管理会计双语课程习题chapter_2
管理会计chapter_2-文档资料

Chapter Two
2-2
• Why costs? An important part of information system A strategy An example-----Airline company
The Product
2-6
Direct Materials
Raw materials that become an integral part of the product and that can be conveniently and directly
traced to it.
Example: A radio installed in an automobile
of each.
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Matching Principle-----based on Accrual accounting
Costs incurred to generate a particular revenue should be recognized as expenses in the same period that the revenue is recognized.
Economic events are recognized by matching revenues to expenses (the matching principle) at the time in which the transaction occurs rather than when payment is made (or received).
facility. E. Sales commissions.
管理会计习题和答案

第二章练习题及答案一、单项选择题:1、在财务会计中,应当将销售费用归属于下列各项中的()。
A.制造费用B.主要成本C.加工成本D.非生产成本2、按照管理会计的解释,成本的相关性是指()A.与决策方案有关的成本特性B.与控制标准有关的成本特性C.与资产价值有关的成本特性D.与归集对象有关的成本特性3、阶梯式混合成本又可称为()A.半固定成本B.半变动成本C.延期变动成本D.曲线式成本4.将全部成本分为固定成本、变动成本和混合成本所采用的分类标志是( )A.成本的目标B.成本的可辨认性C.成本的经济用途D.成本的性态5、在历史资料分析法的具体应用方法中,计算结果最为精确的方法是()。
A.高低点法B.散布图法C.回归直线法D.直接分析法7、在不改变企业生产经营能力的前提下,采取降低固定成本总额的措施通常是指降低()。
A.约束性固定成本B.酌量性固定成本C.半固定成本D.单位固定成本8、单耗相对稳定的外购零部件成本属于()。
A.约束性固定成本B.酌量性固定成本C.技术性变动成本D.约束性变动成本9、下列项目中,只能在发生当期予以补偿,不可能递延到下期的成本是()。
A.直接成本B.间接成本C.产品成本D.期间成本10、为排除业务量因素的影响,在管理会计中,反映变动成本水平的指标一般是指()。
A.变动成本总额B.单位变动成本C.变动成本的总额与单位额D.变动成本率11、在管理会计中,狭义相关范围是指()A.成本的变动范围B.业务量的变动范围C.时间的变动范围D.市场容量的变动范围1、D2、A3、A4、D5、C6、B7、B8、C9、D 10、B 11、B 12、C 13、C 14、A二、多项选择题1.成本按其核算的目标分类为( )。
A.质量成本B.未来成本C.责任成本D.业务成本E.历史成本2.固定成本具有的特征是( )。
A.固定成本总额的不变性B.单位固定成本的反比例变动性C.固定成本总额的正比例变动性D.单位固定成本的不变性E.固定成本总额变动性3.变动成本具有的特征是( )。
管理会计习题和答案

第二章练习题及答案一、单项选择题:1、在财务会计中,应当将销售费用归属于下列各项中的()。
A.制造费用B.主要成本C.加工成本D.非生产成本2、按照管理会计的解释,成本的相关性是指()A.与决策方案有关的成本特性B.与控制标准有关的成本特性C.与资产价值有关的成本特性D.与归集对象有关的成本特性3、阶梯式混合成本又可称为()A.半固定成本B.半变动成本C.延期变动成本D.曲线式成本4.将全部成本分为固定成本、变动成本和混合成本所采用的分类标志是( )A.成本的目标B.成本的可辨认性C.成本的经济用途D.成本的性态5、在历史资料分析法的具体应用方法中,计算结果最为精确的方法是()。
A.高低点法B.散布图法C.回归直线法D.直接分析法7、在不改变企业生产经营能力的前提下,采取降低固定成本总额的措施通常是指降低()。
A.约束性固定成本B.酌量性固定成本C.半固定成本D.单位固定成本8、单耗相对稳定的外购零部件成本属于()。
A.约束性固定成本B.酌量性固定成本C.技术性变动成本D.约束性变动成本9、下列项目中,只能在发生当期予以补偿,不可能递延到下期的成本是()。
A.直接成本B.间接成本C.产品成本D.期间成本10、为排除业务量因素的影响,在管理会计中,反映变动成本水平的指标一般是指()。
A.变动成本总额B.单位变动成本C.变动成本的总额与单位额D.变动成本率11、在管理会计中,狭义相关范围是指()A.成本的变动范围B.业务量的变动范围C.时间的变动范围D.市场容量的变动范围1、D2、A3、A4、D5、C6、B7、B8、C9、D 10、B 11、B 12、C 13、C 14、A二、多项选择题1.成本按其核算的目标分类为( )。
A.质量成本B.未来成本C.责任成本D.业务成本E.历史成本2.固定成本具有的特征是( )。
A.固定成本总额的不变性B.单位固定成本的反比例变动性C.固定成本总额的正比例变动性D.单位固定成本的不变性E.固定成本总额变动性3.变动成本具有的特征是( )。
加里森管理会计12th,第二章答案

Exercise 2-3 (15 minutes)1. Cups of Coffee Servedin a Week1,800 1,900 2,000 Fixed cost ........................................$1,100 $1,100 $1,100Variable cost .................................... 468 494 520Total cost ........................................$1,568 $1,594 $1,620Average cost per cup served* ...........$0.871 $0.839 $0.810* Total cost ÷ cups of coffee served in a week2. The average cost of a cup of coffee declines as the number of cups ofcoffee served increases because the fixed cost is spread over more cups of coffee.Exercise 2-8 (20 minutes)1. The company’s variable cost per unit would be:$150,000=$2.50 per unit.60,000 unitsIn accordance with the behavior of variable and fixed costs, thecompleted schedule is:Units produced and sold60,000 80,000 100,000 Total costs:Variable costs ....................... $150,000 $200,000 $250,000 Fixed costs ........................... 360,000 360,000 360,000 Total costs .............................. $510,000 $560,000 $610,000 Cost per unit:Variable cost ......................... $2.50 $2.50 $2.50 Fixed cost ............................. 6.00 4.50 3.60 Total cost per unit ................... $8.50 $7.00 $6.102. The company’s income statement in the contribution format is:Sales (90,000 units × $7.50 per unit) ............................ $675,000Variable expenses (90,000 units × $2.50 per unit) ......... 225,000Contribution margin...................................................... 450,000Fixed expenses ............................................................ 360,000$ 90,000Problem 2-20 (30 minutes)1. Mr. Richart’s first action was to direct that discretionary expenditures bedelayed until the first of the new year. Providing that these “discretionary expenditures” can be delayed without hampering operations, this is a good business decision. By delaying expenditures, the company can keep its cash a bit longer and thereby earn a bit more interest. There is nothing unethical about such an action. The second action was to ask that the order for the parts be cancelled. Since the clerk’s order was a mistake, there is nothing unethical about this action either.The third action was to ask the accounting department to delayrecognition of the delivery until the bill is paid in January. This action is dubious. Asking the accounting department to ignore transactions strikes at the heart of the integrity of the accounting system. If the accounting system cannot be trusted, it is very difficult to run a business or obtain funds from outsiders. However, in Mr. Richart’s defense, the purchase of the raw materials really shouldn’t be recorded as an expense. He has been placed in an extremely awkward position because the company’s accounting policy is flawed.2. Th e company’s accounting policy with respect to raw materials isincorrect. Raw materials should be recorded as an asset when delivered rather than as an expense. If the correct accounting policy were followed, there would be no reason for Mr. Richart to ask the accountingdepartment to delay recognition of the delivery of the raw materials. This flawed accounting policy creates incentives for managers to delaydeliveries of raw materials until after the end of the fiscal year. This could lead to raw materials shortages and poor relations with suppliers who would like to record their sales before the end of the year.The company’s “manage-by-the-numbers” approach does not fosterethical behavior—particularly when managers are told to “do anything so long as you hit the target profits for the year.” Such “no excuses”pressure from the top too often leads to unethical behavior whenmanagers have difficulty meeting target profits.Problem 2-24 (45 minutes)1.Selling orCost Behavior Administrative Product Cost Cost Item Variable Fixed Cost Direct Indirect rect materials used (wood, glass) ..... $430,000 $430,000 dministrative office salaries ............... $110,000 $110,000actory supervision ............................ 70,000 $ 70,00 ales commissions ............................. 60,000 60,000epreciation, factory building .............. 105,000 105,00 epreciation, admin. office equipment .2,000 2,000direct materials, factory ................... 18,000 18,00 actory labor (cutting and assembly) ... 90,000 90,000 dvertising ........................................ 100,000 100,000surance, factory .............................. 6,000 6,00 dministrative office supplies .............. 4,000 4,000operty taxes, factory ....................... 20,000 20,00 tilities, factory .................................. 45,000 45,00 otal costs ......................................... $647,000 $413,000 $276,000 $520,000 $264,00Problem 2-24 (continued)2. The average product cost per bookcase will be:Direct.................................. $520,000Indirect ............................... 264,000Total ................................... $784,000$784,000 ÷ 4,000 bookcases = $196 per bookcase3. The average product cost per bookcase would increase if the productiondrops. This is because the fixed costs would be spread over fewer units,causing the average cost per unit to rise.4. a. Yes, there probably would be a disagreement. The president is likely towant a price of at least $196, which is the average cost per unit tomanufacture 4,000 bookcases. He may expect an even higher price than this to cover a portion of the administrative costs as well. The neighbor will probably be thinking of cost as including only materials used, or perhaps materials and direct labor.b. The term is opportunity cost. Since the company is operating at full capacity, the president must give up the full, regular price to sell a bookcase to the neighbor. Therefore, the president’s cost is really the full, regular price.。
管理会计英文版答案

