This document provides check figures for selected exercises, problems and cases from Cost Accounting, 14th Edition by Carter. It contains over 150 check figures organized by exercise/problem/case number and broken out by the specific values being checked such as total costs, overhead rates, production quantities, budget amounts, etc. The check figures cover a wide range of cost accounting topics including job order costing, process costing, standard costing, budgeting and variance analysis.
Managerial accounting term project workbookJesse Cadena
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Final project which included producing an Income Statement for "Sparkle company" which included: Direct Materials, Direct labor and Allocating Factory Overhead using Plantwide, Departmental, and Activity Based Costing Methods for our Sales Mic
Process costing explained with examples free of cost .It is for students of managerial accounting ,read this to quickly go through process costing.
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Twitter @scholarshipskys
CENTENNIAL BREWERY PRODUCED REVENUES OF $1,145,227 IN 2008. IT HAS EXPENSES (...JanuMorandy
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CENTENNIAL BREWERY PRODUCED REVENUES OF $1,145,227 IN 2008. IT HAS EXPENSES (EXCLUDING DEPRECIATION) OF $812,640, DEPRECIATION OF $131,335, AND INTEREST EXPENSE OF $81,112. IT PAYS A MARGINAL TAX RATE OF 34 PERCENT
Managerial accounting term project workbookJesse Cadena
Â
Final project which included producing an Income Statement for "Sparkle company" which included: Direct Materials, Direct labor and Allocating Factory Overhead using Plantwide, Departmental, and Activity Based Costing Methods for our Sales Mic
Process costing explained with examples free of cost .It is for students of managerial accounting ,read this to quickly go through process costing.
http://www.brightscholarships.com
Twitter @scholarshipskys
CENTENNIAL BREWERY PRODUCED REVENUES OF $1,145,227 IN 2008. IT HAS EXPENSES (...JanuMorandy
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CENTENNIAL BREWERY PRODUCED REVENUES OF $1,145,227 IN 2008. IT HAS EXPENSES (EXCLUDING DEPRECIATION) OF $812,640, DEPRECIATION OF $131,335, AND INTEREST EXPENSE OF $81,112. IT PAYS A MARGINAL TAX RATE OF 34 PERCENT
how to sell pi coins on Bitmart crypto exchangeDOT TECH
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Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
how can I sell pi coins after successfully completing KYCDOT TECH
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Pi coins is not launched yet in any exchange đź’± this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAYÂ you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
how to sell pi coins in all Africa Countries.DOT TECH
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Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
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The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
Introduction to Indian Financial System ()Avanish Goel
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The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
The secret way to sell pi coins effortlessly.DOT TECH
Â
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
how to sell pi coins at high rate quickly.DOT TECH
Â
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Â
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)
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check figures Managerial accounting aiou mba mcom 8508
