Exercises and Problems

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EXERCISES AND PROBLEMS

85. The Zygon Corporation was recently formed to produce a semiconductor chip that forms an essential part of the personal computer manufactured by a major

corporation. The direct materials are added at the start of the production process while conversion costs are added uniformly throughout the production process. June is Zygon's first month of operations, and therefore, there was no beginning

inventory. Direct materials cost for the month totaled $895,000, while conversion costs equaled $4,225,000. Accounting records indicate that 475,000 chips were started in June and 425,000 chips were completed.

Ending inventory was 50% complete as to conversion costs. Required:

a. What is the total manufacturing cost per chip for June?

b. Allocate the total costs between the completed chips and the chips in ending inventory.

Answer: a.

Equivalent unit for conversion costs =

425,000 completed + (50,000 x 0.5 completed) = 425,000 + 25,000 = 450,000

b. Completed units = $11.27 x 425,000 = $4,789,750

Ending work in process = Direct materials = 50,000 x $1.88 = $ 94,000

Conversion costs = 25,000 x $9.39 = 234,750

Total $328,750

Difficulty: 2 Objective: 2

Terms to Learn: process-costing system, equivalent units

Direct Materials Conversion Costs Total

Cost to account for $895,000 $4,225,000 $5,120,000

Divided by equiv units 475,000 450,000

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86. Cedar Rapids Chemical placed 220,000 liters of direct materials into the mixing process. At the end of the month, 10,000 liters were still in process, 30% converted as to labor and factory overhead. All direct materials are placed in mixing at the beginning of the process and conversion costs occur evenly during the process. Cedar Rapids Chemical uses weighted-average costing.

Required:

a. Determine the equivalent units in process for direct materials and conversion costs, assuming there was no beginning inventory.

b. Determine the equivalent units in process for direct materials and conversion costs, assuming that 12,000 liters of chemicals were 40% complete prior to the addition of the 220,000 liters.

Answer:

a. Direct materials:

Beginning inventory 0 liters

Units started 220,000 liters

Equivalent units 220,000 liters

Conversion costs:

Beginning inventory 0 liters

Units started 220,000 liters

To account for 220,000 liters

Units transferred out 210,000 liters

Ending inventory 10,000 liters

Units transferred out 210,000 liters

Ending inventory, 30% complete 3,000 liters

b. Direct materials:

Completed and transferred out (210,000 + 12,000) 222,000 liters Ending inventory, 100% complete 10,000 liters

Conversion costs:

Completed and transferred out 222,000 liters Ending inventory, 30% complete 3,000 liters

(3)

87. Jordana Woolens is a manufacturer of wool cloth. The information for March is as follows:

Beginning work in process 10,000 units

Units started 20,000 units

Units completed 25,000 units

Beginning work-in-process direct materials $ 6,000

Beginning work-in-process conversion $ 2,600

Direct materials added during month $30,000

Direct manufacturing labor during month $12,000

Factory overhead $ 5,000

Beginning work in process was half converted as to labor and overhead. Direct materials are added at the beginning of the process. All conversion costs are

incurred evenly throughout the process. Ending work in process was 60% complete. Required:

Prepare a production cost worksheet using the weighted-average method. Include any necessary supporting schedules.

Answer:

PRODUCTION COST WORKSHEET

Flow of production Physical Units Direct Materials Conversion

Work in process, beginning 10,000

Started during period 20,000

To account for 30,000

Units completed 25,000 25,000 25,000

Work in process, ending 5,000 5,000 3,000

Accounted for 30,000 30,000 28,000

Costs Totals Direct Materials Conversion

Work in process, beginning $ 8,600 $ 6,000 $ 2,600

Costs added during period 47,000 30,000 17,000

Total costs to account for $55,600 $36,000 $19,600

Divided by equivalent units 30,000 28,000

(4)

87. (continued)

Assignment of costs

Costs transferred out (25,000 x $1.90) $47,500 Work in process, ending

Direct materials (5,000 x $1.20) 6,000

Conversion (5,000 x $0.70 x 0.60) 2,100

Costs accounted for $55,600

Terms to Learn: weighted-average process-costing method, equivalent units

88. Four Seasons Company makes snow blowers. Materials are added at the beginning of the process and conversion costs are uniformly incurred. At the beginning of September, work in process is 40% complete and at the end of the month it is 60% complete. Other data for the month include:

Beginning work-in-process inventory 1,600 units

Units started 2,000 units

Units placed in finished goods 3,200 units

Conversion costs $200,000

Cost of direct materials $260,000

Beginning work-in-process costs:

Materials $154,000

Conversion $ 82,080

Required:

a. Prepare a production cost worksheet with supporting schedules using the weighted-average method of process costing.

b. Prepare journal entries to record transferring of materials to processing and from processing to finished goods.

