SlideShare a Scribd company logo
1 of 28
Download to read offline
1133
CHAPTER 2
BASIC MANAGEMENT ACCOUNTING CONCEPTS
QUESTIONS FOR WRITING AND DISCUSSION
1. Product costing accuracy means assigning
the cost of the resources consumed by a
cost object to that cost object.
2. A cost object is any item for which costs are
measured and assigned, including such
things as products, plants, projects, depart-
ments, and activities.
3. An activity is a basic unit of work performed
within an organization. Examples include
material handling, inspection, purchasing,
billing, and maintenance.
4. A direct cost is a cost that can be traced to a
cost object. An indirect cost is a cost that
cannot be traced to cost objects.
5. Traceability is the ability to assign a cost
directly to a cost object in an economically
feasible way using a causal relationship.
Tracing is the assignment of costs to cost
objects using either an observable measure
of the cost object’s resource consumption or
factors that allegedly capture the causal re-
lationship.
6. Allocation is the assignment of indirect costs
to cost objects based on convenience or as-
sumed linkages.
7. Drivers are factors that cause changes in
resource usage, activity usage, costs, and
revenues. Resource drivers measure the
demands placed on resources by activities
and are used to assign the cost of resources
to activities. Example: time used to assign
the cost of supervision to individual activi-
ties. Activity drivers measure the demands
placed on activities by cost objects and are
used to assign the cost of activities to cost
objects. Example: number of inspection
hours used to assign the cost of inspection
to individual products.
8. Direct tracing is the process of assigning
costs to cost objects based on physically
observable causal relationships. Driver trac-
ing is assigning costs using drivers, which
are causal factors. The driver approach re-
lies on identification of factors that allegedly
capture the causal relationship. Direct trac-
ing relies on physical observation of the
causal relationship and, therefore, is more
reliable.
9. Driver tracing is the use of drivers to trace
costs to cost objects. Often, this means that
costs are first traced to activities using re-
source drivers and then to cost objects using
activity drivers.
10. A tangible product is a good that is made by
converting raw materials through the use of
labor and capital inputs.
11. A service is a task or activity performed for a
customer or an activity performed by a cus-
tomer using an organization’s products or
facilities.
12. Services differ from tangible products on
four important dimensions: intangibility, peri-
shability, inseparability, and heterogeneity.
Intangibility means that buyers of services
cannot see, feel, taste, or hear a service be-
fore it is bought. Perishability means that
services cannot be stored. Inseparability
means that producers of services and buy-
ers of services must be in direct contact (not
true for tangible products). Heterogeneity
means that there is a greater chance of var-
iation in the performance of services than in
the production of products.
13. Three examples of product cost definitions
are value-chain, operating, and traditional
definitions. The value-chain definition in-
cludes cost assignments for all value-chain
activities. Operating product costs include all
costs except for research and development.
Traditional product costs include only pro-
duction costs. Different costs are needed
because they serve different managerial ob-
jectives.
14. The three cost elements that determine the
cost of making a product are direct mate-
rials, direct labor, and overhead.
15. The income statement for a service firm
does not need a supporting cost of goods
manufactured schedule. Because services
cannot be stored, the cost of services pro-
1144
duced equals the cost of services sold (not
necessarily true for a manufacturing firm).
16. There are six essential differences. Activity-
based cost management systems use more
drivers; are tracing intensive instead of allo-
cation intensive; use broad, flexible product
cost definitions; focus on managing activities
instead of managing costs; emphasize sys-
temwide performance over individual unit
performance; and use both nonfinancial and
financial performance measures. Functional-
based cost management systems emphas-
ize only financial measures.
17. For companies that have increased decision
error costs and decreased measurement
costs, a move to an activity-based cost
management system is called for. Factors
that affect the decision to move to an activi-
ty-based cost management system include
more powerful and cheaper computing ca-
pabilities, increased competition, more fo-
cused production by competitors, deregula-
tion, and JIT manufacturing.
1155
EXERCISES
2–1
a. Driver tracing – the miles driven is an appropriate driver for the cost of
gas, oil, and wear and tear on tires, etc.
b. Direct tracing – the receipt for the lunch will be submitted for reim-
bursement.
c. Direct tracing – Mandy will have a receipt for the stamps and photocopy-
ing services purchased.
d. Allocation – Jed will probably add up the costs for a week or a month
and divide that total by the number of jobs. If the lawns differ significantly
in mowing area, he could divide by the number of hours worked (direct la-
bor hours) and get a cost per labor hour.
2–2
Possible drivers:
a. Number of statements
b. Pounds of laundry
c. Number of sales orders
d. Number of purchase orders
e. Number of inspections (also inspection hours)
f. Assembly hours
g. Hours of care
h. Processing hours (number of returns less desirable)
i. Number of parts (number of purchase orders)
j. Hours of therapy
2–3
a. Direct tracing
b. Allocation
c. Direct tracing
d. Direct tracing
e. Allocation
f. Allocation
g. Driver tracing – number of employees
h. Direct tracing
i. Direct tracing
1166
j. Allocation
k. Driving tracing – number of phones
l. Direct tracing
m. Allocation
2–4
a. Marketing
b. Servicing
c. Designing
d. Producing
e. Distributing
f. Producing
g. Marketing
h. Designing and developing
i. Servicing
j. Producing
k. Developing
l. Designing
m. Marketing
n. Distributing
o. Producing
2–5
a. Value-chain. The price needs to cover all product costs, including the costs of
developing, selling, and servicing.
b. Traditional. This approach is mandated for external reporting.
c. Value-chain. Product mix decisions should consider all costs, and the mix
that is the most profitable in the long run should be selected.
d. Operating. The designs should be driven by the effect they have on produc-
tion, marketing, and servicing costs. Thus, the operating product cost defini-
tion is the most relevant.
e. Traditional. This approach is mandated for external reporting.
f. Operating. Research and design costs are not relevant for a price decision
involving an existing product. Production, marketing, and servicing costs are
relevant, however.
g. Operating. Any special order should cover its costs which potentially include
production, marketing, and servicing costs.
h. Value-chain. This is a strategic decision that involves activities and costs
throughout the entire value chain.
1177
2-6
1. The two products that Holmes sells are playhouses and the installation of
playhouses. The playhouse itself is a tangible product, and the installation is a
service.
2. Holmes could assign the costs to production and to installation, but if the in-
stallation is a minor part of its business, it probably does not go to the trouble.
3. The opportunity cost of the installation process is the loss of the playhouses
that could have been built by the two workmen who were pulled off the produc-
tion line.
2-7
Product Cost PERIOD COST
Costs Direct
Materials
Direct
Labor
Overhead Selling
Expense
Administrative
Expense
Direct materials $216,000
Factory rent $ 24,000
Direct labor $120,000
Factory utilities 6,300
Supervision in the
factory
50,000
Indirect labor in
the factory
30,000
Depreciation on
factory equipment
9,000
Sales
commissions
$ 27,000
Sales salaries 65,000
Advertising 37,000
Depreciation on
the headquarters
building
$ 10,000
Salary of the cor-
porate receptionist
30,000
Other administra-
tive costs
175,000
Salary of the facto-
ry receptionist
28,000
Totals $216,000 $120,000 $147,300 $129,000 $215,000
2. Direct materials $216,000
Direct labor 120,000
Overhead 147,300
Total product cost $483,300
1188
3. Total period cost = $129,000 + $215,000 = $344,000
4. Unit product cost = $483,300/30,000 = $16.11
2-8
1. Direct materials $560,000
Direct labor 96,000
Overhead 220,000
Total product cost $876,000
2. Product cost per unit = Total product cost/Number of units
= $876,000/10,000 = $87.60
3. Direct materials $560,000
Direct labor 96,000
Total prime cost $656,000
4. Prime cost per unit = Total prime cost/Number of units
= $656,000/10,000 = $65.60
5. Direct labor $ 96,000
Overhead 220,000
Total conversion cost $316,000
6. Conversion cost per unit = Total conversion cost/Number of units
= $316,000/10,000 = $31.60
2-9
1. Beginning inventory, January 1 150
Purchases 1,000
Ending inventory, January 31 (614)
Calendars given out 536
2. Cost of calendars given out = 536 × $0.50 = $268
3. Cost of ending inventory = 614 × $0.50 = $307
1199
2–10
1. Sterling Company
Statement of Cost of Goods Manufactured
For the Month Ended February 28, 20XX
Direct materials:
Beginning inventory....................................... $ 73,000
Add: Purchases .............................................. 301,800
Materials available.......................................... $ 374,800
Less: Ending inventory.................................. 56,000
Direct materials used........................................... $ 318,800
Direct labor ........................................................... 210,400
Manufacturing overhead ..................................... 478,590
Total manufacturing costs added....................... $ 1,007,790
Add: Beginning work in process........................ 80,400
Total manufacturing costs .................................. $ 1,088,190
Less: Ending work in process ............................ 103,000
Cost of goods manufactured .............................. $ 985,190
2. Sterling Company
Statement of Cost of Goods Sold
For the Month Ended February 28, 20XX
Beginning finished goods inventory.................. 62,000
Add: Cost of goods manufactured..................... $ 985,190
Cost of goods available for sale......................... $ 1,047,190
Less: Ending finished goods inventory............. 95,240
Cost of goods sold............................................... $ 951,950
2200
2–11
1. Asher, Inc.
Income Statement: Absorption Costing
For the Year Ended December 31, 20XX
Sales (800,000 × $32) ........................................... $ 25,600,000
Less: Cost of goods sold (800,000 × $27).......... 21,600,000
Gross margin........................................................ $ 4,000,000
Less operating expenses:
Commissions (800,000 × $1.60)..................... $1,280,000
Administrative expenses ............................... 500,000
Advertising expenses .................................... 90,000 1,870,000
Income before income taxes............................... $ 2,130,000
Since there are no beginning or ending work-in-process inventories, the unit
cost multiplied by the units produced gives the cost of goods manufactured.
Since there are no beginning or ending finished goods, the cost of goods
sold is the same as the cost of goods manufactured. A supplemental sche-
dule is not necessary.
2211
2–11 Concluded
2. A cost of goods sold calculation is now necessary (shown as part of the in-
come statement below). There are 850,000 units available for sale, and if the
50,000 units @ $25 in beginning inventory are sold, that leaves 50,000 @ $27
in the ending inventory.
Radwin, Inc.
Income Statement: Absorption Costing
For the Year Ended December 31, 20XX
Sales (800,000 × $32) ........................................... $25,600,000
Less cost of goods sold:
Beginning finished goods(50,000* $25)........ $ 1,250,000
Cost of goods manufactured(800,000*$27).. 21,600,000
Cost of goods available for sale ................... $22,850,000
Less: Ending finished goods(50,000*$27).... 1,350,000 21,500,000
