,000 3.40 Total $ 242,400 $ 16.16 Cost of ending inventory = $16.76 ⨯ 300 = $4,8482. Total Cost Per UnitDirect materials $ 97,500 $ 6.50Direct labor 76,500 5.10Variable overhead 17,400 1.16 Total $ 191,400 $ 12.76 Cost of ending inventory = $12.76 ⨯ 300 = $3,8283. Since absorption costing is required for external reporting, the amount re-ported would be $4,848.1. Fixed overhead rate = $103,750/25,000 = $4.15 per unitThe difference is computed as follows:Fixed overhead rate(Production – Sales)$4.15(25,000 – 22,000) = $12,4502. a. Temmel, Inc.Variable-Costing Income StatementFor the Year Ended December 31, 2006 Sales (22,000 ⨯ $32) ....................................... $ 704,000 Less variable expenses:Cost of goods sold (22,000 ⨯ $16.50) ...... $ 363,000Selling (22,000 ⨯ $4) .................................. 88,000 451,000 Contribution margin ....................................... $ 253,000 Less fixed expenses:Overhead ................................................... $ 103,750Selling and administrative ....................... 24,300 128,050 Net income ...................................................... $ 124,950b. Temmel, Inc.Absorption-Costing Income StatementFor the Year Ended December 31, 2006 S ales ..................................................................................... $ 704,000 Less: Cost of goods sold (22,000 ⨯ $20.65) ...................... 454,300 Gross margin ....................................................................... $ 249,700 Less: Selling and administrative expenses ...................... 112,300 Net income ..................................................................... $ 137,4001. Timberlake CompanyAbsorption-Costing Income StatementsYear 1 Year 2 Sales .......................................................................... $ 624,000 $ 720,000 Less: Cost of goods sold* ....................................... 260,000 316,000 Gross margin ............................................................ $ 364,000 $ 404,000 Less: Selling and administrative expenses ........... 163,800 163,800 Net income ........................................................... $ 200,200 $ 240,200 *Beginning inventory ................................................ $ 0 $ 40,000 Cost of goods manufactured ................................. 300,000 276,000 Goods available for sale ......................................... $ 300,000 $ 316,000 Less: Ending inventory ........................................... 40,000 0 Cost of goods sold ............................................ $ 260,000 $ 316,000 Firm performance has improved from Year 1 to Year 2.2. Timberlake CompanyVariable-Costing Income StatementsYear 1 Year 2 Sales .......................................................................... $ 624,000 $ 720,000 Less: Variable cost of goods sold* ......................... 156,000 180,000 Contribution margin ................................................. $ 468,000 $ 540,000 Less fixed expenses:Overhead .............................................................. (120,000) (120,000) Selling and administrative .................................. (163,800) (163,800) Net income ................................................................ $ 184,200 $ 256,200 *Beginning inventory ................................................ $ 0 $ 24,000 Variable cost of goods manufactured ................... 180,000 156,000 Goods available for sale ......................................... $ 180,000 $ 180,000 Less: Ending inventory ........................................... 24,000 0 Cost of goods sold ............................................ $ 156,000 $ 180,000 Firm performance has improved from Year 1 to Year 2.1. Year 1 fixed overhead rate = $120,000/30,000 = $4.002. Absorption-costing inventory = ($6 + $4) ⨯ 4,000 = $40,000Variable-costing inventory = $6 ⨯ 4,000 = $24,00015–51. Ziemble CompanyAbsorption-Costing Income StatementSales .......................................................................................... $ 1,512,000 Cost of goods sold* .................................................................. 1,048,000 Gross margin ............................................................................ $ 464,000 Selling and administrative expenses ...................................... 