加里森管理会计12th,第十二章答案

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管理会计12版加里森东北财经大学出版课后习题答案

Chapter 2Cost Terms, Concepts, and Classifications Solutions to Questions2-1The three major elements of product costs in a manufacturing company are direct materials, direct labor, and manufacturing over-head.2-2a.Direct materials are an integral part of a finished product and their costs can be conven-iently traced to it.b.Indirect materials are generally small items of material such as glue and nails. They may be an integral part of a finished product but their costs can be traced to the product only at great cost or inconvenience. Indirect materials are ordinarily classified as manufacturing over-head.c.Direct labor includes those labor costs that can be easily traced to particular products. Direct labor is also called “touch labor.”d.Indirect labor includes the labor costs of janitors, supervisors, materials handlers, and other factory workers that cannot be conven-iently traced to particular products. These labor costs are incurred to support production, but the workers involved do not directly work on the product.e.Manufacturing overhead includes all manufacturing costs except direct materials and direct labor.2-3 A product cost is any cost involved in purchasing or manufacturing goods. In the case of manufactured goods, these costs consist of direct materials, direct labor, and manufacturing overhead. A period cost is a cost that is taken directly to the income statement as an expense in the period in which it is incurred.2-4The income statement of a manufactur-ing company differs from the income statement of a merchandising company in the cost of goods sold section. The merchandising company sells finished goods that it has purchased from a supplier. These goods are listed as “Purchases” in the cost of goods sold section. Since the manufacturing company produces its goods rather than buying them from a supplier, it lists “Cost of Goods Manufactured” in place of “Pur-chases.” Also, the manufacturing company iden-tifies its inventory in this section as “Finished Goods Inventory,” rather than as “Merchandise Inventory.”2-5The schedule of cost of goods manufac-tured lists the manufacturing costs that have been incurred during the period. These costs are organized under the three major categories of direct materials, direct labor, and manufacturing overhead. The total costs incurred are adjusted for any change in the Work in Process inventory to determine the cost of goods manufactured (i.e. finished) during the period.The schedule of cost of goods manufac-tured ties into the income statement through the Cost of Goods Sold section. The cost of goods manufactured is added to the beginning Finished Goods inventory to determine the goods available for sale. In effect, the cost of goods manufactured takes the place of the “Purchases” account in a merchandising firm.2-6 A manufacturing company has three inventory accounts: Raw Materials, Work in Process, and Finished Goods. A merchandising company generally identifies its inventory ac-count simply as Merchandise Inventory.2-7Since product costs accompany units of product into inventory, they are sometimes called inventoriable costs. The flow is from di-rect materials, direct labor, and manufacturing overhead to Work in Process. As goods are com-pleted, their cost is removed from Work in Proc-ess and transferred to Finished Goods. As goods are sold, their cost is removed from Finished Goods and transferred to Cost of Goods Sold. Cost of Goods Sold is an expense on the income statement.2-8Yes, costs such as salaries and depre-ciation can end up as assets on the balance sheet if these are manufacturing costs. Manu-facturing costs are inventoried until the associ-ated finished goods are sold. Thus, if some units are still in inventory, such costs may be part of either Work in Process inventory or Finished Goods inventory at the end of a period.2-9Cost behavior refers to how a cost will react or respond to changes in the level of activ-ity.2-10No. A variable cost is a cost that varies, in total, in direct proportion to changes in the level of activity. A variable cost is constant per unit of product. A fixed cost is fixed in total, but will vary inversely on an average per-unit basis with changes in the level of activity.2-11When fixed costs are involved, the av-erage cost of a unit of product will depend on the number of units being manufactured. As production increases, the average cost per unit will fall as the fixed cost is spread over more units. Conversely, as production declines, the average cost per unit will rise as the fixed cost is spread over fewer units.2-12Manufacturing overhead is an indirect cost since these costs cannot be easily and con-veniently traced to particular units of products. 2-13 A differential cost is a cost that differs between alternatives in a decision. An opportu-nity cost is the potential benefit that is given up when one alternative is selected over another. A sunk cost is a cost that has already been in-curred and cannot be altered by any decision taken now or in the future.2-14No; differential costs can be either vari-able or fixed. For example, the alternatives might consist of purchasing one machine rather than another to make a product. The difference in the fixed costs of purchasing the two ma-chines would be a differential cost. 2-15Direct labor cost(34 hours × $15 per hour) .............$510 Manufacturing overhead cost(6 hours × $15 per hour) (90)Total wages earned...........................$6002-16Direct labor cost(45 hours × $14 per hour) .............$630 Manufacturing overhead cost(5 hours × $7 per hour) (35)Total wages earned...........................$6652-17Costs associated with the quality of con-formance can be broken down into prevention costs, appraisal costs, internal failure costs, and external failure costs. Prevention costs are in-curred in an effort to keep defects from occur-ring. Appraisal costs are incurred to detect de-fects before they can create further problems. Internal and external failure costs are incurred as a result of producing defective units.2-18Total quality costs are usually minimized by increasing prevention and appraisal costs in order to reduce internal and external failure costs. Total quality costs usually decrease as prevention and appraisal costs increase.2-19Shifting the focus to prevention and away from appraisal is usually the most effective way to reduce total quality costs. It is usually more effective to prevent defects than to at-tempt to fix them after they have occurred.2-20First, a quality cost report helps manag-ers see the financial consequences of defects. Second, the report may help managers identify the most important areas for improvement. Third, the report helps managers see whether quality costs are appropriately distributed among prevention, appraisal, internal failure, and external failure costs.2-21Most accounting systems do not track and accumulate the costs of quality. It is par-ticularly difficult to get a feel for the magnitude of quality costs since they are incurred in many departments throughout the organization.1. The cost of a hard-drive installed in a computer: direct materials cost.2. The cost of advertising in the Puget Sound Computer User newspaper:marketing and selling cost.3. The wages of employees who assemble computers from components:direct labor cost.4. Sales commissions paid to the company’s salespeople: marketing andselling cost.5. The wages of the assembly shop’s supervisor: manufacturing overheadcost.6. The wages of the company’s accountant: administrative cost.7. Depreciation on equipment used to test assembled computers before re-lease to customers: manufacturing overhead cost.8. Rent on the facility in the industrial park: a combination of manufactur-ing overhead, administrative, and marketing and selling cost. The rent would most likely be prorated on the basis of the amount of space oc-cupied by manufacturing, administrative, and marketing operations.Product Cost PeriodCost1. Depreciation on salespersons’ cars .......................... X2. Rent on equipment used in the factory....................X3. Lubricants used for maintenance of machines ..........X4. Salaries of finished goods warehouse personnel .......X5. Soap and paper towels used by factory workers atthe end of a shift.................................................X 6. Factory supervisors’ salaries....................................X 7. Heat, water, and power consumed in the factory......X 8. Materials used for boxing products for shipmentoverseas (units are not normally boxed)................ X 9. Advertising costs....................................................X10. Workers’ compensation insurance on factory em-ployees...............................................................X 11. Depreciation on chairs and tables in the factorylunchroom ..........................................................X 12. The wages of the receptionist in the administrativeoffices ................................................................ X 13. Lease cost of the corporate jet used by the com-pany's executives ................................................ X 14. Rent on rooms at a Florida resort for holding theannual sales conference....................................... X 15. Attractively designed box for packaging the com-pany’s product—breakfast cereal ..........................XCyberGamesIncome StatementSales....................................................... $1,450,000Cost of goods sold:Beginning merchandise inventory............$ 240,000Add: Purchases...................................... 950,000Goods available for sale.......................... 1,190,000 Deduct: Ending merchandise inventory.... 170,000 1,020,000Gross margin...........................................430,000Less operating expenses:Selling expense...................................... 210,000Administrative expense........................... 180,000 390,000Net operating income...............................$ 40,000Lompac ProductsSchedule of Cost of Goods ManufacturedDirect materials:Beginning raw materials inventory.............$ 60,000Add: Purchases of raw materials............... 690,000Raw materials available for use.................Deduct: Ending raw materials inventory..... 45,000Raw materials used in production..............$ 705,000 Direct labor................................................135,000 Manufacturing overhead............................. 370,000 Total manufacturing costs...........................Add: Beginning work in process inventory.... 120,000Deduct: Ending work in process inventory.... 130,000 Cost of goods manufactured........................ $1,200,000A few of these costs may generate debate. For example, some may arguethat the cost of advertising a Madonna rock concert is a variable cost sincethe number of people who come to the rock concert depends on theamount of advertising. However, one can argue that if the price is within reason, any Madonna rock concert in New York City will be sold out andthe function of advertising is simply to let people know the event will be happening. Moreover, while advertising may affect the number of personswho ultimately buy tickets, the causation is in one direction. If more peoplebuy tickets, the advertising costs don’t go up.Cost Behavior1. X-ray film used in the radiology lab at VirginiaMason Hospital in Seattle (X)2. The costs of advertising a Madonna rock con-cert in New York City (X)3. Rental cost of a McDonald’s restaurant build-ing in Hong Kong (X)4. The electrical costs of running a roller coasterat Magic Mountain (X)5. Property taxes on your local cinema (X)6. Commissions paid to salespersons at Nord-strom (X)7. Property insurance on a Coca-Cola bottlingplant (X)8. The costs of synthetic materials used to makeNike running shoes (X)9. The costs of shipping Panasonic televisions toretail stores (X)10. The cost of leasing an ultra-scan diagnosticmachine at the American Hospital in Paris (X)Cost Costing object Direct Cost IndirectCost1. The wages of pediatricnursesThe pediatric depart-ment X2. Prescription drugs A particular patient X3. Heating the hospital The pediatric depart-ment X4. The salary of the headof pediatricsThe pediatric depart-ment X 5. The salary of the headof pediatricsA particular pediatricpatient X 6. Hospital chaplain’s sal-aryA particular patientX7. Lab tests by outsidecontractorA particular patientX8. Lab tests by outsidecontractorA particular departmentXItem Differential Cost Opportunity Cost SunkCost1. Cost of the old X-ray machine........X 2. The salary of the head of theRadiology Department................ 3. The salary of the head of thePediatrics Department................4. Cost of the new color laserprinter.......................................X 5. Rent on the space occupied byRadiology.................................. 6. The cost of maintaining the oldmachine....................................X 7. Benefits from a new DNA ana-lyzer ......................................... X 8. Cost of electricity to run the X-ray machines.............................XNote: The costs of the salaries of the head of the Radiology Department and Pediatrics Department and the rent on the space occupied by Radiol-ogy are neither differential costs, nor opportunity costs, nor sunk costs. These are costs that do not differ between the alternatives and are there-fore irrelevant in the decision, but they are not sunk costs since they occur in the future.1. No. It appears that the overtime spent completing the job was simply amatter of how the job happened to be scheduled. Under these circum-stances, an overtime premium probably should not be charged to a cus-tomer whose job happens to fall at the end of the day’s schedule.2. Direct labor cost: 9 hours × $14 per hour............