管理会计作业答案

管理会计课后练习答案CHAPTER 22–71. Direct materials:M agazine (5,000 ⨯ $0.40) $ 2,000B rochure (10,000 ⨯ $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ⨯ $10] $ 2,500Brochure [(10,000/100) ⨯ $10] 1,000 3,500 Manufacturing overhead:Rent$ 1,400D epreciation [($40,000/20,000) ⨯ 350*] 700S etups 600I nsurance 140P ower 350 3,190 Cost of goods manufactured $ 9,490*Production is 20 units per printing hour for magazines and 100 units per printinghour for brochures, yielding monthly machine hours of 350 [(5,000/20) +(10,000/100)]. This is also monthly labor hours, as machine labor only operatesthe presses.2. Direct materials $ 2,800Direct labor 3,500Total prime costs $ 6,300Magazine:Direct materials $ 2,000Direct labor 2,500Total prime costs $ 4,500Brochure:Direct materials $ 800Direct labor 1,000Total prime costs $ 1,800Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost:Direct labor $ 3,500Overhead 3,190Total $ 6,690Magazine:Direct labor $ 2,500 Overhead:Power ($1 ⨯ 250) $ 250Depreciation ($2 ⨯ 250) 500Setups (2/3 ⨯ $600) 400Rent and insurance ($4.40 ⨯ 250 DLH)* 1,100 2,250Total $ 4,750Brochure:Direct labor $ 1,000 Overhead:Power ($1 ⨯ 100) $ 100Depreciation ($2 ⨯ 100) 200Setups (1/3 ⨯ $600) 200Rent and insurance ($4.40 ⨯ 100 DLH)* 440 940Total $ 1,940*Rent and insurance cannot be traced to each product so the costs are assignedusing direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The otheroverhead costs are traced according to their usage. Depreciation and power areassigned by using machine hours (250 for magazines and 100 for brochures):$350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 permachine hour for depreciation. Setups are assigned according to the timerequired. Since magazines use twice as much time, they receive twice the cost:Letting X = the proportion of setup time used for brochures, 2X + X = 1 implies acost assignment ratio of 2/3 for magazines and 1/3 for brochures.4. Sales [(5,000 ⨯ $1.80) + (10,000 ⨯ $0.45)] .............$13,500Less cost of goods sold.................................... 9,490 Gross margin ................................................ $ 4,010 Less operating expenses:Selling .................................................... $ 500aAdministrative ........................................... 1,500b2,000 Income before income taxes .............................. $ 2,010a Distribution of goods is a selling expense.b A case could be made for assigning part of her salary to production. However,since she is responsible for coordinating and managing all business functions, anadministrative classification is more convincing.CHAPTER 33–31.Cost of Oil Changes$0$1,000$2,000$3,000$4,000$5,000$6,000$7,000$8,000$9,00005001,0001,500Number of Oil ChangesC o s tThe scattergraph provides evidence for a linear relationship. 2. High (1,400, $7,950); Low (700, $5,150) V = ($7,950 – $5,150)/(1,400 – 700) = $2,800/700 = $4 per oil change F = $5,150 – $4(700)= $5,150 – $2,800 = $2,350 Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,3503–4 1. Overhead = $2,130 + $17(DLH) + $810(setups) + $26(purchase orders) 2. Overhead = $2,130 + $17(600) + $810(50) + $26(120) = $2,130 + $10,200 + $40,500 + $3,120= $55,9503. Since total setup cost is $40,500 for the following month, a 50 percent decrease would reduce setup cost to $20,250, saving $20,250 for the month.CHAPTER 44–81. Product cost assignment:Overhead rates:Patterns: $30,000/15,000 = $2.00 per DLHFinishing: $90,000/30,000 = $3.00 per DLHUnit cost computation:Backpacks Duffel Bags Patterns:$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.3. 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 unit should beby 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. Theactivity-based approach provides the same cost per unit as the single-product setting. The functional-based approach used transactions to allocate accountingcosts to each producing department, and this allocation probably reflects quite well the consumption of accounting costs by each producing department. The problem is the second-stage allocation. Direct labor hours do not capture the consumption pattern of the individual products as they pass through the departments. The distortion occurs, not in using transactions to assign accounting costs to departments, but in using direct labor hours to assign these costs to the two products.In a single-product environment, ABC offers no improvement in product costing accuracy. However, even in a single-product environment, it may be possible to increase the accuracy of cost assignments to other cost objects such as customers.CHAPTER 