2010,12历年真题F5
2010年MBA联考数学真题及解答
)。
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(A) -9 (B) -8 (C) -6 (D) 6 (E) 8
答案:C [解] 由{an}为等比数列可知a3a8=a4a7，且由韦达定理可知a3a8=-6，故a4a7=-6。 [评析] (1)知识点：本题考查等比数列的性质和韦达定理。 (2)注意事项：应注意数列的性质。 14. 某公司有9名工程师，张三是其中之一，从中任意抽调4人组成攻关小组，包括张三的概率是 ( )。 答案:D [解] ，算得 。 [评析] (1)知识点：本题考查古典概型。 (2)注意事项：理解题意、运算无误。 15. 在10道备选试题中，甲能答对8题，乙能答对6题，若某次考试从这10道备选题中随机抽出3 道题作为考题，至少答对2题才算合格，则甲乙两人考试都合格的概率是( )。
file:///C|/Documents and Settings/Administ...ocuments/My Snippets/MBA联考数学真题2010年10月.htm（第 5／8 页）[2012-12-7 12:12:11]
学校：班级：姓名：
答案:A [解] 由题意可知甲通过的概率为 ，乙通过的概率为 = ，且甲乙通过考试的事件是相互独立 的，则甲乙都通过的概率为 。 [评析] (1)知识点：本题考查事件相互独直。 (2)注：盘事项：本题摘自2004年福建省高考耻科试题，现将原题附上：甲、乙两人参加一次 英语口语考试，已知在备选的10道试题中，甲能答对其中的6题，乙能答对其中的8题。规定每次 考试每人分别都从这10道备选题中随机抽出3题进行测试，至少答对2题才算合格。求甲、乙两人 至少有一人：考试合格的概率，作为复习练习，考生可以解一下，答案为 。 二、条件充分性判断 (A) ：条件(1)充分，但条件(2)不充分 (B) ：条件(2)充分，但条件(1)不充分 (C) ：条件(1)和条件(2)单独都不充分，但条件(1)和条件(2)联合起来充分 (D) ：条件(1)充分，条件(2)也充分 (E) ：条件(1)和条件(2)单独都不充分，条件(1)和条件(2)联合起来也不充分 16. 12支篮球队进行单循环比赛，完成全部比赛共需11天。 (1)每天每队只比赛1场 (2)每天每队比赛2场 答案:A [解] 由于是单循环，故总比赛场次为 =66，由条件(1)可知每队每天比赛一场，即一天比赛6 场，故需比赛11天。 [评析] (1)知识点：本题考查排列、组合。 (2)注意事项：此题如将单循环改成淘汰赛，直至产生冠军，其他题干不变，将条件(1)改成每 天比赛一场，则仍选(A) 。 17. (1) (2) 答案:B [解] 此题由两个递推式子是不可能推出一个通项的，故非A 即 B，观察可知题干为 即1-xn为等 比数列，由条件(1)1-xn=2xn+1,可知条件(1)不成立。 [评析] (1)知识点：本题考查等比数列。 (2)注意事项：本题正解为由条件(2)可知2xn+1=1+xn可以得到-2xn+1=1-xn两边刚加2，得2(1xn+1)=(1-xn)， 即1-xn为首项为 ，公比为 的等比数列，可得 。 18. 直线y=ax+b经过第一、二、四象限。 (1)a＜0 (2)b＞0 答案:C [解] 题目有两个未知数，而条件(1)和条件(2)各说1个。 评注：对于y=kx+b而言：过二，四象限，则k＜0，而过一象限，则截距大于0，即b＞0 [评析] (1)知识点：本题考查直线斜截式过各象限的k，b特点。 (2)注意事项：对函数特点的把握。
心理咨询师二级2010年11月真题(技能选择题、案例问答题)
2010年11月心理咨询师二级真题详解(技能选择题、案例问答题)第一部分技能选择题(第1-100题，共100道题)本部分由十一个案例组成。
请分别根据案例回答1-100题，每小题有一个或多个答案正确。
案例一：一般资料：求助者，男性，15岁，初中三年级学生。
案例介绍：求助者很喜欢班里一位漂亮女同学，经常有拥抱她的冲动。
三个多月前梦到和她拥抱。
此后总想着梦中的事，上课时心神不宁，不能安心学习，成绩下降。
母亲觉察后严厉地批评了他，让他不要胡思乱想。
这使他感到犯了错误，但又控制不住地想那位女同学。
现在面临中考，担心考不上好学校，常常失眠，很苦恼，由母亲带来进行心理咨询。
心理咨询师观察和了解到的情况：求助者从小性格内向，不善与人交往，父母管教很严，懂事听话，遵守纪律。
多选：1．该求助者最主要的症状表现包括( )。
(A) 强迫 (B) 抑郁(C) 焦虑 (D) 恐惧[答案] AC[解析] 求助者感到不应该想那位女同学，但又控制不住地想，这是强迫性的思维。
求助者现在面临中考，担心考不上好学校，常常失眠，很苦恼，这是焦虑性的思维。
单选：2．对该求助者的诊断可能是( )。
(A) 一般心理问题 (B) 精神疾病(C) 严重心理问题 (D) 强迫性神经症[答案] D[解析] 求助者存在自我强迫(想抱女同学)和自我反强迫(觉得不应该去想)的内心冲突，有痛苦感受，社会功能受损，初步诊断为强迫症。
多选：3．在本案例中，心理咨询师可引导求助者( )。
(A) 转移注意 (B) 学习掌握生理常识(C) 批评自我 (D) 保持正常异性交往[答案] ABD[解析] 转移注意对于强迫症是有用的。
学习掌握生理常识和如何保持正常异性交往是青春期少年需要知道的。
心理咨询师对求助者要始终保持完整接纳的态度，不可以做出指责或者批判，因此要排除C选项。
多选：4．该求助者心理问题的特点包括( )。
(A) 内心冲突明显 (B) 存在认知错误(C) 人格障碍明显 (D) 社会功能受损[答案] ABD[解析] 求助者存在自我强迫(想抱女同学)和自我反强迫(觉得不应该去想)的内心冲突明显。
ACCAF5考试真题答案
ACCAF5考试真题答案AnswersFundamentals Level – Skills Module, Paper F5Performance Management December 2014 Answers Section A1ADivision A: Profit = $14·4m x 30% = $4·32mImputed interest charge = $32·6m x 10% = $3·26mResidual income = $1·06mDivision B: Profit = 8·8m x 24% = $2·112mImputed interest charge = $22·2m x 10% = $2·22mResidual income = $(0·108)m2 3 4 5DAll costs are included when using life cycle costing.AThis is the definition of a basic standard.BThe first statement is describing management control, not strategic planning.CNumber of units required to make target profit = fixed costs + target profit/contribution per unit of P1. Fixed costs = ($1·2 x 10,000) + ($1 x 12,500) – $2,500 = $22,000.Contribution per unit of P = $3·20 + $1·20 = $4·40.($22,000 + $60,000)/$4·40 = 18,636 units.6AProduct A B C DSelling price per unitRaw material costDirect labour cost at $11 per hour Variable overhead cost Contribution per unit $160$24$66$24$214$56$88$18$100$22$33$24$140$40$22$18 $46$52$21$60––––––––––––––––Direct labour hours per unit Contribution per labour hour Rank6$7·6728$6·5043$72$3013Normal monthly hours (total units x hours per unit)1,8001,000720800 If the strike goes ahead, only 2,160 labour hours will be available.Therefore make all of D, then 1,360 hours’ worth of A (2,160 – 800 hrs).7 8B460 – 400 = 60 clients$40,000 – $36,880 = $3,120VC per unit = $3,120/60 = $52Therefore FC = $40,000 – (460 x $52) = $16,080BIncrease in variable costs from buying in (2,200 units x $40 ($140 – $100)) = $88,000 Less the specific fixed costs saved if A is shut down = ($10,000)Decrease in profit = $78,000Only the first statement is correct. Traditional absorption costing tends to over-allocate costs to high volume products, not under-allocate them.10 11BBy definition, a shadow price is the amount by which contribution will increase if an extra kg of material becomesavailable. 20 x $2·80 = $56.CNeither statement is correct. Responsibility is not assigned solely to senior managers as, for example, in a TQM environment quality is everybody’s responsibility. In addition, standard costing can be difficult to apply in dynamic situations.12 13AThe second statement is talking about flow cost accounting, not input/output analysis.DTarget 1 is a financial target and so assesses economy factors. Target 2 is measuring the rate of work handled by staff which is an efficiency measure. Target 3 is assessing output, so is a measure of effectiveness.14 15BIn comparison to participative budgeting, an advantage of non-participative budgeting is that it should be less time consuming, as less collaboration will be required in order to produce the budgets.CThe target costing process always begins with the target selling price being set. The required profit is then determined and deducted from the target selling price to estimate the target cost. The target cost is then compared to the estimated current cost and the cost gap is then calculated.16 17AThis is a description of an incremental budget.ANew profit figures before salary paid:Good manager: $180,000 x 1·3 = $234,000Average manager: $180,000 x 1·2 = $216,000Poor: $180,000 x 1·1 = $198,000EV of profits = (0·35 x $234,000) + (0·45 x $216,000) + (0·2 x $198,000) = $81,900 + $97,200 + $39,600 = $218,700 Deduct salary cost and EV with manager = $178,700Therefore do not employ manager as profits will fall by $1,300.18BSet-up costs per production run = $140,000/28 = $5,000Cost per inspection = $80,000/8 = $10,000Other overhead costs per labour hour = $96,000/48,000 = $2 Overheads costs of product D:$Set-up costs (15 x $5,000) Inspection costs (3 x $10,000) Other overheads (40,000 x $2)75,000 30,000 80,000––––––––185,00020This is an example of feedforward control as the manager is using a forecast to assist in making a future decision.AIf demand is inelastic or the product life cycle is short, a price skimming approach would be more appropriate.1 Chair Co(a) Learning curve formula = y = ax bCumulative average time per unit for 8 units: Y = 12 x 8–·415 = 5·0628948 hours.Therefore cumulative total time for 8 units = 40·503158 hours. Cumulative average time per unit for 7 units: Y = 12 x 7–·415= 5·3513771 hours.Therefore cumulative total time for 7 units = 37·45964 hours.Therefore incremental time for 8th unit = 40·503158 hours –37·45964 hours = 3·043518 hours. T otal labour cost for 8th unit =3·043518 x $15 = $45·65277 Material an d overheads cost per unit = $230 Therefore total cost per unit = $275·65277 Therefore price per unit = $413·47915 (b) (i)Actual learning rate Cumulative number of seats produced 1 2 4 8Cumulative totalCumulative average hours per unit 12·5 12·5 x r 12·5 x r 2 hours 12·5 ? ? 