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Answer:

a. PRODUCTION COST WORKSHEET

Flow of Production Physical

Units

Direct

Materials Conversion Work in process, beginning 1,600

Units completed 3,200 3,200 3,200

Work in process, ending 400 400 240

Accounted for 3,600 3,600 3,440

Costs

Totals

Direct

Materials Conversion Work in process, beginning $236,080 $154,000 $ 82,080

Equivalent-unit costs $197 $ 115 $ 82

Completed units (3,200 x $197) $630,400

Work in process, ending Direct materials (400 x $115) $46,000 Conversion (400 x $82 x 0.60) 19,680 65,680

b. Work in Process 260,000 Materials Inventory 260,000 Finished Goods 630,400 Work in Process 630,400 Difficulty: 3 Objective: 4, 5

(6)

89. Surf Products Company uses an automated process to clean and polish its souvenir items. For March, the company had the following activities:

Beginning work in process inventory 3,000 items, 1/3 complete Units placed in production 12,000 units

Units completed 9,000 units

Ending work in process inventory 6,000 items, 1/2 complete Cost of beginning work in process $2,500

Direct material costs, current $9,000

Conversion costs, current $7,700

Direct materials are placed into production at the beginning of the process and conversion costs are incurred evenly throughout the process.

Required:

Prepare a production cost worksheet using the FIFO method. Answer:

PRODUCTION COST WORKSHEET

Flow of production Physical

Units

Direct

Materials Conversion Work in process, beginning 3,000

Units Completed:

Work in process, beginning 3,000 2,000

Started and completed 6,000 6,000 6,000

15,000 12,000 11,000

Costs

Totals

Direct

Materials Conversion Work in process, beginning $ 2,500

Costs added during period 16,700 $ 9,000 $ 7,700

Total costs to account for $19,200 $ 9,000 $ 7,700

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89. (continued)

Work in process, beginning $ 2,500

Completion of beginning (2,000 x $0.70) 1,400

Total beginning inventory 3,900

Started and Completed (6,000 x $1.45) 8,700

Total costs transferred out $12,600

Work in process, ending

Direct materials (6,000 x $0.75) $4,500

Conversion (6,000 x $0.70 x 0.50) 2,100 6,600

Terms to Learn: first-in, first-out (FIFO) process-costing method, equivalent units

90. The Laramie Factory produces expensive boots. It has two departments that process all the items. During January, the beginning work in process in the tanning

department was 40% complete as to conversion and 100% complete as to direct materials. The beginning inventory included $6,000 for materials and $18,000 for conversion costs. Ending work-in-process inventory in the tanning department was 40% complete. Direct materials are added at the beginning of the process.

Beginning work in process in the finishing department was 60% complete as to conversion. Beginning inventories included $7,000 for transferred-in costs and $10,000 for conversion costs. Ending inventory was 30% complete.

Additional information about the two departments follows:

Tanning Finishing

Beginning work-in-process units 5,000 4,000

Units started this period 14,000 ?

Units transferred this period 16,000 18,000

Ending work-in-process units ? 2,000

Material costs added $18,000 ?

Conversion costs 32,000 $19,000

Transferred-out cost 50,000 ?

Required:

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Answer:

Production Cost Worksheet Finishing Department Weighted-Average Method

Flow of production Physical Units Conversion Trans-In

Work in process, beginning 4,000 Transferred in during period 16,000

Units transferred out 18,000 18,000 18,000

Work in process, ending 2,000 600 2,000

Accounted for 20,000 18,600 20,000

Costs Totals Conversion Trans-in

Work in process, beginning $17,000 $10,000 $ 7,000

Equivalent-unit costs $ 4.41 $ 1.56 $ 2.85

Transferred out (18,000 x $4.41) $79,380

Transferred-in costs (2,000 x $2.85) $5,700

Conversion (600 x $1.56) 936 6,636

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91. Lexington Company produces baseball bats and cricket paddles. It has two

departments that process all products. During July, the beginning work in process in the cutting department was half completed as to conversion, and complete as to direct materials. The beginning inventory included $40,000 for materials and $60,000 for conversion costs. Ending work-in-process inventory in the cutting department was 40% complete. Direct materials are added at the beginning of the process.