77–81. a. Direct methodDrilling Assembly Machine hours 0.80 0.20Kilowatt-hours 0.10 0.90Maintenance:(0.80 ⨯ $320,000) $256,000(0.20 ⨯ $320,000) $ 64,000Power:(0.10 ⨯ $400,000) 40,000(0.90 ⨯ $400,000) 360,000Direct costs 163,000 90,000T otal $459,000 $514,000Drilling: $459,000/30,000 = $15.30 per MHrAssembly: $514,000/40,000 = $12.85 per DLHPrime costs $1,817.00Drilling (2 ⨯ $15.30) 30.60Assembly (50 ⨯ $12.85) 642.50Total cost $2,490.10Markup (15%) 373.52Bid price $2,863.62b. Reciprocal methodM aintenance Power Drilling AssemblyMachine hours —0.375 0.500 0.125 Kilowatt-hours 0.100 —0.090 0.810M = $320,000 + 0.1P = $320,000 + 0.1($400,000 + 0.375M)M = $320,000 + $40,000 + 0.0375M0.9625M = $360,000M = $374,026P = $400,000 + 0.375MP = $400,000 + 0.375($374,026)P = $400,000 + $140,260P = $540,260T otal Cost Drilling Assembly Maintenance: $374,026(0.500 ⨯ $374,026) $187,013(0.125 ⨯ $374,026) $ 46,753Power: 540,260(0.09 ⨯ $540,260) 48,623(0.81 ⨯ $540,260) 437,611Direct costs 163,000 90,000 T otal $398,636 $574,364Drilling: $398,636/30,000 = $13.29 per MHr*Assembly: $574,364/40,000 = $14.36 per DLH*Prime costs $1,817.00Drilling (2 ⨯ $13.29) 26.58Assembly (50 ⨯ $14.36) 718.00Total cost $2,561.58Markup (15%) 384.24Bid price $2,945.82*Rounded2. The reciprocal method is more accurate, as it takes into account the use of supportdepartments by other support departments.CHAPTER 88-31. C ash BudgetFor the Month of June 20XXBeginning cash balance ......................................... $ 1,345Collections:Cash sales .................................................... 20,000Credit sales:Current month ($90,000 ⨯ 50%) ........................... 45,000May credit sales ($85,000 ⨯ 30%) ......................... 25,500April credit sales* ............................................ 8,060 Total cash available .............................................. $ 99,905 Less disbursements:Inventory purchases:Current month ($110,000 ⨯ 80% ⨯ 40%) ................. $ 35,200Prior month ($100,000 ⨯ 80% ⨯ 60%) .................... 48,000Salaries and wages .......................................... 10,300Rent ........................................................... 2,200Taxes .......................................................... 5,500Total cash needs ............................................ 101,200 Excess of cash available over needs .......................... $( 1,295)*Payments for April credit sales = $50,000 ⨯ 16% = $8,000L ate fees remitted = ($8,000/2) ⨯ 0.015 = $60T otal Payments for April credit sales and late fees = $8,000 + $60 = $8,0602. Yes, the business does show a negative cash balance for the month of June.Without the possibility of short-term loans, the owner should consider taking lesscash salary.CHAPTER 99–81. Material quantity standards:1.25feet per cutting board⨯ 67.50feet for five good cutting boardsUnit standard for lumber = 7.50/5 = 1.50 feetUnit standard for foot pads = 4.0Material price standards:Lumber: $3.00 per footPads: $0.05 per padLabor quantity standards:Cutting: 0.2 hrs. ⨯ 6/5 = 0.24 hours per good unitAttachment: 0.25 hours per good unitUnit labor standard 0.49 hours per good unitLabor rate standard: $8.00 per hourStandard prime cost per unit:Lumber (1.50 ft. @ $3.00) $4.50Pads (4 @ $0.05) 0.20Labor (0.49 hr. @ $8.00) 3.92Unit cost $8.622. Standards allow managers to compare planned and actual performance. Thedifference can be broken down into price and efficiency variances to identify the cause of a variance. With this feedback, managers are able to improve productivity as they attempt to produce without cost overruns.3. a. The purchasing manager identifies suppliers and their respective prices andquality of materials.b. The industrial engineer often conducts time and motion studies to determinethe standard direct labor time for a unit of product. They also can determine how much material is needed for the product.c. The cost accountant has historical information as well as current informationfrom the purchasing agent, industrial engineers, and operating personnel. He or she can compile this information to obtain an achievable standard.4. Lumber:MPV = (AP –SP)AQ= ($3.10 –$3.00)16,000 = $1,600 UMUV = (AQ –SQ)SP= (16,000 –15,000)$3 = $3,000 URubber pads:MPV = (AP –SP)AQ= ($0.048 –$0.05)51,000 = $102 FMUV = (AQ –SQ)SP= (51,000 –40,000)$0.05 = $550 ULabor:LRV = (AR –SR)AH= ($8.05 –$8.00)5,550 = $277.50 ULEV = (AH –SH)SR= (5,550 –4,900)$8 = $5,200 UCHAPTER 1010–61. 2005 2006a. 192,000/80,000 = 2.4/hour (velocity) 2.4/hour60/2.4 = 25 minutes (cycle time) 25 minutesb. 