CHAPTER 1Managerial Accounting, the Business Organization, andProfessional Ethics1-A1 Solution:Information is often useful for more than one function, so the following classifications for each activity are not definitive but serve as a starting point for discussion:1. Scorekeeping. A depreciation schedule is used in preparing financialstatements to report the results of activities.2. Problem solving. Helps a manager assess the impact of a purchase decision.3. Scorekeeping. Reports on the results of an operation. Could also beattention directing if scrap is an area that might require management attention.4. Attention directing. Focuses attention on areas that need attention.5. Attention directing. Helps managers learn about the information contained ina performance report.6. Scorekeeping. The statement reports what has happened. Could also beattention directing if the report highlights a problem or issue.7. Problem solving. Assuming the cost comparison is to help the managerdecide between two alternatives, this is problem solving.8. Attention directing. Variances point out areas where results differ fromexpectations. Interpreting them directs attention to possible causes of thedifferences.9. Problem solving. Aids a decision about where to make parts.10. Attention directing and problem solving. Budgeting involves makingdecisions about planned activities -- hence, aiding problem solving. Budgets also direct attention to areas of opportunity or concern --hence, directingattention. Reporting against the budget also has a scorekeeping dimension.1-A2 Solution:1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 700 865 165UEntertainment 600 600 0Decorations 220 260 40UTotal $1,660 $1,865 $205U 2. Because of the management by exception rule, room rental and entertainmentrequire no explanation. The actual expenditure for food exceeded the budget by $165. Of this $165, $150 is explained by attendance of 15 persons morethan budgeted (at a budget of $10 per person for food) and $15 is explained by expenditures above $10 per person.Actual expenditures for decorations were $40 more than the budget. Thedecorations committee should be asked for an explanation of the excessexpenditures.1-29 Solution:1. Controller. Financial statements are generally produced by the controller'sdepartment.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operating decisions.4. Treasurer. Analysts affect the company's ability to raise capital, which is theresponsibility of the treasurer.5. Treasurer. Financing the business is the responsibility of the treasurer.6. Controller. Tax returns are part of the accounting process overseen by thecontroller.7. Treasurer. Insurance, as with other risk management activities, is usually theresponsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.CHAPTER 2INTRODUCTION TO COST BEHAVIOR AND COST-VOLUME RELATIONSHIPS2-A3 Solution:The following format is only one of many ways to present a solution. This situation is reallya demonstration of "sensitivity analysis," whereby a basic solution is tested to see how much it is affected by changes in critical factors. Much discussion can ensue, particularly about the finalthree changes.The basic contribution margin per revenue mile is $1.50 - $1.30 = $.20(1) (2) (3) (4) (5)(1)×(2) (3)-(4)Revenue Cont ri buti on To talMi l es Margi n Pe r Cont ri buti on Fi xed NetSol d Revenue Mi l e Margi n Expen se s In co me 1. 800,000$.20$160,000$120,000$ 40,0002. (a) 800,000.35280,000120,000160,000(b) 880,000.20176,000120,00056,000(c) 800,000.0756,000120,000(64,000)(d) 800,000.20160,000132,00028,000(e) 840,000.17142,800120,00022,800(f) 720,000.25180,000120,00060,000(g) 840,000.20168,000132,00036,0002-B2 Solution:1. $2,300 ÷ ($30 - $10) = 115 child-days or 115 × $30 = $3,450 revenue dollars.2. 176 × ($30 - $10) - $2,300 = $3,520 - $2,300 = $1,2203. a. 198 × ($30 - $10) - $2,300 = $3,960 - $2,300 = $1,660 or (22 × $20) + $1,220 = $440 + $1,220 = $1,660 b. 176 × ($30 - $12) - $2,300 = $3,168 - $2,300 = $868 or $1,220 - ($2 × 176) = $868 c. $1,220 - $220 = $1,000d. [(9.5 × 22) × ($30 - $10)] - ($2,300 + $300) = $4,180 - $2,600 = $1,580e.[(7 × 22) × ($33 - $10)] - $2,300 = $3,542 - $2,300 = $1,2422-B 3 So lu tio n :1.$16)($20$5,000- = $4$5,000= 1,250 units2. Contribution margin ratio:($40,000)$30,000)($40,000- = 25%$8,000 ÷ 25% = $32,0003.$14)($30$7,000)($33,000-+ = $16$40,000 = 2,500 units4. ($50,000 - $20,000)(110%) = $33,000 contribution margin;$33,000 - $20,000 = $13,0005. New contribution margin:$40 - ($30 - 20% of $30)= $40 - ($30 - $6) = $16;New fixed expenses: $80,000 × 110% = $88,000;$16$20,000)($88,000+ = $16$108,000 = 6,750 units2-27 Soluti on:2-38Sol uti on:1. 100% Full 50% FullRoom revenue @ $50 $1,825,000 a$ 912,500 bVariable costs @ $10 365,000 182,500Contribution margin 1,460,000 730,000Fixed costs 1,200,000 1,200,000Net income (loss) $ 260,000 $ (470,000)a 100 × 365 = 36,500 rooms per year36,500 × $50 = $1,825,000b50% of $1,825,000 = $912,5002. Let N = number of rooms$50N -$10N - $1,200,000 = 0N = $1,200,000 ÷ $40 = 30,000 rooms Percentage occupancy = 30,000 ÷ 36,500 = 82.2%2-40 Solution:1. Let R = pints of raspberries and 2R = pints of strawberriessales - variable expenses - fixed expenses = zero net income$1.10(2R) + $1.45(R) - $.75(2R) - $.95(R) - $15,600 = 0$2.20R + $1.45R - $1.50R - $.95R -$15,600 = 0$1.2R - $15,600 = 0 R = 13,000 pints of raspberries2R = 26,000 pints of strawberries2. Let S = pints of strawberries($1.10 - $.75) × S - $15,600 = 0.35S - $15,600 = 0S = 44,571 pints of strawberries3. Let R = pints of raspberries($1.45 - $.95) × R - $15,600 = 0$.50R - $15,600 = 0R = 31,200 pints of raspberries2-42 Solution:Several variations of the following general approach are possible:Sales - Variable expenses - Fixed expenses = Target after-tax net income 1 - tax rateS - .75S - $440,000 =.3)-(1$84,000.25S = $440,000 + $120,000 3-A1 Solution:Some of these answers are controversial, and reasonable cases can be built for alternative classifications. Class discussion of these answers should lead to worthwhile disagreements about anticipated cost behavior with regard to alternative cost drivers.1. (b) Discretionary fixed cost.2. (e) Step cost.3. (a) Purely variable cost with respect to revenue.4. (a) Purely variable cost with respect to miles flown.5. (d) Mixed cost with respect to miles driven.6. (c) Committed fixed cost.7. (b) Discretionary fixed cost.8. (c) Committed fixed cost.9. (a) Purely variable cost with respect to cases of Coca-Cola.10. (b) Discretionary fixed cost.11. (b) Discretionary fixed cost.3-A2 Solution:1. Support costs based on 60% of the cost of materials:Sign A Sign B Direct materials cost $400 $200 Support cost (60% of m ater ial s c o st) $240 $120 Support costs based on $50 per power tool operation:Sign A Sign B Power tool operations 3 6 Support cost $150 $300 2. If the activity analysis is reliable, by using the current method, Evergreen Signs is predicting too much cost for signs that use few power tool operations and is predicting too little cost for signs that use many power tool operations. As a result the company could be losing jobs that require few power tool operations because its bids are too high -- it could afford to bid less on these jobs. Conversely, the company could be getting too many jobs that require many power tool operations, because its bids are too low -- given what the "true" costs will be, the company cannot afford these jobs at those prices. Either way, the sign business could be more profitable if the owner better understood and used activity analysis. Evergreen Signs would be advised to adopt the activity-analysis recommendation, but also to closely monitor costs to see if the activity-analysis predictions of support costs are accurate.3-B2 Solution:Board Z15 Board Q52Mark-up method:Material cost $40 $60Support costs (100%) $40 $60Activity analysis method:Manual operations 15 7Support costs (@$4) $60 $28The support costs are different because different cost behavior is assumed by the two methods. If the activity analyses are reliable, then boards with few manual operations are overcosted with the markup method, and boards with many manual operatio ns are undercosted with the markup method.3-B3 Solution:Variable cost per machine hour =Change in Repair Cost Change in Machine Hours= (P260,000,000 - P200,000,000) (12,000 - 8,000)= P15,000 per machine hourFixed cost per month = total cost - variable cost= P260,000,000 - P15,000 x 12,000= P260,000,000 - P180,000,000= P 80,000,000 per monthor = P200,000,000 - P15,000 x 8,000= P200,000,000 - P120,000,000= P 80,000,000 per month3-32 Solution:1. Machining labor: G, number of units completed or labor hours2. Raw material: B, units produced; could also be D if the company’s purchases do not affect the price of the raw material.3. Annual wage: C or E (depending on work levels), labor hours4. Water bill: H, gallons used5. Quantity discounts: A, amount purchased6. Depreciation: E, capacity7. Sheet steel: D, number of implements of various types8. Salaries: F, number of solicitors9. Natural gas bill: C, energy usage3-34 Solution:1. 2001 2002Sales revenues $57 $116Less: Operating income (loss) (19) 18Operating expenses $76 $ 982. Change in operating expenses ÷ Change in revenues = Variable cost percentage($98 - $76) ÷ ($116 - $57) = $22 ÷ $59 = .37 or 37%Fixed cost = Total cost – Variable cost= $76 - .37 × $57= $55or= $98 - .37 × $116= $55Cost function = $55 + .37 × Sales revenue3. Because fixed costs to not change, the entire additional total contributionmargin is added to operating income. The $57 sales revenue in 2001generated a total contribution margin of $57 × (1 - .37) = $36, which was $19 short of covering the $55 of fixed cost. But the additional $59 of salesrevenue in 2002 generated a total contribution margin of $59 × (1 - .37) = $37 that could go directly to operating income because there was no increase infixed costs. It wiped out the $19 operating loss and left $18 of operatingincome.3-35 Solution:1. Fuel costs: $.40 × 16,000 miles per month = $6,400 per month.2. Equipment rental: $5,000 × 7 × 3 = $105,000 for seven pieces of equipment for three months3. Ambulance and EMT cost: $1,200 × (2,400/200) = $1,200 × 12 = $14,4004. Purchasing: $7,500 + $5 × 4,000 = $27,500 for the month.3-36 Solution:There may be some disagreement about these classifications, but reasons for alternative classifications should be explored.Cost Discretionary Committed Advertising $22,000Depreciation $ 47,000 Company health insurance 21,000 Management salaries 85,000 Payment of long-term debt 50,000 Property tax 32,000 Grounds maintenance 9,000Office remodeling 21,000Research and development 46,000Totals $98,000 $235,000。