34·312·5 x r 3Using algebra: 34·3 = 8 x (12·5 x r 3)4·2875 = (12·5 x r 3) 0·343 = r 3 r = 0·70The learning effect was 70% as compared to the forecast rate of 75%, meaning that the labour force learnt more quickly than anticipated. (ii) Adjusted priceThe adjusted price charged will be lower than the original price calculated in part (a). This is because the incremental cost of the 8th unit will be lower given the 70% learning rate, even though the first unit took 12·5 hours. We kno w this because we are told that the cumulative time for 8 units was actually 34·3 hours. This is lower than the estimated cumulative time in part (a) for 8 units of 40·503158 hours and therefore, logically, the actual incremental time for the 8th unit must be lower than the estimated 3·043518 hours calculated in part (a). Consequently, total cost will be lower and price will be lower, given that this is based on cost.2Glam CoBottleneck activity(a) The bottleneck may have been worked out as follows:Total salon hours = 8 x 6 x 50 = 2,400 each year. The capacity for each senior stylist must be 2,400 hours, which equates to 2,400 cuts each year (2,400/1). Since there are three senior stylists, the total capacity is 7,200 hours or 7,200 cuts each year. Using this method, the capacity for each activity is as follows: Cut Treatment 16,000 4,800 Assistants Senior stylists Junior stylists 48,000 7,200 9,6009,600The bottleneck activity is clearly the work performed by the senior stylists.The senior stylists’ time is called a bottleneck activity because it is the activity which prevents the salon’s throughpu t from being higher than it is. The total number of cuts o r treatments which can be completed by the salon’s senior stylists is less than the number which can be completed by other staff members, considering the number of each type of staff available and the time required by each type of staff for each client.(b) TPARCut $ Treatment$ Selling price 60 110Materials ThroughputThroughput per bottleneck hour Total salon costs per BN hour (w1) TPAR0·60 59·40 59·40 42·56 1·48 (7·40+0·6) 102 68 42·56 1·6Working 1: Total salon costs(3 x $40,000) + (2 x $28,000) + (2 x $12,000) + $106,400 = $306,400 Therefore cost for each bottleneck hour =$306,400/7,200 = $42·56Note: Answers based on total salary costs were $80,000 were also equally acceptable since the wording of question was open to interpretation.3Hi Life Co Direct materials: Fabric WoodNote 1 2 $ 200 m 2 at $17·50 per m 2 20 m at $8·20 per m 30 m at $8·50 per m 3,500 164 2552 Direct labour: SkilledSemi-skilledFactory overheadsAdministration overheads50 hours at $24 per hour 300 hours at $14 per hour 20 hours at $15 per hour3 4 5 61,200 4,200 300 –––––––Total cost 9,619–––––– 1 2 Since the material is in regular use by HL Co, it is replacement cost which is the relevant cost for the contract. 30 m will have to be ordered from the alternative supplier for immediate delivery but the remaining 20 m can be used from inventory and replaced by an order from the usual supplier at a cost of $8·20 per m.3 4 5There is no cost for the first 150 hours of labour because there is spare capacity. The remaining 50 hours will be paid at time and a half, which is $16 x 1·5, i.e. $24 per hour.HL Co will choose to use the agency workers, who will cost $14 per hour, since this is cheaper than paying existing semi-skilled workers at $18 per hour ($12 x 1·5) to work overtime.None of the general factory costs are incremental, so they have all been excluded. However, the supervisor’s overtime pay is incremental, so has been included. The supervisor’s normal salary, on the other hand, h as been excluded because it is not incremental.6 These are general overheads and are not incremental, so no value should be included for them.4Jamair(a) The four perspectivesFinancial perspective –this perspective is concerned with how a company looks to its shareholders. How can it create value for them? Kaplan and Norton identified three core financial themes which will drive the business strategy: revenue growth and mix, cost reduction and asset utilisation.Customer perspective – this co nsiders how the organisation appears to customers. The organisation should ask itself: ‘to achieve our vision, how should we appear to our cust omers?’ The customer perspective should identify the customer and market segments in which the business will compete. There is a strong link between the customer perspective and the revenue objectives in the financial perspective. If customer objectives are achieved, revenue objectives should be too.Internal perspective – this requires the organ isation to ask itself: ‘what must we excel at to achieve our financial and customer objectives?’ It must identify the internal business processes which are critical to the implementation of the organisation’s strategy. These will include the innovation process, the operations process and the post-sales process.Learning and growth perspective –this requires theorganisation to ask itself whether it can continue to improve and create value. The organisation must continue to invest in its infrastructure –i.e. people, systems and organisational procedures – in order to improve the capabilities which will help the other three perspectives to be achieved.