$126General overhead cost: 1 hour × $7 per hour (7)Total labor cost..................................................$1333. A charge for an overtime premium might be justified if the customer re-quested a “rush” order that caused the overtime.1.PreventionCost AppraisalCostInternalFailureCostExternalFailureCosta. Product testing (X)b. Product recalls (X)c. Rework labor and overhead..Xd. Quality circles (X)e. Downtime caused by de-fects (X)f. Cost of field servicing (X)g. Inspection of goods (X)h. Quality engineering (X)i. Warranty repairs (X)j. Statistical process control (X)k. Net cost of scrap (X)l. Depreciation of test equip-ment (X)m. Returns and allowancesarising from poor quality (X)n. Disposal of defective prod-ucts (X)o. Technical support to suppli-ers (X)p. Systems development (X)q. Warranty replacements (X)r. Field testing at customersite (X)s. Product design (X)2. Prevention costs and appraisal costs are incurred in an effort to keeppoor quality of conformance from occurring. Internal and external failurecosts are incurred because poor quality of conformance has occurred.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1.Mason CompanySchedule of Cost of Goods Manufactured Direct materials:Raw materials inventory, beginning..................$ 7,000Add: Purchases of raw materials...................... 118,000Raw materials available for use........................125,000Deduct: Raw materials inventory, ending.......... 15,000Raw materials used in production.....................$110,000 Direct labor....................................................... 70,000 Manufacturing overhead:Indirect labor.................................................30,000Maintenance, factory equipment......................6,000Insurance, factory equipment (800)Rent, factory facilities......................................20,000Supplies.........................................................4,200Depreciation, factory equipment...................... 19,000Total overhead costs......................................... 80,000 Total manufacturing costs..................................260,000 Add: Work in process, beginning........................ 10,000270,000 Deduct: Work in process, ending........................ 5,000 Cost of goods manufactured.............................. $265,000 2. The cost of goods sold section of Mason Company’s income statement:Finished goods inventory, beginning............$ 20,000Add: Cost of goods manufactured................ 265,000Goods available for sale..............................285,000Deduct: Finished goods inventory, ending.... 35,000Cost of goods sold......................................$250,000© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Selling andCost Behavior Administrative ProductCost Item Variable Fixed Cost Cost1. Hamburger buns at aWendy’s outlet...........X X2. Advertising by a dentaloffice........................ X X3. Apples processed andcanned by Del Monte.X X4. Shipping canned ap-ples from a DelMonte plant to cus-tomers......................X X5. Insurance on a Bausch& Lomb factory pro-ducing contactlenses....................... X X 6. Insurance on IBM’scorporate headquar-ters........................... X X7. Salary of a supervisoroverseeing produc-tion of printers atHewlett-Packard........ X X 8. Commissions paid toEncyclopedia Britan-nica salespersons.......X X9. Depreciation of factorylunchroom facilitiesat a General Electricplant......................... X X 10. Steering wheels in-stalled in BMWs.........X X© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. a. Batteries purchased......................................................... 8,000Batteries drawn from inventory.........................................7,600 Batteries remaining in inventory (400)Cost per battery.............................................................. × $10 Cost in Raw Materials Inventory at April 30........................$4,000b. Batteries used in production (7,600 – 100)........................7,500Motorcycles completed and transferred to Finished Goods(90% × 7,500 = 6,750).................................................6,750 Motorcycles still in Work in Process at April 30. (750)Cost per battery.............................................................. × $10 Cost in Work in Process Inventory at April 30.....................$7,500c. Motorcycles completed and transferred to Finished Goods(see above)..................................................................6,750 Motorcycles sold during the month (70% × 6,750 =4,725).......................................................................... 4,725 Motorcycles still in Finished Goods at April 30....................2,025 Cost per battery.............................................................. × $10 Cost in Finished Goods Inventory at April 30......................$20,250d. Motorcycles sold during the month (above).......................4,725Cost per battery.............................................................. × $10 Cost in Cost of Goods Sold at April 30............................... $47,250e. Batteries used in salespersons’ motorcycles (100)Cost per battery.............................................................. × $10 Cost in Selling Expense at April 30.................................... $ 1,000 2. Raw Materials Inventory—balance sheetWork in Process Inventory—balance sheetFinished Goods Inventory—balance sheetCost of Goods Sold—income statementSelling Expense—income statement© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. Direct labor cost: 31 hours × $14 per hour...................$434Manufacturing overhead cost: 9 hours × $14 per hour (126)Total cost................................................................... $5602. Direct labor cost: 48 hours × $14 per hour...................$672Manufacturing overhead cost: 8 hours × $7 per hour (56)Total cost................................................................... $7283. A company could treat the cost of fringe benefits relating to direct laborworkers as part of manufacturing overhead. This approach spreads the cost of such fringe benefits over all units of output. Alternatively, the company could treat the cost of fringe benefits relating to direct labor workers as additional direct labor cost. This latter approach charges the costs of fringe benefits to specific jobs rather than to all units of output.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.1. T otal wages for the week:Regular time: 40 hours × $20 per hour....................$800 Overtime: 6 hours × $30 per hour (180)Total wages..............................................................$980 Allocation of total wages:Direct labor: 46 hours × $20 per hour......................$920 Manufacturing overhead: 6 hours × $10 per hour.. (60)Total wages..............................................................$9802. T otal wages for the week:Regular time: 40 hours × $20 per hour....................$ 800 Overtime: 8 hours × $30 per hour (240)Total wages..............................................................$1,040 Allocation of total wages:Direct labor: 45 hours × $20 per hour......................$ 900 Manufacturing overhead:Idle time: 3 hours × $20 per hour.........................$60Overtime premium: 8 hours × $10 per hour........... 80 140 Total wages..............................................................$1,0403. T otal wages and fringe benefits for the week:Regular time: 40 hours × $20 per hour....................$ 800 Overtime: 10 hours × $30 per hour. (300)Fringe benefits: 50 hours × $6 per hour (300)Total wages and fringe benefits............................$1,400 Allocation of wages and fringe benefits:Direct labor: 48 hours × $20 per hour......................$ 960overhead:ManufacturingIdle time: 2 hours × $20 per hour.........................$ 40Overtime premium: 10 hours × $10 per hour (100)Fringe benefits: 50 hours × $6 per hour................ 300 440 Total wages and fringe benefits.................................$1,400© The McGraw-Hill Companies, Inc., 2006. All rights reserved.© The McGraw-Hill Companies, Inc., 2006. All rights reserved.Solutions Manual, Chapter 2354. A llocation of wages and fringe benefits: Direct labor: Wage cost: 48 hours × $20 per hour..................... $960 Fringe benefits: 48 hours × $6 per hour................ 288 $1,248 Manufacturing overhead: Idle time: 2 hours × $20 per hour......................... 40 Overtime premium: 10 hours × $10 per hour......... 100 Fringe benefits: 2 hours × $6 per hour.................. 12 152 Total wages and fringe benefits............................... $1,400© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 36Managerial Accounting, 11th Edition1. Florex Company Quality Cost ReportThis Year Last YearAmountPercent ofSales Amount Percent of Sales Prevention costs: Quality engineering...........$ 5700.76 $ 4200.56 Systems development.......750 1.00 4800.64 Statistical process control.. 180 0.24 0 0.00 Total prevention costs......... 1,500 2.00 900 1.20Appraisal costsInspection........................900 1.20 750 1.00 Product testing.................1,200 1.60 810 1.08 Supplies used in testing ....600.08 300.04 Depreciation of testingequipment.....................240 0.32 210 0.28 Total appraisal costs............ 2,400 3.201,8002.40Internal failure costs:Net cost of scrap..............1,125 1.50 6300.84 Rework labor....................1,500 2.00 1,050 1.40 Disposal of defectiveproducts........................ 975 1.30 720 0.96 Total internal failure costs....3,600 4.802,4003.20External failure costs:Cost of field servicing........900 1.20 1,200 1.60 Warranty repairs ..............1,050 1.40 3,600 4.80 Product recalls.................. 750 1.00 2,100 2.80Total external failure costs...2,700 3.60 6,9009.20Total quality cost ................$10,20013.60 $12,00016.002.© The McGraw-Hill Companies, Inc., 2006. All rights reserved. Solutions Manual, Chapter 2 37© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 38Managerial Accounting, 11th Edition3. The overall impact of the company’s increased emphasis on quality over the past year has been positive in that total quality costs have de-creased from 16% of sales to 13.6% of sales. Despite this improvement, the company still has a poor distribution of quality costs. The bulk of the quality costs in both years is traceable to internal and external failure, rather than to prevention and appraisal. Although the distribution of these costs is poor, the trend this year is toward more prevention and appraisal as the company has given more emphasis on quality.Probably due to the increased spending on prevention and appraisal ac-tivities during the past year, internal failure costs have increased by one half, going from $2.4 million to $3.6 million. The reason internal failure costs have gone up is that, through increased appraisal activity, defects are being caught and corrected before products are shipped to custom-ers. Thus, the company is incurring more cost for scrap, rework, and so forth, but it is saving huge amounts in field servicing, warranty repairs, and product recalls. External failure costs have fallen sharply, decreasing from $6.9 million last year to just $2.7 million this year.If the company continues its emphasis on prevention and appraisal—and particularly on prevention—its total quality costs should continue to de-crease in future years. Although internal failure costs are increasing for the moment, these costs should decrease in time as better quality is de-signed into products. Appraisal costs should also decrease as the need for inspection, testing, and so forth decreases as a result of better engi-neering and tighter process control.© The McGraw-Hill Companies, Inc., 2006. All rights reserved. 40Managerial Accounting, 11th Edition1. The controller is correct in his viewpoint that the salary cost should be classified as a selling (marketing) cost. The duties described in the prob-lem have nothing to do with manufacturing a product, but rather deal with moving finished units from the factory to distribution warehouses. Selling costs include all costs necessary to secure customer orders and to get the finished product into the hands of customers. Coordination of shipments of finished units from the factory to distribution warehouses falls in this category.2. No, the president is not correct. The reported net operating income for the year will differ depending on how the salary cost is classified. If the salary cost is classified as a selling expense all of it will appear on the income statement as a period cost. However, if the salary cost is classi-fied as a manufacturing (product) cost, then it will be added to Work In Process Inventory along with other manufacturing costs for the period. To the extent that goods are still in process at the end of the period, part of the salary cost will remain with these goods in the Work in Proc-ess Inventory account. Only that portion of the salary cost that has been assigned to finished units will leave the Work In Process Inventory ac-count and be transferred into the Finished Goods Inventory account. In like manner, to the extent that goods are unsold at the end of the pe-riod, part of the salary cost will remain with these goods in the Finished Goods Inventory account. Only the portion of the salary that has been assigned to finished units that are sold during the period will appear on the income statement as an expense (part of Cost of Goods Sold) for the period. The remainder of the salary costs will be on the balance sheet as part of inventories.。