Gross margin........................................................ $ 4,100,000
Less operating expenses:
Commissions (800,000 × $1.60)..................... $ 1,280,000
Administrative expenses ............................... 500,000
Advertising expenses .................................... 90,000 1,870,000
Income before income taxes............................... $ 2,230,000
A finished goods inventory, with a FIFO assumption, increased income before
income taxes by $100,000. This occurred because 50,000 units from the be-
ginning finished goods inventory were assumed to be sold. These units cost
$2 less than the current units ($25 versus $27), creating the $100,000 increase
in income before income taxes.
2222
2–12
1. Mellon Company
Statement of Cost of Goods Manufactured
For the Year Ended December 31, 2008
(in thousands of dollars)
Direct materials:
Beginning inventory....................................... $10,400
Add: Purchases .............................................. 76,000
Materials available.......................................... $86,400
Less: Ending inventory.................................. 28,500
Direct materials used........................................... $ 57,900
Direct labor ........................................................... 52,500
Manufacturing overhead:
Supplies........................................................... $ 5,300
Insurance......................................................... 1,050
Supervision ..................................................... 9,675
Material handling ............................................ 11,000
Total overhead costs...................................... 27,025
Total current manufacturing costs..................... $ 137,425
Add: Beginning work in process........................ 47,500
Total manufacturing costs .................................. $ 184,925
Less: Ending work in process ............................ 42,000
Cost of goods manufactured .............................. $142,925
2. Mellon Company
Statement of Cost of Goods Sold
For the Year Ended December 31, 2008
(in thousands of dollars)
Beginning finished goods inventory.................. $ 20,055
Add: Cost of goods manufactured..................... 142,925
Cost of goods available for sale......................... $162,980
Less: Ending finished goods inventory............. 10,750
Cost of goods sold............................................... $152,230
3. Prime cost = Direct materials + Direct labor = $57,900 + $52,500 = $110,400
Conversion cost = Direct labor + Overhead = $52,500 + $27,025 = $79,525
2233
2–13
1. Beginning inventory, materials $ 14,000
Add: Purchases 175,000
Less: Ending inventory, materials (17,300)
Materials used in production $ 171,700
2. Prime cost = $171,700 + $30,960 = $202,660
3. Conversion cost = $30,960 + $145,000 = $175,960
4. Direct materials $ 171,700
Direct labor 30,960
Overhead 145,000
Cost of services $347,660
5. Muffle-Man
Income Statement
For the Month of April
Sales revenues..................................................... $ 410,000
Cost of services sold........................................... 347,660
Gross margin........................................................ $ 62,340
Less operating expenses:
Advertising and selling expense................... $25,000
Franchise fees (3 × $3,000) ............................ 9,000 34,000
Income before income taxes............................... $ 28,340
6. Muffle-Man produces and sells a service (replacing mufflers—a task per-
formed for a customer) that uses mufflers as direct materials. Remington
produces and sells a tangible product (mufflers). Services differ from tangible
products on four dimensions: intangibility, perishability, inseparability, and
heterogeneity. Intangibility means that buyers of services cannot see, feel,
hear, or taste, a service before it is bought. Perishability means that services
cannot be stored for future use by a consumer. Inseparability means that
producers of services and buyers of services must usually be in direct con-
tact for an exchange to take place. Heterogeneity means that there is a great-
er chance of variation in the performance of services than in the production
of products.
2244
2–14
1. Unit cost = $3,615,000/3,000,000
= $1.205 per pound
The other value-chain costs would be treated as period costs. Research and
development would be classified as an administrative cost, and marketing,
distribution, and service costs would be classified as selling costs.
2. Operating unit cost = $4,005,000*/3,000,000
= $1.335 per pound
*$3,615,000 + $300,000 + 0.25($360,000)
This cost includes manufacturing, distribution, packaging, and commissions.
This unit cost is especially important for strategic design and tactical profita-
bility analysis. For example, if design engineers know the operating costs and
why these costs are being incurred, then design activity can focus on reduc-
ing these costs.
3. Value-chain unit cost = $4,455,000*/3,000,000
= $1.485 per pound
*$3,615,000 + $300,000 + 0.25($360,000) + 0.25($1,800,000)
This unit cost is very important for pricing decisions, product mix decisions,
and strategic profitability analysis. For example, a product’s price must cover
all of its attributable costs and not just its manufacturing costs. If a product’s
price cannot do this, then it signals the need to reduce costs or increase pric-
es or perhaps even to quit producing the product.
4. Only one product is produced in the electrolyte plant. Thus, all costs incurred
within the plant are directly traceable to the product (manufacturing, distribu-
tion, and packaging costs). Product sales is the basis for assigning commis-
sions and research and development costs. It is probably a good consump-
tion measure for commissions, but has a dubious relationship with R&D.
Thus, we can classify the commission assignment as driver tracing and the
R&D assignment as allocation. It may be possible to improve the assignment
by assigning the R&D cost based on the time chemical engineers spend on
each product line (try to find a driver that really measures the cause-and-
effect relationship). Another possibility is to make the cost directly traceable
by decentralizing the R&D function.
2255
2–15
1. Given the description provided, we can conclude that Cariari uses a function-
al-based accounting system. First, evidence exists that product costs are on-
ly determined by production costs. Apparently, the financial accounting sys-
tem is driving the type of product cost information being produced. Second,
only direct labor hours, a unit-level driver, are used to assign overhead costs.
Since many overhead costs are likely to be caused by nonunit-level drivers,
this also suggests a strong reliance on allocation for cost assignment. Third,
the company attempts to control costs by encouraging departmental manag-
ers to meet budgeted levels of expenditures. The focus is on departmental
performance rather than systemwide performance. Further, departmental per-
formance is measured only by financial instruments. An ABM system empha-
sizes controlling costs by managing activities and their causes; it also uses
nonfinancial measures of performance.
2. Setup cost per direct labor hour = $100,000/100,000
= $1.00 per DLH
Setup cost assigned:
Automatic Model Manual Model
$1.00 × 30,000 DLH $ 30,000 $ —
$1.00 × 70,000 DLH — 70,000
Total $ 30,000 $ 70,000
Units produced ÷ 60,000 ÷ 40,000
Setup cost per unit $ 0.50 $ 1.75
It is not direct tracing because there is no exclusive physical association. If
direct labor hours is a causal factor that measures the consumption of setup
resources, then it could be classified as driver tracing. However, there ap-
pears to be little association between direct labor hours and setup cost con-
sumption. The automatic model uses more setup resources and less direct
labor hours than the manual model uses, respectively. Thus, this assignment
should be classified as allocation.
3. Setup hours is a more likely cause-and-effect measure of resource consump-
tion. The use of setup hours obtains an assignment rate of $10 per setup hour
($100,000/10,000 setup hours) and the following assignment:
Automatic Model Manual Model
$10.00 × 7,000 setup hrs. $ 70,000 $ —
$10.00 × 3,000 setup hrs. — 30,000
Total $ 70,000 $ 30,000
Units produced ÷ 60,000 ÷ 40,000
Setup cost per unit $ 1.17 $ 0.75
2266
The assignment is compatible with an ABM approach and not an FBM ap-
proach (setup hours is a nonunit-level driver).
2–16
1. d
2. e
3. a
4. c
5. e
2277
PROBLEMS
2–17
1. Nursing hours required per year: 4 × 24 hours × 364 days* = 34,944
*Note: 364 days = 7 days × 52 weeks
Number of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472
Annual nursing cost = (17 × $45,000) + $22,500
= $787,500
Cost per patient day = $787,500/10,000 days
= $78.75 per day (for either type of patient)
2. Nursing hours act as the driver. If intensive care uses half of the hours and
normal care the other half, then 50 percent of the $787,500 total cost is as-
signed to each patient category. Thus, the cost per patient day by patient cat-
egory is as follows:
Intensive care = ($787,500 × 0.50)/2,000 days
= $196.88 per day
Normal care = ($787,500 × 0.50)/8,000 days
= $49.22 per day
The cost assignment reflects the actual usage of the nursing resource and,
thus, should be more accurate. Patient days would be accurate only if inten-
sive care patients used the same nursing hours per day as normal care pa-
tients.
3. The salary of the nurse assigned only to intensive care is a directly traceable
cost. To assign the other nursing costs, the hours of additional usage would
need to be measured. Thus, both direct tracing and driver tracing would be
used to assign nursing costs for this new setting.
2288
2–17 Concluded
4. It would be very difficult to use direct tracing for laundry costs. Segregating
laundry by patient is possible but impractical. For one thing, the amount of
laundry for each patient likely would not justify running separate loads. Fur-
thermore, if we add to this the fact that laundry also operates to service other
areas such as surgery and the emergency room, then the impracticality be-
comes even more evident. Driver tracing is recommended. A measure of
usage such as pounds of laundry is more feasible. Total laundry costs di-
vided by total pounds of laundry provides a rate that can be used to assign
the laundry cost. For the two patient types, the pounds used by each type
would be needed so that the rate can be applied. In a practical sense, a sam-
ple could be taken and the average pounds per patient type per day could be
used to assign the cost to avoid repetitive weighing.
2–18
1. c
2. a
3. e
4. j
5. i
6. d
7. h
8. g
9. f
10. b
2–19
1. m
2. c
3. g
4. l
5. o
6. d
7. k
8. n
9. f
10. h
11. e
12. j
13. b
14. i
15. a
2299
2–20
Functional-based management accounting system:
Action Justification
a Performance; organizational subunit; managing costs
b Rewards manager for subunit performance
d Emphasizes performance of organizational subunit
g Emphasis on controlling costs
j Reward based on controlling costs (subunit performance)
l Emphasis on controlling costs
o Emphasis on subunit performance; controlling costs
Activity-based management accounting system:
Action Justification
c Activity-based cost used as input for activity control
e Emphasis on activity analysis
f Emphasis on managing activities (activity analysis)
h Managing activities
i Driver analysis
k Driver analysis; activity management
m Nonfinancial measure of performance
n Driver analysis; activity performance
3300
2–21
1. Cost of services $13,550,000
Less: Direct labor $12,000,000
Overhead 1,100,000 13,100,000
Direct materials used $450,000
2. Lebowski and Associates
Statement of Cost of Services Sold
For the Year Ended June 30, 2008
Direct materials:
Beginning inventory....................................... $ 200,000
Add: Purchases .............................................. 400,000
Materials available.......................................... $ 600,000
Less: Ending inventory.................................. 150,000*
Direct materials used........................................... $ 450,000
Direct labor ........................................................... 12,000,000