(b)Goals and measuresFinancial perspectiveGoal Performance measureTo use fewer planes to transport customers Lease costs of plane per customerExplanation – operating efficiency will be driven by getting more customers on fewer planes. This goal and measure cover the cost side of this.Goal Performance measureTo increase seat revenue per plane Revenue per available passenger mileExplanation – this covers the first part of achieving operating efficiency – by having fewer empty seats on planes.Customer perspectiveGoal Performance measureTo ensure that flights are on time‘On time arrival’ ranking from the aviation authorityExplanation – Jamair is currently number 7 in the rankings. If it becomes known as a particularly reliable airline, customers are more likely to use it, which will ultimately increase revenue.Goal Performance measureTo reduce the number of flights cancelled The number of flights cancelledExplanation –again, if flights are seen to be cancelled frequently by Jamair, customers will not want to use it. It needsto be perceived as reliable by its customers.Internal perspectiveGoal Performance measureTo improve turnaround time on the ground‘On the ground’ timeExplanation –less time spent on the ground means fewer planes are needed, which will reduce plane leasing costs. However, it is important not to compromise the quality of cleaning or make errors in refuelling as a consequence of reducing on the ground time.Goal Performance measureTo improve the cleanliness of Jamair’s planes The percentage of customers happy with the standard of the planes, as reported in the customer satisfaction surveys.Explanation –at present, only 85% of customers are happy with the standard of cleanliness on Jamair’s planes. This could be causing loss of revenue.Goal Performance measureTo develop the online booking system Percentage downtime.Explanation –since the company relies entirely on the booking system for customer booking of flights and check-in, it is critical that it can deal with the growing number of customers.Learning perspectiveGoal Performance measureTo reduce the employee absentee rate The number of days absent per employeeExplanation –it is critical to Jamair that its workforce is reliable as, at worse, absent staff lead to cancelled flights.Goal Performance measureNumber of days’ training per ground crew member Toincrease ground crew training on cleaning andrefuelling proceduresExplanation –if ground crew are better trained, they can reduce the number of minutes that the plane stays on the ground, which will result in fewer planes being required and therefore lower costs. Also, if their cleaning is better, customer satisfaction and retention will increase.Note: Only one goal and measure were required for each perspective. In order to gain full marks, answers had to be specific to Jamair as stated in the requirements.5Safe Soap Co(a) Variance calculationsMix varianceTotal kg of materials per standard batch = 0·25 + 0·6 + 0·5 = 1·35 kgTherefore standard quantity to produce 136,000 batches = 136,000 x 1·35 kg = 183,600 kgActual total kg of materials used to produce 136,000 batches = 34,080 + 83,232 + 64,200 = 181,512 kgMaterial Actual quantityStandard mixkgs181,512 x 0·25/1·35 = 33,613·33181,512 x 0·6/1·35 =Actual quantityActual mixkgs34,08083,232Variance Standard costper kgVariancekgs(466·67)(2,560)$104$(4,666·70)(10,240)LyeCoconut oil Shea butter80,672181,512 x 0·5/1·35 = 67,226·6764,2003,026·6739,080·01––––––––––––––––––––––––––181,512181,512(5,826·69)A––––––––––––––––––––––––––Yield varianceMaterial Standard quantityStandard mix Actual quantityStandard mixkgs33,613·3380,672Variance Standard costper kgVariancekgs386·67928$104$3,866·703,712Lye Coconut oil Shea butter 0·25 x 136,000 = 0·6 x 136,000 =0·5 x 136,000 =34,00081,60068,00067,226·67773·3332,319·99––––––––183,600––––––––––––––––––181,5129,898·69F––––––––––––––––––––––––––(b)(i) A materials mix variance will occur when the actual mix of materials used in production is different from the standard mix. So, it is inputs which are being considered. Since the total mix variance is adverse for the Safe Soap Co, this means that the actual mix used in September and October was more expensive than the standard mix.A material yield variance arises because the output which was achieved is different from the output which would have been expected from the inputs. So, whereas the mix variance focuses on inputs, the yield variance focuses on outputs.In both September and October, the yield variance was favourable, meaning that the inputs produced a higher level of output than one would have expected.(ii)Whilst the mix and yield variances provide Safe Soap Co with a certain level of information, they do not necessarily explain any quality issues which arise because of the change in mix. The consequences of the change may well havean impact on sales volumes. In Safe Soap Co’s case, the sales volume variance is adverse, meaning that sales volumes have fallen in October. It is not known whether they also fell in September but it would be usual for the effects on sales of the change in mix to be slightly delayed, in this case by one month, given that it is only once the customers startreceiving the slightly altered soap that they may startexpressing their dissatisfaction with the product.There may also be other reasons for the adverse sales volume variance but given the customer complaints which have been received, the sales manager’s views should b e taken on b oard.Fundamentals Level – Skills Module, Paper F5Performance Management December 2014 Marking Scheme Section A Marks2 marks per question40––––––Section B1(a)PriceCumulative average time per unit for 8 units T otal time for 8 unitsCumulative average time per unit for 7 units T otal time for 7 unitsIncremental time for 8th unitCost for 8th unitTotal cost1 0·5 1 0·5 0·5 0·5 0·5Price0·5–––5–––(b)(i)Learning rateCalculating learning rate Saying whether better or worse 2·5 0·5–––3–––(ii)Effect on price2–––Total marks10––––––2(a)(b)Calculation and justification of bottleneckExplanation of bottleneck31–––4–––TPARThroughput1111 Throughput per bottleneck hourTotal salon costsCost per hourTPAR2–––6–––Total marks10––––––3Fabric calculation Fabric reasonWood calculation 0·5 0·5 1Wood reason1Skilled labour calculation Skilled labour reason 1 1Semi-skilled labour calculationSemi-skilled labour reasonFactory overheads calculation Factory overheads reason Administration overheads reason T otal relevant cost (lowest costestimate)0·5 1 0·5 1·5 1 0·5–––Total marks10––––––（此文档部分内容来源于网络，如有侵权请告知删除，文档可自行编辑修改内容，供参考，感谢您的配合和支持）Marks4(a)(b)PerspectivesExp lanation for each perspective1·5–––6–––Goals and measuresEach goal/measure/explanationPresentation and structure21–––9–––Total marks15––––––5(a)(b)Variance calculationsMix varianceQuantity variance44–––8–––(i)VariancesMarks per variance explained2 –––4–––(ii)DiscussionPer valid point1–––3–––Total marks15––––––。
f5_2012_dec_q
Fundamentals Level – Skills ModuleTime allowedReading and planning:15 minutesWriting:3 hours
ALL FIVE questions are compulsory and MUST be attempted.Formulae Sheet is on page 8.Do NOT open this paper until instructed by the supervisor.During reading and planning time only the question paper may be annotated. You must NOT write in your answer booklet untilinstructed by the supervisor.
This question paper must not be removed from the examination hall.