加里森管理会计讲义笔记英文版最新精品GNB_16e_CH12_LectureNotes

Chapter 12Lecture NotesChapter theme: Making decisions is one of the basic functions of a manager. To be successful in decision making, managers must be able to perform differential analysis, which focuses on identifying the costs andbenefits that differ between alternatives. The purpose of this chapter is to develop these skills by illustrating their use in a wide range of decision-making situations.Learning Objective 1: Identify relevant and irrelevant costs and benefits in a decision.I. Decision making: six key conceptsA. Key concept #1i. Every decision involves choosing from among atleast two alternatives. Therefore, the first step indecision-making is to define the alternatives beingconsidered .B. Key concept #2i. Once you have defined the alternatives, you needto identify the criteria for choosing among them.1. Relevant costs and relevant benefits shouldbe considered when making decisions.2. Irrelevant costs and irrelevant benefitsshould be ignored when making decisions.i.The key to effective decision making is differential analysis—focusing on the future costs and benefits that differ between the alternatives. Everything else is irrelevant and should be ignored.1.A future cost that differs between any twoalternatives is known as a differential cost.Differential costs are always relevant costs. 2.Future revenue that differs between any twoalternatives is known as differential revenue.3.An incremental cost is an increase in costbetween two alternatives.4.An avoidable cost is a cost that can beeliminated by choosing one alternative overanother.D.Key concept #4i.Sunk costs are always irrelevant when choosingamong alternatives.1.A sunk cost is a cost that has already beenincurred and cannot be changed regardless ofwhat a manager decides to do.E.Key concept #5i.Future costs and benefits that do not differbetween alternatives are irrelevant to thedecision-making process.i. Opportunity costs also need to be considered when making decisions.1. An opportunity cost is the potential benefitthat is given up when one alternative is selectedover another.II. Identifying relevant costs and benefitsA. An examplei. Assume the following information with respect to Cynthia, a Boston student who is consideringvisiting her friend in New York. Cynthia is tryingto decide whether it would be less expensive todrive or take the train to New York.1. She has assembled the following informationwith respect to her automobile.2. She has also gathered the additionalinformation as shown to aid in her decision.3. Which costs are relevant to her decision?a. The cost of the car is irrelevant to thedecision because it is a sunk cost.b. The annual cost of auto insurance isirrelevant because it does not differbetween alternatives.c. The cost of the gasoline is relevant becauseit is avoidable if she takes the train.d. The cost of maintenance and repairs is relevant because in the long-run these costs depend upon miles driven.e. The parking fee at school is irrelevant because it is not a differential cost.f. The decline in resale value is relevant due to the additional miles driven.g. The round trip train fare is relevant because it is avoidable if she drives her car.h. Relaxing on the train is relevant , but difficult to quantify.i. The kennel cost is irrelevant because it is not a differential cost.j. The cost of parking in New York is relevant because it is avoidable if she takes the train.k. The benefits of having a car in New York and the problem of finding a parking space are both relevant , but difficult to quantify. 4. From a financial standpoint, Cynthia would be better off taking the train .III.Decision analysis: the total cost and differential costapproachesA. An examplei. Assume the following information for a company considering a new labor-saving machine that rents for $3,000 per year . Notice:1. The total approach requires constructing twocontribution format income statements – onefor each alternative.2. The difference between the two income statements of $12,000 equals the differential benefits shown at the bottom of the right-hand column.3. The most efficient means of analyzing thisdecision is to use the differential approach toisolate the relevant costs and benefits as shown.ii.Using the differential approach is desirable for two reasons :1. Only rarely will enough information be available to prepare detailed income statementsfor both alternatives.2. Mingling irrelevant costs with relevant costsmay cause confusion and distract attentionaway from the information that is really critical.segmentsLearning Objective 2: Prepare an analysis showing whether a product line or other business segment should be added or dropped.A. One of the most important decisions managers make is whether to add or drop a business segment .i. Ultimately, a decision to drop an old segment oradd a new one is going to hinge primarily on itsfinancial impact. To assess this impact it isnecessary to carefully analyze the costs.B. Lovell Company – an examplei. Assume that Lovell Company’s digital watch line has not reported a profit for several years;accordingly, Lovell is considering whether to keep or drop this product line.1.To determine how dropping this line will affect the profits of the company, Lovell willcompare the contribution margin that would be lost to the costs that would be avoided if the line was to be dropped.ii. Assume a segmented income statement for the digital watches line is as shown. Also, assume the following:1. An investigation has revealed that the fixed general factory overhead and fixed generaladministrative expenses will not be affected by dropping the digital watch line.2. The equipment used to manufacture digitalwatches has no resale value or alternative use . iii. A contribution margin approach reveals that the contribution margin lost ($300,000) exceeds the fixed costs avoided ($260,000) by $40,000.Therefore, Lovell should retain the digital watch segment.iv. C omparative income statements can also be prepared to help make the decision.1. These income statements show that if thedigital watch line is dropped, the company loses $300,000 in contribution margin. 2. The general factory overhead ($60,000) would be the same under both alternatives, so it is irrelevant . 3.The salary of the product line manager ($90,000) would disappear, so it isrelevant tothe decision.4. The depreciation ($50,000) is a sunk cost. Also, remember that the equipment has no resalevalue or alternative use, so the equipment and the depreciation expense associated with it are irrelevant to the decision.5. The complete comparative income statements reveal that Lovell would earn $40,000 ofadditional profit by retaining the digital watch line.v. Lovell’s allocated fixed costs can distort the keep/drop decision.1. Lovell’s managers may ask “why keep the digital watch segment when its segmentedincome statement shows a $100,000 loss ?”2. The answer lies in the way common fixed costs are allocated to products.a. Including unavoidable common fixed costs in the segmented income statement makes the digital watch product line appear to beunprofitable, when in fact dropping theproduct line would decrease the company’soverall net operating income.V. Make or buy decisionsLearning Objective 3: Prepare a make or buy analysis.A. Key terms and strategic aspects i. When a company is involved in more than one activity in the entire value chain, it is vertically integrated . 1. A decision to carry out one of the activities inthe value chain internally , rather than to buy externally from a supplier, is called a make or buy decision .Helpful Hint: Some critics charge that managers have habitually based make or buy decisions on per unit data without determining which costs are relevant and which are not. Since the per unit costs typically includeallocated common fixed costs, they overstate the costs of producing internally. This creates a bias in favor of outsourcing production.ii.Vertical integration provides certain advantages:1.An integrated company may be able to ensure a smoother flow of parts and materials for production than a nonintegrated company.2.Some companies feel that they can controlquality better by producing their own partsand materials.3.Integrated companies realize profits from theparts and materials that they choose to makeinstead of buy.iii.T he primary disadvantage of vertical integration is that a company may fail to take advantage ofsuppliers who can create an economies of scaleadvantage by pooling demand from numerouscompanies.1.While the economies of scale factor can beappealing, a company must be careful to retaincontrol over activities that are essential tomaintaining its competitive position.B.Essex Company – an examplei.Assume that Essex Company currentlymanufactures part 4A with a unit product cost asshown.1.Also, assume the following information asshown with respect to part 4A. Given theseadditional assumptions, should Essex stopmaking part 4A and buy it from an outsidesupplier?ii. The avoidable costs associated with making part 4A include direct materials ($180,000), direct labor ($100,000), variable overhead ($20,000), and the supervisor’s salary ($40,000). Notice: 1. The depreciation of special equipment is irrelevant. The cost incurred to buy the equipment is a sunk cost; the depreciation simply spreads this sunk cost over the equipment’s useful life. Furthermore, the equipment has no resale value. Thus, the special equipment and its associated depreciation expense are irrelevant to the decision. 2. The allocated general factory overhead represents allocated costs common to all items produced in the factory and would continueunchanged even if Part 4A was purchased from an outside supplier. Thus, the general factory overhead is also irrelevant to the decision.iii. T he financial advantage of making the part is $160,000 less than the cost of buying the part, thereby suggesting that Essex should continue to make the part .C.Opportunity costi.Opportunity costs are not recorded in the organization’s general ledger because they do not represent actual dollar outlays.Rather, theyrepresent economic benefits that are forgone as aresult of pursuing some course of action.ii.In the Essex Company example that we justcompleted, if the space now being used to producePart 4A would otherwise be idle, then thecompany should continue to make its own partsand the supplier’s offer should be rejected. Idlespace that has no alternative use has anopportunity cost of zero.1.If the space to make Part 4A had an alternativeuse, the opportunity cost would have beenequal to the segment margin that could havebeen derived from the best alternative use ofthe space.VI.Special order decisionsLearning objective 4: Prepare an analysis showingwhether a special order should be accepted.A.Key terms and conceptsi. A special order is a one-time order that is notconsidered part of the company’s normal ongoingbusiness.ii. When analyzing a special order, only the incremental costs and benefits are relevant. Since the existing fixed manufacturing overhead costs would not be affected by the order, they are not relevant.Helpful Hint: Emphasize the incremental concept in the decision-making process. If a company accepts aspecial order to produce an item without carefullydetermining existing capacity, it might have to cut into regular production. The effects of lost sales fromongoing products might be devastating.B. Jet Inc. – an examplei. Assume the following information with respect to a special order opportunity for Jet Inc. Should Jet accept the offer ? ii. A contribution format income statement for Jet Inc.’s normal sales of 5,000 units is as shown.iii. I f Jet accepts the special order, the incrementalrevenue of $30,000 will exceed the incrementalcosts of $24,000 by $6,000. This suggests that Jetshould accept the order. Notice:1. This answer assumes that the fixed costs areunavoidable and that variable marketing costsmust be incurred on the special order.Quick Check – special order decision makingVII.Volume trade-off decisionsLearning Objective 5: Determine the most profitableuse of a constrained resource.A.Key terms and conceptspanies are forced to make volume trade-offdecisions when they do not have enough capacityto produce all of the products and sales volumesdemanded by their customers.1.In these situations, companies must trade off,or sacrifice production of some products infavor of others in an effort to maximizeprofits.ii.When a limited resource of some type restricts the company’s ability to satisfy demand, the companyis said to have a constraint. The machine orprocess that is limiting overall output is called thebottleneck—it is the constraint.Helpful Hint: A production process can be thought ofas a chain; each link in the chain represents a step inthe process. A chain is only as strong as its weakest link.Likewise, the capacity of a production process isdetermined by its weakest link, which is the constraint.To increase the strength of a chain, its weakest linkmust be strengthened. To increase the output of theentire process, the output of the constraint must beincreased. Strengthening the stronger links has noeffect on the strength of the entire chain. The moral isto identify the constraint and concentrate managementattention on effectively increasing its capacity.54iii.F ixed costs are usually unaffected in these situations, so the product mix that maximizes the company’s total contribution margin shouldordinarily be selected.iv.A company should not necessarily promote those products that have the highest unit contributionmargins. Rather, total contribution margin will bemaximized by promoting those products oraccepting those orders that providethe highest contribution margin in relation to theconstraining resource.B.Ensign Company – an examplei.Assume that Ensign Company produces twoproducts and selected data are as shown. Inaddition assume that:1.Machine A1 is the constraint.2.There is excess capacity on all other machines.3.Machine A1 has a capacity of 2,400 minutesper week.4.Ensign is trying to decide if it should focus itsefforts on product 1 or 2.Quick Check – constrained resource calculationsii.As suggested by the answer to the Quick Check question, Ensign should emphasize product 2 because it generates a contribution margin of $30 per minute of the constrained resource relative to $24per minute for product 1.iii.E nsign can maximize its contribution margin by first producing product 2 to meet customer demand and then usingany remaining capacity to produce product 1. The calculations would beperformed as follows:1.Satisfying the weekly demand of 2,200 unitsfor product 2 would consume 1,100 minutes ofavailable capacity on machine A1.2.This implies that 1,300 constraint minuteswould still be available to satisfy demand forproduct 1.3.Since each unit of product 1 requires oneminute of A1 machine time, Ensign couldproduce 1,300 units of product 1 with itsremaining capacity.4.This mix of production (e.g., 2,200 units ofproduct 2 and 1,300 units of product 1) wouldyield a total contribution margin of $64,200. Learning Objective 6: Determine the value of obtaining more of the constrained resource.i.How much should Ensign be willing to pay for anadditional minute of A1 machine time?1. Because the additional machine time would beused to make more units of Product 1, Ensignshould be willing to pay up to $24 per minute.This amount equals the contribution margin perminute of machine time that would be earnedproducing more units of Product 1.Quick Check – constrained resource calculationsC.Managing constraintsi.It is often possible for a manager to increase thecapacity of a bottleneck, which is called relaxing(or elevating) the constraint, in numerous wayssuch as:1.Working overtime on the bottleneck.2.Subcontracting some of the processing thatwould be done at the bottleneck.3.Investing in additional machines at thebottleneck.4.Shifting workers from non-bottleneckprocesses to the bottleneck.5.Focusing business process improvementefforts on the bottleneck.6.Reducing defective units processed throughthe bottleneck.VIII. Joint product costs and sell or process further decisionsLearning Objective 7: Prepare an analysis showing whether joint products should be sold at the split-off point or processed further. A. Key terms/conceptsi. In some industries, a number of end products areproduced from a single raw material input. Whentwo or more products are produced from acommon input these products are known as jointproducts . The split-off point is the point in themanufacturing process at which the joint productscan be recognized as separate products.1. For example, in the petroleum refiningindustry a large number of products areextracted from crude oil, including gasoline, jetfuel, home heating oil, lubricants, asphalt, andvarious organic chemicals.ii. The term joint cost is used to describe costsincurred up to the split-off point. Joint costs arecommon costs incurred to simultaneously producea variety of end products.1. Joint costs are traditionally allocated among different products at the split-off point. A typical approach is to allocate joint costs according to the relative sales value of the end products.2. Although allocation is needed for some purposes such as balance sheet inventory valuation, allocations of this kind are very dangerous for decision making.B. Sell or process further decisionsi. Joint costs are irrelevant in decisions regarding what to do with a product from the split-off point forward. Therefore, these costs should not be allocated to end products for decision-making purposes.ii.With respect to sell or process further decisions, itis profitable to continue processing a joint product after the split-off point so long as theincremental revenue from such processing exceeds the incremental processing costs incurred after the split-off point .C. Sell or process further decisions – an example i. Assume the facts as shown with respect to Sawmill, Inc.1. Sawmill has two joint products – lumber and sawdust . Selected financial information is shown for each joint product.2. The incremental revenue from further processing of the lumber and sawdust is $130 and $10, respectively.3. The financial advantage (disadvantage) of further processing is $80 for the lumber and ($10) for the sawdust.4. The lumber should be processed further and the sawdust should be sold at the split-off point .D. Activity-based costingand relevant costs i. Activity-based costing can be used to help identify potentially relevant costs for decision-making purposes. However, managers should exercise caution against reading more into this “traceability” than really exists. People often assume that if a cost is traceable to a segment, then the cost is automatically avoidable, which is untrue . Before making a decision, managers must decide which of the potentially relevant costs are actually avoidable.。