《管理会计》习题2参考答案word精品文档5页

《管理会计》习题2一、单项选择题1.下列各项中,能构成变动成本法产品成本内容的是( D )。
A.变动成本B.固定成本C.生产成本D.变动生产成本2.在Y=a+( )X中,Y表示总成本,a表示固定成本,X表示销售额,则X的系数应是( C )。
A.单位变动成本B.单位边际贡献C.变动成本率D.边际贡献率3.在变动成本法下,其利润表所提供的中间指标是( B )。
A.营业毛利B.贡献边际C.营业利润D.期间成本4.下列项目中,不能列入变动成本法下的产品成本的是( C )。
A.直接材料B.直接人工C.固定性制造费用D.变动制造费用;5.若某企业连续三年按变动成本法计算的营业利润分别为10 000元,12 000元和11 000元,则下列表述中正确的是( B )。
A.第三年的销量最小B.第二年的销量最大C.第一年的产量比第二年少D.第二年的产量比第三年多6.单位产品售价减去单位变动成本的差额称为( C )。
A.单位收入B.单位利润C.单位边际贡献D.单位边际贡献率7.已知20×3年某企业按变动成本法计算的营业利润为13 500元,假定20×4年销量与20×3年相同,产品单价及成本水平都不变,但产量有所提高,则该年按变动成本法计算的营业利润( B )。
A.必然大于13 500元B.必然等于13 500元C.必然小于13 500元D.可能等于13 500元8.如果完全成本法期末存货吸收的固定性制造费用大于期初存货释放的固定性制造费用,则两种方法计算的营业利润的差额( C )。
A.一定等于零B.可能等于零C.一定大于零D.一定小于零9.如果某期按变动成本法计算的营业利润为5 000元,该期产量为2 000件,销售量为1 000件,期初存货为零,固定性制造费用总额为2 000元,则按完全成本法计算的营业利润为(D )。
A. 0元B. 1 000元C. 5 000元D. 6 000元10.如果完全成本法的期末存货成本比期初存货成本多20 000元,而变动成本法的期末存货成本比期初存货成本多8 000元,则可断定两种成本法的广义营业利润之差为(B )。
管理会计课后习题Ronald Hilton 第二章

CHAPTER 2Management Accounting: Cost Termsand ConceptsANSWERS TO REVIEW QUESTIONS2.1See Exhibit 2.1'Traditional versus modern management accounting systems', whichidentifies the four key components of management accounting systems: costing, budgeting, performance measurement and cost management. Traditional costing systems focus on costing responsibility centres, such as departments and products.Modern costing systems focus on activities, together with goods and services, and both customers and suppliers. The focus of traditional budgeting systems is on departments rather than activities and processes. The focus of t raditional performance measurement systems is on financial outcomes, especially cost, whereas modern systems focus on all the critical success factors, including financial factors. Further, modern costing systems take a broader perspective in that they support the management of both customer value and shareholder wealth. Apart from financial performance measures, there is little emphasis on cost management in traditional systems. In contrast, while cost management is an important aspect of modern management accounting, it takes the form of a proactive approach to managing resources by analysing the real causes of costs and eliminating wasteful activities.2.2 The reasons why management accounting systems pay so much attention to costs andwhy a focus on costs will probably always be paramount in management accounting are:∙Ready availability of cost data and information internally provided through the accounting system.∙Cost information is important in helping managers allocate and manage resources effectively to create customer value and shareholder value. Managementaccountants historically have focused on manufacturing production costs,not onlybecause of the need to value inventory and cost of goods sold for external reporting,but because costs incurred outside the production area of the value chain wererelatively insignificant and because internal costs were seen as controllable whereasexternal factors were seen as largely uncontrollable. Today,with the growth of theservice sector, globalisation, competition and sophisticated ITcapability,management accountants tend to focus on many different types of costs(not just manufacturing product costs) and the causes of those costs along the value chain.The monitoring of external factors relating to customer satisfaction and product differentiation and so on is now seen as an important aspect of management accounting.The ‘Real life’ examples in the chapter illustrate how viability can depend on managing, controlling and reducing costs and why management accounting systems pay so much attention to costs.IAG, to keep insurance premiums as low as possible for its customers and to meet its obligations to shareholders, needs to manage costs in every part of its business. It needs to minimise administration costs, look for savings in its supply chain, use technology to increase efficiency and find synergies within its operations, including achieving cost savings through reducing carbon emissions and managing the environment.The Australian hotel industry,to determine the trade-off between room rates and occupancy (as the room rate goes down, the occupancy level goes up),uses cost classification to help set room prices and manage the yield on providing accommodation.In setting room rates the hotel manager must consider cost behaviour: which costsare variable costs of providing accommodation, such as roomcleaning costs, and which are committedcosts, such as council rates, premises costs and insurance costs. Room rates must be set so that theycover at least the variable cost per room per day. The system identifies the variable costs of the two major products of the hotel: rooms and food and beverages. The variable costs per room tend to be low, whereas the variable costs forfood and beverage service tend to be high. This means that the extra profit that can be earned from each extra night of accommodation sold is high. The key to improving profitability is, therefore, maximising room sales. The appropriate classification of costs helps the hotel industry to understand and manage its costs and profitability.The Japanese experience, where it wantedto retain its competitive advantage in high technology manufacturing but was faced with competing against low labour costs in other Asian countries, has been that some companies have found it cost effective to return their manufacturing operations to Japan.Kenwood returnedto Japan because of a lower foreign exchangerate, higher skills and productivity of Japanese labour, and a reduced need for re-exporting. These factors resulted in costsavings across the value chain of 10 per cent,reduced lead times from two weeks to one or two days and reducedinventory levels from 18 to three days. In Japan a cell production method of small production teams working on a range of tasks is used rather than an assembly line approach.This resultsin labour savings and the flexibility of small production lots to meet customer demand more effectively and quickly. Canon returned to Japan because it identified that costs across the value chain from development through to production and distribution can be managed more efficiently and effectively in Japan by using automation to offset Japan’s relatively higher labour costs.Film makers also need to analyse and manage their costs effectively. In seeking finance, film producers provide detailed budgets of estimated production costs. They need to manage actual costs carefully once production begins. Careful costing becomes even more important in an environment of rising costs and, according tothe Australian Film Commission, the costs of making Australian feature films have increased significantly over time. The Film Finance Corporation Australia (FFC) compared the costs in 1993 and 2001 of shooting the same feature film. Location costs, including council fees, security fees, facilities and cleaning up,rose by more than 380 per cent; equipment, including cameras, grips, lighting and sound, increased by an average of 177 per cent;rentals and storage, including for the art department and office, construction, toilets, cleaning, and editing facilities, increased by 81 per cent; and fringe costs, including cast and crew overtime, night and other loadings, rose by more than 150 per cent.The cost of gold production in Australia has continued to rise and the price of gold is subject to world market supply and demand. Assigning costs to cost objects is important in assessing the future of the gold industry.A key figure for gold miners and their investors is the estimated production cost per ounce for gold. When the gold price in June 1997 fell to $450 per ounce, only nine of the top 25 mines were comfortably covering costs. Recent record prices have more than offset the increase in gold production costs; but gold mining is capital intensive, involving large scale power generation and mining equipment. By the end of 2006 average global mine cash costs had risen to approximately $400 per ounce, and the total production costs including depreciation and other capital expenses had risen to $508 per ounce. There are high energy costs in extracting the ore from the ground and refining it; these processes may need particular attention to reduce environmental costs in a carbon-constrained future.2.3 