Overhead............................................................... 1,100,000
Total service costs added ................................... $ 13,550,000
Add: Beginning work in process........................ 900,000
Total production costs ........................................ $ 14,450,000
Less: Ending work in process ............................ 1,400,000
Cost of services sold........................................... $ 13,050,000
*Materials available less materials used
3. The dominant cost is direct labor (presumably the salaries of the 100 profes-
sionals). Although labor is the major cost of providing many services, it is not
always the case. For example, the dominant cost for some medical services
may be overhead (e.g., CAT scans). In some services, the dominant cost may
be materials (e.g., funeral services).
3311
2–21 Concluded
4. Lebowski and Associates
Income Statement
For the Year Ended June 30, 2008
Sales...................................................................... $18,330,000
Cost of services sold........................................... 13,050,000
Gross margin........................................................ $ 5,280,000
Less operating expenses:
Selling expenses ............................................ $ 600,000
Administrative expenses ............................... 500,000 1,100,000
Income before income taxes............................... $ 4,180,000
5. Services have four attributes that are not possessed by tangible products: (1)
intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intan-
gibility means that the buyers of services cannot see, feel, hear, or taste a
service before it is bought. Perishability means that services cannot be
stored. This property affects the computation in Requirement 1. Inability to
store services means that there will never be any finished goods inventories,
thus making the cost of services produced equivalent to cost of services
sold. Inseparability simply means that providers and buyers of services must
be in direct contact for an exchange to take place. Heterogeneity refers to the
greater chance for variation in the performance of services than in the pro-
duction of tangible products.
3322
2–22
1. Kimmelman Company
Statement of Cost of Goods Manufactured
For the Year Ended December 31, 2008
Direct materials:
Beginning inventory....................................... $ 93,600
Add: Purchases .............................................. 675,000
Materials available.......................................... $768,600
Less: Ending inventory.................................. 133,600
Direct materials used ..................................... $ 635,000
Direct labor ........................................................... 400,000
Manufacturing overhead:
Indirect labor................................................... $ 80,000
Rent.................................................................. 84,000
Supplies........................................................... 14,600
Depreciation.................................................... 120,000
Utilities............................................................. 23,912
Total overhead costs...................................... 322,512
Total manufacturing costs added....................... $ 1,357,512
Add: Beginning work in process........................ 26,082
Total manufacturing costs .................................. $ 1,383,594
Less: Ending work in process ............................ 29,992
Cost of goods manufactured .............................. $ 1,353,602
2. Average unit cost = $1,353,602/5,000 = $270.72
3333
2–22 Concluded
3. Kimmelman Company
Income Statement
For the Year Ended December 31, 2008
Sales (4,800* × $650)............................................ $ 3,120,000
Less cost of goods sold:
Beginning finished goods inventory ............ $ 160,000
Add: Cost of goods manufactured ............... 1,353,602
Cost of goods available for sale ................... $ 1,513,602
Less: Ending finished goods inventory ....... 228,200 1,285,402
Gross margin........................................................ $ 1,834,598
Less operating expenses:
Salary, sales supervisor ................................ $ 180,000
Commissions, salespersons ......................... 360,000
Administrative expenses ............................... 600,000 1,140,000
Income before income taxes............................... $ 694,598
*600 + 5,000 – 800 = 4,800 units sold
3344
2–23
1. Direct materials:
Magazine (5,000 × $0.40) $ 2,000
Brochure (10,000 × $0.08) 800 $ 2,800
Direct labor:
Magazine [(5,000/20) × $10] $ 2,500
Brochure [(10,000/100) × $10] 1,000 3,500
Manufacturing overhead:
Rent $ 1,400
Depreciation [($40,000/20,000) × 350*] 700
Setups 600
Insurance 140
Power 350 3,190
Cost of goods manufactured $ 9,490
*Production is 20 units per printing hour for magazines and 100 units per
printing hour for brochures, yielding monthly machine hours of 350
[(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor
only operates the presses.
2. Direct materials $ 2,800
Direct labor 3,500
Total prime costs $ 6,300
Magazine:
Direct materials $ 2,000
Direct labor 2,500
Total prime costs $ 4,500
Brochure:
Direct materials $ 800
Direct labor 1,000
Total prime costs $ 1,800
Direct tracing was used to assign prime costs to the two products.
3355
2–23 Continued
3. Total monthly conversion cost:
Direct labor $ 3,500
Overhead 3,190
Total $ 6,690
Magazine:
Direct labor $ 2,500
Overhead:
Power ($1 × 250) $ 250
Depreciation ($2 × 250) 500
Setups (2/3 × $600) 400
Rent and insurance ($4.40 × 250 DLH)* 1,100 2,250
Total $ 4,750
Brochure:
Direct labor $ 1,000
Overhead:
Power ($1 × 100) $ 100
Depreciation ($2 × 100) 200
Setups (1/3 × $600) 200
Rent and insurance ($4.40 × 100 DLH)* 440 940
Total $ 1,940
*Rent and insurance cannot be traced to each product so the costs are as-
signed using direct labor hours: $1,540/350 DLH = $4.40 per direct labor
hour. The other overhead costs are traced according to their usage. Depreci-
ation and power are assigned by using machine hours (250 for magazines
and 100 for brochures): $350/350 = $1.00 per machine hour for power and
$40,000/20,000 = $2.00 per machine hour for depreciation. Setups are as-
signed according to the time required. Since magazines use twice as much
time, they receive twice the cost: Letting X = the proportion of setup time
used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for
magazines and 1/3 for brochures.
3366
2–23 Concluded
4. Sales [(5,000 × $1.80) + (10,000 × $0.45)] ........... $13,500
Less cost of goods sold...................................... 9,490
Gross margin........................................................ $ 4,010
Less operating expenses:
Selling.............................................................. $ 500a
Administrative................................................. 1,500b
2,000
Income before income taxes............................... $ 2,010
a
Distribution of goods is a selling expense.
b
A case could be made for assigning part of her salary to production. Howev-
er, since she is responsible for coordinating and managing all business
functions, an administrative classification is more convincing.
3377
MANAGERIAL DECISION CASES
2–24
1. Production Selling Administrative
(DL) Machine operators Utilities
(DL) Other direct labor Rent
(OH) Supervisory salaries CPA fees
(DM) Pipe Adm. Salaries* Adm. Salaries*
(OH) Tires and fuel Advertising
(OH) Depreciation
(OH) Salaries of mechanics
* Adm. Salaries are split between Selling and Administrative because Jack
spends his time equally between the selling and administrative functions.
2. Gateway Construction Company
Income Statement
For the Year Ended December 31, 2006
Sales (18,200 x $165) ........................................... $ 3,003,000
Cost of services sold:
Direct materials............................................... $ 1,401,340
Direct labor...................................................... 483,700
Supervisory salaries ...................................... 70,000
Tires and fuel .................................................. 418,600
Depreciation, equipment................................ 198,000
Salaries of mechanics.................................... 50,000 2,621,640
Gross margin........................................................ $ 381,360
Administrative expenses:
Utilities............................................................. $ 24,000
Rent, office building ....................................... 24,000
CPA fees.......................................................... 20,000
Administrative salaries*................................. 57,000 125,000
Selling expenses:
Sales salaries* ................................................ $ 57,000
Advertising...................................................... 15,000 72,000
Income before income taxes............................... $ 184,360
*1/2 × $114,000
Average cost per equipment hour: $2,621,640/18,200 = $144.05 (rounded)
3388
2–24 Concluded
3. Traceable costs using equipment hours:
Machine operators $ 218,000
Other direct labor 265,700
Pipe 1,401,340
Tires and fuel 418,600
Depreciation, equipment 198,000
Salaries of mechanics 50,000
Total $ 2,551,640
Machine operators, tires and fuel, and depreciation are all directly caused by
equipment usage, which is measured by equipment hours. One can also ar-
gue that the maintenance required is also a function of equipment hours and
so the salaries of mechanics can be assigned using equipment hours. Pipe
and other direct labor can be assigned using equipment hours because their
usage should be highly correlated with equipment hours. That is, equipment
hours increase because there is more pipe being laid. As hours increase, so
does the pipe usage. A similar argument can be made for other direct labor.
Actually, it is not necessary to use equipment hours to assign pipe or other
direct labor because these two costs are directly traceable to jobs.
Traceable cost per equipment hour = $2,551,640/18,200
= $140.20 per hour
3399
2–25
1. Leroy should politely and firmly decline the offer. The offer includes an impli-
cit request to use confidential information to help Jean win the bid. Use of
such information for personal advantage is wrong. Leroy has a professional
and personal obligation to his current employer. This obligation must take
precedence over the opportunity for personal financial gain.
2. If Leroy agrees to review the bid, he will likely use his knowledge of his cur-
rent employer’s position to help Jean win the bid. In fact, an agreement to
help probably would reflect a desire for the bonus and new job with the asso-
ciated salary increase. Helping would likely ensure that Jean would win the
bid. Leroy was concerned about the political fallout and subsequent investi-
gation revealing his involvement—especially if he sent up a red flag by
switching to his friend’s firm. An investigation may reveal the up-front bonus
and increase the suspicion about Leroy’s involvement. There is a real possi-
bility that Leroy could be implicated. Whether this would lead to any legal dif-
ficulties is another issue. At the very least, some tarnishing of his profession-
al reputation and personal character is possible. Some risk to Leroy exists.
The amount of risk, though, should not be a factor in Leroy’s decision. What
is right should be the central issue, not the likelihood of getting caught.
3. Leroy has a responsibility to refrain from disclosing confidential information
acquired in the course of his work except when authorized, unless legally
obligated to do so (II-1), and to refrain from using or appearing to use confi-
dential information acquired in the course of his work for unethical or illegal
advantage either personally or through a third party (II-3). He also has a re-
sponsibility to avoid actual or apparent conflicts of interest and advise all
appropriate parties of any potential conflict (III-1); to refuse any gift, favor,
or hospitality that would influence his actions (III-3); and to refrain from ei-
ther actively or passively subverting the attainment of the organization’s le-
gitimate and ethical objectives.
RESEARCH ASSIGNMENTS
2–26
Answers will vary.
2–27
Answers will vary.
4400