《经济学基础应用》第十二章课后答案[3页]

第十二章课后答案：一、概念题1．名义汇率答：名义汇率指在社会经济生活中被直接公布和使用的表示两国货币之间比价关系的汇率，是一种货币相对另一种货币的价格。

影响名义汇率变动的因素很多，其中主要包括两国的相对物价水平、相对利率水平和贸易平衡情况。

在一定的假设条件下，这些因素均可以单独决定两国之间的名义汇率，并由此产生了购买力平价说、利率平价说和国际收支说等汇率决定理论。

公众预期对汇率水平能产生影响。

名义汇率是两种货币之间的相对价格，反映的是两种货币之间供给和需求的状况。

公众预期是公众对这两种货币之间相对价值的判断，反映出公众对某种货币需求与供给的变化，因此可以影响名义汇率的变动。

例如公众认为甲货币对乙货币应该升值，就会有更多的人卖出乙货币、买进甲货币，乙货币的需求小于供给、甲货币的需求大于供给，这反映在自由浮动外汇市场上就是甲货币对乙货币的名义汇率的上升。

2．开放经济答：开放经济是与“封闭经济”相对而言的，指自由地与世界其他经济进行交易的经济。

“开放经济”包括个人、厂商、政府和国外经济部门等四个部分，所以又称之为“四部门经济”。

开放经济既考虑了消费、投资和政府预算对一个经济体产生的影响，也考虑到了国际贸易、国际投资等对一个经济体的影响。

特别应该注意的是，开放经济并非是人们想象中的那种只要具有对外经济联系就算得上开放的经济。

严格来说，在开放经济中，任何个人可以和本地区之外的任何一个人发生自由的业务关系，也就是说，在这种经济中，货物进出口和生产要素跨国流动不存在限制。

一个经济体的开放程度可以用进口与国民生产总值（GNP ）或国内生产总值（GDP ）的比率来表示。

3．出口答：出口是进口的对称，指本国生产的商品不在国内消费而是输出国外的活动，或者是劳务输出国外的交易活动。

将一定时期内所有出口商品的贸易额相加就得到出口总额，它反映一个国家的出口贸易的水平。

4．进口答：进口是出口的对称，指一国本身不生产某种商品或劳务而从国外购买以满足国内消费者需求的交易活动。

《管理会计》英文版课后习题答案

第二章产品成本计算Exercises2–1（指教材上的第2章练习第1题，下同）1. Part #72A Part #172CSteel* $ 12.00 $ 18.00Setup cost** 6.00 6.00Total $ 18.00 $ 24.00*($1.00 ? 12; $1.00 ? 18)**($60,000/10,000)Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:Cost per ounce= $3,000,000/3,000,000 ounces= $1.00 per ounceSetup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):Cost per setup = $1,200,000/20= $60,0002. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ?10) + (20 ? 10)], we get the following rate per hour:Cost per setup hour = $1,200,000/600= $2,000 per hourThe cost per unit is obtained by dividing each part’s total setup costs by the number of units:Part #72A = ($2,000 ? 400)/100,000 = $8.00Part #172C = ($2,000 ? 200)/100,000 = $4.00Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.problems2–51. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944*Note: 364 days = 7 days ? 52 weeksNumber of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472Annual nursing cost = (17 ? $45,000) + $22,500= $787,500Cost per patient day = $787,500/10,000 days= $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:Intensive care = $393,750*/2,000 days= $196.88 per dayNormal care = $393,750/8,000 days= $49.22 per day*$525,000/2 = $262,500The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.2–61. Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory $ 300,000Add: Purchases 600,000Materials available $ 900,000Less: Ending inventory 450,000*Direct materials used $ 450,000Direct labor 12,000,000Overhead 1,500,000Total service costs added $ 13,950,000Add: Beginning work in process 900,000Total production costs $ 14,850,000Less: Ending work in process 1,500,000Cost of services sold $ 13,350,000*Materials available less materials used2. The dominant cost is direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).3. Bella Obra CompanyIncome StatementFor the Year Ended June 30, 2006Sales $ 21,000,000Cost of services sold 13,350,000Gross margin $ 7,650,000Less operating expenses:Selling expenses $ 900,000Administrative expenses 750,000 1,650,000Income before income taxes $ 6,000,0004. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.2–71. Direct materials:Magazine (5,000 ? $0.40) $ 2,000Brochure (10,000 ? $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ? $10] $ 2,500Brochure [(10,000/100) ? $10] 1,000 3,500Manufacturing overhead:Rent $ 1,400Depreciation [($40,000/20,000) ? 350*] 700Setups 600Insurance 140Power 350 3,190Cost of goods manufactured $ 9,490*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses.2. Direct materials $ 2,800Direct 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 $ 2,500Overhead: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 $ 1,000Overhead: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 assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises3–11. Resource Total Cost Unit CostPlastic1 $ 10,800 $0.027Direct labor andvariable overhead2 8,000 0.020Mold sets3 20,000 0.050Other facility costs4 10,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.3–3High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,350problems3–61. High (1,700, $21,000); Low (700, $15,000)V = (Y2 – Y1)/(X2 – X1)= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving orderF = Y2 – VX2= $21,000 – ($6)(1,700) = $10,800Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.24317476605R Squared 0.633710482694768No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234Std. Err. of Coef. 3.59557461331427V = $13.38 per receiving order (rounded)F = $4,513 (rounded)Y = $4,513 + $13.38XR2 = 0.634, or 63.4%Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice o f a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3. Regression with pounds of material as the independent variable:Constant 5632.28109733183Std. Err. of Y Est. 2390.10628259277R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633Std. Err. of Coef. 0.0073259640055344V = $0.045 per pound of material delivered (rounded)F = $5,632 (rounded)Y = $5,632 + $0.045XR2 = 0.825, or 82.5%Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.4. Regression routine with pounds of material and number of receiving orders as the independent variables:Constant 752.104072925631Std. Err. of Y Est. 1350.46286973443R Squared 0.951068418023306No. of Observations 10Degrees of Freedom 7X Coefficient(s) 0.0333883151096915 7.14702865269395Std. Err. of Coef. 0.00495524841198368 1.68182916088492V1 = $0.033 per pound of material delivered (rounded)V2 = $7.147 per receiving order (rounded)F = $752 (rounded)Y = $752 + $0.033a + $7.147bR2 = 0.95, or 95%Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850problems5–31. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)2. Ladan Myron Coe Walker WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ? $5,500) $8,250Cost of goods sold 5,500Gross margin $2,750Marketing and administrative expenses 1,200Operating income $1,5505–201. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 ? $20 $ 40 $ 403 ? $12 36 36Overhead:5 ? $5 255 ? $10 50Total $101 $126Price last year = $101 ? 1.40 = $141.40/dayPrice this year = $126 ? 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons arenot pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic CateringPurchasing$3 ? 7,000 $21,000$3 ? 3,000 $ 9,000Power$0.40 ? 5,000 2,000$0.40 ? 45,000 18,000Maintenance$10 ? 500 5,000$10 ? 100 1,000Other$2 ? 11,000 22,000 22,000Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101Price = 1.4 ? $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ? $7.50) $15.00Bike conversion cost (2 ? $5.00) 10.00Catering materials 12.00Catering conversion (1 ? $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.分步成本法6–11. Cutting Sewing PackagingDepartment Department DepartmentDirect materials $5,400 $ 900 $ 225Direct labor 150 1,800 900Applied overhead 750 3,600 900Transferred-in cost:From cutting 6,300From sewing 12,600Total manufacturing cost $6,300 $12,600 $14,6252. a. Work in Process—Sewing 6,300Work in Process—Cutting 6,300b. Work in Process—Packaging 12,600Work in Process—Sewing 12,600c. Finished Goods 14,625Work in Process—Packaging 14,625 3. Unit cost = $14,625/600 = $24.38* per pair6–21. Units transferred out: 27,000 + 33,000 – 16,200 = 43,8002. Units started and completed: 43,800 – 27,000 = 16,8003. Physical flow schedule:Units in beginning work in process 27,000Units started during the period 33,000Total units to account for 60,000Units started and completed 16,800Units completed from beginning work in process 27,000Units in ending work in process 16,200Total units accounted for 60,0004. Equivalent units of production:Materials ConversionUnits completed 43,800 43,800Add: Units in ending work in process:(16,200 ? 100%) 16,200(16,200 ? 25%) 4,050 Equivalent units of output 60,000 47,8506–31. Physical flow schedule:Units to account for:Units in beginning work in process 80,000Units started during the period 160,000Total units to account for 240,000Units accounted for:Units completed and transferred out:Started and completed 120,000From beginning work in process 80,000 200,000 Units in ending work in process 40,000Total units accounted for 240,0002. Units completed 200,000Add: Units in ending WIP ? Fraction complete(40,000 ? 20%) 8,000Equivalent units of output 208,0003. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.854. Cost transferred out = 200,000 ? $7.85 = $1,570,000Cost of ending WIP = 8,000 ? $7.85 = $62,8005. Costs to account for:Beginning work in process $ 374,400Incurred during June 1,258,400Total costs to account for $ 1,632,800Costs accounted for:Goods transferred out $ 1,570,000Goods in ending work in process 62,800Total costs accounted for $ 1,632,8006–31、Units t0 account for:Units in beginning work in process(25% completed) 10000Units started during the period 70000 Total units to account for 80000 Units accounted forUnits completed and transferred outStarted and completed 50000From beginning work in process 10000 60000 Units in ending work in process(60% completed) 20000 Total units accounted for 80000 2、60000+20000×60%=72000（units）3、Unit cost for materials:（$/unit）Unit cost for convension:（$/unit）Total unit cost:5+1.13=6.13（$/unit）4、The cost of units of transferred out:60000×6.13=367800($)The cost of units of ending work in process:20000×5+20000×20%×1.13=113560($)作业成本法4–21. 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 TotalActual overhead $602,000 $ 412,000 $ 1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $ (14,320) over $ 27,840 under $ 13,5203. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000= $11,696/8,000= $1.46**Rounded4–31. Yes. Since direct materials and direct labor are directly traceable to each product, 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.3. 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 assignments. 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 nonunit-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 $ 5.904：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1 Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.94–51. Deluxe Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit 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 gularUnit-level:Machining:$200 ? 100,000 $20,000,000$200 ? 300,000 $60,000,000Batch-level:Setups:$3,000 ? 300 900,000$3,000 ? 200 600,000Packing:$20 ? 100,000 2,000,000$20 ? 400,000 8,000,000Product-level:Engineering:$40 ? 50,000 2,000,000$40 ? 100,000 4,000,000Facility-level:Providing space:$1 ? 200,000 200,000$1 ? 800,000 800,000Total overhead $25,100,000 $73,400,000Units ÷100,000 ÷800,000Overhead per unit $251 $91.75Deluxe Percent Regular PercentPrice $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 + $91.753. Using activity-based costing, a much different picture of the deluxe and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.4–61. JIT Non-JITSalesa $12,500,000 $12,500,000Allocationb 750,000 750,000a$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 ? 50 100,000Total $1,160,000 $340,0 0For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. 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 to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflectthe increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers 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.4–71. 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 FoyPurchase cost:$23.50 ? 400,000 $ 9,400,000$21.50 ? 1,600,000 $ 34,400,000Inspecting components:$120 ? 40 4,800$120 ? 1,960 235,200Reworking products:$507 ? 90 45,630$507 ? 1,410 714,870Warranty work:$600 ? 400 240,000$600 ? 7,600 4,560,000Total 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 considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.4–7 Concluded2. Warranty hours would act as the best driver of the three choices. Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:Vance FoyLost sales:$125 ? 400 $ 50,000$125 ? 7,600 $ 950,000$ 50,000 $ 950,000Units supplied ÷400,000 ÷1,600,000Increase in unit cost $ 0.13* $ 0.59**Rounded$0.075 per unitCategory II: $45/1,000 = $0.045 per unitCategory III: $45/1,500 = $0.03 per unitCategory I, which has the smallest batches, is the most undercosted of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.3. With the pricing incentive feature, the average order size has been increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:Orders = [(600 ? 50,000) + (1,000 ? 30,000) + (1,500 ? 20,000)]/2,000= 45,000Reduction in orders = 100,000 – 45,000 = 55,000Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)There were initially 50 steps: 100,000/2,000Reduction in resource spending:Step-fixed costs: $50,000 ? 27 = $1,350,000Variable activity costs: $20 ? 55,000 = 1,100,000$2,450,000预算9-4Norton, Inc.Sales Budget For the Coming YearModel Units Price Total SalesLB-1 50,400 $29.00 $1,461,600LB-2 19,800 15.00 297,000WE-6 25,200 10.40 262,080 WE-7 17,820 10.00 178,200 WE-8 9,600 22.00 211,200 WE-9 4,000 26.00 104,000 Total $2,514,080二、1. Raylene’s Flowers and GiftsProduction Budget for Gift BasketsFor September, October, November, and DecemberSept. Oct. Nov. D ec.Sales 200 150 180 250Desired ending inventory 15 18 25 10Total needs 215 168 205 260Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 2352. Raylene’s Flowers and GiftsDirect Materials Purchases BudgetFor September, October, and NovemberFruit: Sept. Oct. Nov.Production 195 153 187? Amount/basket (lbs.) ? 1 ? 1 ?1Needed for production 195 153 187Desired ending inventory 8 9 12Needed 203 162 200Less: Beginning inventory 10 8 9Purchases193 154 190Small gifts: Sept. Oct. Nov.Production 195 153 187 ? Amount/basket (items) ? 5 ? 5 ? 5Needed for production 975 765 935Desired ending inventory 383 468 588Needed 1,358 1,233 1,523Less: Beginning inventory 488 383 468Purchases 870 850 1,055Cellophane: Sept. Oct. Nov.Production 195 153 187。

管理会计课后练习参考答案.