1. CHECK FIGURES
FOR SELECTED EXERCISES, PROBLEMS AND CASES
COST ACCOUNTING, 14th
Edition, by Carter
EXERCISE,
PROBLEM,
or CASE
CHECK FIGURE
E2-2 (4) Total cost incurred, $828,000
E2-3 Operating loss, $(500,850)
E2-6 Factory overhead cost per blade, $300
E2-8 Factory overhead cost per machine, $1,500
E2-11 (4) Total variable cost, $20; (5) Total cost, $53,900
E2-12 Direct labor cost, $3,000
C2-1 (1) Percentage profit margin, 82.50%; (2) Percentage profit margin, 60%
C2-2 (3) Total cost, $2,800; (5) Total cost, $4,500
E3-1 Fixed cost, $260
E3-2 Variable cost, $.6936 per direct labor hour
E3-3 b = $60
E3-4 a = $356
E3-5 r = .92
E3-6 r2
= .882
E3-7 (2) b = $.384
E3-8 (2) r2
= .7753
E3-9 s'= $114.018
E3-10 s' = $62
P3-1 (1)(a) r2
= .8957
P3-2 (3) b = $.29141
P3-3 (3) a = $836.20
P3-4 (3) r2
= .91489
P3-5 (1) b = $.1015
P3-6 (2) r2
= .916
P3-7 (3) s' = $324
P3-8 (2) b = $.979213
E4-1 Cost of goods sold, $130
E4-2 Cost of goods sold, $310
E4-3 (1) Cost of goods manufactured. $386,000
E4-4 (1) Total overhead, $78,390; (2) Cost of goods manufactured, $282,060;
(3) Finished goods ending balance, $47,662
E4-7 Cost of goods manufactured, $1,050
E4-8 Cost of goods sold, $795,800
P4-1 (1) Cost of goods sold, $60
P4-2 (1) Cost of goods sold, $140
P4-3 (1) Cost of goods manufactured, $348,000
P4-5 (8) Payment of payroll, $259,000
P4-7 (3) Cash, $36,412
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
2. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E5-3 (1) Direct labor in finished goods, $14,000
E5-4 (3) Cost of goods manufactured, $184,800
P5-1 (1) Total cost put into process, $217,200; (3) Cost of goods sold, $219,600
P5-2 (3) Cost of goods manufactured, $28,630; (5) April gross profit, $10,375
P5-3 (7) Overapplied factory overhead, $(3,000)
P5-4 (1) Cost of goods sold, $76,030; (2) Income before income tax, $22,730
P5-5 (2) Cost of goods sold—adjusted, $40,000
P5-6 (3) Total, $51,306
P5-8 (4) Cash, $171,320; Work in Process, $46,075
E6-1 (1) Equivalent units for overhead, 23,000
E6-2 Cost transferred from Dept. X to Dept. Y, $300,000
E6-3 Work in process, ending inventory, $12,672
E6-4 Total average cost per equivalent unit, $8.00
E6-5 Cost transferred to Painting Dept., $155,000
E6-6 Equivalent units for labor and overhead, 2,300
E6-7 Work in process, ending inventory, $6,200
E6-8 Cost transferred to Bottling Dept., $15,600
E6-9 Equivalent units for overhead, 29,600
E6-10 Cost transferred to Assembly Dept., $84,935
E6-11 Work in process, ending inventory, $32,800
E6-12 Cost transferred to Finished Goods, $26,280
P6-1 Cost transferred from Cutting Dept. to Assembly Dept., $45,500
P6-2 Total average cost per equivalent unit, $4.10
P6-3 Assembly Dept. work in process, ending inventory, $85,656
P6-4 Equivalent units for overhead in the Blending Dept., 6,550
P6-5 Cost transferred from Blending Dept. to Finished Goods, $24,840
P6-6 Cost transferred from Cutting Dept to Assembly Dept., $128,350
P6-7 Fabrication Dept. work in process, ending inventory, $59,400
P6-8 Equivalent units for labor in the Mashing Dept., 2,940
E7-1 (1) Credit to scrap sales, $1,650
E7-2 Debit to Factory Overhead Control, $112
E7-3 Debit to Factory Overhead Control, $1,700
E7-4 Debit to Spoiled Goods Inventory, $10,000
E7-5 Debit to Factory Overhead Control, $700
E7-6 Cost of Goods Sold, $73,500
E7-7 Charge to Factory Overhead Control for spoilage, $3,725
E7-8 Cost transferred to Finished Goods, $102,600
E7-9 Total average cost per unit, $.50
E7-10 Charge to Factory Overhead Control for spoilage, $8,250
E7-11 (1) Work in process, ending inventory, $25,800