More Related Content

What's hot

Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5Dwi Wahyu
 
Chapter 6 Job Order and Process Costing
Chapter 6 Job Order and Process CostingChapter 6 Job Order and Process Costing
Chapter 6 Job Order and Process CostingYesica Adicondro
 
Chapter 8 Budgeting For Planning and Control
Chapter 8 Budgeting For Planning and ControlChapter 8 Budgeting For Planning and Control
Chapter 8 Budgeting For Planning and ControlYesica Adicondro
 
Contoh soal analisis biaya (2)
Contoh soal analisis biaya (2)Contoh soal analisis biaya (2)
Contoh soal analisis biaya (2)Diana Marlyna
 
Chapter 3 activity cost behavior
Chapter 3 activity cost behaviorChapter 3 activity cost behavior
Chapter 3 activity cost behaviorYesica Adicondro
 
Sistem Biaya dan Akumulasi Biaya
Sistem Biaya dan Akumulasi Biaya Sistem Biaya dan Akumulasi Biaya
Sistem Biaya dan Akumulasi Biaya Mandiri Sekuritas
 
Siklus pendapatan penjualan dan penerimaan kas
Siklus pendapatan penjualan dan penerimaan kasSiklus pendapatan penjualan dan penerimaan kas
Siklus pendapatan penjualan dan penerimaan kasSukaBohong
 
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11Dwi Wahyu
 
Operasi dan produktivitas
Operasi dan produktivitas Operasi dan produktivitas
Operasi dan produktivitas Eni Cahyani
 
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN Falanni Firyal Fawwaz
 
C 14 indo INTERMEDIATE 2
C 14 indo INTERMEDIATE 2C 14 indo INTERMEDIATE 2
C 14 indo INTERMEDIATE 2rohima _yesung
 
Ch12 - accounting intermediate - IND
Ch12 - accounting intermediate - INDCh12 - accounting intermediate - IND
Ch12 - accounting intermediate - INDMaiya Maiya
 
Chapter 17 Environmental Cost Management
Chapter 17 Environmental Cost ManagementChapter 17 Environmental Cost Management
Chapter 17 Environmental Cost ManagementYesica Adicondro
 
Bab. 6 Perhitungan Biaya Pesanan dan Biaya Proses
Bab. 6 Perhitungan Biaya Pesanan dan Biaya ProsesBab. 6 Perhitungan Biaya Pesanan dan Biaya Proses
Bab. 6 Perhitungan Biaya Pesanan dan Biaya ProsesFitri Ayu Kusuma Wijayanti
 
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning Tool
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning ToolChapter 11 Cost Volume Profit Analysis : A Managerial Planning Tool
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning ToolYesica Adicondro
 
Perhitungan biaya pesanan dan biaya proses
Perhitungan biaya pesanan dan biaya prosesPerhitungan biaya pesanan dan biaya proses
Perhitungan biaya pesanan dan biaya prosesIffa Tabahati
 
Akuntansi manajerial dan konsep biaya
Akuntansi manajerial dan konsep biayaAkuntansi manajerial dan konsep biaya
Akuntansi manajerial dan konsep biayaArif Setiawan
 
Siklus buku besar dan pelaporan keuangan
Siklus buku besar dan pelaporan keuanganSiklus buku besar dan pelaporan keuangan
Siklus buku besar dan pelaporan keuangandoniefendi
 

What's hot (20)

Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 5
 
Chapter 6 Job Order and Process Costing
Chapter 6 Job Order and Process CostingChapter 6 Job Order and Process Costing
Chapter 6 Job Order and Process Costing
 
Chapter 8 Budgeting For Planning and Control
Chapter 8 Budgeting For Planning and ControlChapter 8 Budgeting For Planning and Control
Chapter 8 Budgeting For Planning and Control
 
Contoh soal analisis biaya (2)
Contoh soal analisis biaya (2)Contoh soal analisis biaya (2)
Contoh soal analisis biaya (2)
 
Chapter 3 activity cost behavior
Chapter 3 activity cost behaviorChapter 3 activity cost behavior
Chapter 3 activity cost behavior
 
Sistem Biaya dan Akumulasi Biaya
Sistem Biaya dan Akumulasi Biaya Sistem Biaya dan Akumulasi Biaya
Sistem Biaya dan Akumulasi Biaya
 
Perencanaan Laba
Perencanaan LabaPerencanaan Laba
Perencanaan Laba
 
Siklus pendapatan penjualan dan penerimaan kas
Siklus pendapatan penjualan dan penerimaan kasSiklus pendapatan penjualan dan penerimaan kas
Siklus pendapatan penjualan dan penerimaan kas
 
Ch11 depresiasi aset
Ch11 depresiasi asetCh11 depresiasi aset
Ch11 depresiasi aset
 
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11
Akuntansi Manajemen Edisi 8 oleh Hansen & Mowen Bab 11
 
Operasi dan produktivitas
Operasi dan produktivitas Operasi dan produktivitas
Operasi dan produktivitas
 
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN
PERHITUNGAN BIAYA VARIABEL DAN LAPORAN SEGMEN ALAT UNTUK MANAJEMEN
 
C 14 indo INTERMEDIATE 2
C 14 indo INTERMEDIATE 2C 14 indo INTERMEDIATE 2
C 14 indo INTERMEDIATE 2
 
Ch12 - accounting intermediate - IND
Ch12 - accounting intermediate - INDCh12 - accounting intermediate - IND
Ch12 - accounting intermediate - IND
 
Chapter 17 Environmental Cost Management
Chapter 17 Environmental Cost ManagementChapter 17 Environmental Cost Management
Chapter 17 Environmental Cost Management
 
Bab. 6 Perhitungan Biaya Pesanan dan Biaya Proses
Bab. 6 Perhitungan Biaya Pesanan dan Biaya ProsesBab. 6 Perhitungan Biaya Pesanan dan Biaya Proses
Bab. 6 Perhitungan Biaya Pesanan dan Biaya Proses
 
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning Tool
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning ToolChapter 11 Cost Volume Profit Analysis : A Managerial Planning Tool
Chapter 11 Cost Volume Profit Analysis : A Managerial Planning Tool
 
Perhitungan biaya pesanan dan biaya proses
Perhitungan biaya pesanan dan biaya prosesPerhitungan biaya pesanan dan biaya proses
Perhitungan biaya pesanan dan biaya proses
 
Akuntansi manajerial dan konsep biaya
Akuntansi manajerial dan konsep biayaAkuntansi manajerial dan konsep biaya
Akuntansi manajerial dan konsep biaya
 
Siklus buku besar dan pelaporan keuangan
Siklus buku besar dan pelaporan keuanganSiklus buku besar dan pelaporan keuangan
Siklus buku besar dan pelaporan keuangan
 

Similar to Chapter 2 Basic Management Accounting Concepts

Managerial Accounting 8th Edition Hansen Solutions Manual
Managerial Accounting 8th Edition Hansen Solutions ManualManagerial Accounting 8th Edition Hansen Solutions Manual
Managerial Accounting 8th Edition Hansen Solutions ManualIllanaIllana
 
PENGEKOSAN PRODUCTION OPERATION topic2 types of cost
PENGEKOSAN PRODUCTION OPERATION topic2 types of costPENGEKOSAN PRODUCTION OPERATION topic2 types of cost
PENGEKOSAN PRODUCTION OPERATION topic2 types of costEwan Raf II
 
Swati cost analysis rm
Swati cost analysis rmSwati cost analysis rm
Swati cost analysis rmSaket Singh
 
Introduction to cosrt accounting.ppt short notes
Introduction to cosrt accounting.ppt short notesIntroduction to cosrt accounting.ppt short notes
Introduction to cosrt accounting.ppt short notestanishaarora249
 
Ch 5 hansen mowen
Ch 5 hansen mowenCh 5 hansen mowen
Ch 5 hansen mowenidka sn
 
10 Mangerial Accounting 10 Cost Accounting.ppt
10 Mangerial Accounting 10 Cost Accounting.ppt10 Mangerial Accounting 10 Cost Accounting.ppt
10 Mangerial Accounting 10 Cost Accounting.pptOuardaMicrobiologist
 
glossary Cost accounting.docx
 glossary Cost accounting.docx glossary Cost accounting.docx
glossary Cost accounting.docxTasnim Haque
 
Intro to cost accounting
Intro to cost accountingIntro to cost accounting
Intro to cost accountingKunal Singhal
 
16-02-2023 accounting presentation.pptx
16-02-2023 accounting presentation.pptx16-02-2023 accounting presentation.pptx
16-02-2023 accounting presentation.pptxAqsaJaved52
 
Part III-Managerial Accounting.pptx
Part III-Managerial Accounting.pptxPart III-Managerial Accounting.pptx
Part III-Managerial Accounting.pptxamanueltafese2
 
Variance Analysis in Standard Costing
Variance Analysis in Standard CostingVariance Analysis in Standard Costing
Variance Analysis in Standard CostingVivek Mahajan
 
Cost accounting
Cost accountingCost accounting
Cost accountingSundar B N
 
Activity-Based Costing (ABC
Activity-Based Costing (ABCActivity-Based Costing (ABC
Activity-Based Costing (ABCAngie Miller
 

Similar to Chapter 2 Basic Management Accounting Concepts (20)

Managerial Accounting 8th Edition Hansen Solutions Manual
Managerial Accounting 8th Edition Hansen Solutions ManualManagerial Accounting 8th Edition Hansen Solutions Manual
Managerial Accounting 8th Edition Hansen Solutions Manual
 
PENGEKOSAN PRODUCTION OPERATION topic2 types of cost
PENGEKOSAN PRODUCTION OPERATION topic2 types of costPENGEKOSAN PRODUCTION OPERATION topic2 types of cost
PENGEKOSAN PRODUCTION OPERATION topic2 types of cost
 
Basics
BasicsBasics
Basics
 
Swati cost analysis rm
Swati cost analysis rmSwati cost analysis rm
Swati cost analysis rm
 
Introduction to cosrt accounting.ppt short notes
Introduction to cosrt accounting.ppt short notesIntroduction to cosrt accounting.ppt short notes
Introduction to cosrt accounting.ppt short notes
 
Ch 5 hansen mowen
Ch 5 hansen mowenCh 5 hansen mowen
Ch 5 hansen mowen
 
Costing
CostingCosting
Costing
 
Strategic Cost Management
Strategic Cost ManagementStrategic Cost Management
Strategic Cost Management
 
10 Mangerial Accounting 10 Cost Accounting.ppt
10 Mangerial Accounting 10 Cost Accounting.ppt10 Mangerial Accounting 10 Cost Accounting.ppt
10 Mangerial Accounting 10 Cost Accounting.ppt
 
glossary Cost accounting.docx
 glossary Cost accounting.docx glossary Cost accounting.docx
glossary Cost accounting.docx
 
Intro to cost accounting
Intro to cost accountingIntro to cost accounting
Intro to cost accounting
 
16-02-2023 accounting presentation.pptx
16-02-2023 accounting presentation.pptx16-02-2023 accounting presentation.pptx
16-02-2023 accounting presentation.pptx
 
BBA 3rd Sem Cost Accounting: Unit-4 - Overheads Theory
BBA 3rd Sem Cost Accounting: Unit-4 - Overheads TheoryBBA 3rd Sem Cost Accounting: Unit-4 - Overheads Theory
BBA 3rd Sem Cost Accounting: Unit-4 - Overheads Theory
 