444,000 Net income ........................................................................... $ 20,000 *Fixed overhead rate = $300,000/75,000 = $4 per unitApplied fixed overhead = $4 ⨯ 74,000 = $296,000Underapplied fixed overhead = $300,000 – $296,000 = $4,000Cost of goods sold = ($4 ⨯ 72,000) + $4,000 + $756,000= $1,048,0002. The difference is $8,000 ($20,000 – $12,000) and is due to the fixed overheadthat would be attached to the ending inventory ($4 ⨯ 2,000 units).I A– I V= Fixed overhead rate(Production – Sales)$20,000 – $12,000 = $4(74,000 – 72,000)$8,000 = $8,0001. Cocino CompanyProduct-Line Income StatementsBlenders Coffee Makers Total Sales $ 2,200,000 $ 1,125,000 $ 3,325,000 Less: Variable cost of goods sold 2,000,000 1,075,000 3,075,000 Contribution margin $ 200,000 $ 50,000 $ 250,000 Less: Direct fixed expenses 90,000 45,000 135,000 Product margin $ 110,000 $ 5,000 $ 115,000 Less: Common fixed expenses 115,000 Net income $ 0 2. If the coffee-maker line is dropped, profits will decrease by $5,000, the prod-uct margin. If the blender line is dropped, profits will decrease by $110,000.3. Blenders Coffee Makers TotalSales $ 2,405,000 $ 1,125,000 $ 3,530,000 Less: Variable cost of goods sold 2,200,000 1,075,000 3,275,000 Contribution margin $ 205,000 $ 50,000 $ 255,000 Less: Direct fixed expenses 90,000 45,000 135,000 Product margin $ 115,000 $ 5,000 $ 120,000 Less: Common fixed expenses 115,000 Net income $ 5,000 Profits increase by $5,000.1. Scented Musical Regular TotalSales $ 13,000 $ 19,500 $ 25,000 $ 57,500 Less: Variable expenses 9,100 15,600 12,500 37,200 Contribution margin $ 3,900 $ 3,900 $ 12,500 $ 20,300 Less: Direct fixed expenses 4,250 5,750 3,000 13,000 Product margin $ (350) $ (1,850) $ 9,500 $ 7,3007,500 Net (loss) $ (200) Kathy should accept this proposal. The 30 percent sales increase, coupled with the increased advertising, reduces the loss from $1,000 to $200. Both scented and musical product-line profits increase. However, more must be done. If the scented and musical product margins remain negative, the two products may need to be dropped.2. RegularSales $ 20,000Less: Variable expenses 10,000Contribution margin $ 10,000Less: Fixed expenses 10,500Net (loss) $ (500)Dropping the two lines would make the company worse off. Other options need to be developed.3. Combinations would be beneficial. Dropping the musical line (which showsthe greatest segment loss) and keeping the scented line while increasing ad-vertising yields a profit (the optimal combination).Scented Regular Total Sales $ 13,000 $ 22,500 $ 35,500 Less: Variable expenses 9,100 11,250 20,350 Contribution margin $ 3,900 $ 11,250 $ 15,150 Less: Direct fixed expenses 4,250 3,000 7,250 Product margin $ (350) $ 8,250 $ 7,900 Less: Common fixed expenses 7,500 Net income $ 4001. Direct materials $3.60Direct labor 2.00Variable overhead 0.40Fixed overhead ($180,000/200,000) 0.90Total $ 6.90Per-unit inventory cost on the balance sheet is $6.90.Sales (207,000 $10) $ 2,070,000Less: Cost of goods sold 1,428,300Gross margin $ 641,700Less: Selling and administrative expenses 132,100Net income $ 509,6002. Direct materials $3.60Direct labor 2.00Variable overhead 0.40Total $ 6.00Per-unit inventory cost under variable costing equals $6.00.This differs from the per-unit inventory cost in Requirement 1 because the balance sheet is for external use and reflects absorption costing. Variable costing does not include per-unit fixed overhead.Sales $ 2,070,000Less variable expenses:Variable cost of goods sold (1,242,000)Variable selling and administrative (62,100)Contribution margin $ 765,900Less fixed expenses:Fixed overhead (180,000)Fixed selling and administrative (70,000)Net income $ 515,9003. I V– I A= FOR(Sales – Production)$515,900 – $509,600 = $0.90(207,000 – 200,000)$6,300 = $0.90(7,000)$6,300 = $6,3001. Sales (196,700 ⨯ $10) $ 1,967,000Less: Cost of goods sold (196,700 ⨯ $6.90) 1,357,230 Gross margin $ 609,770 Less: Selling and administrative expenses 129,010 Absorption costing net income $ 480,760 Sales $1,967,000 L ess variable expenses:Variable cost of goods sold (1,180,200)Variable selling and administrative (59,010) Contribution margin $ 727,790 Less fixed expenses:Fixed overhead (180,000)Fixed selling and administrative (70,000) Variable costing net income $ 477,790 2. I A– I V= FOR(Sales – Production)$480,760 – $477,790 = $0.90(200,000 – 196,700)$2,970 = $0.90(3,300)$2,970 = $2,9701. Absorption costing:Direct materials $1.20Direct labor 0.75Variable overhead 0.65Fixed overhead 3.10Unit cost $5.70Cost of ending inventory = $5.70 ⨯ 200 = $1,1402. Variable costing:Direct materials $1.20Direct labor 0.75Variable overhead 0.65Unit cost $2.60Cost of ending inventory = $2.60 ⨯ 200 = $5203. Selling price $ 7.50Less:Variable cost of goods sold (2.60)Commission (0.75)Contribution margin per unit $ 4.154. Sales ($7.50 ⨯ 17,600) ............................... $ 132,000Less:Variable cost of goods sold ............... $45,760Commissions ....................................... 