E7-12 Cost transferred to Bottling Dept., $18,300
P7-1 (1) Charge to Factory Overhead Control, $1,450
P7-2 (2) Sales revenue, $121,800
P7-3 (1) Charge to Factory Overhead Control, $2,000
P7-4
Charge to Factory Overhead Control for spoilage of Assembling Dept.,
$12,000
P7-5 Cost transferred from Mixing and Brewing Dept. to Canning Dept., $6,440
P7-6 Charge to Factory Overhead Control for spoilage of Fabricating Dept., $810
P7-7 Distillation Dept. work in process, ending inventory, $2,760
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
3. To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
4. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
P8-1 (2) Cost of goods sold, B, $808,200
P8-2 (1) May gross profit, T, $45,000
P8-3 (2) Gross profit for Alpha, $73,792
P8-4 (3) Gross profit for Jana, $50,000
P8-5 (2) Finished goods inventory, SPL-3, $178,160
P8-6 (1) Total cost accounted for, Process 3, $137,500; (3) Total unit cost, Process
2, $4.10
E9-2 Quantity to order for November delivery, 4,400 units
E9-3 (1) Quantity to order for March delivery, 5,800 units
E9-6 (2) Ordering and carrying costs, $1,510
E9-8 (4) Absolute maximum inventory, 6,000 units
E9-9 (3) Normal maximum inventory, 3,960 units
E9-11 (1) Jan. 27 inventory, $842
P9-3 (2) Normal maximum inventory, 4,300 units
P9-5 (1) March 31 inventory, $12,400
P9-6 (2) (b) Dec. 5 inventory, $3,900
P9-7 (1)(a) April 30 inventory, $7,805.60; (b) April 30 inventory, $7,700; (c) April
30 inventory, $6,800
C9-1 (1)(b) Optimum production run of desks, 2,000
E10-1 Expected annual savings, $40,500
E10-3 Expected annual savings, $2,200,000
E10-4 (1)(c) Per unit, $66.726
E10-10 (4) Difference, rounded to the nearest tenth of one percent, 0.9%
E10-11 (3) Difference, rounded to the nearest tenth of one percent, 0.1%
P10-1 (1) Expected annual savings, $720,000
P10-2 (1) Average lead time, 42 days
P10-3 (2) Cost of Goods Sold balance at June 30, $1,810,700
P10-4 (2) Cost of Goods Sold balance at May 31, $1,306,200
P10-5 (1) Estimated before-tax dollar savings, $37,500
P11-1 (1) Per-unit conversion cost for 40 units, $4.40
P11-2 (2) Incentive plan unit conversion cost, $13.55
P11-3 (1) Monday's unit labor cost, $.514
P11-4 (2) Conversion cost per unit, $.3685
P11-5 Underpayment, Emerson Efficiency System: Suggs, $35.60; Ward, $39.76
P11-6 (2) Group's total earnings for week, $1,380
P11-7 (1) Factory w orkers' share of bonus, $9,375
P11-8 (1) Direct labor hours per unit for the next order, 2.4192
P11-9 (2) Factory overhead charge for Employee #1071, $333.20
P11-
10 (3) Accrued Payroll, $2,640
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
5. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E12-1 (1) Fixed overhead, $1,750,000
E12-5 (2)(a) Factory overhead rate, $16.69
E12-7 (2) Underapplied factory overhead, $10,600
E12-8 Overapplied overhead, $(1,086)
E12-9 (2) Underapplied overhead, $461
E12-11 (3) Overapplied factory overhead, $(9,000)
P12-1 (2) Predetermined rate at practical capacity, $316.67 per machine hour (MH)
P12-3 (1) Total cost of Job 50, $156,750
P12-4 (3) Amount included in cost of goods sold for Job 1376, $91,700; (4) Cost
assigned to w ork in process account at end of year 20—, $205,800
P12-5 (1) Factory overhead rate, $.95; (5) Underapplied overhead, $2,450
P12-6 (2) Total actual factory overhead, $117,000
E13-3 (1) Job 437 Overhead, $30.18
E13-4 (1) Plantwide rate per direct labor hour, $.83
E13-6 Mixing Dept. rate, $3.00; Finishing Dept rate, $4.00
E13-7 (2) Plantwide rate per direct labor hour, $36.317