Part III-Managerial Accounting.pptx
Part III-Managerial Accounting.pptxPart III-Managerial Accounting.pptx
Part III-Managerial Accounting.pptx
 
Intro to cost accounting
Intro to cost accountingIntro to cost accounting
Intro to cost accounting
 
Traditional & Abc
Traditional & AbcTraditional & Abc
Traditional & Abc
 
Traditional & Abc
Traditional & AbcTraditional & Abc
Traditional & Abc
 
Variance Analysis in Standard Costing
Variance Analysis in Standard CostingVariance Analysis in Standard Costing
Variance Analysis in Standard Costing
 
Cost accounting
Cost accountingCost accounting
Cost accounting
 
Activity-Based Costing (ABC
Activity-Based Costing (ABCActivity-Based Costing (ABC
Activity-Based Costing (ABC
 

More from Yesica Adicondro

Konsep Balanced Score Card
Konsep Balanced Score Card Konsep Balanced Score Card
Konsep Balanced Score Card Yesica Adicondro
 
Makalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriMakalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriYesica Adicondro
 
Makalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriMakalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriYesica Adicondro
 
Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Yesica Adicondro
 
Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Yesica Adicondro
 
Makalah kelompok 3 gudang garam
Makalah kelompok 3 gudang garamMakalah kelompok 3 gudang garam
Makalah kelompok 3 gudang garamYesica Adicondro
 
Makalah Perusahaan Gudang Garam
Makalah Perusahaan Gudang GaramMakalah Perusahaan Gudang Garam
Makalah Perusahaan Gudang GaramYesica Adicondro
 
Makalah kelompok 2 garuda citilink PPT
Makalah kelompok 2 garuda citilink PPTMakalah kelompok 2 garuda citilink PPT
Makalah kelompok 2 garuda citilink PPTYesica Adicondro
 
Makalah kelompok 2 garuda citilink
Makalah kelompok 2 garuda citilinkMakalah kelompok 2 garuda citilink
Makalah kelompok 2 garuda citilinkYesica Adicondro
 
Makalah kinerja operasi Indonesia PPT
Makalah kinerja operasi Indonesia PPT Makalah kinerja operasi Indonesia PPT
Makalah kinerja operasi Indonesia PPT Yesica Adicondro
 
Makalah kinerja operasi Indonesia
Makalah kinerja operasi IndonesiaMakalah kinerja operasi Indonesia
Makalah kinerja operasi IndonesiaYesica Adicondro
 
Business process reengineering PPT
Business process reengineering PPTBusiness process reengineering PPT
Business process reengineering PPTYesica Adicondro
 
Business process reengineering Makalah
Business process reengineering Makalah Business process reengineering Makalah
Business process reengineering Makalah Yesica Adicondro
 
Makalah Balanced Scorecard
Makalah Balanced Scorecard Makalah Balanced Scorecard
Makalah Balanced Scorecard Yesica Adicondro
 
Analisis Manajemen strategik PT garuda citilink
Analisis Manajemen strategik PT garuda citilinkAnalisis Manajemen strategik PT garuda citilink
Analisis Manajemen strategik PT garuda citilinkYesica Adicondro
 

More from Yesica Adicondro (20)

Strategi Tata Letak
Strategi Tata LetakStrategi Tata Letak
Strategi Tata Letak
 
Konsep Balanced Score Card
Konsep Balanced Score Card Konsep Balanced Score Card
Konsep Balanced Score Card
 
Makalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriMakalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi Bakri
 
Makalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi BakriMakalah kelompok Analisis Taksi Bakri
Makalah kelompok Analisis Taksi Bakri
 
Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia
 
Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia Makalah Analisis PT Kereta API Indonesia
Makalah Analisis PT Kereta API Indonesia
 
Makalah kelompok 3 gudang garam
Makalah kelompok 3 gudang garamMakalah kelompok 3 gudang garam
Makalah kelompok 3 gudang garam
 
Makalah Perusahaan Gudang Garam
Makalah Perusahaan Gudang GaramMakalah Perusahaan Gudang Garam
Makalah Perusahaan Gudang Garam
 
Makalah kelompok 2 garuda citilink PPT
Makalah kelompok 2 garuda citilink PPTMakalah kelompok 2 garuda citilink PPT
Makalah kelompok 2 garuda citilink PPT
 
Makalah kelompok 2 garuda citilink
Makalah kelompok 2 garuda citilinkMakalah kelompok 2 garuda citilink
Makalah kelompok 2 garuda citilink
 
Dmfi leaflet indonesian
Dmfi leaflet indonesianDmfi leaflet indonesian
Dmfi leaflet indonesian
 
Dmfi booklet indonesian
Dmfi booklet indonesian Dmfi booklet indonesian
Dmfi booklet indonesian
 
Makalah kinerja operasi Indonesia PPT
Makalah kinerja operasi Indonesia PPT Makalah kinerja operasi Indonesia PPT
Makalah kinerja operasi Indonesia PPT
 
Makalah kinerja operasi Indonesia
Makalah kinerja operasi IndonesiaMakalah kinerja operasi Indonesia
Makalah kinerja operasi Indonesia
 
Business process reengineering PPT
Business process reengineering PPTBusiness process reengineering PPT
Business process reengineering PPT
 
Business process reengineering Makalah
Business process reengineering Makalah Business process reengineering Makalah
Business process reengineering Makalah
 
PPT Balanced Scorecard
PPT Balanced Scorecard PPT Balanced Scorecard
PPT Balanced Scorecard
 
Makalah Balanced Scorecard
Makalah Balanced Scorecard Makalah Balanced Scorecard
Makalah Balanced Scorecard
 
Analisis Manajemen strategik PT garuda citilink
Analisis Manajemen strategik PT garuda citilinkAnalisis Manajemen strategik PT garuda citilink
Analisis Manajemen strategik PT garuda citilink
 
analisis PPT PT Japfa
analisis PPT PT Japfaanalisis PPT PT Japfa
analisis PPT PT Japfa
 

Recently uploaded

Aon-UK-DC-Pension-Tracker-Q1-2024. slideshare
Aon-UK-DC-Pension-Tracker-Q1-2024. slideshareAon-UK-DC-Pension-Tracker-Q1-2024. slideshare
Aon-UK-DC-Pension-Tracker-Q1-2024. slideshareHenry Tapper
 
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdf
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdfSeeman_Fiintouch_Newsletter_Apr-2024 (1).pdf
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdfAshis Kumar Dey
 
Introduction to Health Economics Dr. R. Kurinji Malar.pptx
Introduction to Health Economics Dr. R. Kurinji Malar.pptxIntroduction to Health Economics Dr. R. Kurinji Malar.pptx
Introduction to Health Economics Dr. R. Kurinji Malar.pptxDrRkurinjiMalarkurin
 
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGecko
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGeckoRWA Report 2024: Rise of Real-World Assets in Crypto | CoinGecko
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGeckoCoinGecko
 
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτος
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτοςΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτος
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτοςNewsroom8
 
Global Macroeconomics: Introducing GDP 2.0.pdf
Global Macroeconomics: Introducing GDP 2.0.pdfGlobal Macroeconomics: Introducing GDP 2.0.pdf
Global Macroeconomics: Introducing GDP 2.0.pdfnqsh
 
2B Nation-State.pptx contemporary world nation
2B  Nation-State.pptx contemporary world nation2B  Nation-State.pptx contemporary world nation
2B Nation-State.pptx contemporary world nationko9240888
 
Money Forward Integrated Report “Forward Map” 2024
Money Forward Integrated Report “Forward Map” 2024Money Forward Integrated Report “Forward Map” 2024
Money Forward Integrated Report “Forward Map” 2024Money Forward
 
Hello this ppt is about seminar final project
Hello this ppt is about seminar final projectHello this ppt is about seminar final project
Hello this ppt is about seminar final projectninnasirsi
 
ders 3.3 Unit root testing section 3 .pptx
ders 3.3 Unit root testing section 3 .pptxders 3.3 Unit root testing section 3 .pptx
ders 3.3 Unit root testing section 3 .pptxErgin Akalpler
 
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...Amil baba
 
2024-04-09 - Pension Playpen roundtable - slides.pptx
2024-04-09 - Pension Playpen roundtable - slides.pptx2024-04-09 - Pension Playpen roundtable - slides.pptx
2024-04-09 - Pension Playpen roundtable - slides.pptxHenry Tapper
 
ekthesi-trapeza-tis-ellados-gia-2023.pdf
ekthesi-trapeza-tis-ellados-gia-2023.pdfekthesi-trapeza-tis-ellados-gia-2023.pdf
ekthesi-trapeza-tis-ellados-gia-2023.pdfSteliosTheodorou4
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...marcuskenyatta275
 
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptx
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptxOAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptx
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptxhiddenlevers
 
Building pressure? Rising rents, and what to expect in the future
Building pressure? Rising rents, and what to expect in the futureBuilding pressure? Rising rents, and what to expect in the future
Building pressure? Rising rents, and what to expect in the futureResolutionFoundation
 
Demographic transition and the rise of wealth inequality
Demographic transition and the rise of wealth inequalityDemographic transition and the rise of wealth inequality
Demographic transition and the rise of wealth inequalityGRAPE
 
What is sip and What are its Benefits in 2024
What is sip and What are its Benefits in 2024What is sip and What are its Benefits in 2024
What is sip and What are its Benefits in 2024prajwalgopocket
 
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...marcuskenyatta275
 
(Gender) tone at the top: the effect of board diversity on gender inequality
(Gender) tone at the top: the effect of board diversity on gender inequality(Gender) tone at the top: the effect of board diversity on gender inequality
(Gender) tone at the top: the effect of board diversity on gender inequalityGRAPE
 

Recently uploaded (20)

Aon-UK-DC-Pension-Tracker-Q1-2024. slideshare
Aon-UK-DC-Pension-Tracker-Q1-2024. slideshareAon-UK-DC-Pension-Tracker-Q1-2024. slideshare
Aon-UK-DC-Pension-Tracker-Q1-2024. slideshare
 
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdf
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdfSeeman_Fiintouch_Newsletter_Apr-2024 (1).pdf
Seeman_Fiintouch_Newsletter_Apr-2024 (1).pdf
 
Introduction to Health Economics Dr. R. Kurinji Malar.pptx
Introduction to Health Economics Dr. R. Kurinji Malar.pptxIntroduction to Health Economics Dr. R. Kurinji Malar.pptx
Introduction to Health Economics Dr. R. Kurinji Malar.pptx
 
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGecko
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGeckoRWA Report 2024: Rise of Real-World Assets in Crypto | CoinGecko
RWA Report 2024: Rise of Real-World Assets in Crypto | CoinGecko
 
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτος
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτοςΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτος
ΤτΕ: Ανάπτυξη 2,3% και πληθωρισμός 2,8% φέτος
 
Global Macroeconomics: Introducing GDP 2.0.pdf
Global Macroeconomics: Introducing GDP 2.0.pdfGlobal Macroeconomics: Introducing GDP 2.0.pdf
Global Macroeconomics: Introducing GDP 2.0.pdf
 
2B Nation-State.pptx contemporary world nation
2B  Nation-State.pptx contemporary world nation2B  Nation-State.pptx contemporary world nation
2B Nation-State.pptx contemporary world nation
 
Money Forward Integrated Report “Forward Map” 2024
Money Forward Integrated Report “Forward Map” 2024Money Forward Integrated Report “Forward Map” 2024
Money Forward Integrated Report “Forward Map” 2024
 
Hello this ppt is about seminar final project
Hello this ppt is about seminar final projectHello this ppt is about seminar final project
Hello this ppt is about seminar final project
 
ders 3.3 Unit root testing section 3 .pptx
ders 3.3 Unit root testing section 3 .pptxders 3.3 Unit root testing section 3 .pptx
ders 3.3 Unit root testing section 3 .pptx
 
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...
Uk-NO1 Rohani Amil In Islamabad Amil Baba in Rawalpindi Kala Jadu Amil In Raw...
 