13,200 58,960 Contribution margin ................................. $ 73,040Less fixed expenses:Fixed overhead .................................... $27,900Fixed administrative ........................... 23,000 50,900 Net income ................................................ $ 22,140Variable costing should be used, since the fixed costs will not increase as production and sales increase.1. Kellen CompanyAbsorption-Costing Income StatementFor the Month Ended August 31, 2006Sales (8,800 ⨯ $7.50) ................................................. $ 66,000 Cost of goods sold (8,800 ⨯ $5.70) .......................... 50,160 Gross margin ............................................................ $ 15,840 Less expenses:Selling .................................................................. $ 6,600Administrative ..................................................... 23,000 29,600 Net (loss) ................................................................... $ (13,760) 2. Kellen CompanyVariable-Costing Income StatementFor the Month Ended August 31, 2006Sales .......................................................................... $ 66,000 Less:Variable cost of goods sold ............................... $ 22,880Commissions ....................................................... 6,600 29,480 Contribution margin ................................................. $ 36,520 Less fixed expenses:Fixed overhead .................................................... $ 27,900Fixed administrative ........................................... 23,000 50,900 Net (loss) ................................................................... $ (14,380)3. I A– I V= Fixed overhead rate ⨯ Change in inventory($13,760) – ($14,380) = $3.10(200)$620 = $6201. Goutham CompanyVariable-Costing Income StatementSales .......................................................................... $589,400 Less variable expenses:Cost of goods sold (21,050 ⨯ $16*) .................... $336,800Selling .................................................................. 23,155 359,955 Contribution margin ................................................. $229,445 Less fixed expenses:Overhead .............................................................. $ 90,000**Administrative ..................................................... 65,000 155,000 Net income ................................................................ $ 74,445 *Variable COGS = COGS – Fixed OH rate = $21 – $5 = $16**$5 ⨯ 18,000 units produced = $90,0002. Beginning inventory 6,400Add: Units produced 18,000Less: Units sold 21,050Ending inventory 3,3503,350 units ⨯ $21 = $70,3503. 3,350 units ⨯ $16 = $53,600(Note to Instructors: This exercise is not particularly difficult. However, students must remember the definition of contribution margin to work it. That is, the per-unit variable selling expense is not given but can be calculated by subtracting di-rect materials, direct labor, and variable overhead from the price and checking to see whether that result is equal to the contribution margin. If it is not, the differ-ence must be the variable selling expense.)A B CUnit information:Price $22 $15* $17* Direct materials $4 $2 $6 Direct labor $3 $4 $1 Variable overhead $1 $1 $1 Fixed overhead $5* $3 $1 Contribution margin $14 $6.75* $6* Gross profit $9 $5* $8* Units sold 2,000 7,600 8,000* Units produced 2,000 8,000 6,000* Beginning inventory in units 500 0 3,000 Total information:Sales $44,000* $114,000 $136,000 Cost of goods sold 26,000* 76,000* 72,000 Gross margin 18,000* 38,000 64,000* Variable selling 0* 9,500 24,000 Fixed selling 5,000 8,000 15,000* Fixed administrative 3,000 20,000* 8,300 Net income 10,000* 500 16,700 Value of ending inventory 6,500 4,000* 9,000*Denotes values that were to be calculated.1. Variable-costing net income:A B CSales $44,000 $114,000 $136,000 Variable expenses 16,000 62,700 88,000 Contribution margin $28,000 $ 51,300 $ 48,000 Fixed expenses 18,000 52,000 29,300 Net income (loss) $10,000 $ (700) $ 18,7002. Value of ending inventories under variable costing:A B CBeginning inventory in units 500 0 3,000 Add: Production in units 2,000 8,000 6,000 Less: Sales in units (2,000) (7,600) (8,000) Ending inventory in units 500 400 1,000 ⨯ Variable cost of goods sold ⨯$8 ⨯$7 ⨯$8 Cost of ending inventory $4,000 $2,800 $8,000 15–151. C OG manufactured per unit = $24 + DL + 2DL + ($41,400/12,000)$60 = $24 + DL + 2DL + $3.45$32.55 = 3DLDL = $10.85Variable OH = 2DL = $21.70Fixed overhead per unit = $41,400/12,000 = $3.45Direct labor cost per unit = $10.85Variable overhead per unit = $21.70Unit variable manufacturing cost = $24 + $10.85 + $21.70 = $56.5515–15 