Paper F5PerformanceManagement
Monday 3 December 2012
The Association of Chartered Certified AccountantsALL FIVE questions are compulsory and MUST be attempted1Hair Co manufactures three types of electrical goods for hair: curlers (C), straightening irons (S) and dryers (D.) Thebudgeted sales prices and volumes for the next year are as follows:
CSDSelling price$110$160$120Units20,00022,00026,000
2010年5月证券从业资格考试证券交易真题
2010年5月证券从业资格考试证券交易真题一、单项选择题(本大题共60小题，每小题0.5分，共30分。
以下各小题以给出的4个选项中，只有一项最符合要求)1.集合资产管理计划推广期间，应当由()负责托管与集合资产管理计划推广有关的全部账户和资金。
A.证券公司B.代理推广机构C.结算公司D.托管银行2.上海证券交易所规定，集合资产管理计划开始投资运作后，应通过会籍办理系统，在每月()内，向上海证券交易所提供()。
A.前3个工作日内上月资产净值B.前3个工作日内上月资产市值C.前5个工作日内上月资产净值D.前5个工作日内上月资产市值3.以下不属于证券公司在资产管理业务中存在的法律风险的是()。
A.在资产管理业务中存在内幕交易的行为B.与客户签订的资产管理合同不规范C.违规开展资产管理业务D.在资产管理业务中存在操纵市场的行为4.证券公司办理定向资产管理业务，客户委托的资产应当按照中国证监会的规定采取()方式进行保管。
A.托管B.质押C.留置D.第三方存管5.债券质押式回购是参与者进行的以债券为权利质押的短期()业务。
A.套期保值B.资金融通C.信用交易D.调节头寸6.上海证券交易所债券回购交易集中竞价时，申报数量为100手或其整数倍，单笔申报最大数量应当不超过()。
A.3000手B.5000手C.1万手D.5万手7.上海证券交易所会员参与国债买断式回购引入()制度。
A.会员资格审定B.业务风险控制C.交易权限管理D.交易权限审批8.标准券的折算率是指()。
A.一单位债券的面值折算成债券回购业务标准券代表的金额的比率B.一单位债券市场价格折算成债券回购业务标准券的比率C.一单位债券的票面利率折算成债券面值的比率D.一单位债券市值折算成债券面值的比率9.证券公司自营业务决策机构原则上应当按照()的三级体制设立。
A.股东大会——董事会——投资决策机构B.股东大会投资决策机构——自营业务部门C.董事会——投资决策机构——自营业务部门D.监事会——投资决策机构——自营业务部门10.根据《证券公司风险控制指标管理办法》的规定，证券自营业务规模不得超过净资本的()。
2014年12月ACCAF5考试真题答案
An swersFundamentals Level - Skills Module, Paper F5 Performance ManagementSection A1 ADivision A: Profit = $14 • 4m x 30% = $4 • 32mImputed interest charge = $32 • 6m x 10% = $3 • 26mResidual income = $1 • 06mDivision B: Profit = 8 • 8m x 24% = $2 • 112mImputed interest charge = $22 • 2m x 10% = $2 • 22mResidual income = $(0 T08)m2 DAll costs are included when using life cycle costing.3AThis is the definition of a basicstandard.4BThe first statement is describing management control, not strategic planning.5CNumber of units required to make target profit = fixed costs + target profit/contribution per unit of P1.Fixed costs = ($1 • 2 x 10,000) + ($1 x 12,500) - $2,500 = $22,000.Conrw+n$80r0<o4p=$3。
=佗徑瓢能1•20=$4• 4°Product A B C D Selling price per unit $160 $214 $100 $140Raw material cost $24 $56 $22 $40 Direct labour cost at $11 per $66 $88 $33 $22hour $24 $18 $24 $18 Variable overhead cost $46 $52 $21 $60—6 —8 —3—2unit $7 • 67 $6 • 50 $7 $30Contribution per labour2 4 31N o urmal monthly hours (total units x hours per 1,800 1,000 720 800strike goes ahead, only 2,160 labour hours will be available.Therefore make all of D, then 1,360 hours ' worth of A (2,160 - 800hrs).7 B460 - 400 = 60 clients$40,000 - $36,880 = $3,120VC per unit = $3,120/60 = $52Therefore FC = $40,000 - (460 x $52) = $16,0808BIncrease in variable costs from buying in (2,200 units x $40 ($140 - $100)) = $88,000Less the specific fixed costs saved if A is shut down = ($10,000)Decrease in profit = $78,0008 AOnly the first statement is correct. Traditional absorption costing tends to over-allocate costs to high vo products, not under-allocate them.9 BBy definition, a shadow price is the amount by which contribution will increase if an extra kg of material becomes available. 20 x$2 - 80 = $56.December 2014 Answers11CNeither statement is correct. Responsibility is not assigned solely to senior managers as, for example, in a TQM enviro qualityis everybody ' s responsibility. In addition, standard co sting can be difficult to apply in dynamic situations.10 AThe second statement is talking about flow cost accounting, not input/output analysis.13DTarget 1 is a financial target and so assesses economy factors. Target 2 is measuring the rate of work handled by staff which is anefficiency measure. Target 3 is assessing output, so is a measure of effectiveness.11 BIn comparison to participative budgeting, an advantage of non-participative budgeting is that it should be less time consuming, as less collaboration will be required in order to produce the budgets.15CThe target costing process always begins with the target selling price being set. The required profit is then determine deductedfrom the target selling price to estimate the target cost. The target cost is then compared to the estimated current co and the cost gap is then calculated.12 AThis is a description of an incremental budget.17ANew profit figures before salaryGaidd manager: $180,000 x 1 • 3 = $234,000Average manager: $180,000 x 1 • 2 = $216,000Poor: $180,000 x 1 • 1 = $198,000EV of profits = (0 • 35 x $234,000) + (0 • 45 x $216,000) + (0 • 2 x $198,000) = $81,900 + $97,200 + $39,600 = $218,700Deduct salary cost and EV with manager = $178,700Therefore do not employ manager as profits will fall by $1,300.13 BSet-up costs per production run = $140,000/28 = $5,000Cost per inspection = $80,000/8 = $10,000Other overhead costs per labour hour = $96,000/48,000 = $2Overheads costs of product D:$Set-up costs (15 x $5,000) 75,000Inspection costs (3 x $10,000) 30,000Other overheads (40,000 x $2) 80,000-85,000 _-Overhead cost per unit = 185,000/4,000 = $46 • 2519AThis is an example of feedforward control as the manager is using a forecast to assist in making a future decision.20AIf demand is inelastic or the product life cycle is short, a price skimming approach would be more appropriate.Section B= n ■ JJ ■■ ■ ■.a1 Chair Co(a) Learning curve formula = y = axCumulative average time per unit for 8 units: Y = 12 x 8-• 415Tffere016e8(§u48idrlotivE total time for 8 units = 40 Cumulative average time per unit for 7 units: Y = 12 x 7-• 415There3re37umuiotive total time for 7 units = Therefore incremental time for 8th unit = 40-50315837 • 45964 -503158 hoursTotal labour cost for 8th unit =3• 043518 x $15 = $45• 65277Material and overheads cost per unit = $230 Therefore total cost per unit = Therefore price per unit = $413$275 • 65277 -4791537 • 45964 hours = 3• 043518 hours.(b) (i)(ii )Glam CoActual learningC^nulative number of seats produced 1 2 4 8Cumulative totalhours 12 • 534 • 3 Cumulative average hours per unit 12 • 12 • 12 •12 • 5 5 x r5 x r 2 5 x r 3Using algebra: 34 • 3 = 8 x (12• 5 xr 3)4 • 2875 = (12 • 5 x r 3) 0= 343 =D 3The learning effect was 70% as compared to the forecast rate of 75%, meaning that the labour force learnt more quickly than anticipated.Adjusted priceThe adjusted price charged will be lower than the original price calculated in part (a). This is because the incremental cost of the 8th unit will be lower given the 70% learning rate, even though the first unit took 12 know this because we are told that the cumulative time for 8 unit estimated cumulative time in part (a) for 8 units of 40 for the 8th unit must be lower than the estimated 3 lower-5 he urs. Ws was actually 34• 3 hours. This is lower than-503158 hours and therefore, logically, the actual incremental-043518 hours calculated i n part (a). Consequently, total cost w(a) Bottl^nd^rice will be lower, given that this is based on cost.Thvbottleneck may have been worked out as follows:Total salon hours = 8 x 6 x 50 = 2,400 each year. The capacity for each senior stylist must be 2,400 hours, which equates to 2,400 cuts each year (2,400/1). Since there are three senior stylists, the total capacity is 7,200 hours or 7,2 cuts each T etme tAearsUstng this method, the 48C0city