We often classify information as qualitative or quantitative. We can then furthercategorise quantitative information as financial or non-financial (i.e. representing monetary amounts or numerically representing other measures). However, this question asks the student to first distinguish between financial and non-financial information. The non-financial information can therefore bepresented in the subcategories of qualitative and quantitative information.Many answers are possible.A quick check on the internet will reveal to students that the Australian Open run by Tennis Australia encourages applications for a wide range of jobs, both paid and voluntary. Data is therefore required about the staffing requirements of the Open. Weather information assists with decisions relating to having the roof of centre court open or closed at the start of a match, as only extreme weather eventswill lead to it being closed after the start of the match. The timing of an Australia Day fireworks display in the areaalso affects matches, as they pause matches while the display is on. Weather forecasts can also affect the amount and nature of drinks that are ordered; more cold drinks and ice creams are probably sold during hot spells, whereas colder sessions can create higher demand for hot food and drink. Hotter weather puts a strain on medical services, whereas wet and cold weather can change demand at the tournament clothing outlets. The timing of cricket matches at the neighbouring MCG has an impact on parking and should be known in advance. The number of presold tickets can affect both the number of tickets sold on the day and the number of quick entry lanes for presold tickets (when they have them) needed.Instructor: a useful discussion can focus on which information is quantitative and which is qualitative.2.4Managers in the head office of Qantas could use cost information in planning when theydevelop a budget for their operations during the following year. Included in that budget would be projected costs associated with:existing planes, buildings and equipment (rent, depreciation, maintenance etc.);staff salaries, recruitment and training;food for on-board meals in the different classes of seat (a few years ago there was publicity about how much Qantas saved by cutting one olive from each First Class meal);advertising contracts; and so on. At the end of the year, or each month, this budget would be used for cost control, by comparing the actual costs incurred with projected costs in the budget and analysing variances.2.5Costs can be classified and reported in many different ways, depending on the purposefor which managers will use the information. Students should be careful how they interpret this phrase. It is not really different costs but the same bundle of costs with different cost classifications for different purposes. Cost data that are classified and reported in a particular way for one purpose may be inappropriate for another use.2.6Fixed costs remain constant in total across changes in activity levels, whereas variablecosts change inproportion to the level of activity. Examples are:Fixed costs Variable costsSalaries of permanent staff Casual staff salaries will vary with forecastdemand and the need to cover permanent staffleave arrangementsDepreciation of buildings and equipment Paper and postage costs, while declining, varywith the number of customers who have notadopted the online communication methodsSecurity services:if they are outsourced they are often subject to long-term contracts which would also make them fixed Telephone banking costs and across the counter retail banking may decline as internet banking increasesOther long-term contracts may includethose for cleaningStudents should note that it is important to recognise what a variable cost ‘varies with’.The answer to Question 2.7 is directly relevant here. In the context of a bank it is interesting to discuss the measures of output, the activities and the measures of input;cost is one measure of the inputs (resources consumed) that support the activities that produce the outputs. Costs in the table above can be extended to include those relating to investment activity and community engagement.2.7 When analysing cost behaviour the ‘level of activity’refers to the level of workperformed in the organisation. The activity causes the cost and, for this reason, the level of activity is often referred to as the level of cost driver. Activity can be expressed in many different ways, including units produced, number of machine hours, number of direct labour hours, number of transactions, kilometres driven, kilowatts used, pages printed, number of set-ups, number of engineering hours and so on. In a university, academic teaching activity is variously related to the number of courses/units/subjects prepared and taught, the number of hours of class contact, the number of students taught, marking load and various online teaching tasks.2.8 Cost objects are items for which managers need separate measures of cost. Examplesare:Cost object ‘Real l ife’ examples Reason for management interestcustomer IAG policy holders, hotelindustry guests, bar patrons,restaurant patrons to find out if particular customers are profitableproduct IAG policies, hotel industryaccommodation, food andbeverage;high technology TVs,cameras, printers and so on;afilm; an ounce of goldto find out if a product is profitableactivities IAG claims handling; hotelroom cleaning; assembling TVs;film editing;drilling for gold to obtain activity cost / per unit of activity for estimating the costs of other cost objects such as products, as well as for benchmarkingdepartment IAG policy and claimsdepartments;hotelaccommodation and food andbeverage departments; hightechnology research anddevelopment and administrativedepartments; film locationlogistics; gold refining to evaluate performance against a budget2.9 A direct cost can be traced to a cost object in an economic manner. An indirect costcannot be traced in an economic manner. Many costs could be traced if the organisation was willing to spend resources on tracing the costs. This is why we use the term ‘in an economic manner’. For indirect costs, the benefits of tracing the cost to the cost object are less than the cost of doing so.In an IT department in a law firm, for example, direct costs would include the depreciation of computer hardware, the cost of software and the salary costs of the IT staff. Other direct costs to the department include heating and lighting and depreciation on their office furniture. Costs that are indirect to the department include a share of accounting costs, the use of cleaning staff, and security costs.2.10 Costs that are direct to a plant but indirect to the products they produce include the costof secretarial staff at the plant, the salaries of the manager, telephone and IT costs, the depreciation of buildings, cleaning costs, car park and landscaping costs. Even costs more closely related to the manufacturing process can be direct to the plant but indirect to items produced. Hence, three other costs that could be classified as direct costs of a chemicals production plant but indirect costs of the chemicals produced are rent of factory, factory machine maintenance and factory supervision.2.11Controllable by CEO of the AFL Uncontrollable by CEO of the AFLWages of staff hired by and under the direction of AFL staff Items controlled by others such as the football club managers,e.g. the maintenance of playing arenasCosts for cleaning and security directly managed by AFL staff Items affected by outside influences such as the weather, legislation, and suppliers, e.g. refreshment costsContract items at the time of making the contract. These can include outsourced security, cleaning and so on. Note that lease costs are included here Contract/lease costs during the life of the contractsNote that ‘control’ relates to the manager's degree of influence. There is a broadspectrum between absolute, total control and no influence at all.Absolute and totalcontrol is rare. When we refer to ‘controllable’ we usually mean ‘significant influence’.2.12 The value chain is a set of linked processes or activities that begins with resources andends with providing (and supporting) products (i.e. goods and services) which customers value. Each of these segments can be examined from the viewpoint of providing managers with useful cost information.Research and development costs include building and running laboratories or research facilities, developing and testing new products and obtaining market data to ascertain demand for the product. As competition escalates, managers need to know where their competitive advantage might lie in keeping ahead of the market in introducing new (or modified) products or services.Design costs involve translating the research and development information into productsthat will satisfy customers’ needs. This includes all costs associated with the design of the product and the processes by which it will be produced. It may also require further R & D to be undertaken if the product or process