第一章一、单选题1-5 BDBDB 6-9 DBBD二、多选题1-5 BCD ABC ABC ABCD ABCD 6-9 ABCD ABD ABC BCD三、简答题1. 狭义管理会计，又称微观管理会计，认为管理会计只为企业内部管理者提供计划，以控制所需信息的内部控制。

狭义管理会计的核心观点为：管理会计以企业为主体展开其管理活动；管理会计只为管理当局的管理目标服务；管理会计是一个信息系统，与财务会计并立，都是会计学的一个分支。

2. 20世纪70年代，管理会计的外延开始扩大，出现了广义管理会计概念。

广义管理会计的核心观点为：与狭义管理会计一样，管理会计以企业为主体展开其管理活动；但是管理会计不但为企业管理当局的管理目标服务，而且也为股东、债权人、税务当局等非管理集团服务；而从内容上看，管理会计包括了财务会计，同时还包括成本会计及财务管理。

3. 早期管理会计（20世纪初至50年代）。

19世纪末至20世纪早期，产业革命加速了资本主义经济的发展，促使企业生产规模迅速扩大，合伙经营和股份有限公司等企业组织形式相继出现，为会计的发展提供了广阔的天地。

20世纪，随着经济的发展，企业生产规模扩大，市场竞争也愈加激烈。

企业家意识到企业的经营效益不仅取决于产量的增长和外部市场的交易价格，更重要的是取决于成本的高低。

于是，从内部管理需要的角度出发，企业效益的衡量逐渐从由单纯的外部因素确定转向内部成本的计算和控制，产生了关于直接材料成本、人工成本、制造费用等成本项目的分类及具体的核算方法。

在该阶段，管理会计以成本控制为基本特征，以提高企业的生产效率和工作效率为主要目的。

其主要内容包括标准成本、预算控制和差异分析。

现代管理会计（20世纪50年代至80年代）。

20世纪50年代后，资本主义进入战后期。

现代科学技术的发展日新月异，并被大规模应用于生产，生产力获得迅速发展。

同时，资本主义企业进一步集中，跨国公司大量涌现，企业规模越来越大，市场情况瞬息万变，竞争愈加激烈。

加里森管理会计12th,第五章答案

Exercise 5-12 (30 minutes)1. Profit = Unit CM × Q − Fixed expenses$0 = ($90 − $63) × Q − $135,000$0 = ($27) × Q − $135,000$27Q = $135,000Q = $135,000 ÷ $27 per lanternQ = 5,000 lanterns, or at $90 per lantern, $450,000 in sales Alternative solution:Fixed expensesUnit sales =to break even Unit contribution margin$135,000= = 5,000 lanterns,$27 per lanternor at $90 per lantern, $450,000 in sales2. An increase in variable expenses as a percentage of the sellingprice would result in a higher break-even point. If variableexpenses increase as a percentage of sales, then the contribution margin will decrease as a percentage of sales. With a lower CM ratio, more lanterns would have to be sold to generate enough contribution margin to cover the fixed costs.3.Present:8,000 LanternsProposed:10,000 Lanterns*Total Per Unit Total Per Unit Sales .............................. $720,000 $90 $810,000 $81 ** Variable expenses ........... 504,000 63 630,000 63 Contribution margin ........ 216,000 $27 180,000 $18 Fixed expenses ............... 135,000 135,000Net operating income ...... $ 81,000 $ 45,000* 8,000 lanterns × 1.25 = 10,000 lanterns** $90 per lantern × 0.9 = $81 per lanternAs shown above, a 25% increase in volume is not enough tooffset a 10% reduction in the selling price; thus, net operating income decreases.Exercise 5-12 (continued)4. Profit = Unit CM × Q − Fixed expenses$72,000 = ($81 − $63) × Q − $135,000$72,000 = ($18) × Q − $135,000$18Q = $207,000Q = $207,000 ÷ $18 per lanternQ = 11,500 lanternsAlternative solution:Target profit + Fixed expenses Unit sales to attain =target profit Unit contribution margin$72,000+ $135,000= = 11,500 lanterns$18 per lantern1. The CM ratio is 30%.Total Per Unit Percentage Sales (13,500 units) ........ $270,000 $20 100%Variable expenses ........... 189,000 14 70%Contribution margin ........ $ 81,000 $ 6 30% The break-even point is:Profit = Unit CM × Q − Fixed expenses$0 = ($20 − $14) × Q − $90,000$0 = ($6) × Q − $90,000$6Q = $90,000Q = $90,000 ÷ $6 per unitQ = 15,000 units15,000 units × $20 per unit = $300,000 in salesAlternative solution:Fixed expensesUnit sales =to break even Unit contribution margin$90,000= = 15,000 units$6 per unitFixed expensesDollar sales =to break even CM ratio$90,000= = $300,000 in sales0.302. Incremental contribution margin:$70,000 increased sales × 30% CM ratio ........... $21,000 Less increased fixed costs:Increased advertising cost ................................ 8,000 Increase in monthly net operating income ............ $13,000 Since the company presently has a loss of $9,000 per month, if the changes are adopted, the loss will turn into a profit of $4,000 per month.3. Sales (27,000 units × $18 per unit*) .............. $486,000Variable expenses(27,000 units × $14 per unit) ...................... 378,000 Contribution margin ...................................... 108,000 Fixed expenses ($90,000 + $35,000) ............. 125,000 Net operating loss ......................................... $(17,000) *$20 – ($20 × 0.10) = $184. Profit = Unit CM × Q − Fixed expenses$4,500 = ($20.00 − $14.60*) × Q − $90,000$4,500 = ($5.40) × Q − $90,000$5.40Q = $94,500Q = $94,500 ÷ $5.40 per unitQ = 17,500 units*$14.00 + $0.60 = $14.60.Alternative solution:Target profit + Fixed expenses Unit sales to attain =target profit CM per unit$4,500 + $90,000=$5.40 per unit**= 17,500 units**$6.00 – $0.60 = $5.40.5. a. The new CM ratio would be:Per Unit Percentage Sales .......................................... $20 100%Variable expenses ....................... 7 35%Contribution margin ..................... $13 65%The new break-even point would be:Fixed expensesUnit sales =to break even Unit contribution margin$208,000= = 16,000 units$13 per unitFixed expensesDollar sales =to break even CM ratio$208,000= = $320,000 in sales0.65b. Comparative income statements follow:Not Automated AutomatedTotal Per Unit % Total Per Unit % Sales (20,000 units) .... $400,000 $20 100 $400,000 $20 100 Variable expenses ....... 280,000 14 70 140,000 7 35 Contribution margin .... 120,000 $ 6 30 260,000 $13 65 Fixed expenses ........... 90,000 208,000Net operating income . $ 30,000 $ 52,000c. Whether or not one would recommend that the companyautomate its operations depends on how much risk he or she is willing to take, and depends heavily on prospects for future sales. The proposed changes would increase the company’sfixed costs and its break-even point. However, the changeswould also increase the company’s CM ratio (from 30% to65%). The higher CM ratio means that once the break-evenpoint is reached, profits will increase more rapidly than atpresent. If 20,000 units are sold next month, for example, the higher CM ratio will generate $22,000 more in profits than ifno changes are made.The greatest risk of automating is that future sales may drop back down to present levels (only 13,500 units per month),and as a result, losses will be even larger than at present due to the company’s greater fixed costs. (Note the problem states that sales are erratic from month to month.) In sum, theproposed changes will help the company if sales continue totrend upward in future months; the changes will hurt thecompany if sales drop back down to or near present levels.Note to the Instructor: Although it is not asked for in theproblem, if time permits you may want to compute the point of indifference between the two alternatives in terms of units sold; i.e., the point where profits will be the same under either alternative. At this point, total revenue will be the same;hence, we include only costs in our equation:Let Q = Point of indifference in units sold $14Q + $90,000 = $7Q + $208,000$7Q = $118,000Q = $118,000 ÷ $7 per unitQ = 16,857 units (rounded)If more than 16,857 units are sold, the proposed plan will yield the greatest profit; if less than 16,857 units are sold, the present plan will yield the greatest profit (or the least loss).1. The income statements would be:PresentAmount Per Unit % Sales .............................. $800,000 $20 100%Variable expenses ........... 560,000 14 70% Contribution margin ........ 240,000 $6 30% Fixed expenses ............... 192,000Net operating income ...... $ 48,000ProposedAmount Per Unit % Sales .............................. $800,000 $20 100% Variable expenses* .......... 320,000 8 40% Contribution margin ........ 480,000 $12 60% Fixed expenses ............... 