E13-8 (2) Job No. 3752 total, $331
E13-13 (2) Job No. 345 total, $2,425
E13-14 (2) Job No. 103 total, $47,500
P13-1 (2) Overhead rates: Grinding Dept., $82.25 per machine hour; Smoothing Dept.,
$11.73 per direct labor hour; (3) Overhead rates: Grinding Dept., $84.05 per
machine hour; Smoothing Dept., $11.49 per direct labor hour
P13-2 (2) Cutting Dept., $2.30 per machine hour; Assembly Dept., $4.50 per direct
labor hour; Finishing Dept., $1.50 per direct labor hour
P13-3 Dept. 10 overhead rate per machine hour, $100.00
P13-4 Overhead rates per direct labor hour: (1) Molding Dept., $10.60; Assembly Dept.,
$2.46; (2) Molding Dept., $9.80; Assembly Dept., $2.66
P13-6 (1) Powerhouse = $30,000; Personnel = $40,000; Gen. Factory = $50,000
P13-7 (2) Factory overhead applied to Dept. 10, $8,928
P13-8 (2) Job No. 564 total, $3,350; (4)(b) Job No. 564 total, $4,175
E14-3 $2,000 overstatement
E14-4 $4,800 overstatement
E14-7 (1) Overhead cost allocated, $126; (2) Overhead cost allocated, $554
E14-9 (1) Overhead cost allocated, $140; (2) Overhead cost allocated, $740
P14-1 (3) Overhead rate, $57 per setup
P14-2 (3) Overhead rate, $1,020 per setup
P14-3 (1) Custom cost per unit, $1,900; (2) Standard cost per unit, $106.98
P14-4 (1) Fancy cost per unit $1,000; (2) Plain cost per unit , $87.34
P14-5 (1) Super cost per unit, $400; (2) Normal cost per unit, $34
P14-6 Large cost per unit: (1) $172; (2) $156.80
C14-1 #321 cost per unit: (1) $135; (2) $84.83
C14-2 #33 cost per unit: (1) $557.40; (2) $525.30; (4) $816.35
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
6. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E15-1 Total budgeted sales revenue, $1,136,040
E15-2 Budgeted Production for Flop, 21,500 units
E15-3 Budgeted Production for Moon Glow, 251,200 equivalent units
E15-4 (1) Budgeted Production for Low Band, 190 units
E15-5 (4) Materials purchase budget for Material A, $10,900
E15-6 (3) Total variable manufacturing cost for Tribolite, $89,100
E15-7 Budgeted purchases, $2,600,000
E15-8 Income before income tax, $190,000
E15-9 Operating income before taxes and interest, $1,617,000
P15-1 (4) Total budgeted labor, $2,147,000
P15-2 (1) January total DLH, 20,000
P15-3 (2) Total cost of budgeted purchases of Material 101, $255,840
P15-4 (1) 6-month total budgeted sales, 1,327,500 units
P15-5 (1) First quarter budgeted net income, $56,000
P15-6 (2) Budgeted billing rate for Vickers, $52.00
P15-7 Model 100, planned production, 12,100 units
P15-8 Predetermined overhead rate for Testing Dept., $11.00 per machine hour
P15-9 (1) Ending balance in retained earnings, $99,300
E16-1 January ending cash balance, $20,500
E16-2 May cash disbursements for materials purchases, $619,360
E16-3 July cash disbursements for purchases of Tee, $509,600
E16-4 Ending cash balance, $1,550
E16-5 (2) Critical path 1-2-5-6-7, 11 weeks
E16-6 Expected time for activity 1-2, 2.00 days
E16-7 (2) Slack time at event 3, 1 day
E16-8 (4) Slack time at event 2, 2 days
P16-1 (1) Budgeted cash disbursements for June, $323,279
P16-2 Cash to be borrowed in April, $122,000
P16-3 Cash balance at the end of 20B, $75,000
P16-4 Current financing required, $84,162
P16-5 (1) Total cash revenue, $709, 100
P16-6 (1) Total cash receipts during July, $4,580,000
P16-7 (2) Cost of operating on the first day, $1,600
P16-8 (3) Total normal cost, $17,100
P16-9 (1) Critical path A-B-E-H-K-L, 11 weeks
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
7. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E17-1 (2) Maintenance Dept. spending variance, $5,500 unfav.