design reaches a point where the firm cannot proceed until additional information is attained. It is important for managers to know the extent of design costs, since these must be recovered over the life of the product. Changing the design of the product can also bring changes in the costs of production, supply and distribution.Supply costs relate to the procurement and receipt of all incoming materials, parts or components related to the production of the product. Included also should be the costs of dealing with various suppliers so that the firm can evaluate its most suitable and cost-effective supplier profile. Managers who have (and fully understand) supply costs will make more effective supplier relationship decisions.Production costs include the costs associated with the collection and assembly of the resources to produce a product or service. Manufacturing costs (as opposed to costs in service environments) are the most common example of production costs and are regarded as those costs which are incurred within the factory area. Managers can use production costs to determine the cost per unit produced, whether this varies with batch size or volume produced, what additional costs are incurred with variations to the product, and so on. Apart from knowing these costs for planning, control and decisionmaking, production costs are required for financial reporting purposes. Marketing costs include costs associated with linking product features with customer needs and wants, together with promoting and selling the product. Managers need these costs to manage a vital part of the value chain, which is often misunderstood—and the total costs of which are often difficult to determine.Distribution costs are any costs associated with getting the finished product into the hands of the customer, and include transport and storage, distribution channel costs and so on. Managers need these costs to determine the most cost-effective way to distribute the product – something which may change over time and with different markets served by the firm.Customerservice (or support)costs comprise all costs incurred in serving or supporting the customer: answering inquiries, providing information about product features, installation, after-sales service, warranties and repairs, and so on. Managers who understand these costs will be better placed to accurately determine customer profitability compared to managers who do not.2.13 Value chain for a computer manufacturer:Value chain segment Examples of costsResearch and development Evaluating the suitability of using new material to manufacture the computersStudy of overseas trends to determine appropriate styles for local marketDesign Developing a new look computerDesigning new functionality into the computers Supply Cost of materialsCustoms duties on imported materialsManufacturing or production Direct materials and direct labour Factory overheadMarketing Media advertising to promote the productSales force costs associated with calling on prospective retailcustomersDistribution Warehousing and storageDelivery to customersCustomer service Warranty claims relating to defective workmanshipAnswering customer queries relating to installation of softwareand so onOnly manufacturing costs are included in the inventory value (shown on the balance sheet) for financial reporting purposes.2.14 The three main components of product cost are direct material, direct labour andmanufacturing overhead. Direct material is the cost of materials consumed in the process of manufacturing the product that can be directly traced to each product. Direct labour is the cost of personnel who work directly on the manufactured product, including salary, wages and labour on-costs. Manufacturing overhead covers all other costs of manufacturing the product that are not direct material or direct labour, including indirect materials, indirect labour and costs of depreciation, insurance, utilities and costs of manufacturing support departments. For example, if we consider Calvin Klein jeans,the cost of the denim used to make the jeans would be classified as direct material, the wages of the workers who cut and sew the jeans would constitute a direct labour cost and the heating and lighting of the assembly area would be part of the manufacturing overhead cost.A useful discussion can cover the classification of stitching thread as indirect material although it could technically be traced to the jeans.However, when fancy stitching is a design feature of the jeans, how should that thread be classified?2.15 Inventoriable cost is another term for product cost.It relates to the costs normallypermitted to be included as product cost for external reporting purposes (i.e. as inventory cost in the list of assets and for the determination of cost of goods sold in the calculation of profit). The term is derived from the storage of the goods as inventory until the goods are sold.2.16 Product costs are costs that are associated with manufactured goods and once they aresold the product costs become expenses. Period costs are those costs that are expensed during the time period in which they are incurred.Examples of each follow:Product costs Period costsDirect labour Upstream costs such as research anddevelopmentDirect material Support service costs such asaccountants’ salaries, depreciation ofoffice equipmentManufacturing overhead such as wages of factory manager and supervisors, machine maintenance, depreciation of factory building and equipment Downstream costs of selling and marketing such as sales personnel salaries, advertising, distribution2.17 In most service firms there is no inventory as the product is consumed as it is produced.All costs are thustreated as period costs.2.18 The four major steps in the flow of costs through a manufacturing company are outlinedin Exhibit 2.6 and described as follows:1 When raw material for manufacturing production is purchased, its cost is added toraw materials inventory.2 As it is consumed in the production, its cost is removed from raw material inventoryand added to work in process inventory account, which records the cost of productson which manufacture has begun but has only partially been completed at balancedate. Work in process inventory also accumulates the costs of direct labour andmanufacturing overhead incurred in the production.3 When products are finished, their costs are transferred from work in processinventory to finished goods inventory, which refers to manufactured goods that arecomplete and ready for sale.4 Finally, when products are sold their costs are transferred from finished goodsinventory to cost of goods sold account, which is an expense during the period whenthe sale is made.2.19 Product cost in a manufacturing context is the cost assigned to goods that aremanufactured. Product cost is classified as an asset and appears on the balance sheet when it moves through the raw material, work in process and finished goods inventories.When the goods are sold, their cost is transferred from finished goods inventory account to cost of goods sold, an expense account, and is deducted from sales revenue to estimate the gross profit appearing on the income statement. As costs are resources given up to obtain future benefits, if the benefits extend beyond the current accounting period, the costs are recorded as assets (e.g. raw material or finished goods inventories accounts). When the benefits from a cost are confined to the current period, the costs are recorded as an expense that is used up in the generation of revenue (e.g. cost of goods sold expense).2.20 Cost of goods manufactured is the total cost of goods that are completed during theperiod and moved to finished goods inventory, and cost of goods sold is the total cost of goods that are sold during the period and removed from finished goods inventory.Cost of goods manufactured can also be distinguished from manufacturing costs. The manufacturing costs are the total cost of resources consumed in production within a particular period. These can include resources still in the production stage at the end of the period.The cost of goods manufactured is the cost of goods finished in the period, even if they were started in a previous period.SOLUTIONS TO EXERCISESEXERCISE 2.21 (10 minutes) Classifying costs of support department; direct, indirect, controllable and uncontrollable costsEXERCISE 2.22 (20 minutes) Classifying product and period costs, variable and fixed costs, manufacturing costs1 Advertising costs: period cost, fixed non-manufacturing cost2 Straight-line depreciation: product cost, fixed manufacturing overhead3 Wages of assembly line workers: product cost, variable, direct labour4 Delivery costs on customer shipments: period cost, variable non-manufacturing cost5 Newsprint consumed: product cost, variable, manufacturing cost (direct material)6 Plant insurance: product cost, fixed, manufacturing cost (manufacturing overhead)7 Glass costs: product cost, variable, direct material8 Tyre costs: product cost, variable, manufacturing cost (direct material)9 Sales commissions: period