2024-04-09 - Pension Playpen roundtable - slides.pptx
2024-04-09 - Pension Playpen roundtable - slides.pptx2024-04-09 - Pension Playpen roundtable - slides.pptx
2024-04-09 - Pension Playpen roundtable - slides.pptx
 
ekthesi-trapeza-tis-ellados-gia-2023.pdf
ekthesi-trapeza-tis-ellados-gia-2023.pdfekthesi-trapeza-tis-ellados-gia-2023.pdf
ekthesi-trapeza-tis-ellados-gia-2023.pdf
 
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...
TEST BANK For Auditing & Assurance Services A Systematic Approach, 11th Editi...
 
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptx
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptxOAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptx
OAT_RI_Ep18 WeighingTheRisks_Mar24_GlobalCredit.pptx
 
Building pressure? Rising rents, and what to expect in the future
Building pressure? Rising rents, and what to expect in the futureBuilding pressure? Rising rents, and what to expect in the future
Building pressure? Rising rents, and what to expect in the future
 
Demographic transition and the rise of wealth inequality
Demographic transition and the rise of wealth inequalityDemographic transition and the rise of wealth inequality
Demographic transition and the rise of wealth inequality
 
What is sip and What are its Benefits in 2024
What is sip and What are its Benefits in 2024What is sip and What are its Benefits in 2024
What is sip and What are its Benefits in 2024
 
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...
Test bank for corporate finance 13th stephen ross randolph westerfield jeffre...
 
(Gender) tone at the top: the effect of board diversity on gender inequality
(Gender) tone at the top: the effect of board diversity on gender inequality(Gender) tone at the top: the effect of board diversity on gender inequality
(Gender) tone at the top: the effect of board diversity on gender inequality
 