152,000/80,000 = 1.9/hour (velocity) 176,000/80,000 = 2.2/hour60/1.9 = 32 minutes* (cycle time) 60/2.2 = 27 minutes*c. N/A ($20 –$10)/$20 = 50%d. 152,000/80,000 = 1.9 176,000/80,000 = 2.2e. 20,000/200,000 = 10% 16,000/200,000 = 8%f. N/A ($200 –$250)/$250 = (20%)g. N/A (6 –3)/6 = (50%)h. 9,000/152,000 = 5.9%* 4,000/176,000 = 2.3%*i. 4,000/152,000 = 0.026/unit* 16,000/176,000 = 0.091/unit*j. 200 hours 800 hoursk. $300 $280l. 2 ⨯ 40 = 80 6 ⨯ 40 = 240m. ($300 ⨯ 4,000)/($300 ⨯ 152,000) ($280 ⨯24,000)/($280 ⨯176,000)= 2.63%* = 13.6%* n. 20% 176,000/780,000 = 22.6%**o. N/A [($280 ⨯ 176,000) –($300 ⨯152,000)]/($300 ⨯ 152,000) =8.1%**Rounded**152,000 ÷20% = 760,000 + 20,000 = 780,0002. Strategic Objectives MeasuresFinancial:Reduce unit cost Unit costDevelop new customers New customers per unit soldIncrease total revenues Percentage change in revenuesCustomer:Reduce customer Price/Unitsacrifice Postpurchase costsIncrease customer Number of new customersacquisitionIncrease market share Percentage of marketProcess:Decrease process time Cycle time/VelocityDecrease defective units Number of defectsNumber of scrapped unitsDecrease inventory Days of inventoryLearning and Growth:Increase employee Output per hourcapabilities Training hoursSuggestionsAll measures have shown improvement over the two-year period. This provides evidence of the strategy’s viability, assuming that the measures are tied to the strategy as they appear to be. What is lacking are the targets for the various measures. Knowing the targets for the two-year period would significantly enhance the value of the feedback. It is important to emphasize that comparing targets to actuals allows for an assessment both of implementation success and strategy viability (double-loop feedback).3. It is important to understand that one cause can have more than one effect andthat an effect can have more than one cause. Because of this, a strategy can have several cause-and-effect branches. Based on the available information, we can express the strategy as follows:If training is increased, then employee productivity and participation will increase; if employee productivity and participation increase, then product quality and process time will improve; if process time decreases and if the product quality improves, then inventory will decrease and costs will decrease (including postpurchase costs); if inventory decreases, then costs will decrease; if costs decrease, then customer sacrifice decreases (selling prices and postpurchase costs lowered); if selling prices and postpurchase costs are lowered, then the number of customers can be increased; if the number of customers increases, then market share will increase; if market share increases, then revenues will increase.The measures reveal a lot about the strategy; in fact, if the measures are properlyspecified, they should tell the whole story of the strategy. The measures allow us toinfer the strategic objectives and the underlying relationships of these objectives.Market share is an example of a measure that acts as both a lead and a lagmeasure. It acts as an outcome variable because it is a consequence of otherperformance drivers such as selling prices and postpurchase costs, but it is also alead measure for revenues. Hours of training is a lead measure only (for thisexample), and revenues is a lag measure only.CHAPTER 1313–31. Answering machine EVA = $1,300,000 –0.12($10,000,000)= $1,300,000 –$1,200,000= $100,0002. Video game player EVA = $640,000 –0.12($4,000,000)= $640,000 –$480,000= $160,0003. Current division EVA = $13,500,000 –0.12($75,000,000)= $13,500,000 –$9,000,000= $4,500,000The manager will choose to invest in both since the EVA of each is positive. If themanager invests in both, overall EVA will be $4,760,000 ($100,000 + $160,000 +$4,500,000).CHAPTER 1616–21. 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) = 0.544CHAPTER 1818–21. Payback period = Original investment/Annual cash inflow= $1,680,000/($2,730,000 –$2,100,000)= $1,680,000/$630,000= 2.67 years2. a. Initial investment (Average depreciation = $336,000):Accounting rate of return = Average accounting income/Investment= ($630,000 –$336,000)/$1,680,000= 17.5%b. Average investment:Accounting rate of return = ($630,000 –$336,000)/[($1,680,000 + $0)/2]= $294,000/$840,000= 35%3. Year Cash Flow Discount Factor Present Value0 $(1,680,000) 1.000 $ (1,680,000)1 630,000 0.909 572,6702 630,000 0.826 520,3803 630,000 0.751 473,1304 630,000 0.683 430,2905 630,000 0.621 391,230NPV $ 707,700 4. P = CF(df) = I for the IRR, thus,df = Investment/Annual cash flow= $1,680,000/$630,000= 2.67For five years and a discount factor of 2.67, the IRR is between 24% and 26%.。