for each血嘯審需也Senior 7,200 4,800 stylists9,6009,600Th^jbottleneck activity甲throughput from being higher than it is. The total number of cuts or treatments which can be completed by the salon stylists is less than the number which can be completed by other staff members, considering the number of each type of staff availa and the time required by each type of staff for each client.ows:is clearly the work performed by the senior stylists senior stylists ' time is called a bottleneck activity because it is the activity which prevents the salon s ser ior(b) TPARSelling priceMaterialsThroughputThroughput per bottleneck hour Total salon costs per BN hour (w1) TPARCut$600 • 6059 • 4059 • 4042 • 56「4Treatment$1108 (7 • 40+0 • 6)1026842 • 561 • 6Working 1: Total salon costs(3 x $40,000) + (2 x $28,000) + (2 x $12,000) + $106,400 = $306,400Therefore cost for each bottleneck hour = $306,400/7,200 = $42 • 56Note: Answers based on total salary costs were $80,000 were also equally acceptable since the wording of quest was open to interpretation.3 Hi Life CoDirect materials:FabricWoodDirect labour:SkilledSemi-skilledFactory overheads Administration overheadsTotal costNote $ 200 m2 at $17 • 50 per m 2 1 3,500 20 m at $8 • 20 per m 2164 30 m at $8 • 50 per m 2 25550 hours at $24 per hour 3 1,200 300 hours at $14 per hour 4 4,200 20 hours at $15 per hour 5 30069,6191 23 4 5 6 Since the material is in regular use by HL Co, it is replacement cost which is the relevant cost for th—-38r m a vill have to be ordered from the alternative supplier for immediate delivery but the remaining 20 m can be frominventory and replaced by an「order from the usual suppl ier at a . cost pf $8 . . • 20 per m.There is'no cost forine first 150 hours of rabourbecause there is spare capacity/The remaining *50 "hours will be at timeHL1 C^wkl Choose $o ^jse1 the agency ^6 rkers p whcfvvill cost $14 per hour, since this is cheaper than paexistingsemi- skilled workers at $18 per hour ($12 x 1 , , • 5) to work overtime.,None of the general factory costs are incremental, so they nave all been excluded. However, the s upervis pay isincremental, so has been included. The supervisor ' s normal salary, on the other hand, has been excluded becausThefe are gtnem ment壷eneral overheads and are not incremental, so no value should be included for4 Jamair(a) The four perspectivesFinancial perspective - this perspective is concerned with how a company looks to its shareholders. How can it c valuefor them? Kaplan and Norton identified three core financial themes which will drive the business strategy: revperspective - this considers how the organisation appears to customers. The organisation should as os\oeduction and asset utilisation.and杆ix, cachieve our vision, how should we appear to our customers? ' The customer perspective should identify the cusand聘隔l s pemp卿vin which-h諭液傩糊刊鄙龍俪強ask弔撕吨link between whetcuusme' excrspecoachieve our finan and customerrevenue objectives in the.financial perspective. If. customer objectives are achieved^. revenue objectives should b objectives? It must identify Theinfernal business processes which are critical* toihe implementation of tthis requires the organisation to ask itself whether it can continue to improprocess, the operations process and the post-sales process.value. The organisation must continue to invest in its infrastructure - i.e. people, systems and organisationalprocedures - inorder to improve the capabilities which will help the other three perspectives to be achieved.or ' s ove(b) Goals and measuresFinancial perspective GoalPerformance measure To use fewer planes to transportLease costs of plane perExpomaron -operating efficiency will be driven by gettin^moFS^ustomers on fewer planes. This goal and measur cover the Gotlside of this.To increase seat revenue per Explanationin, it is critical that it can deal with the growing number of customers. Learning perspective GoalTo reduce the employee absentee rate Explanation- it is critical to Jamair that its workforce is reliable as, at worse, absent staff lead toGonjelled flights.To increase ground crew training on cleaning andEx ueana goni'oce au腐round crew are better trained, they can reduce the number of minutes that the plane stays on ground,which will result in fewer planes being required and therefore lower costs. Also, if their cleaning is better, cus satisfaction Note ：Only and relfenfic specificto Jamair asstated in the requirements.Performance measureRevenue per available passenger mileExplanation- this covers the first part of achieving operating efficiencyon planes.丄.Customer perspective GoalPerformance measureTo ensure that flights are on'On time arrival ' ranking from the aviationExplanation -Jamair is currently number 7 in the rankin autflP rityecomes known as a particularly reliable airl customers are more likely to use it, which will ultimately increase revenue^ Goal Performance measure To reduce the number of flightsThe number of flights郎anatdon-again, if flights are seen to be cancelled frequent^by Jamair, customers will not want to use it needs to be 辟薛罟門 as reliable by its customers.GoapectiveTo improve turnaround time on the ground-by having fewer empty seatsPerformance measure'On the ground 'Explanation - less time spent on the ground means few/rT^nes are needed, which will reduce plane leasing costs.However,it is important not to compromise the quality of cleaning or make errors in refuelling as a consequence of Ggapng on the TcFimprovc^the cleanliness of Jamair planesPerformance measureThe percentage of customers happy with the standard of the planes, as reported in the, customer satisfaction surveys,.,.Explanation- at present, only 85% of customers are happy with tne standard of cleanliness on Jamaircould 陽$戸口$吨 loss of revenue.To develop the online booking systemPerformance measure Percentage downtime.s planes.since the company relies entirely on the booking system for customer booking of flights and cPerformance measureThe number of days absent per employeePerformance measure Number of days' training per ground crew member瀏wgoac 靓measure were required for each perspective，In order to gain fu"marks，answers had to beSafe Soap Co (a) VariancecaicuMiona rianceTotal kg ofmaterials per standard batch = 0 • 25 + 0 • 6 + 0 • 5 = 1 •35 kgTherefore standard quantity to produce 136,000 batches = 136,000 x 1 •35 kg 183,600 kg Actual total kg of materials used to produce 136,000 batches =34,080 + 83,232 + 64,200 = 181,512 kgMaterialActual quantityActual quantityVarianceStandard costVarianceStandard mixActual mixper kgkgskgskgs$ $Lye181,512 x 0• 25/1 • 35 = 33,613 • 3334,080 (466 • 67)10 (4,666 •70)Coconut oil 181,512 x 0 • 6/1 • 35 =80,67283,232 (2,560) 4 (10,240) Shea butter181,512 x 0 • 5/1 • 35 = 67,226 • 6764,2003,026• 6739,080• 01—18-512 181,512(5,826• 69)AYield variance —---———MaterialStandard quantityActual quantityVarianceStandard costVarianceStandard mixStandard mixper kgkgskgs $ $Lye• 25 x 136,000 = 34,000 33,613 • 33 386 • 6710 3,866 • 70Coconut oil 0 • 6 x 136,000 = 81,600 80,672 9284 3,712Shea butter0 • 5 x 136,000 =68,000 67,226• 67 773• 3332,319• 99————181月129898 • 69F183,600A materials mix variance will