cost, variable non-manufacturing cost10 Wood glue: product cost, variable, manufacturing cost (either direct material ormanufacturing overhead (i.e., indirect material) depending on how significant the cost is) 11 Wages of security guards: product cost, variable, (manufacturing cost) manufacturingoverhead12 Salary of financial vice president: period cost, fixed non-manufacturing cost EXERCISE 2.23 (20 minutes) Classifying product and period costs, variable and fixed costs, manufacturing costs1 Handbrake pads: product cost, variable, manufacturing cost (direct material)2 Inward shipping costs: product cost, variable, manufacturing cost (direct material)3 Oil consumed by sewing machines: product cost, variable, manufacturing cost(manufacturing overhead)4 Hourly wages of cleaners: period cost, variable, non-manufacturing cost5 Salary of financial controller: period cost, fixed, non-manufacturing cost6 Advertising: period cost, fixed, non-manufacturing cost7 Straight-line depreciation on factory machinery: product cost, fixed, manufacturing cost(manufacturing overhead)8 Wages of assembly workers: product cost, variable, manufacturing cost (direct labour)9 Delivery costs on customer shipments: period cost, variable, non-manufacturing cost10 Printed circuit boards: product cost, variable, manufacturing cost (direct material)11 Plant insurance: product cost, fixed, manufacturing cost (manufacturing overhead)12 Grain costs: product cost, variable, manufacturing cost (direct material)EXERCISE 2.24 (10 minutes) Classifying costs; value chain: manufacturer1 (d)。
管理会计双语版总结

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Chapter 6 : Business Decisions using Cost Behavior
Cost-volume-profit analysis
Favorable variance and unfavorable variance Management by exception
20
Chapter 10 : Standard Costing
Standards
Quantity and price standards
Ideal and practical standards
Review
1
Chapter 1: Introduction
Why management accounting? Origin and evolution of management
accounting Contrasting financial and management
accounting Ethical standards for management
Variance Analysis
Direct material quantity variance
Direct material price variance
Direct labor efficiency variance
Direct labor rate variance
Variable mfg. overhead efficiency variance
Relevant Cost & Relevant Benefit
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CH02COST MANAGEMENT CONCEPTS AND COST BEHAVIOR TRUE/FALSE1. There is no single definition of cost.a. Trueb. False2. The role of the management accountant is to tailor the cost calculation to fit the currentdecision situation.a. Trueb. False3. A cost that is useful for one decision may not be useful information for another decision.a. Trueb. False4. In most organizations, managing nonmanufacturing costs as well as manufacturing costs isimportant for financial success.a. Trueb. False5. The cost of a customized machine only used in the production of a single product would beclassified as a direct cost.a. Trueb. False6. The wages of a plant supervisor would be classified as a period cost.a. Trueb. False7. The classification of product and period costs is particularly valuable in managementaccounting.a. Trueb. False8. For external reporting, generally accepted accounting principles require that costs beclassified as either flexible or capacity-related costs.a. Trueb. False9. Knowing whether a cost is a period or a product cost helps to estimate total cost at a newlevel of activity.a. Trueb. False10. Flexible costs are always direct costs.a. Trueb. False11. Capacity-related costs vary with the level of production or sales volume.a. Trueb. False12. Currently, most personnel costs are classified as capacity-related costs.a. Trueb. False13. Some capacity-related costs might be classified as direct manufacturing costs.a. Trueb. False14. Capacity-related costs depend on the resources used, not the resources acquired.a. Trueb. False15. Break-even point is NOT an important concept since the goal of business is to make aprofit.a. Trueb. False16. To perform cost-volume-profit analysis, a company must be able to separate costs intocapacity-related and flexible components.a. Trueb. False17. Cost-volume-profit analysis may be used for single-product and multiproduct analysis.a. Trueb. False18. Selling price per unit is $30, flexible cost per unit is $15, and capacity-related cost per unitis $10. When this company operates above the break-even point, the sale of one more unit will increase net income by $5.a. Trueb. False19. A company with sales of $100,000, flexible costs of $70,000, and capacity-related costs of$50,000 will reach its break-even point if sales are increased by $20,000.a. Trueb. False20. In multiproduct situations when the sales mix shifts toward the product with the lowestcontribution margin, the break-even quantity will decrease.a. Trueb. False21. The opportunity cost of a resource is zero if there is excess capacity of that resource.a. Trueb. False22. When a firm maximizes profits it will simultaneously minimize opportunity costs.a. Trueb. False23. Even when the only constraint limiting production is machine time, a company should bemost concerned with maximizing contribution margin per unit.a. Trueb. False24. The time over which a decision maker can adjust capacity is referred to as the short run.a. Trueb. False25. For general customers, the price charged for a product must cover its long-run cost to theorganization.a. Trueb. False26. In recent years, capacity-related costs have increased as a proportion of total manufacturingcosts.a. Trueb. False27. Machine setup costs are usually classified as a business-sustaining activity.a. Trueb. False28. The benefits of classifying activities using the broader framework of unit-related, batch-related, product-sustaining, customer-sustaining, and business-sustaining activities are there are generally more costs that are directly traceable to cost objects.a. Trueb. False29. Product life-cycle costing helps organizations decide whether a new product should belaunched.a. Trueb. FalseMULTIPLE CHOICE30. An example of a cost object is:a. a productb. a customerc. a departmentd. All of the above are correct.31. Manufacturing costs include:a. machinery used inside of the factoryb. research and development costsc. costs of dealing with customers after the saled. general and administrative costs32. Manufacturing costs include all of the following EXCEPT:a. costs incurred inside the factoryb. both direct and indirect costsc. both flexible and capacity-related costsd. both product and period costs33. Nonmanufacturing costs:a. include only capacity-related costsb. seldom influence financial success or failurec. include the cost of selling, distribution, and after-sales costs for customersd. are considered by GAAP to be an element of product costs34. Product costs:a. include administrative and marketing costsb. are particularly useful in financial accountingc. are expensed in the accounting period manufacturedd. are also referred to as nonmanufacturing costs35. For external reporting:a. costs are classified as either product or period costsb. costs reflect current valuesc. there are no prescribed rules since no one is exactly sure how the investors andcreditors will use these numbersd. expenses include amounts that reflect current and future benefits36. Product costs are expensed on the income statement when:a. raw materials for the product are purchasedb. raw materials are requisitioned for the productc. the product completes the manufacturing processd. the product is sold37. Depreciation of plant facilities is classified as a(n):a. direct material costb. direct labor costc. indirect manufacturing costd. general and administrative cost38. The cost of inventory reported on the balance sheet may include the cost of all thefollowing EXCEPT:a. advertisingb. wages of the plant supervisorc. depreciation of the factory equipmentd. parts used in the manufacturing process39. A plant manufactures several different products. The wages of the plant supervisor can beclassified as a:a. direct costb. product costc. flexible costd. nonmanufacturing cost40. Period costs:a. are treated as expenses in the period they are incurredb. are directly traceable to productsc. include direct labord. are also referred to as indirect manufacturing costs41. Which of the following is NOT a period cost?a. marketing costsb. general and administrative costsc. research and development costsd. manufacturing costs42. Advertising is an example of a _________ cost expensed on the income statement in theaccounting period incurred.a. directb. manufacturingc. periodd. product43. (CMA adapted, June 1992) The terms "direct cost" and "indirect cost" are commonlyused in cost accounting. Classifying a cost as either direct or indirect depends upon:a. the behavior of the cost in response to volume changesb. whether the cost is expended in the period in which it is incurredc. whether the cost can be related readily to resources consumed for a cost objectd. whether an expenditure is unavoidable because it cannot be changed regardless of anyaction taken44. Indirect manufacturing costs:a. can be traced