Chapter 2 Basic Management Accounting Concepts

  • 1. 1133 CHAPTER 2 BASIC MANAGEMENT ACCOUNTING CONCEPTS QUESTIONS FOR WRITING AND DISCUSSION 1. Product costing accuracy means assigning the cost of the resources consumed by a cost object to that cost object. 2. A cost object is any item for which costs are measured and assigned, including such things as products, plants, projects, depart- ments, and activities. 3. An activity is a basic unit of work performed within an organization. Examples include material handling, inspection, purchasing, billing, and maintenance. 4. A direct cost is a cost that can be traced to a cost object. An indirect cost is a cost that cannot be traced to cost objects. 5. Traceability is the ability to assign a cost directly to a cost object in an economically feasible way using a causal relationship. Tracing is the assignment of costs to cost objects using either an observable measure of the cost object’s resource consumption or factors that allegedly capture the causal re- lationship. 6. Allocation is the assignment of indirect costs to cost objects based on convenience or as- sumed linkages. 7. Drivers are factors that cause changes in resource usage, activity usage, costs, and revenues. Resource drivers measure the demands placed on resources by activities and are used to assign the cost of resources to activities. Example: time used to assign the cost of supervision to individual activi- ties. Activity drivers measure the demands placed on activities by cost objects and are used to assign the cost of activities to cost objects. Example: number of inspection hours used to assign the cost of inspection to individual products. 8. Direct tracing is the process of assigning costs to cost objects based on physically observable causal relationships. Driver trac- ing is assigning costs using drivers, which are causal factors. The driver approach re- lies on identification of factors that allegedly capture the causal relationship. Direct trac- ing relies on physical observation of the causal relationship and, therefore, is more reliable. 9. Driver tracing is the use of drivers to trace costs to cost objects. Often, this means that costs are first traced to activities using re- source drivers and then to cost objects using activity drivers. 10. A tangible product is a good that is made by converting raw materials through the use of labor and capital inputs. 11. A service is a task or activity performed for a customer or an activity performed by a cus- tomer using an organization’s products or facilities. 12. Services differ from tangible products on four important dimensions: intangibility, peri- shability, inseparability, and heterogeneity. Intangibility means that buyers of services cannot see, feel, taste, or hear a service be- fore it is bought. Perishability means that services cannot be stored. Inseparability means that producers of services and buy- ers of services must be in direct contact (not true for tangible products). Heterogeneity means that there is a greater chance of var- iation in the performance of services than in the production of products. 13. Three examples of product cost definitions are value-chain, operating, and traditional definitions. The value-chain definition in- cludes cost assignments for all value-chain activities. Operating product costs include all costs except for research and development. Traditional product costs include only pro- duction costs. Different costs are needed because they serve different managerial ob- jectives. 14. The three cost elements that determine the cost of making a product are direct mate- rials, direct labor, and overhead. 15. The income statement for a service firm does not need a supporting cost of goods manufactured schedule. Because services cannot be stored, the cost of services pro-
  • 2. 1144 duced equals the cost of services sold (not necessarily true for a manufacturing firm). 16. There are six essential differences. Activity- based cost management systems use more drivers; are tracing intensive instead of allo- cation intensive; use broad, flexible product cost definitions; focus on managing activities instead of managing costs; emphasize sys- temwide performance over individual unit performance; and use both nonfinancial and financial performance measures. Functional- based cost management systems emphas- ize only financial measures. 17. For companies that have increased decision error costs and decreased measurement costs, a move to an activity-based cost management system is called for. Factors that affect the decision to move to an activi- ty-based cost management system include more powerful and cheaper computing ca- pabilities, increased competition, more fo- cused production by competitors, deregula- tion, and JIT manufacturing.
  • 3. 1155 EXERCISES 2–1 a. Driver tracing – the miles driven is an appropriate driver for the cost of gas, oil, and wear and tear on tires, etc. b. Direct tracing – the receipt for the lunch will be submitted for reim- bursement. c. Direct tracing – Mandy will have a receipt for the stamps and photocopy- ing services purchased. d. Allocation – Jed will probably add up the costs for a week or a month and divide that total by the number of jobs. If the lawns differ significantly in mowing area, he could divide by the number of hours worked (direct la- bor hours) and get a cost per labor hour. 2–2 Possible drivers: a. Number of statements b. Pounds of laundry c. Number of sales orders d. Number of purchase orders e. Number of inspections (also inspection hours) f. Assembly hours g. Hours of care h. Processing hours (number of returns less desirable) i. Number of parts (number of purchase orders) j. Hours of therapy 2–3 a. Direct tracing b. Allocation c. Direct tracing d. Direct tracing e. Allocation f. Allocation g. Driver tracing – number of employees h. Direct tracing i. Direct tracing
  • 4. 1166 j. Allocation k. Driving tracing – number of phones l. Direct tracing m. Allocation 2–4 a. Marketing b. Servicing c. Designing d. Producing e. Distributing f. Producing g. Marketing h. Designing and developing i. Servicing j. Producing k. Developing l. Designing m. Marketing n. Distributing o. Producing 2–5 a. Value-chain. The price needs to cover all product costs, including the costs of developing, selling, and servicing. b. Traditional. This approach is mandated for external reporting. c. Value-chain. Product mix decisions should consider all costs, and the mix that is the most profitable in the long run should be selected. d. Operating. The designs should be driven by the effect they have on produc- tion, marketing, and servicing costs. Thus, the operating product cost defini- tion is the most relevant. e. Traditional. This approach is mandated for external reporting. f. Operating. Research and design costs are not relevant for a price decision involving an existing product. Production, marketing, and servicing costs are relevant, however. g. Operating. Any special order should cover its costs which potentially include production, marketing, and servicing costs. h. Value-chain. This is a strategic decision that involves activities and costs throughout the entire value chain.
  • 5. 1177 2-6 1. The two products that Holmes sells are playhouses and the installation of playhouses. The playhouse itself is a tangible product, and the installation is a service. 2. Holmes could assign the costs to production and to installation, but if the in- stallation is a minor part of its business, it probably does not go to the trouble. 3. The opportunity cost of the installation process is the loss of the playhouses that could have been built by the two workmen who were pulled off the produc- tion line. 2-7 Product Cost PERIOD COST Costs Direct Materials Direct Labor Overhead Selling Expense Administrative Expense Direct materials $216,000 Factory rent $ 24,000 Direct labor $120,000 Factory utilities 6,300 Supervision in the factory 50,000 Indirect labor in the factory 30,000 Depreciation on factory equipment 9,000 Sales commissions $ 27,000 Sales salaries 65,000 Advertising 37,000 Depreciation on the headquarters building $ 10,000 Salary of the cor- porate receptionist 30,000 Other administra- tive costs 175,000 Salary of the facto- ry receptionist 28,000 Totals $216,000 $120,000 $147,300 $129,000 $215,000 2. Direct materials $216,000 Direct labor 120,000 Overhead 147,300 Total product cost $483,300
  • 6. 1188 3. Total period cost = $129,000 + $215,000 = $344,000 4. Unit product cost = $483,300/30,000 = $16.11 2-8 1. Direct materials $560,000 Direct labor 96,000 Overhead 220,000 Total product cost $876,000 2. Product cost per unit = Total product cost/Number of units = $876,000/10,000 = $87.60 3. Direct materials $560,000 Direct labor 96,000 Total prime cost $656,000 4. Prime cost per unit = Total prime cost/Number of units = $656,000/10,000 = $65.60 5. Direct labor $ 96,000 Overhead 220,000 Total conversion cost $316,000 6. Conversion cost per unit = Total conversion cost/Number of units = $316,000/10,000 = $31.60 2-9 1. Beginning inventory, January 1 150 Purchases 1,000 Ending inventory, January 31 (614) Calendars given out 536 2. Cost of calendars given out = 536 × $0.50 = $268 3. Cost of ending inventory = 614 × $0.50 = $307
  • 7. 1199 2–10 1. Sterling Company Statement of Cost of Goods Manufactured For the Month Ended February 28, 20XX Direct materials: Beginning inventory....................................... $ 73,000 Add: Purchases .............................................. 301,800 Materials available.......................................... $ 374,800 Less: Ending inventory.................................. 56,000 Direct materials used........................................... $ 318,800 Direct labor ........................................................... 210,400 Manufacturing overhead ..................................... 478,590 Total manufacturing costs added....................... $ 1,007,790 Add: Beginning work in process........................ 80,400 Total manufacturing costs .................................. $ 1,088,190 Less: Ending work in process ............................ 103,000 Cost of goods manufactured .............................. $ 985,190 2. Sterling Company Statement of Cost of Goods Sold For the Month Ended February 28, 20XX Beginning finished goods inventory.................. 62,000 Add: Cost of goods manufactured..................... $ 985,190 Cost of goods available for sale......................... $ 1,047,190 Less: Ending finished goods inventory............. 95,240 Cost of goods sold............................................... $ 951,950
  • 8. 2200 2–11 1. Asher, Inc. Income Statement: Absorption Costing For the Year Ended December 31, 20XX Sales (800,000 × $32) ........................................... $ 25,600,000 Less: Cost of goods sold (800,000 × $27).......... 21,600,000 Gross margin........................................................ $ 4,000,000 Less operating expenses: Commissions (800,000 × $1.60)..................... $1,280,000 Administrative expenses ............................... 500,000 Advertising expenses .................................... 90,000 1,870,000 Income before income taxes............................... $ 2,130,000 Since there are no beginning or ending work-in-process inventories, the unit cost multiplied by the units produced gives the cost of goods manufactured. Since there are no beginning or ending finished goods, the cost of goods sold is the same as the cost of goods manufactured. A supplemental sche- dule is not necessary.
  • 9. 2211 2–11 Concluded 2. A cost of goods sold calculation is now necessary (shown as part of the in- come statement below). There are 850,000 units available for sale, and if the 50,000 units @ $25 in beginning inventory are sold, that leaves 50,000 @ $27 in the ending inventory. Radwin, Inc. Income Statement: Absorption Costing For the Year Ended December 31, 20XX Sales (800,000 × $32) ........................................... $25,600,000 Less cost of goods sold: Beginning finished goods(50,000* $25)........ $ 1,250,000 Cost of goods manufactured(800,000*$27).. 21,600,000 Cost of goods available for sale ................... $22,850,000 Less: Ending finished goods(50,000*$27).... 1,350,000 21,500,000 Gross margin........................................................ $ 4,100,000 Less operating expenses: Commissions (800,000 × $1.60)..................... $ 1,280,000 Administrative expenses ............................... 500,000 Advertising expenses .................................... 90,000 1,870,000 Income before income taxes............................... $ 2,230,000 A finished goods inventory, with a FIFO assumption, increased income before income taxes by $100,000. This occurred because 50,000 units from the be- ginning finished goods inventory were assumed to be sold. These units cost $2 less than the current units ($25 versus $27), creating the $100,000 increase in income before income taxes.
  • 10. 2222 2–12 1. Mellon Company Statement of Cost of Goods Manufactured For the Year Ended December 31, 2008 (in thousands of dollars) Direct materials: Beginning inventory....................................... $10,400 Add: Purchases .............................................. 76,000 Materials available.......................................... $86,400 Less: Ending inventory.................................. 28,500 Direct materials used........................................... $ 57,900 Direct labor ........................................................... 52,500 Manufacturing overhead: Supplies........................................................... $ 5,300 Insurance......................................................... 1,050 Supervision ..................................................... 9,675 Material handling ............................................ 11,000 Total overhead costs...................................... 27,025 Total current manufacturing costs..................... $ 137,425 Add: Beginning work in process........................ 47,500 Total manufacturing costs .................................. $ 184,925 Less: Ending work in process ............................ 42,000 Cost of goods manufactured .............................. $142,925 2. Mellon Company Statement of Cost of Goods Sold For the Year Ended December 31, 2008 (in thousands of dollars) Beginning finished goods inventory.................. $ 20,055 Add: Cost of goods manufactured..................... 142,925 Cost of goods available for sale......................... $162,980 Less: Ending finished goods inventory............. 10,750 Cost of goods sold............................................... $152,230 3. Prime cost = Direct materials + Direct labor = $57,900 + $52,500 = $110,400 Conversion cost = Direct labor + Overhead = $52,500 + $27,025 = $79,525
  • 11. 2233 2–13 1. Beginning inventory, materials $ 14,000 Add: Purchases 175,000 Less: Ending inventory, materials (17,300) Materials used in production $ 171,700 2. Prime cost = $171,700 + $30,960 = $202,660 3. Conversion cost = $30,960 + $145,000 = $175,960 4. Direct materials $ 171,700 Direct labor 30,960 Overhead 145,000 Cost of services $347,660 5. Muffle-Man Income Statement For the Month of April Sales revenues..................................................... $ 410,000 Cost of services sold........................................... 347,660 Gross margin........................................................ $ 62,340 Less operating expenses: Advertising and selling expense................... $25,000 Franchise fees (3 × $3,000) ............................ 9,000 34,000 Income before income taxes............................... $ 28,340 6. Muffle-Man produces and sells a service (replacing mufflers—a task per- formed for a customer) that uses mufflers as direct materials. Remington produces and sells a tangible product (mufflers). Services differ from tangible products on four dimensions: intangibility, perishability, inseparability, and heterogeneity. Intangibility means that buyers of services cannot see, feel, hear, or taste, a service before it is bought. Perishability means that services cannot be stored for future use by a consumer. Inseparability means that producers of services and buyers of services must usually be in direct con- tact for an exchange to take place. Heterogeneity means that there is a great- er chance of variation in the performance of services than in the production of products.
  • 12. 2244 2–14 1. Unit cost = $3,615,000/3,000,000 = $1.205 per pound The other value-chain costs would be treated as period costs. Research and development would be classified as an administrative cost, and marketing, distribution, and service costs would be classified as selling costs. 2. Operating unit cost = $4,005,000*/3,000,000 = $1.335 per pound *$3,615,000 + $300,000 + 0.25($360,000) This cost includes manufacturing, distribution, packaging, and commissions. This unit cost is especially important for strategic design and tactical profita- bility analysis. For example, if design engineers know the operating costs and why these costs are being incurred, then design activity can focus on reduc- ing these costs. 3. Value-chain unit cost = $4,455,000*/3,000,000 = $1.485 per pound *$3,615,000 + $300,000 + 0.25($360,000) + 0.25($1,800,000) This unit cost is very important for pricing decisions, product mix decisions, and strategic profitability analysis. For example, a product’s price must cover all of its attributable costs and not just its manufacturing costs. If a product’s price cannot do this, then it signals the need to reduce costs or increase pric- es or perhaps even to quit producing the product. 4. Only one product is produced in the electrolyte plant. Thus, all costs incurred within the plant are directly traceable to the product (manufacturing, distribu- tion, and packaging costs). Product sales is the basis for assigning commis- sions and research and development costs. It is probably a good consump- tion measure for commissions, but has a dubious relationship with R&D. Thus, we can classify the commission assignment as driver tracing and the R&D assignment as allocation. It may be possible to improve the assignment by assigning the R&D cost based on the time chemical engineers spend on each product line (try to find a driver that really measures the cause-and- effect relationship). Another possibility is to make the cost directly traceable by decentralizing the R&D function.