occur when the actual mix of materials used in production is different from t standard mix. So, it is inputs which arebeing considered. Since the total mix variance is adverse for the Safe Soap CoAmmeaasyield variance arises because the output which was achieved is different from the output which wo JhVghe actual mix used in September and October was more expensive than the standard mix.been expected from the inputs. So, whereas the mix variance focuses on inputs, the yield variance focuses on outputs.Inboth September and October,, the yield variance was favourable, meaning that, the inputsoroduced a higher (ii) Whilst the "mix and yield" variances provide Safe Soap Co wrtn a certain level of inTormation, They d'o not 3level ofiloutput than one , would have expected..explain any quality issues which arise because of the change in mix. The consequences of the change may wel have an impact on sales volumes. In Safe Soap Co ' s case, the sales volume variance is adverse, meaning that sales volumesialso <8obeh'^r reas4 bcustome r^DQiTi^plamtsof the change , in mix to be slightly delayed, in this, case by one month, given that it is only once the been received^the sales manager s views should be taken on board.customers start receiving the slightly altered soap that they may start expressing their dissatisfaction with the product.(b) (i) Tavflay oavsa leswhicFundamentals Level - Skills Module, Paper F51 I ■ 1. >«U IM kBM. 1 ■ ■丄J IDecember 2014 Marking Scheme Performance ManagementSection A Marks2 marks per question 40Section B1 (a) PriceCumulative average time per unit for 8 1units 0 • 5Total time for 8 units 1Cumulative average time per unit for 7 0 • 5units 0 • 5Total time for 7 units 0 • 5Incremental time for 8th unit 0 • 5Cocefor 8th unit 0 - 5Total cost5(b) (i) Learning rateCalculating learning rate 2・5Saying whether better or 0 • 5worse 3(ii) Effect on price 2 Total marks102 (a) Calculation and justification of 3bottleneck 1Explanation of bottleneck4(b)TPARThroughput 1Throughput per bottleneck hour 1Total salon costs 1Cost per hour 1TPAR 26Total marks103 Fabric 0 • 5calculation 0 • 5Fabric reason 1Wood csOsolati on 1Skilled labour 1calculation 1S emes klbeouiarsouiocalculation 0 • 5Semi-skilled labour reason 1Factory overheads calculation 0 • 5Factory overheads reason 1・5Administration overheads reason 1Total relevant cost (lowest cost 0 • 5estimate), Total marks10回(a)Perspectives Explanation for each perspective Marks1・5 6(b)Goals and measuresEach goal/measure/explanation 2 Presentation and structure 19Total marks 155 (a)Variance calculations 4 Mix variance 4Quantity variance8(b)(i) VariancesMarks per variance explained 24(ii) DiscussionPer valid point 13 Total marks 15。
2010年5月证券从业资格考试《基础知识》真题及答案解析.
2010年5月证券从业资格考试《基础知识》真题及答案解析一、单选题((本大题共60小题,每小题0.5分,共30分。
以下各小题所给出的4选项中,只有一项最符合题目要求。
1、目前,我国地方政府不得发行地方政府债券是基于我国( 的规定。
A.《财政法》B.《证券法》C.《税法》D.《预算法》标准答案: d解析:《中华人民共和国预算法》第二十八条明文规定:“除法律和国务院另有规定外,地方政府不得发行地方政府债券”。
2、1602年,世界上成立了第一家股票交易所,其所在地是( 。
A.纽约B.伦敦C.巴黎D.阿姆斯特丹标准答案: d解析:1602年,在荷兰的阿姆斯特丹成立了世界上第一个股票交易所。
3、股份有限公司将法定公积金转为股本时,所留存的该项公积金不得少于转增前公司注册资本的( 。
A.10%B.15%C.20%D.25%标准答案: d解析:2005年修订、2006年1月1日起施行的新《公司法》第一百六十九条规定,法定公积金转为资本时,所留存的该项公积金不得少于转增前公司注册资本的百分之二十五。
4、反映了净资产中的高流动性部分,表明证券公司变现以满足支付需要和应对风险资金数的是( 。
A.净资本B.净利润C.票面利率D.交易价格标准答案: a解析:净资本是假设证券公司的所有负债都同时到期,现有资产全部变现偿付所有负债后的金额。
5、( 是我国主权财富基金的发端。
A.中国投资有限公司B.中国国际金融有限公司C.QFIID.QDII标准答案: a解析:经国务院批准,中国投资有限责任公司于2007年9月29日宣告威立,注册资本金为2000亿美元,成为专门从事外汇资金投资业务的国有投资公司,以境外金融组合产品为主,开展多元投资,实现外汇资产保值增值,被视为中国主权财富基金的发端。
6、下列关于股票的清算价值的说法,正确的是( 。
A.股票清仓时,股票所能获得的出售价值B.股票的清算价值应与账面价值相等C.股票的清算价值是公司清算时每一股份所代表的实际价值D.公司破产清算时,其发行的股票的交易价值标准答案: c解析:股票的清算价值是公司清算时每一股份所代表的实际价值。
Office2010(含答案)
一、填空题：1.在Office2010中，Word2010默认保存文档的格式扩展名为(.docx),Excel2010默认保存工作薄的格式扩展为（.xlsx），PowerPoint2010默认保存文档的格式扩展名为(.pptx)。
2.在Word2010中,在(插入)选项卡的(符号)组中，可以插入公式和“符号”、编号等。
３.在PowerPoint2010中，通过(屏幕截图)功能，不但可以插入未最小化到任务栏的可视化窗口图片，还可以通过屏幕剪辑插入屏幕任何部分的图片。
4.在Excel2010中，在A1单元格内输入“101”，拖动该单元格填充柄至A8,则单元格中内容是（101）,按住Ctrl键，拖动该单元格填充柄至A8,则单元格中内容是（108）。
5,在Excel2010中求出相应数字绝对值的函数是（ABS），求所有参数平均值的函数是（AVERAGE），求最大值的函数是（MAX）, 计算符合指定条件的单元格区域内的数值和的函数是（SUMIF）统计某个单元格区域中符合指定条件的单元格数目的函数是（COUNTIF）6、在Word中，将鼠标指针移到文档左侧的选定区并连续快速单击鼠标左键 3次，来选定整篇文档。
7、在Word的编辑状态，选择了文档全文，若在“段落”对话框中设置行距为20磅的格式，应当选择“行距”列表框中的______。
固定值8、在Word的编辑状态中，粘贴操作的组合键是______。
Ctrl+V9、在Word编辑状态下，进行改变段落的缩进方式、调整左右边界等操作，最直观、快速的方法是利用______。
标尺10、Word文档的默认扩展名为______。
.DOCt11、一个新建的Excel文件默认包含 3 个工作表。
2/写出函数的含义，SUM( 求和 ),AVERAGE( 求平均值 ),MAX( 求最大值 )MIN( 求最小值 )12、单元格的地址表示方法有3种，分别为（相对地址）、（绝对地址）、（混合地址）13、筛选可以分为两种，（自动筛选）和（高级筛选）14、表示连续的单元格用（：），表示不相连的单元格用（，）15、在excel中，如果要将工作表冻结便于查看，可以用视图功能区的“冻结窗格”来实现。
2010年考研数学一真题及参考答案
2010考研数学（一）真题及参考答案一、选择题（1）、极限2lim ()()x x x x a x b ®¥æö=ç÷-+èø（ C ） A 、1 B 、e C 、a be - D 、b ae-【详解】【详解】()()2222ln 1()()()()()()()()lim lim lim ()()lim lim xx x x x x a x b x a x b x x x a b x ab a b x abxx x a x b x a x b x x a bx e e x a x b ee eæöæö-ç÷ç÷ç÷ç÷-+-+èøèø®¥®¥®¥-+æö-+ç÷ç÷-+-+èø®¥®¥-æö==ç÷-+èø===（2）、设函数(,)z z x y =，由方程(,)0y z F x x =确定，其中F 为可微函数，且20F ¢¹，则z zx y u y¶¶+=¶¶（ B ）A 、xB 、zC 、x -D z -【详解】【详解】 等式两边求全微分得：121212()()()0x x y y z z Fu F v dx Fu F v dy Fu F v dz ¢¢¢¢¢¢+++++=， 所以有，1212x x z z F u F v z x F u F v ¢¢+¶=-¢¢¶+，1212yy z z Fu F v z y Fu F v ¢¢+¶=-¢¢¶+， 其中，2x y u x =-，1y u x =，0z u =，2x z v x =-，0yv =，1z v x=，代入即可。
ACCA 历年真题f5_2009_jun_q
P a p e r F 5This is a blank page.The question paper begins on page 3.2ALL FIVE questions are compulsory and MUST be attempted1Yam Co is involved in the proc essing of sheet metal into produc ts A, B and C using three proc esses, pressing, stretching and rolling. Like many businesses Yam faces tough price competition in what is a mature world market.The factory has 50 production lines each of which contain the three processes: Raw material for the sheet metal is first pressed then stretched and finally rolled. The processing capacity varies for each process and the factory manager has provided the following data:Processing time per metre in hoursProduct A Product B Product CPressing0·500·500·40Stretching0·250·400·25Rolling0·400·250·25The factory operates for 18 hours each day for five days per week. It is closed for only two weeks of the year for holidays when maintenance is carried out. On average one hour of labour is needed for each of the 225,000 hours of factory time. Labour is paid $10 per hour.The raw materials cost per metre is $3·00 for product A, $2·50 for product B and $1·80 for product C. Other factory costs (excluding labour and raw materials) are $18,000,000 per year. Selling prices per metre are $70 for product A, $60 for product B and $27 for product C.Yam carries very little inventory.Required:(a)Identify the bottleneck process and briefly explain why this process is described as a ‘bottleneck’.(3 marks)(b)Calculate the throughput accounting ratio (TPAR) for each product assuming that the bottleneck process isfully utilised. (8 marks)(c)Assuming that the TPAR of product C is less than 1:(i)Explain how Yam could improve the TPAR of product C. (4 marks)(ii)Briefly discuss whether this supports the suggestion to cease the production of product C and briefly outline three other factors that Yam should consider before a cessation decision is taken.