Concluded2. Absorption costing:Sales (10,000* ⨯ $85) $850,000Cost of goods sold (10,000 ⨯ $60) 600,000Gross margin $250,000Selling and administrative expenses 137,000 Net income $113,000 *Units sold = Units produced – Units for inventory= 12,000 – 2,000 = 10,000Variable costing:Sales $ 850,000Variable cost of goods sold (10,000 ⨯ $56.55) 565,500Contribution margin $ 284,500Less:Fixed overhead (41,400)Fixed selling and administrative expenses (137,000) Net income $ 106,100 3. Beginning inventory in units 0Add: Production in units 12,000Less: Sales in units (10,000)Ending inventory in units 2,000Absorption-costing value of inventory = 2,000 ⨯ $60 = $120,000 Variable-costing value of inventory = 2,000 ⨯ $56.55 = $113,100 4. Price $85.00Less: Variable expenses 56.55Contribution margin per unit $28.451. Unadjusted cost of goods sold = $170,500 – $10,000 = $160,500Unit cost = $160,500/53,500 = $3Absorption-costing ending inventory = 1,500 ⨯ $3 = $4,500Variable-costing ending inventory:$3 per unit – $0.50 per unit = $2.50 per unitEnding inventory = 1,500 ⨯ $2.50 = $3,7502. Sugarsmooth, Inc.Variable-Costing Income StatementFor the First Year of OperationsSales ............................................................................................... $ 454,750 Less: Variable cost of goods sold ($2.50 ⨯ 53,500)............... 133,750 Contribution margin ...................................................................... $ 321,000 Less fixed expenses:Fixed overhead* ....................................................................... (37,500) Fixed selling and administrative ............................................. (120,000) Net income ..................................................................................... $ 163,500 *Fixed overhead = ($0.50 ⨯ 55,000 units) + $10,000 = $37,500I A– I V= FOR(Production – Sales)$164,250 – $163,500 = $0.50(55,000 – 53,500)$750 = $0.50(1,500)$750 = $7501. Sugarsmooth, Inc.Variable-Costing Income StatementFor the Three Customer SegmentsDrugstores & Discount BeautySupermarkets Stores Shops Total Sales $ 454,750 $135,000 $ 90,000 $ 679,750 Less variable costs:Cost of goods sold (133,750) (50,000) (25,000) (208,750) Commissions ——(9,000) (9,000) Return penalties —(1,350) —(1,350) Packing expense ——(5,000) (5,000) Contribution margin $ 321,000 $ 83,650 $ 51,000 $ 455,650 Less fixed expenses:Shipping —(45,000) —(45,000) Additional clerk —(30,000) —(30,000) Segment margin $ 321,000 $ 8,650 $ 51,000 $ 380,650 Less common costs:Overhead (37,500) Selling and administrative (120,000) Net income $ 223,150 2. Yes, all three customer groups are profitable. However, the discount storesare the least profitable, and Sugarsmooth might consider how carefully it has estimated the expenses associated with this customer group.1. Faisel CompanyVariable-Costing Segmented Income Statement(in thousands)Northeast South Total Sales $ 15,000 $ 12,000 $ 27,000 Less variable COGS* 6,020 8,380 14,400 Contribution margin $ 8,980 $ 3,620 $ 12,600 Less direct fixed expenses:Fixed overhead* (1,080) (720) (1,800) Selling and administrative** (1,000) (1,500) (2,500) Segment margin $ 6,900 $ 1,400 $ 8,300 Less common fixed expenses:Fixed overhead (1,800) Selling and administrative (2,000) Net income $ 4,500 *Fixed costs = 20% of cost of goods sold = $3,600Direct FOH costs = 50% of $3,600 = $1,800Common FOH costs = 50% of $3,600 = $1,800Northeast direct fixed costs = 0.30 ⨯ $3,600 = $1,080South direct fixed costs = 0.20 ⨯ $3,600 = $720Total allocated fixed costs under absorption costing:Northeast = $1,080 + 0.5($1,800) = $1,980South = $720 + 0.5($1,800) = $1,620Variable cost of goods sold:Northeast = $8,000 – $1,980 = $6,020South = $10,000 – $1,620 = $8,380**Common selling and administrative expenses = $2,000Direct selling and administrative expenses = $4,500 – $2,000 = $2,500Northeast = 0.40 ⨯ $2,500 = $1,000South = 0.60 ⨯ $2,500 = $1,500The company should not eliminate the South region. The segment margin is positive.15–18 Concluded2. Northeast SouthContribution margin 59.9%* 30.2%*Segment margin 46.0 11.7*RoundedFaisel CompanyVariable-Costing Segmented Income StatementNortheast South Total Sales $ 16,500 $ 13,200 $ 29,700 Less variable expenses:Cost of goods sold 6,622 9,218 15,840 Contribution margin $ 9,878 $ 3,982 $ 13,860 Less direct fixed expenses:Fixed overhead (1,080) (720) (1,800) Selling and administrative (1,000) (1,500) (2,500) Segment margin $ 7,798 $ 1,762 $ 9,560 Less common fixed expenses:Fixed overhead (1,800) Selling and administrative (2,000) Net income $ 5,760Northeast South Contribution margin 59.9%* 30.2%*Segment margin 47.3* 13.3*The contribution margin ratio remained constant as a percentage of sales, but the segment margin increased. By definition, we would expect variable costs to increase in proportion to increases in sales, thus leaving the contri-bution margin ratio unchanged. However, we would expect the segment mar-gin to increase as a percentage as sales increase, simply because direct fixed costs do not change as volume changes within the relevant range.