E17-2 (3) Carpenter Shop idle capacity variance, $2,450 unfav.
E17-3 (2) Payroll Dept. spending variance, $(455) fav.
E17-4 (1) Total cost billed to Dept. A, $2,800
E17-5 (1) First quarter total billing to Cutting Dept., $5,400
E17-6 Total actual cost per mile, $.0059 under budget
E17-7 Total budgeted cost at 90% capacity, $34,090
E17-8 Total budgeted cost at 110% capacity, $27,500.00
E17-9 Total spending variance, $220 unfav.
E17-10 Idle capacity variance, $12,280 unfav.
P17-1 (2) Dept. A overhead, $2,191 underapplied
P17-2 (2) Planers overhead rate, $3.825 per DLH
P17-3 (2) Machining Dept. spending variance, $328 unfav.
P17-4 Total variable cost at 90% capacity, $102,645
P17-5 (2) Total spending variance, $689.00 unfav.
P17-6 (2) Idle capacity variance, $600.00 unfav.
E18-1 Materials quantity variance, $2,700 unfav.
E18-2 Materials purchase price variance, $(2,500) fav.
E18-3 (2) Materials price usage variance, $1,278 unfav.
E18-4 Labor efficiency variance, $500 unfav.
E18-5 (2) Labor rate variance, $93 unfav.
E18-6 Controllable variance, $20,500 unfav.
E18-7 Volume variance, $4,800 unfav.
E18-8 Variable efficiency variance, $2,320 unfav.
E18-9 Spending variance, $650 unfav.
E18-10 (2) Spending variance, $(5,000) fav.
E18-11 Materials mix variance, $(4,500) fav.
E18-12 (2) Materials yield variance, $540 unfav.
E18-13 Total controllable variance, $282 unfav.
E18-14 Idle capacity variance, $(800) fav.
E18-15 Fixed efficiency variance, $(500) fav.
P18-1 (2) Volume variance, $1,000 unfav.
P18-2 (1) Standard quantity allowed for Material A, 14,700 units
P18-3 (2) Labor efficiency variance, $2,300 unfav.
P18-4 (2) Materials quantity variance, $8,000 unfav.
P18-5 (2) Variable efficiency variance, $200 unfav.
P18-6 (3)(b) Labor efficiency variance for Lot 22, $(98) fav.
P18-7 Volume variance, $1,005 unfav.
P18-8 Total spending quantity variance, $690 unfav.
P18-9 Factory overhead efficiency variance, $3,150 unfav.
P18-10 Fixed efficiency variance, $20,000 unfav.
To download more slides, ebook, solutions and test bank, visit http://downloadslide.blogspot.com
8. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E19-1 Materials quantity variance, $42 debit
E19-2 (3) Materials price usage variance (fifo inventory), $760 debit
E19-3 Labor efficiency variance, $1,140 debit
E19-4 Labor efficiency variance, $900 credit
E19-5 (3) Controllable variance, $8,700 credit
E19-6 (4) Controllable variance, $2,900 debit
E19-7 (3) Variable efficiency variance, $1,600 debit
E19-8 (3) Volume variance, $3,000 debit
E19-9 Adjusted end-of-year balance in Finished Goods Inventory, $181,400
E19-10 Total net variances charged to Work in Process, $237.50 debit
E19-11 Idle capacity variance, $2,040 debit
E19-12 Spending variance, $7,200 credit
P19-1 Labor efficiency variance, $400 debit
P19-2 Materials quantity variance, $3,000 debit
P19-3 Volume variance, $2,250 credit
P19-4 Net manufacturing variances, $90 fav.