(5 marks)(20 marks)3[P.T.O.2Oliver is the owner and manager of Oliver’s Salon which is a quality hairdresser that experiences high levels of competition. The salon traditionally provided a range of hair services to female clients only, including cuts, colouring and straighteningA year ago, at the start of his 2009 financial year, Oliver decided to expand his operations to include the hairdressingneeds of male clients. Male hairdressing prices are lower, the work simpler (mainly hair cuts only) and so the time taken per male client is much less.The prices for the female clients were not increased during the whole of 2008 and 2009 and the mix of services provided for female clients in the two years was the same.The latest financial results are as follows:20082009$$$$ Sales200,000238,500 Less cost of sales:Hairdressing staff costs65,00091,000Hair products –female29,00027,000Hair products – male8,000––––––––––––––94,000126,000––––––––––––––––Gross profit106,000112,500 Less expenses:Rent10,00010,000Administration salaries9,0009,500Electricity7,0008,000Advertising2,0005,000––––––––––––––T otal expenses28,00032,500––––––––––––––––Profit78,00080,000––––––––––––––––Oliver is disappointed with his financial results. He thinks the salon is much busier than a year ago and was expecting more profit. He has noted the following extra information:1.Some female clients complained about the change in atmosphere following the introduction of male services,which created tension in the salon.2.T wo new staff were recruited at the start of 2009. The first was a junior hairdresser to support the specialisthairdressers for the female clients. She was appointed on a salary of $9,000 per annum. The second new staff member was a specialist hairdresser for the male clients. There were no increases in pay for existing staff at the start of 2009 after a big rise at the start of 2008 which was designed to cover two years’ worth of increases.Oliver introduced some non-financial measures of success two years ago.20082009Number of complaints1246Number of male client visits03,425Number of female client visits8,0006,800Number of specialist hairdressers for female clients45Number of specialist hairdressers for male clients014Required:(a)Calculate the average price for hair services per male and female client for each of the years 2008 and 2009.(3 marks)(b)Assess the financial performance of the Salon using the data above. (11 marks)(c)Analyse and comment on the non-financial performance of Oliver’s business, under the headings of qualityand resource utilisation.(6 marks)(20 marks)5[P.T.O.3Crumbly Cakes make cakes, which are sold directly to the public. The new production manager (a celebrity chef) has argued that the business should use only organic ingredients in its cake production. Organic ingredients are more expensive but should produce a product with an improved flavour and give health benefits for the customers. It was hoped that this would stimulate demand and enable an immediate price increase for the cakes.Crumbly Cakes operates a responsibility based standard costing system which allocates variances to specific individuals. The individual managers are paid a bonus only when net favourable variances are allocated to them.The new organic cake production approach was adopted at the start of March 2009, following a decision by the new production manager. No change was made at that time to the standard costs card. The variance reports for February and March are shown below (Fav = Favourable and Adv = Adverse)Manager responsible Allocated variancesFebruary March Variance $Variance $Production managerMaterial price (total for all ingredients)25Fav 2,100Adv Material mix 0600Adv Material yield20Fav 400Fav Sales managerSales price40Adv 7,000Fav Sales contribution volume35Adv3,000FavThe production manager is upset that he seems to have lost all hope of a bonus under the new system. The sales manager thinks the new organic cakes are excellent and is very pleased with the progress made.Crumbly Cakes operate a JIT stock system and holds virtually no inventory.Required:(a)Assess the performance of the production manager and the sales manager and indicate whether the currentbonus scheme is fair to those concerned.(7 marks)In April 2009 the following data applied:Standard cost card for one cake (not adjusted for the organic ingredient change)Ingred ients Kg $Flour 0·100·12 per kg Eggs 0·100·70 per kg Butter 0·101·70 per kg Sugar0·100·50 per kg T otal input0·40Normal loss (10%)(0·04)Standard weight of a cake 0·36Standard sales price of a cake0·85Standard contribution per cake after all variable costs0·356The budget for production and sales in April was 50,000 cakes. Actual production and sales was 60,000 cakes in the month, during which the following occurred:Ingredients used Kg$Flour5,700$741Eggs6,600$5,610Butter6,600$11,880Sugar4,578$2,747T otal input23,478$20,978Actual loss(1,878)Actual output of cake mixture21,600Actual sales price of a cake$0·99All cakes produced must weigh 0·36 kg as this is what is advertised.Required:(b)Calculate the material price, mix and yield variances and the sales price and sales contribution volumevariances for April. You are not required to make any comment on the performance of the managers.(13 marks)(20 marks)7[P.T.O.4Bits and Pieces (B&P) operates a retail store selling spares and accessories for the car market. The store has previously only opened for six days per week for the 50 working weeks in the year, but B&P is now considering also opening on Sundays.The sales of the business on Monday through to Saturday averages at $10,000 per day with average gross profit of 70% earned.B&P expects that the gross profit % earned on a Sunday will be 20 percentage points lower than the average earned on the other days in the week. This is because they plan to offer substantial discounts and promotions on a Sunday to attract customers. Given the price reduction, Sunday sales revenues are expected to be 60% more than the average daily sales revenues for the other days. These Sunday sales estimates are for new customers only, with no allowance being made for those customers that may transfer from other days.B&P buys all its goods from one supplier. This supplier gives a 5% discount on all purchases if annual spend exceeds $1,000,000.It has been agreed to pay time and a half to sales assistants that work on Sundays. The normal hourly rate is $20 per hour. In total five sales assistants will be needed for the six hours that the store will be open on a Sunday. They will also be able to take a half-day off (four hours) during the week. Staffing levels will be allowed to reduce slightly during the week to avoid extra costs being incurred.The staff will have to be supervised by a manager, currently employed by the company and paid an annual salary of $80,000. If he works on a Sunday he will take the equivalent time off during the week when the assistant manager is available to cover for him at no extra cost to B&P. He will also be paid a bonus of 1% of the extra sales generated on the Sunday project.The store will have to be lit at a cost of $30 per hour and heated at a cost of $45 per hour. The heating will come on two hours before the store opens in the 25 ‘winter’ weeks to make sure it is warm enough for customers to come in at opening time. The store is not heated in the other weeksThe rent of the store amounts to $420,000 per annum.Required:(a)Calculate whether the Sunday opening incremental revenue exceeds the incremental costs over a year (ignoreinventory movements) and on this basis reach a conclusion as to whether Sunday opening is financially justifiable.