to the product that created the costsb. may have a cause-and-effect relationship with capacity rather than with individualunits of productionc. generally include the cost of material and the cost of labord. are included in period costs45. A manufacturing plant produces two product lines: football equipment and hockeyequipment. An indirect cost for the hockey equipment line is the:a. material used to make the hockey sticksb. labor to bind the shaft to the blade of the hockey stickc. shift supervisor for the hockey lined. plant supervisor46. A manufacturing plant produces two product lines: football equipment and hockeyequipment. Direct costs for the football equipment line are the:a. beverages provided daily in the plant break roomb. monthly lease payments for a specialized piece of equipment needed to manufacturethe football helmetc. salaries of the clerical staff that work in the company administrative officesd. utilities paid for the manufacturing plantTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 47 THROUGH 53.The Bowley Company manufactures several different products. Unit costs associated with product ICT101 are as follows:Direct materials $ 60Direct labor 10Flexible manufacturing support costs 18Capacity-related manufacturing support costs 32Sales commissions (2% of sales) 4Administrative salaries 16Total $14047. Total product costs associated with product ICT101 are:a. $ 50b. $ 88c. $120d. $14048. Total period costs associated with product ICT101 are:a. $ 4b. $16c. $20d. $5249. Total flexible costs associated with product ICT101 are:a. $18b. $22c. $88d. $9250. Total capacity-related costs associated with product ICT101 are:a. $16b. $32c. $48d. $5251. Total nonmanufacturing costs associated with product ICT101 are:a. $ 4b. $16c. $20d. $5252. Total manufacturing costs associated with product ICT101 are:a. $70b. $88c. $120d. $14053. Direct manufacturing costs associated with product ICT101 are:a. $70b. $88c. $92d. $10854. Cost behavior refers to:a. how costs react to a change in the level of activityb. whether a cost is incurred in a manufacturing, merchandising, or service companyc. classifying costs as either product or period costsd. whether a particular expense has been ethically incurred55. Which statement is FALSE?a. All flexible costs are direct costs.b. Because of a cost-benefit tradeoff, some direct costs may be treated as indirect costs.c. All capacity-related costs are indirect costs.d. Direct costs may be flexible or capacity-related.56. An understanding of the underlying behavior of costs helps in all of the followingEXCEPT:a. sales volume can be better estimatedb. costs can be better estimated as volume expands and contractsc. true costs of processes can be better evaluatedd. process inefficiencies can be better identified and, as a result, improved57. Capacity-related costs:a. may be either direct or indirect costsb. vary with production or sales volumec. include parts and materials used to manufacture a productd. can be adjusted in the short run to meet actual demands58. Capacity-related costs depend on:a. the amount of resources usedb. the amount of resources acquiredc. the volume of productiond. the volume of sales59. Currently, most companies consider annual labor costs as:a. a capacity-related costb. a flexible costc. an opportunity costd. a period cost60. Which of the following does NOT describe a flexible cost?a. Flexible cost are always indirect costs.b. Flexible costs increase in total when the actual level of activity increases.c. Flexible costs include most personnel costs and depreciation on machinery.d. Flexible costs can always be traced directly to the cost object.61. Cost-volume-profit analysis is used PRIMARILY by management:a. as a planning toolb. for control purposesc. to establish a target net income for next yeard. to attain extremely accurate financial results62. Contribution margin equals revenues minus:a. product costsb. period costsc. flexible costsd. capacity-related costs63. The break-even point is the level at which revenues:a. equal capacity-related costsb. equal flexible costsc. equal capacity-related costs minus flexible costsd. equal flexible costs plus capacity-related costs64. The break-even point is:a. total costs divided by flexible costs per unitb. contribution margin per unit divided by revenue per unitc. capacity-related costs divided by contribution margin per unitd. (capacity-related costs plus flexible costs) divided by contribution margin per unit65. Cost-volume-profit analysis assumes all of the following EXCEPT:a. all costs are purely flexible or capacity relatedb. units manufactured equal units soldc. total flexible costs remain the same over the relevant ranged. total capacity-related costs remain the same over the relevant range66. All of the following are assumed in a cost-volume-profit analysis EXCEPT:a. a constant product mixb. capacity-related costs increase when activity increasesc. revenue per unit does not change as volume changesd. all costs can be classified as either capacity-related or flexible67. In multiproduct situations, when sales mix shifts toward the product with the highestcontribution margin, then:a. total revenues will decreaseb. breakeven quantity will increasec. total contribution margin will decreased. operating income will increaseTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 68 THROUGH 71. Karen’s Kraft Korner, Inc., sells a single product. This year, 7,000 units were sold resulting in $70,000 of sales revenue, $28,000 of flexible costs, and $12,000 of capacity-related costs.68. Contribution margin per unit is:a. $4.00b. $4.29c. $6.00d. None of the above is correct.69. Break-even point in units is:a. 2,000 unitsb. 3,000 unitsc. 5,000 unitsd. None of the above is correct.70. The number of units that must be sold to achieve $60,000 of profits is:a. 10,000 unitsb. 11,666 unitsc. 12,000 unitsd. None of the above is correct.71. If sales increase by $25,000, profits will increase by:a. $10,000b. $15,000c. $22,200d. an unknown amountTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 72 THROUGH 74.Mr. Paul’s Company sells several products for an average price of $20 per unit and the average flexible costs per unit are as follows:Direct material $4.00Direct labor $1.60Indirect manufacturing costs $0.40Selling commissions $2.00Mr. Pau l’s annual capacity-related costs total $96,000.72. The contribution margin per unit is:a. $6b. $8c. $12d. $1473. The number of units that Mr. Paul’s must sell each year to break even is:a. 8,000 unitsb. 12,000 unitsc. 16,000 unitsd. an unknown amount74. The number of units that Mr. Paul’s must sell annually to make a profit of $144,000 is:a. 12,000 unitsb. 18,000 unitsc. 20,000 unitsd. 30,000 unitsTHE FOLLOWING INFORMATION APPLIES TO QUESTIONS 75 THROUGH 79.The following information is for Barnett Corporation:Product X Product YRevenue per unit: $10.00 $15.00Flexible cost per unit: $ 2.50 $ 5.00Total capacity-related costs: $50,00075. If the sales mix consists of two units of Product X and one unit of Product Y, what is therevenue per unit of average product?a. $10.00b. $11.66c. $13.33d. $15.0076. If the sales mix consists of two units of Product X and one unit of Product Y, what is thebreak-even point?a. 1,000 units of Y and 2,000 units of Xb. 1012.5 units of Y and 2,025 units of Xc. 2012.5 units of Y and 4,025 units of Xd. 2,000 units of Y and 4,000 units of X77. What is the operating income, assuming actual sales total 150,000 units, and the sales mixis two units of Product X and one unit of Product Y?a. $1,200,000b. $1,250,000c. $1,750,000d. None of the above is correct.78. If the sales mix shifts to one unit of Product X and two units of Product Y, then theweighted-average contribution margin will:a. increase per unitb. stay the samec. decrease per unitd. be undeterminable79. If the sales mix shifts to one unit of Product X and two units of Product Y, then the break-even point will:a. increaseb. stay the samec. decreased. be undeterminable80. Opportunity cost(s):a. of a resource with excess capacity is zerob. should be maximized by organizationsc. are recorded as an expense in the accounting recordsd. are most important to financial accountants81. A recent college graduate has the choice of buying a new auto for $20,000 or to invest themoney for four years with a 12% expected rate of return. If the graduate decides to purchase the auto, the BEST estimate of the opportunity cost of that decision is:a. $2,400b. $11,740c. $20,000d. There is no opportunity cost for this decision.THE FOLLOWING INFORMATION APPLIES TO QUESTIONS 82 THROUGH 86. Brenda’s Brakes manufactures three different product lines, Model X, Model Y, and Model Z. Considerable market demand exists for all models. The following per unit data apply:Model X Model Y Model Z Selling price $50 $60 $70Direct materials 6 6 6Direct labor ($12 per hour) 12 12 24Flexible support costs ($4 per machine hour) 4 8 8Capacity-related costs 10 10 1082. Which model has the greatest contribution per unit?a. Model Xb. Model Yc. Model Zd. both Models X and Y83. Which model has the greatest