432,000Net operating income ...... $ 48,000*$14 – $6 = $82. a. Degree of operating leverage:P resent:Contribution marginDegree of =operating leverage Net operating income$240,000= = 5$48,000Proposed:Contribution marginDegree of =operating leverage Net operating income$480,000= = 10$48,000Problem 5-26 (continued)b. Dollar sales to break even:P resent:Fixed expensesDollar sales to =break even CM ratio$192,000= = $640,0000.30Proposed:Fixed expensesDollar sales to =break even CM ratio$432,000= = $720,0000.60c. Margin of safety:P resent:Margin of safety = Actual sales - Break-even sales= $800,000 - $640,000 = $160,000Margin of safety in dollars Margin of safety =percentage Actual sales$160,000= = 20%$800,000Proposed:Margin of safety = Actual sales - Break-even sales= $800,000 - $720,000 = $80,000Margin of safety in dollars Margin of safety =percentage Actual sales$80,000= = 10%$800,0003. The major factor would be the sensitivity of the company’soperations to cyclical movements in the economy. Because thenew equipment will increase the CM ratio, in years of strongeconomic activity, the company will be better off with the newequipment. However, the company will be worse off with the newequipment in years in which sales drop. The fixed costs of thenew equipment will result in losses being incurred more quicklyand they will be deeper. Thus, management must decidewhether the potential for greater profits in good years is worththe risk of deeper losses in bad years.4. No information is given in the problem concerning the newvariable expenses or the new contribution margin ratio. Both ofthese items must be determined before the new break-evenpoint can be computed. The computations are:New variable expenses:Profit = (Sales − Variable expenses) − Fixed expenses $60,000** = ($1,200,000* − Variable expenses) − $240,000 Variable expenses = $1,200,000 − $240,000 − $60,000= $900,000* New level of sales: $800,000 × 1.5 = $1,200,000** New level of net operating income: $48,000 × 1.25 = $60,000 New CM ratio:Sales ..................................... $1,200,000 100%Variable expenses .................. 900,000 75%Contribution margin ............... $ 300,000 25%With the above data, the new break-even point can becomputed:Fixed expenses$240,000Dollar sales===$960,000to break even CM ratio0.25The greatest risk is that the increases in sales and net operating income predicted by the marketing manager will not happen and that sales will remain at their present level. Note that the present level of sales is $800,000, which is well below the break-even level of sales under the new marketing strategy.It would be a good idea to compare the new marketing strategy to the current situation more directly. What level of sales would be needed under the new method to generate at least the $48,000 in profits the company is currently earning each month? The computations are:Target profit + Fixed expensesDollar sales to attain=target profit CM ratio$48,000+$240,000=0.25= $1,152,000 in sales each month Thus, sales would have to increase by at least 44% ($1,152,000 is 44% higher than $800,000) in order to make the company better off with the new marketing strategy than with the current approach. This appears to be extremely risky.CASE 5-33 (60 minutes)Note: This is a problem that will challenge the very best students’ conceptual and analytical skills. However, working through this casewill yield substantial dividends in terms of a much deeper understanding of critical management accounting concepts.1. The overall break-even sales can be determined using the CMratio.Frog Minnow Worm Total Sales .......................... $200,000 $280,000 $240,000 $720,000 Variable expenses ....... 120,000 160,000 150,000 430,000 Contribution margin .... $ 80,000 $120,000 $ 90,000 290,000 Fixed expenses ........... 282,000 Net operating income .. $ 8,000Contribution margin$290,000CM ratio= ==0.4028Sales$720,000Fixed expenses$282,000Dollar sales= ==$700,100 (rounded) to break even CM ratio0.40282. The issue is what to do with the common fixed costs whencomputing the break-evens for the individual products. Thecorrect approach is to ignore the common fixed costs. If thecommon fixed costs are included in the computations, thebreak-even points will be overstated for individual products andmanagers may drop products that in fact are profitable.a. The break-even points for each product can be computedusing the contribution margin approach as follows:Frog Minnow WormUnit selling price ................ $2.00 $1.40 $0.80 Variable cost per unit ......... 1.20 0.80 0.50 Unit contribution margin (a) $0.80 $0.60 $0.30 Product fixed expenses (b) .Unit sales to break even(b) ÷ (a) ....................... 22,500 160,000 200,000Case 5-33 (continued)b. If the company were to sell exactly the break-even quantitiescomputed above, the company would lose $108,000—theamount of the common fixed cost. This occurs because thecommon fixed costs have been ignored in the calculations ofthe break-evens.The fact that the company loses $108,000 if it operates at thelevel of sales indicated by the break-evens for the individualproducts can be verified as follows:Frog Minnow Worm Total Unit sales ................. 22,500 160,000 200,000Sales ........................ $ 429,000 Variable expenses ..... 27,000 128,000 100,000 255,000 Contribution margin .. $18,000 $ 96,000 $ 60,000 174,000 Fixed expenses ......... 282,000 Net operating loss ..... $(108,000)At this point, many students conclude that something is wrongwith their answer to part (a) because the company losesmoney operating at the break-evens for the individualproducts. They also worry that managers may be lulled into afalse sense of security if they are given the break-evenscomputed in part (a). Total sales at the individual productbreak-evens is only $429,000 whereas the total sales at theoverall break-even computed in part (1) is $700,100.Many students (and managers, for that matter) attempt toresolve this apparent paradox by allocating the common fixedcosts among the products prior to computing the break-evensfor individual products. Any of a number of allocation basescould be used for this purpose—sales, variable expenses,product-specific fixed expenses, contribution margins, etc.(We usually take a tally of how many students allocated thecommon fixed costs using each possible allocation base beforeproceeding.) For example, the common fixed costs areallocated on the next page based on sales.A llocation of common fixed expenses on the basis of sales revenue:Frog Minnow Worm Total Sales ............................ $200,000 $280,000 $240,000 $720,000 Percentage of totalsales ......................... 27.8% 38.9% 33.3% 100.0% Allocated commonfixed expense* ......... $30,000 $ 42,000 $36,000 $108,000 Product fixed expenses . 18,000 96,000 60,000 174,000 Allocated common andproduct fixedexpenses (a) .............. $48,000 $138,000 $96,000 $282,000 Unit contributionmargin (b) ................. $0.80 $0.60 $0.30―Break-even‖ point inunits sold (a)÷(b) ...... 60,000 230,000 320,000*Total common fixed expense × Percentage of total salesIf the company sells 60,000 units of the Frog lure product,230,000 units of the Minnow lure product, and 320,000 unitsof the Worm lure product, the company will indeed break even overall. However, the apparent break-evens for two of the products are above their normal annual sales.Frog Minnow Worm Normal annual unit sales volume ..... 100,000 200,000 300,000 ―Break-even‖ unit annual sales (seeabove) ......................................... 60,000 230,000 320,000 ―Strategic‖ decision......................... retain drop dropIt would be natural to interpret a break-even for a product asthe level of sales below which the company would befinancially better off dropping the product. Therefore, weshould not be surprised if managers, based on the erroneousbreak-even calculation on the previous page, would decide todrop the Minnow and Worm lures and concentrate on the company’s ―core competency,‖ which appears to be the Froglure. However, if they were to do that, the company wouldface a loss of $46,000:Frog Minnow Worm TotalSales .......................... $200,000 dropped dropped $200,000 Variable expenses ....... 120,000 120,000 Contribution margin .... $ 80,000 80,000 Fixed expenses* ......... 126,000 Net operating loss ....... $(46,000) *By dropping the two products, the company reduces its fixed expenses by only $156,000 (= $96,000 + $60,000). Therefore,the total fixed expenses would be $126,000 (= $282,000 −$156,000).By dropping the two products, the company would have a lossof $46,000 rather than a profit of $8,000. The reason is thatthe two products dropped were contributing $54,000 toward covering common fixed expenses and toward profits. This canbe verified by looking at a segmented income statement likethe one that will be introduced in a later chapter.Frog Minnow Worm Total Sales .............................. $200,000 $280,000 $240,000 $720,000 Variable expenses ........... 120,000 160,000 150,000 430,000 Contribution margin ........ 80,000 120,000 290,000 Product fixed expenses ... 18,000 96,000 60,000 174,000 Product segment margin . $ 62,000 $ 24,000 $ 30,000 116,000 Common fixed expenses . 108,000Net operating income ...... $ 8,000。