(12 marks)(b)Discuss whether the manager’s pay deal (time off and bonus) is likely to motivate him.(4 marks)(c)Briefly discuss whether offering substantial price discounts and promotions on Sunday is a good suggestion.(4 marks)(20 marks)85Northland’s major towns and cities are maintained by local government organisations (LGO), which are funded by central government. The LGOs submit a budget each year which forms the basis of the funds received.You are provided with the following information as part of the 2010 budget preparation.OverheadsOverhead costs are budgeted on an incremental basis, taking the previous year’s actual expenditure and adding a set % to allow for inflation. Adjustments are also made for known changes. The details for these are:Overhead cost category2009 cost ($)Known changes Inflation adjustmentbetween 2009 and 2010 Property cost120,000None+5%Central wages150,000Note 1 below+3%Stationery25,000Note 2 below0%Note 1: One new staff member will be added to the overhead team; this will cost $12,000 in 2010Note 2: A move towards the paperless office is expected to reduce stationery costs by 40% on the 2009 spend Road repairsIn 2010 it is expected that 2,000 metres of road will need repairing but a contingency of an extra 10% has been agreed.In 2009 the average cost of a road repair was $15,000 per metre repaired, but this excluded any cost effects of extreme weather conditions. The following probability estimates have been made in respect of 2010:Weather type predicted Probability Increase in repair costGood0·70Poor0·1+10%Bad0·2+25%Inflation on road repairing costs is expected to be 5% between 2009 and 2010.New roadsNew roads are budgeted on a zero base basis and will have to compete for funds along with other capital projects such as hospitals and schools.Required:(a)Calculate the overheads budget for 2010. (3 marks)(b)Calculate the budgets for road repairs for 2010. (6 marks)(c)Explain the problems associated with using expected values in budgeting by an LGO and explain why acontingency for road repairs might be needed. (8 marks)(d)Explain the process involved for zero based budgeting.(3 marks)(20 marks)9[P.T.O.10。
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F5 真题1 ALL FIVE questions are compulsory and MUST be attempted 1 Carad Co is an electronics company which makes two types of televisions - plasma screen TVs and LCD TVs. It operates within a highly competitive market and is constantly under pressure to reduce prices. Carad Co operates a standard costing system and performs a detailed variance analysis of both products on a monthly basis. Extracts from the management information for the month of November are shown below:
Note Total number of units made and sold 1,400 1 Material price variance $28,000 A 2 Total labour variance $6,050 A 3 Notes （1）The budgeted total sales volume for TVs was 1,180 units,consisting of an equal mix of plasma screen TVs and LCD screen TVs. Actual sales volume was 750 plasma TVs and 650 LCD TVs. Standard sales prices are $350 per unit for the plasma TVs and $300 per unit for the LCD TVs.The actual sales prices achieved during November were $330 per unit for plasma TVs and $290 per unit for LCD TVs. The standard contributions for plasma TVs and LCD TVs are $190 and $180 per unit respectively.
（2）The sole reason for this variance was an increase in the purchase price of one of its key components， X. Each plasma TV made and each LCD TV made requires one unit of component X,for which Carad Co's standard cost is $60 per unit. Due to a shortage of components in the market place,the market price for November went up to $85 per unit for X. Carad Co actually paid $80 per unit for it.
（3）Each plasma TV uses 2 standard hours of labour and each LCD TV uses 1·5 standard hours of labour.The standard cost for labour is $14 per hour and this also reflects the actual cost per labour hour for the company's permanent staff in November. However,because of the increase in sales and production volumes in November,the company also had to use additional temporary labour at the higher cost of $18 per hour.The total capacity of Carad’s permanent workforce is 2,200 hours production per month,assuming full efficiency.In the month of November,the permanent workforce were wholly efficient,taking exactly 2 hours to complete each plasma TV and exactly 1·5 hours to produce each LCD TV.The total labour variance therefore relates solely to the temporary workers,who took twice as long as the permanent workers to complete their production.
Required: （a）Calculate the following for the month of November,showing all workings clearly： （i）The sales price variance and sales volume contribution variance; （6 marks） （ii）The material price planning variance and material price operational variance; （2 marks）
（iii）The labour rate variance and the labour efficiency variance. （7 marks） （b）Explain the reasons why Carad Co would be interested in the material price planning variance and the material price operational variance. （5 marks）
（20 marks） 真题2
2 The Accountancy Teaching Co（AT Co）is a company specialising in the provision of accountancy tuition courses in the private sector.It makes up its accounts to 30 November each year.In the year ending 30 November 2009,it held 60% of market share.However,over the last twelve months,the accountancy tuition market in general has faced a 20% decline in demand for accountancy training leading to smaller class sizes on courses.In 2009 and before,AT Co suffered from an ongoing problem with staff retention,which had a knock-on effect on the quality of service provided to students.Following the completion of developments that have been ongoing for some time,in 2010 the company was able to offer a far-improved service to students.The developments included:
- A new dedicated 24 hour student helpline - An interactive website providing instant support to students - A new training programme for staff - An electronic student enrolment system - An electronic marking system for the marking of students' progress tests.The costs of marking electronically were expected to be $4 million less in 2010 than marking on paper.Marking expenditure is always included in cost of sales Extracts from the management accounts for 2009 and 2010 are shown below:
2009 2010 $'000 $'000 $'000 $'000 Turnover 72,025 66,028 Cost of sales （52,078） （42,056） ————— ————— Gross profit 19,947 23,972 Indirect expenses： Marketing 3,291 4,678 Property 6,702 6,690 Staff training 1,287 3,396 Interactive website running costs - 3，270
Student helpline running costs - 2,872
Enrolment costs 5,032 960 ------- ------- Total indirect expenses （16,312） （21,866） ------- ------- Net operating profit 3,635 2,106 ------- -------