contribution per machine hour?a. Model Xb. Model Yc. Model Zd. both Models Y and Z84. If there is excess capacity, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models X and Y85. If there is a machine breakdown, which model is the most profitable to produce?a. Model Xb. Model Yc. Model Zd. both Models Y and Z86. How can Brenda encourage her salespeople to promote the more profitable model?a. Put all sales persons on salary.b. Provide higher sales commissions for higher priced items.c. Provide higher sales commissions for items with the greatest contribution margin perconstrained resource.d. Both (b) and (c) are correct.87. Which statement is FALSE? Short run costs:a. are actually flexible costsb. affect long-run capacityc. are included in the calculation of long-run costsd. increase when one more unit is produced or served88. To sustain the profitability of a product, the list price of a product must cover its:a. flexible costsb. capacity-related costsc. indirect costsd. long-run costs89. Compared to the early 1900s, __________ costs now comprise a much higher share of totalproduct costs.a. direct laborb. direct materialsc. flexibled. capacity-related90. In recent years, the manufacturing cost structure has changed as a result of:a. greater automationb. better customer servicec. the proliferation of multiple productsd. All of the above are correct.91. Cost distortion is common in conventional costing systems because:a. of the recent change in cost structureb. the number of products being manufactured is increasingc. capacity-related costs are allocated using a volume measured. capacity-related costs create higher risks for a company92. Costs that must be allocated to products for external reporting purposes include:a. selling and marketing costsb. direct material and direct labor costsc. the cost of equipment used to manufacture several different productsd. All of the above are correct.93. The benefits of classifying activities using the broader framework of unit, batch, product,customer, and business-sustaining activities are that there are generally more costs:a. directly traceable to cost objectsb. treated as indirect costsc. arbitrarily allocated to cost objectsd. There is no major difference regarding costs.94. For budgeting purposes, product-sustaining activity costs should be:a. allocated to individual unitsb. allocated to individual customersc. assigned directly to individual product linesd. assigned directly to individual batches95. Which of the following activities is a unit-related activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced96. Which of the following activities is a batch-related activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced97. Which of the following activities is a product-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. quality inspections of 2% of the items producedd. obtaining patents and regulatory approval for each product produced98. Which of the following activities is a business-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. making sales callsd. obtaining patents and regulatory approval for each product produced99. Which of the following activities is a customer-sustaining activity?a. preparing and filing the annual tax return for the organizationb. machine setups for each production runc. making sales callsd. obtaining patents and regulatory approval for each product produced100. Product life-cycle costing:a. is useful for external reportingb. is primarily a planning toolc. includes manufacturing costs but not the cost of research and developmentd. assumes product related costs are incurred evenly over the product’s lifetime101. Companies want to ensure that product revenues cover the product’s:a. manufacturing costsb. manufacturing and distribution costsc. developing, supporting, and abandoning costsd. manufacturing, distribution, developing, supporting, and abandoning costs102. More attention is being devoted to the product development and planning phase because:a. abandonment includes significant costsb. of the need to better understand the relevant costsc. during this phase of the product-life cycle, revenues finally begin to cover long-runcostsd. during this phase of the product-life cycle, price competition becomes intense 103. One of the primary motivations for considering costs other than manufacturing and distribution costs is so that:a. these costs can be amortized over the life of the productb. costs can be more evenly distributed over the product’s life cyclec. planners can develop reasonable estimates of the costs associated with new productsd. if price competition becomes intense the selling price can be rationalizedEXERCISE/PROBLEM104. Winfield Manufacturing Company produces several different products. Classify each of their following costs as direct materials, direct labor, indirect manufacturing costs, or nonmanufacturing costs.a. Production supervisory salaries.b. Controller's office supplies.c. Executive office heat and air conditioning.d. Executive office security personnel.e. Factory heat and air conditioning.f. Supplies used in small quantities, such as glue, to complete assembly work.g. Power to operate factory equipment.h. Parts used in assembly.i. Wages of the assembly-line workers.j. Property taxes on office buildings for sales staff.k. Depreciation on furniture for sales staff.l. Salaries of top executives in the company.m. Wages of the finishing department workers.n. Sales commissions.o. Sales personnel office rental.105. Stephanie’s Stuffed Animals reported the following:Revenues $1,000Flexible manufacturing costs $ 200Flexible nonmanufacturing costs $ 230Capacity-related manufacturing costs $ 150Capacity-related nonmanufacturing costs $ 140Required:a. Compute contribution margin.b. Compute gross margin.c. Compute operating income.106. In 2005, Grant Company has sales of $800,000, flexible costs of $200,000, and capacity-related costs of $300,000. In 2006, Grant Company expects annual property taxes todecrease by $15,000.Required:a. Calculate operating income and the break even point for 2005.b. Calculate the break even point for 2006.107. Sunshine, Inc., sells a single product. The company's most recent income statement is given below.Sales (4,000 units) $120,000Less flexible expenses (68,000)Contribution margin 52,000Less capacity-related expenses (40,000)Net income $ 12,000Required:a. Contribution margin per unit is $ _______________ per unitb. If sales are doubled to $240,000,total flexible costs will equal $ _______________c. If sales are doubled to $240,000,total capacity-related costs will equal $ _______________d. If 10 more units are sold, profits will increase by $ _______________e. Compute how many units must be sold to break even. # _______________f. Compute how many units must be soldto achieve a profit of $20,000. # _______________ 108. Jeffrey’s, Inc., sells a single produ ct. The company's most recent income statement is given below.Sales $200,000Less flexible expenses (120,000)Contribution margin 80,000Less capacity-related expenses (50,000)Net income $ 30,000Required:a. Contribution margin ratio is __________ %b. Break-even point in total sales dollars is $ _______________c. To achieve $40,000 in net income, sales must total $ _______________d. If sales increase by $50,000, net income will increase by $ _______________109. Yurus Manufacturing Company produces two products, X and Y. The following information is presented for both products:X YSelling price per unit $36 $24Flexible cost per unit 28 12Total capacity-related costs $234,000 Required:Assume the sales mix is 3 units of X for every unit of Y:a. What is the revenue per unit of average product, the weighted average flexible cost,and the contribution margin per unit of average product?b. What is the break-even point in units of both X and Y?110. Bob’s Textile Company sells shirts for men and boys. The average selling price and flexible cost for each product are as follows:Men’s BoysSelling price $28.80 $24.00Flexible cost $20.42 $16.80Total capacity-related costs $38,400Required:Assume the sa les mix is 2 men’s shirts for each boy’s shirt:a. What is the revenue per unit of average product, the weighted average flexible cost,and the contribution margin per unit of average product?b. What is the break-even point in units for each type of shirt?c. What is the operating income, assuming sales total 9,000 shirts?111. Charlie’s Chairs manufactures two models, Standard and Premium. Weekly demand is estimated to be 120 units of the Standard Model and 70 units of the Premium Model. Only 420 machine hours are available per week. The following per unit data apply:Standard PremiumContribution margin per unit $12 $15Number of machine hours required 2 3Required:a. For each model, compute the contribution per machine hour.b. To maximize weekly production profits, how many machine hours would yourecommend of each model? How many units of each model?c. If there are 500 machine hours available per week (instead of only 420 machine hoursper week), how many chairs of each model should Cha rlie’s produce to maximizeprofits?。