加里森管理会计12th,第十二章答案

加里森管理会计12th,第十二章答案Exercise 12-11 (20 minutes)1. Fixed cost per mile ($3,500* ÷ 10,000 miles) . $0.35Variable operating cost per mile ..................... 0.08Average cost per mile .................................... $0.43* Depreciation ............................. $2,000Insurance (960)Garage rent (480)Automobile tax and license (60)Total ........................................ $3,5002. The variable operating costs would be relevant in this situation.The depreciation would not be relevant since it relates to a sunk cost. However, any decrease in the resale value of the car due to its use would be relevant. The automobile tax and license costs would be incurred whether Samantha decides to drive her own car or rent a car for the trip during spring break and are therefore irrelevant. It is unlikely that her insurance costs would increase as a result of the trip, so they are irrelevant as well. The garage rent is relevant only if she could avoid paying part of it if she drives her own car.3. When figuring the incremental cost of the more expensive car,the relevant costs would be the purchase price of the new car (net of the resale value of the old car) and the increases in the fixed costs of insurance and automobile tax and license. The original purchase price of the old car is a sunk cost and istherefore irrelevant. The variable operating costs would be the same and therefore are irrelevant. (Students are inclined tothink that variable costs are always relevant and fixed costs are always irrelevant in decisions. This requirement helps to dispel thatnotion.)Relevant CostsItem Make Buy Direct materials (60,000 @ $4.00) ............. $240,000Direct labor (60,000 @ $2.75) ................... 165,000Variable manufacturing overhead(60,000 @ $0.50) .................................. 30,000Fixed manufacturing overhead, traceable(1/3 of $180,000) .................................. 60,000Cost of purchasing from outside supplier(60,000 @ $10) ..................................... $600,000 Total cost ................................................. $495,000 $600,000 The two-thirds of the traceable fixed manufacturing overhead costs that cannot be eliminated, and all of the common fixed manufacturing overhead costs, are irrelevant.The company would save $105,000 per year by continuing to make the parts itself. In other words, profits would decline by $105,000 per year if the parts were purchased from the outside supplier.1. The simplest approach to the solution is:Gross margin lost if the store is closed........ $(228,000) Less costs that can be avoided:Direct advertising ................................... $36,000Sales salaries .......................................... 45,000Delivery salaries ..................................... 7,000Store rent .............................................. 65,000Store management salaries (newemployee would not be hired to fillvacant position at another store)........... 15,000General office salaries ............................. 8,000Utilities .................................................. 27,200Insurance on inventories (2/3 × $9,000) .. 6,000Employment taxes* ................................ 9,000 218,200 Decrease in company net operating incomeif the Downtown Store is closed ............... $ (9,800) *Salaries avoided by closing the store:Sales salaries ........................................................ $45,000 Delivery salaries .................................................... 7,000 Store management salaries ................................... 15,000 General office salaries ........................................... 8,000 Total salaries ........................................................ 75,000 Employment tax rate ............................................. × 12% Employment taxes avoided .................................... $ 9,0002. The Downtown Store should not be closed. If the store is closed,overall company net operating income will decrease by $9,800per quarter.3. The Downtown Store should be closed if $200,000 of its sales arepicked up by the Uptown Store. The net effect of the closure willbe an increase in overall company net operating income by $76,200 per quarter:Gross margin lost if the Downtown Store is closed ............. $(228,000) Gross margin gained at the Uptown Store: $200,000 × 43% ........................................................... 86,000 Netloss in gross margin ................................................... (142,000) Costs that can be avoided if the Downtown Store is closed(part 1) ......................................................................... 218,200 Net advantage of closing the Downtown Store ................... $ 76,2001.Marcy Tina Cari Lenny Sewing KitDirect labor cost per unit .. $ 4.80 $ 3.00 $ 8.40 $ 6.00 $ 2.40 Direct labor-hours perunit* (a) ....................... 0.40 0.25 0.70 0.50 0.20 Selling price ..................... $35.00 $24.00 $22.00 $18.00 $14.00 Variable costs:Direct materials ............. 3.50 2.30 4.50 3.10 1.50 Direct labor ................... 4.80 3.00 8.40 6.00 2.40 Variable overhead ..........1.60 1.002.80 2.00 0.80 Total variable costs .......... 9.90 6.30 15.70 11.10 4.70 Contribution margin (b) .... $25.10 $17.70 $ 6.30 $ 6.90 $ 9.30 Contribution margin perDLH (b) ÷ (a) ............... $62.75 $70.80 $ 9.00 $13.80 $46.50 * Direct labor cost per unit ÷ $12.00 per direct labor-hour2.ProductDLHPer UnitEstimatedSales(units)TotalDLHsMarcy .......................... 0.40 26,000 10,400Tina ............................ 0.25 42,000 10,500Cari ............................. 0.70 40,000 28,000Lenny .......................... 0.50 46,000 23,000Sewing Kit ................... 0.20 450,000 90,000Total DLHs required ..... 161,9003. Because the Cari doll has the lowest contribution margin perlabor hour, its production should be reduced by 17,000 dolls (11,900 excess DLHs ÷ 0.70 DLH per doll = 17,000 dolls). Thus, production and sales of the Cari doll will be reduced to 23,000 dolls for the year.4. Because the additional capacity would be used to produce theCari doll, the company should be willing to pay up to $21.00 per DLH ($12.00 usual labor rate plus $9.00 contribution margin per DLH) for added labor time. Thus, the company could employ workers for overtime at the usual time-and-a-half rate of $18.00 per hour ($12.00 × 1.5 = $18.00) and still improve overall profit.5. Additional output could be obtained in a number of waysincluding working overtime, adding another shift, expanding the workforce, contracting out some work to outside suppliers, and eliminating wasted labor time in the production process. The first four methods are costly, but the last method can add capacity at very low cost.Technical note: Some would argue that direct labor is a fixed cost in this situation and should be excluded when computing the contribution margin per unit. However, when deciding which products to emphasize, no harm is done by misclassifying a fixed cost as a variable cost—providing that the fixed cost is the constraint. If direct labor were removed from the variable cost category, the net effect would be to bump up the contribution margin per direct labor-hour by $12.00 for each ofthe products.The products will be ranked exactly the same—in terms of the contribution margin per unit of the constrainedresource—whether direct labor is considered variable or fixed.However, if labor is fixed and is not the constraint, including labor cost in the calculation of the contribution margin may lead to incorrect rankings of the products.。