P19-5 Net income, $1,741,700
P19-6 (1) Volume variance, $12,000 debit
P19-7 (1) Labor efficiency variance, $1,400 credit
P19-8 (3) Work in Process adjusted to actual cost, $15,150
P19-9 Overhead efficiency variance, $500 debit
P19-
10
Spending variance, $520 credit
E20-1 Operating income, $412,000
E20-2 (1) Cost of goods sold at standard under absorption costing, $6,500,000
E20-3 (2) Operating income under direct costing, $96,000
E20-4 Break-even point, $10,000
E20-5 (1) Break-even point, 13,000 units
E20-6 Margin of safety, $500,000
E20-7 (1) Break-even point, $15,000
E20-8 (1) Break-even point, $50,000
E20-9 Fixed cost, $1,190,000
E20-10 Break-even point, $1,500,000
E20-11 (2) Required sales, $1,275,000
E20-12 (1) Sales price to break-even, $6.50
E20-13 Break-even point, $140,000 and 7,000 units
P20-1 Operating income, $100,000
P20-2 (2) Operating income under direct costing, $296,000
P20-3 (1) Operating income under absorption costing, $191,000
P20-4 (2) First quarter operating income under direct costing, $22,600
P20-5 (1) Break-even point with capital-intensive manufacturing, 210,000 units
P20-6 (2) Units to be sold at $40 each to produce required profit, 4,500
P20-7 Sales to produce required profit, 12,324 units of B2 plus 18,486 units of B4
P20-8 (1) sales to break-even, 40,000 tape recorders plus 80,000 calculators
P20-9 (1) (a) Sales to break-even, 500 units
P20-
10
(2) Break-even point, $1,000,000
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9. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E21-1 Differential profit from accepting new business, $1,595
E21-2 (1) Differential cost, $250,000
E21-3 Differential profit from sale, $45,000
E21-4 Savings from manufacturing part, $5,000
E21-5 Savings from purchasing pistons, $6,000
E21-6 (1) Gross contribution margin from Tift, $14,000
E21-7 Net contribution margin, $.70 per unit
E21-8 (1) Minimum bid price, $.008 per dose
E21-9 Average daily franchise fee collections, $52,500
E21-10 Annual savings with new AZ-17 process, $125,333
E21-11 Marking board contribution margin when using automated assembly, $19.90
E21-12 Maximum contribution margin, $900
E21-13 Maximum contribution margin, $2,600
E21-14 Minimum cost, $17
E21-15 Minimum cost, $8,200
P21-1 (1) Increment to pretax profit, $432,000
P21-2 (1) Increase in net income by accepting bid, $27,900
P21-3 (1) (c) Differential cost if level production is used, $88,785
P21-4 Group I total production costs, $32,050
P21-5 (1) Differential cost of special order, $34,750
P21-6 Total operating income with additional capacity, $65,855
P21-7 (1) Sales required to recover fixed overhead and regional promotion costs,
160,000 units
P21-8 Annual cost savings with discount quantity plan, $41,850
P21-9 (1) Net revenue with plain paper and bulk mail, $1,083,600
P21-
10
(1) Net local market contribution, $310,000
E22-1 Excess cash inflows over outflows, $200,000
E22-2 Excess cash inflows over outflows, $116,000
E22-3 Total price-level adjusted pretax cash inflows, $128,795
E22-4 Excess of pretax cash inflows over outflow s, $524,070
E22-5 Excess of net after-tax cash inflow s over outflow s, $360,000
E22-6 Excess of net after-tax cash inflow s over outflow s, $114,000
E22-7 Excess of net after-tax cash inflow s over outflow s, $60,000
P22-1 Excess of inflation-adjusted net after-tax cash inflows over outflow s, $47,278
P22-2 Excess of net after-tax cash inflow s over outflow s, $7,560
P22-3 (1) Total after-tax cash inflows from making product, $3,868,000
P22-4 Excess of inflation-adjusted net after-tax cash inflows over outflow s, $347,940