  • 13. 2255 2–15 1. Given the description provided, we can conclude that Cariari uses a function- al-based accounting system. First, evidence exists that product costs are on- ly determined by production costs. Apparently, the financial accounting sys- tem is driving the type of product cost information being produced. Second, only direct labor hours, a unit-level driver, are used to assign overhead costs. Since many overhead costs are likely to be caused by nonunit-level drivers, this also suggests a strong reliance on allocation for cost assignment. Third, the company attempts to control costs by encouraging departmental manag- ers to meet budgeted levels of expenditures. The focus is on departmental performance rather than systemwide performance. Further, departmental per- formance is measured only by financial instruments. An ABM system empha- sizes controlling costs by managing activities and their causes; it also uses nonfinancial measures of performance. 2. Setup cost per direct labor hour = $100,000/100,000 = $1.00 per DLH Setup cost assigned: Automatic Model Manual Model $1.00 × 30,000 DLH $ 30,000 $ — $1.00 × 70,000 DLH — 70,000 Total $ 30,000 $ 70,000 Units produced ÷ 60,000 ÷ 40,000 Setup cost per unit $ 0.50 $ 1.75 It is not direct tracing because there is no exclusive physical association. If direct labor hours is a causal factor that measures the consumption of setup resources, then it could be classified as driver tracing. However, there ap- pears to be little association between direct labor hours and setup cost con- sumption. The automatic model uses more setup resources and less direct labor hours than the manual model uses, respectively. Thus, this assignment should be classified as allocation. 3. Setup hours is a more likely cause-and-effect measure of resource consump- tion. The use of setup hours obtains an assignment rate of $10 per setup hour ($100,000/10,000 setup hours) and the following assignment: Automatic Model Manual Model $10.00 × 7,000 setup hrs. $ 70,000 $ — $10.00 × 3,000 setup hrs. — 30,000 Total $ 70,000 $ 30,000 Units produced ÷ 60,000 ÷ 40,000 Setup cost per unit $ 1.17 $ 0.75
  • 14. 2266 The assignment is compatible with an ABM approach and not an FBM ap- proach (setup hours is a nonunit-level driver). 2–16 1. d 2. e 3. a 4. c 5. e
  • 15. 2277 PROBLEMS 2–17 1. Nursing hours required per year: 4 × 24 hours × 364 days* = 34,944 *Note: 364 days = 7 days × 52 weeks Number of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472 Annual nursing cost = (17 × $45,000) + $22,500 = $787,500 Cost per patient day = $787,500/10,000 days = $78.75 per day (for either type of patient) 2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the $787,500 total cost is as- signed to each patient category. Thus, the cost per patient day by patient cat- egory is as follows: Intensive care = ($787,500 × 0.50)/2,000 days = $196.88 per day Normal care = ($787,500 × 0.50)/8,000 days = $49.22 per day The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if inten- sive care patients used the same nursing hours per day as normal care pa- tients. 3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.
  • 16. 2288 2–17 Concluded 4. It would be very difficult to use direct tracing for laundry costs. Segregating laundry by patient is possible but impractical. For one thing, the amount of laundry for each patient likely would not justify running separate loads. Fur- thermore, if we add to this the fact that laundry also operates to service other areas such as surgery and the emergency room, then the impracticality be- comes even more evident. Driver tracing is recommended. A measure of usage such as pounds of laundry is more feasible. Total laundry costs di- vided by total pounds of laundry provides a rate that can be used to assign the laundry cost. For the two patient types, the pounds used by each type would be needed so that the rate can be applied. In a practical sense, a sam- ple could be taken and the average pounds per patient type per day could be used to assign the cost to avoid repetitive weighing. 2–18 1. c 2. a 3. e 4. j 5. i 6. d 7. h 8. g 9. f 10. b 2–19 1. m 2. c 3. g 4. l 5. o 6. d 7. k 8. n 9. f 10. h 11. e 12. j 13. b 14. i 15. a
  • 17. 2299 2–20 Functional-based management accounting system: Action Justification a Performance; organizational subunit; managing costs b Rewards manager for subunit performance d Emphasizes performance of organizational subunit g Emphasis on controlling costs j Reward based on controlling costs (subunit performance) l Emphasis on controlling costs o Emphasis on subunit performance; controlling costs Activity-based management accounting system: Action Justification c Activity-based cost used as input for activity control e Emphasis on activity analysis f Emphasis on managing activities (activity analysis) h Managing activities i Driver analysis k Driver analysis; activity management m Nonfinancial measure of performance n Driver analysis; activity performance
  • 18. 3300 2–21 1. Cost of services $13,550,000 Less: Direct labor $12,000,000 Overhead 1,100,000 13,100,000 Direct materials used $450,000 2. Lebowski and Associates Statement of Cost of Services Sold For the Year Ended June 30, 2008 Direct materials: Beginning inventory....................................... $ 200,000 Add: Purchases .............................................. 400,000 Materials available.......................................... $ 600,000 Less: Ending inventory.................................. 150,000* Direct materials used........................................... $ 450,000 Direct labor ........................................................... 12,000,000 Overhead............................................................... 1,100,000 Total service costs added ................................... $ 13,550,000 Add: Beginning work in process........................ 900,000 Total production costs ........................................ $ 14,450,000 Less: Ending work in process ............................ 1,400,000 Cost of services sold........................................... $ 13,050,000 *Materials available less materials used 3. The dominant cost is direct labor (presumably the salaries of the 100 profes- sionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).
  • 19. 3311 2–21 Concluded 4. Lebowski and Associates Income Statement For the Year Ended June 30, 2008 Sales...................................................................... $18,330,000 Cost of services sold........................................... 13,050,000 Gross margin........................................................ $ 5,280,000 Less operating expenses: Selling expenses ............................................ $ 600,000 Administrative expenses ............................... 500,000 1,100,000 Income before income taxes............................... $ 4,180,000 5. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intan- gibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the pro- duction of tangible products.
  • 20. 3322 2–22 1. Kimmelman Company Statement of Cost of Goods Manufactured For the Year Ended December 31, 2008 Direct materials: Beginning inventory....................................... $ 93,600 Add: Purchases .............................................. 675,000 Materials available.......................................... $768,600 Less: Ending inventory.................................. 133,600 Direct materials used ..................................... $ 635,000 Direct labor ........................................................... 400,000 Manufacturing overhead: Indirect labor................................................... $ 80,000 Rent.................................................................. 84,000 Supplies........................................................... 14,600 Depreciation.................................................... 120,000 Utilities............................................................. 23,912 Total overhead costs...................................... 322,512 Total manufacturing costs added....................... $ 1,357,512 Add: Beginning work in process........................ 26,082 Total manufacturing costs .................................. $ 1,383,594 Less: Ending work in process ............................ 29,992 Cost of goods manufactured .............................. $ 1,353,602 2. Average unit cost = $1,353,602/5,000 = $270.72
  • 21. 3333 2–22 Concluded 3. Kimmelman Company Income Statement For the Year Ended December 31, 2008 Sales (4,800* × $650)............................................ $ 3,120,000 Less cost of goods sold: Beginning finished goods inventory ............ $ 160,000 Add: Cost of goods manufactured ............... 1,353,602 Cost of goods available for sale ................... $ 1,513,602 Less: Ending finished goods inventory ....... 228,200 1,285,402 Gross margin........................................................ $ 1,834,598 Less operating expenses: Salary, sales supervisor ................................ $ 180,000 Commissions, salespersons ......................... 360,000 Administrative expenses ............................... 600,000 1,140,000 Income before income taxes............................... $ 694,598 *600 + 5,000 – 800 = 4,800 units sold
  • 22. 3344 2–23 1. Direct materials: Magazine (5,000 × $0.40) $ 2,000 Brochure (10,000 × $0.08) 800 $ 2,800 Direct labor: Magazine [(5,000/20) × $10] $ 2,500 Brochure [(10,000/100) × $10] 1,000 3,500 Manufacturing overhead: Rent $ 1,400 Depreciation [($40,000/20,000) × 350*] 700 Setups 600 Insurance 140 Power 350 3,190 Cost of goods manufactured $ 9,490 *Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses. 2. Direct materials $ 2,800 Direct labor 3,500 Total prime costs $ 6,300 Magazine: Direct materials $ 2,000 Direct labor 2,500 Total prime costs $ 4,500 Brochure: Direct materials $ 800 Direct labor 1,000 Total prime costs $ 1,800 Direct tracing was used to assign prime costs to the two products.
  • 23. 3355 2–23 Continued 3. Total monthly conversion cost: Direct labor $ 3,500 Overhead 3,190 Total $ 6,690 Magazine: Direct labor $ 2,500 Overhead: Power ($1 × 250) $ 250 Depreciation ($2 × 250) 500 Setups (2/3 × $600) 400 Rent and insurance ($4.40 × 250 DLH)* 1,100 2,250 Total $ 4,750 Brochure: Direct labor $ 1,000 Overhead: Power ($1 × 100) $ 100 Depreciation ($2 × 100) 200 Setups (1/3 × $600) 200 Rent and insurance ($4.40 × 100 DLH)* 440 940 Total $ 1,940 *Rent and insurance cannot be traced to each product so the costs are as- signed using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreci- ation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are as- signed according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the proportion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.
  • 24. 3366 2–23 Concluded 4. Sales [(5,000 × $1.80) + (10,000 × $0.45)] ........... $13,500 Less cost of goods sold...................................... 9,490 Gross margin........................................................ $ 4,010 Less operating expenses: Selling.............................................................. $ 500a Administrative................................................. 1,500b 2,000 Income before income taxes............................... $ 2,010 a Distribution of goods is a selling expense. b A case could be made for assigning part of her salary to production. Howev- er, since she is responsible for coordinating and managing all business functions, an administrative classification is more convincing.
  • 25. 3377 MANAGERIAL DECISION CASES 2–24 1. Production Selling Administrative (DL) Machine operators Utilities (DL) Other direct labor Rent (OH) Supervisory salaries CPA fees (DM) Pipe Adm. Salaries* Adm. Salaries* (OH) Tires and fuel Advertising (OH) Depreciation (OH) Salaries of mechanics * Adm. Salaries are split between Selling and Administrative because Jack spends his time equally between the selling and administrative functions. 2. Gateway Construction Company Income Statement For the Year Ended December 31, 2006 Sales (18,200 x $165) ........................................... $ 3,003,000 Cost of services sold: Direct materials............................................... $ 1,401,340 Direct labor...................................................... 483,700 Supervisory salaries ...................................... 70,000 Tires and fuel .................................................. 418,600 Depreciation, equipment................................ 198,000 Salaries of mechanics.................................... 50,000 2,621,640 Gross margin........................................................ $ 381,360 Administrative expenses: Utilities............................................................. $ 24,000 Rent, office building ....................................... 24,000 CPA fees.......................................................... 20,000 Administrative salaries*................................. 57,000 125,000 Selling expenses: Sales salaries* ................................................ $ 57,000 Advertising...................................................... 15,000 72,000 Income before income taxes............................... $ 184,360 *1/2 × $114,000 Average cost per equipment hour: $2,621,640/18,200 = $144.05 (rounded)
  • 26. 3388 2–24 Concluded 3. Traceable costs using equipment hours: Machine operators $ 218,000 Other direct labor 265,700 Pipe 1,401,340 Tires and fuel 418,600 Depreciation, equipment 198,000 Salaries of mechanics 50,000 Total $ 2,551,640 Machine operators, tires and fuel, and depreciation are all directly caused by equipment usage, which is measured by equipment hours. One can also ar- gue that the maintenance required is also a function of equipment hours and so the salaries of mechanics can be assigned using equipment hours. Pipe and other direct labor can be assigned using equipment hours because their usage should be highly correlated with equipment hours. That is, equipment hours increase because there is more pipe being laid. As hours increase, so does the pipe usage. A similar argument can be made for other direct labor. Actually, it is not necessary to use equipment hours to assign pipe or other direct labor because these two costs are directly traceable to jobs. Traceable cost per equipment hour = $2,551,640/18,200 = $140.20 per hour
  • 27. 3399 2–25 1. Leroy should politely and firmly decline the offer. The offer includes an impli- cit request to use confidential information to help Jean win the bid. Use of such information for personal advantage is wrong. Leroy has a professional and personal obligation to his current employer. This obligation must take precedence over the opportunity for personal financial gain. 2. If Leroy agrees to review the bid, he will likely use his knowledge of his cur- rent employer’s position to help Jean win the bid. In fact, an agreement to help probably would reflect a desire for the bonus and new job with the asso- ciated salary increase. Helping would likely ensure that Jean would win the bid. Leroy was concerned about the political fallout and subsequent investi- gation revealing his involvement—especially if he sent up a red flag by switching to his friend’s firm. An investigation may reveal the up-front bonus and increase the suspicion about Leroy’s involvement. There is a real possi- bility that Leroy could be implicated. Whether this would lead to any legal dif- ficulties is another issue. At the very least, some tarnishing of his profession- al reputation and personal character is possible. Some risk to Leroy exists. The amount of risk, though, should not be a factor in Leroy’s decision. What is right should be the central issue, not the likelihood of getting caught. 3. Leroy has a responsibility to refrain from disclosing confidential information acquired in the course of his work except when authorized, unless legally obligated to do so (II-1), and to refrain from using or appearing to use confi- dential information acquired in the course of his work for unethical or illegal advantage either personally or through a third party (II-3). He also has a re- sponsibility to avoid actual or apparent conflicts of interest and advise all appropriate parties of any potential conflict (III-1); to refuse any gift, favor, or hospitality that would influence his actions (III-3); and to refrain from ei- ther actively or passively subverting the attainment of the organization’s le- gitimate and ethical objectives. RESEARCH ASSIGNMENTS 2–26 Answers will vary. 2–27 Answers will vary.
  • 28. 4400