*Rounded15–191. d2. c3. c4. a5. e6. bPROBLEMS15–201. Liming CompanyAbsorption-Costing Income StatementSales ............................................................................................... $ 643,200 Cost of goods sold ........................................................................ 289,440 Gross margin ................................................................................. $ 353,760 Selling expenses ........................................................................... (123,360) Administrative expenses .............................................................. (60,000) Operating income ..................................................................... $ 170,400 2. Liming CompanyVariable-Costing Income StatementSales .......................................................................... $643,200 Less variable expenses:Cost of goods sold ($289,440 - $57,888) .......... $231,552Selling ($123,360 ⨯ 50%) ..................................... 61,680 293,232 Contribution margin ................................................. $349,968 Less fixed expenses:Overhead ($289,440 ⨯ 20%) ................................ $ 57,888Selling ($123,360 ⨯ 50%) ..................................... 61,680Administrative ..................................................... 60,000 179,568 Operating income ..................................................... $170,4003. Variable cost = $293,232/53,600 = $5.47*Variable COGS = $231,552/53,600 = $4.32*Rounded1. Windsor, Inc.Variable-Costing Income StatementBudgeted for Next YearSales .......................................................................... $ 2,646,756 Less variable expenses:Cost of goods sold .............................................. $ 1,056,693Selling .................................................................. 120,510 1,177,203 Contribution margin ................................................. $ 1,469,553 Less fixed expenses:Overhead .............................................................. $ 610,000Selling and administrative .................................. 263,500 873,500 Net income ................................................................ $ 596,053 2. Windsor, Inc.Variable-Costing Income StatementConservative Budget for Next YearSales .......................................................................... $2,597,742 Less variable expenses:Cost of goods sold .............................................. $ 1,100,722Selling .................................................................. 122,850 1,223,572 Contribution margin ................................................. $ 1,374,170 Less fixed expenses:Overhead .............................................................. $ 610,000Selling and administrative .................................. 266,000 876,000 Net income ................................................................ $ 498,1701. Madengrad CompanyVariable-Costing Income StatementBudgeted for Next YearSales (21,500 ⨯ $900) ................................................ $ 19,350,000 Less variable expenses:Cost of goods sold (21,500 ⨯ $525) ................... $11,287,500Selling (21,500 ⨯ $75) .......................................... 1,612,500 12,900,000 Contribution margin ................................................. $ 6,450,000 Less: Fixed expenses .............................................. 6,600,000 Net (loss) .............................................................. $ (150,000) 2. Madengrad CompanyVariable-Costing Income StatementBudget Based on Technological ChangeSales (21,500 ⨯ $900) ................................................ $ 19,350,000 Variable cost of goods sold:Direct materials (21,500 ⨯ $180) ......................... $3,870,000Direct labor (21,500 ⨯ $216) ................................ 4,644,000Overhead (21,500 ⨯ $78.75) ................................ 1,693,125 (10,207,125) Variable selling (21,500 ⨯ $75) ................................. (1,612,500) Contribution margin ................................................. $ 7,530,375 Less: Fixed expenses .............................................. 7,260,000 Net income ........................................................... $ 270,375。