P22-5 (2) Excess of inflation-adjusted net after-tax cash inflows over outflows,
$23,984
P22-6 Excess of inflation-adjusted net after-tax cash inflows over outflow s, $151,952
P22-7 (1) Excess cost of CIM system over after-tax savings, $359,652
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10. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E23-1 Weighted average cost of capital, 11.90%
E23-2 Weighted average cost of capital before bond retirement and sale-leaseback,
8.3%
E23-3 (1) Payback period, 3.636 years
E23-4 (2) Net present value of investment, $4,840
E23-5 (2) Present value index, 8.1%
E23-6 Present value of tax savings, $2,439
E23-7 (2) Net present value of investment, $5,998
E23-8 Net present value of investment, $31,731
E23-9 Internal rate of return, 12.76%
E23-
10
(2) Project A internal rate of return, 19.87%
P23-1 (2) Weighted average cost of capital, 9.33%
P23-2 Estimated land value, $552,791
P23-3 (2) Project 1 internal rate of return, 15.67%
P23-4 (2) Accounting rate of return on original investment, 13.9%
P23-5 (5) Machine 1, internal rate of return, 18.6%
P23-6 (2) Accounting rate of return on average investment, 20.58%
P23-7 (4) Net present value index, .249
P23-8 (3) Net present value of investment, $175,163
P23-9 Net present value of purchase alternative, $727,129
P23-
10
Net present value of lease alternative, $14,000
24-1 (2) Standard deviation, $24,000
E24-2 (2) Coefficient of variation, .114
E24-3 Expected value of unit cost, $13.40
E24-4 Expected value of purchasing 180,000 units, $32,500
E24-5 (2) Expected value of perfect information, $1,800
E24-6 Posterior probability of 40,000 unit demand, .25
E24-7 Expected value of moving, $40,000
E24-8 Expected value of making sub-assembly, $26,000
E24-9 Expected value of bidding on Parcel A, $120,000
E24-
10
(1) Standard deviation, 7,496 units
E24-
11
Expected net present value, $1,775
E24-
12
Variance of net present value, $822,539
E24-
13
Standard deviation of net present value, $3,791
E24-
14
Variance of the total net present value of the investment, $49,994,656
E24-
15
(2) Probability that the NPV will be positive, .88493
P24-1 (2) Expected annual pretax advantage, $2,743,250
P24-2 Plan 3 estimated total cost, $347,160
P24-3 Maximum amount to pay for quality control program, $440,000
P24-4 (1) Expected value of ordering 400 shirts, $1,480
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11. P24-5 (1) Posterior probability of demand for 2,000 sq. ft. houses, .3125
P24-6 (2) Decrease in costs from accepting printer's offer, $3,331
P24-7 Expected value of not testing, $900
P24-8 Expected value of selecting a $5.25 sales price, $387,000
P24-9 Expected value of Strategy 2, $1,000,000
P24-
10
(2) Expected net present value, $16,895
P24-
11
(3) Standard deviation of expected NPV, $107,308
P24-
12
(2) Standard deviation of total NPV, $2,554
P24-
13
Weighted score for new technology, 90.0
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12. CHECK FIGURES, COST ACCOUNTING, 14th Ed., by Carter
E25-1 (3) Rate of return on capital employed, .20
E25-2 (3) Recreational products rate of return on capital employed, .300
E25-4 (1) Increased income from outside sales, $600,000
E25-5 Savings if Blade Division manufactures blades, $2,500
P25-1 (1) Rate of return on capital employed for Springy, 20%
P25-2 (3) Cost savings by using units from Compressor Division, $312,500
P25-3 (1) $10 advantage to Clarkson
P25-4 (1) Opportunity cost of shifting production to Economy model, $540
P25-5 (1) Difference for Cole Division in favor of Wales Company contract, $25,000
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