管理学(马工程)课后参考答案第十二章

管理学（马工程）课后参考答案第十二章第十二章控制的类型与过程１.企业进行管理控制的目的有哪些？（1）确保组织目标的有效实现。

任何组织都有其特定的目标，要有效实现组织的目标，就必须及时对那些构成组织的资源（财产、人力、知识、信息等）进行合理的组织、整合与利用，这就意味着这些资源要处于控制之下或在一定的控制之中运营。

（2）经济且有效地利用组织资源。

制定和设计内部控制必须根据能否保证以最低廉的成本取得高质量的资源（经济性）和防止不必要的多余工作和浪费（效率）。

（3）确保信息的质量。

管理者需要利用信息来监督和控制组织行为，同时，决策信息系统特别是会计信息系统依赖于内部控制系统来提供相关的、可靠的和及时的信息。

２.根据控制的时机、对象和目的的不同（原题目：根据控制的集权程度），控制可以分为哪几种？试比较其特点。

按照控制的进程不同，可分为前馈控制、现场控制和反馈控制三种类型。

（1）前馈控制又称事前控制或预先控制，是指组织在工作活动正式开始前对工作中可能产生的偏差进行预测和估计并采取防范措施，将可能的偏差消除于产生之前。

特点：首先，前馈控制是在工作开始之前进行的，可以防患于未然，以避免事后控制对已铸成的差错无能为力的弊端；其次，前馈控制是在工作开始之前针对某项计划行动所依赖的条件进行控制，不针对具体人员，因而不易造成面对面的冲突，易于被员工接受并付诸实施。

但是，前馈控制需要及时和准确的信息，并要求管理人员能充分了解前馈控制因素与计划工作的影响关系，同时必须注意各种干扰因素（例如，一些意外的或无法预计的因素）。

从现实看，要做到这些是十分困难的。

因此，组织还必须依靠其他方式的控制。

（2）现场控制也称为同步控制或同期控制，是指在某项工作或活动正在进行过程中所实施的控制。

特点：现场控制一般在工作现场进行，容易发现问题并及时予以处理，从而避免更大差错的出现。

现场控制所具有的指导职能，有助于提高工作人员的工作能力和自我控制能力。

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Exercise 12-11 (20 minutes)1. Fixed cost per mile ($3,500* ÷ 10,000 miles) . $0.35Variable operating cost per mile ..................... 0.08Average cost per mile .................................... $0.43* Depreciation ............................. $2,000Insurance (960)Garage rent (480)Automobile tax and license (60)Total ........................................ $3,5002. The variable operating costs would be relevant in this situation.The depreciation would not be relevant since it relates to a sunk cost. However, any decrease in the resale value of the car due to its use would be relevant. The automobile tax and license costs would be incurred whether Samantha decides to drive her own car or rent a car for the trip during spring break and are therefore irrelevant. It is unlikely that her insurance costs would increase as a result of the trip, so they are irrelevant as well. The garage rent is relevant only if she could avoid paying part of it if she drives her own car.3. When figuring the incremental cost of the more expensive car,the relevant costs would be the purchase price of the new car (net of the resale value of the old car) and the increases in the fixed costs of insurance and automobile tax and license. Theoriginal purchase price of the old car is a sunk cost and istherefore irrelevant. The variable operating costs would be the same and therefore are irrelevant. (Students are inclined to think that variable costs are always relevant and fixed costs are always irrelevant in decisions. This requirement helps to dispel thatnotion.)Relevant CostsItem Make Buy Direct materials (60,000 @ $4.00) ............. $240,000Direct labor (60,000 @ $2.75) ................... 165,000Variable manufacturing overhead(60,000 @ $0.50) .................................. 30,000Fixed manufacturing overhead, traceable(1/3 of $180,000) .................................. 60,000Cost of purchasing from outside supplier(60,000 @ $10) ..................................... $600,000 Total cost ................................................. $495,000 $600,000 The two-thirds of the traceable fixed manufacturing overhead costs that cannot be eliminated, and all of the common fixed manufacturing overhead costs, are irrelevant.The company would save $105,000 per year by continuing to make the parts itself. In other words, profits would decline by $105,000 per year if the parts were purchased from the outside supplier.1. The simplest approach to the solution is:Gross margin lost if the store is closed........ $(228,000) Less costs that can be avoided:Direct advertising ................................... $36,000Sales salaries .......................................... 45,000Delivery salaries ..................................... 7,000Store rent .............................................. 65,000Store management salaries (newemployee would not be hired to fillvacant position at another store)........... 15,000General office salaries ............................. 8,000Utilities .................................................. 27,200Insurance on inventories (2/3 × $9,000) .. 6,000Employment taxes* ................................ 9,000 218,200 Decrease in company net operating incomeif the Downtown Store is closed ............... $ (9,800) *Salaries avoided by closing the store:Sales salaries ........................................................ $45,000 Delivery salaries .................................................... 7,000 Store management salaries ................................... 15,000 General office salaries ........................................... 8,000 Total salaries ........................................................ 75,000 Employment tax rate ............................................. × 12% Employment taxes avoided .................................... $ 9,0002. The Downtown Store should not be closed. If the store is closed,overall company net operating income will decrease by $9,800per quarter.3. The Downtown Store should be closed if $200,000 of its sales arepicked up by the Uptown Store. The net effect of the closure willbe an increase in overall company net operating income by$76,200 per quarter:Gross margin lost if the Downtown Store is closed ............. $(228,000) Gross margin gained at the Uptown Store:$200,000 × 43% ........................................................... 86,000 Net loss in gross margin ................................................... (142,000) Costs that can be avoided if the Downtown Store is closed(part 1) ......................................................................... 218,200 Net advantage of closing the Downtown Store ................... $ 76,2001.Marcy Tina Cari Lenny Sewing KitDirect labor cost per unit .. $ 4.80 $ 3.00 $ 8.40 $ 6.00 $ 2.40 Direct labor-hours perunit* (a) ....................... 0.40 0.25 0.70 0.50 0.20 Selling price ..................... $35.00 $24.00 $22.00 $18.00 $14.00 Variable costs:Direct materials ............. 3.50 2.30 4.50 3.10 1.50 Direct labor ................... 4.80 3.00 8.40 6.00 2.40 Variable overhead .......... 1.60 1.00 2.80 2.00 0.80 Total variable costs .......... 9.90 6.30 15.70 11.10 4.70 Contribution margin (b) .... $25.10 $17.70 $ 6.30 $ 6.90 $ 9.30 Contribution margin perDLH (b) ÷ (a) ............... $62.75 $70.80 $ 9.00 $13.80 $46.50 * Direct labor cost per unit ÷ $12.00 per direct labor-hour2.ProductDLHPer UnitEstimatedSales(units)TotalDLHsMarcy .......................... 0.40 26,000 10,400Tina ............................ 0.25 42,000 10,500Cari ............................. 0.70 40,000 28,000Lenny .......................... 0.50 46,000 23,000Sewing Kit ................... 0.20 450,000 90,000Total DLHs required ..... 161,9003. Because the Cari doll has the lowest contribution margin perlabor hour, its production should be reduced by 17,000 dolls(11,900 excess DLHs ÷ 0.70 DLH per doll = 17,000 dolls). Thus, production and sales of the Cari doll will be reduced to 23,000 dolls for the year.4. Because the additional capacity would be used to produce theCari doll, the company should be willing to pay up to $21.00 per DLH ($12.00 usual labor rate plus $9.00 contribution margin per DLH) for added labor time. Thus, the company could employ workers for overtime at the usual time-and-a-half rate of $18.00 per hour ($12.00 × 1.5 = $18.00) and still improve overall profit.5. Additional output could be obtained in a number of waysincluding working overtime, adding another shift, expanding the workforce, contracting out some work to outside suppliers, and eliminating wasted labor time in the production process. The first four methods are costly, but the last method can add capacity at very low cost.Technical note: Some would argue that direct labor is a fixed cost in this situation and should be excluded when computing the contribution margin per unit. However, when deciding whichproducts to emphasize, no harm is done by misclassifying a fixed cost as a variable cost—providing that the fixed cost is theconstraint. If direct labor were removed from the variable cost category, the net effect would be to bump up the contribution margin per direct labor-hour by $12.00 for each of the products.The products will be ranked exactly the same—in terms of the contribution margin per unit of the constrainedresource—whether direct labor is considered variable or fixed.However, if labor is fixed and is not the constraint, including labor cost in the calculation of the contribution margin may lead to incorrect rankings of the products.。

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