Beginning work in process in the finishing department was 80% complete as to conversion. Direct materials for finishing the units are added near the end of the process. Beginning inventories included $24,000 for transferred-in costs and $28,000 for conversion costs. Ending inventory was 30% complete. Additional information about the two departments follows:

Cutting Finishing

Units started this period 60,000

Units transferred this period 64,000 68,000

Ending work-in-process units 20,000

Material costs added $48,000 $34,000

Conversion costs 28,000 68,500

Transferred-out cost 128,000

Required:

Prepare a production cost worksheet, using FIFO for the finishing department. Answer:

Production Cost Worksheet Finishing Department

FIFO Method

Units

Direct

Materials Conversion Trans-In Work in process, beginning 24,000

Good units completed

Beginning work in process 24,000 24,000 4,800

Started and completed 44,000 44,000 44,000 44,000

Ending work in process 20,000 0 6,000 20,000

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91. (continued)

Costs Totals DMaterials Conversion Trans-In

WIP, beginning $ 52,000

Costs added during period 230,500 $34,000 $68,500 $128,000 Total costs to account for $282,500 $34,000 $68,500 $128,000

Divided by equivalent units 68,000 54,800 64,000

Equivalent-unit costs $ 3.75 $ 0.50 $ 1.25 $ 2.00

Completion of beginning:

Direct Materials (24,000 x $0.50) $12,000

Conversion (4,800 x $1.25) 6,000 18,000

Total Beginning Inventory 70,000

Total costs transferred out 235,000

Work in process ending:

Transferred-in (20,000 x $2.00) $40,000

Conversion (20,000 x $1.25 x 0.30) 7,500 47,500

Terms to Learn: first-in, first-out (FIFO) process-costing method, equivalent units

92. General Fabricators assembles its product in several departments. It has two

departments that process all units. During October, the beginning work in process in the cutting department was half completed as to conversion, and complete as to direct materials. The beginning inventory included $12,000 for materials and $3,000 for conversion costs. Ending work-in-process inventory in the cutting department was 40% complete. Direct materials are added at the beginning of the process.

Beginning work in process in the finishing department was 75% complete as to conversion. Direct materials are added at the end of the process. Beginning inventories included $16,000 for transferred-in costs and $20,000 for conversion costs. Ending inventory was 25% complete. Additional information about the two departments follows:

Cutting Finishing

Units started this period 40,000 50,000

Units transferred this period 50,000

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Required:

Prepare a production cost worksheet using weighted-average for the cutting department and FIFO for the finishing department.

Answer:

Production Cost Worksheet Cutting Department Weighted-Average Method Flow of Production Physical Units Direct Materials Conversion Work in process, beginning 20,000

Units transferred out 50,000 50,000 50,000

Accounted for 60,000 60,000 54,000

Costs

Totals

Direct

Materials Conversion

Work in process, beginning $15,000 $12,000 $ 3,000

Total costs to account for 87,000 60,000 27,000

Equivalent-unit costs $ 1.50 $ 1.00 $ 0.50

Transferred out (50,000 x $1.50) $75,000

Direct materials (10,000 x $1.00) $10,000

Conversion (10,000 x 0.40 x $0.50) 2,000 12,000

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92. (continued)

Production Cost Worksheet Finishing Department

FIFO Method

Units

Direct

Materials Conversion Trans-In Work in process, beginning 20,000

Started During Period 50,000

Good Units Completed:

Beginning Work in process 20,000 20,000 5,000

Started and Completed 30,000 30,000 30,000 30,000

Ending work in process 20,000 0 5,000 20,000

Accounted for 70,000 50,000 40,000 50,000

Costs Totals Direct

Materials

Conversion Trans-In

Costs added during period 167,000 $28,000 $64,000 $75,000 Total Costs to account for $203,000 $28,000 $64,000 $75,000

Divided by equivalent units 50,000 40,000 50,000

Equivalent-unit costs $ 3.66 $ 0.56 $ 1.60 $ 1.50

Completion of beginning:

Direct Materials (20,000 x $0.56) $11,200

Conversion (20,000 x 0.25 x $1.60) 8,000 19,200

Total Beginning Inventory 55,200

Total costs transferred out 165,000

Work in process ending

Transferred-in (20,000 x $1.50) $30,000

Conversion (20,000 x $1.60 x 0.25) 8,000 38,000

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138. The president of the company, Gregory Peters, has come to you for help. Use the following data to prepare a flexible budget for possible sales/production levels of 10,000, 11,000, and 12,000 units. Show the contribution margin at each activity level.

Sales price $24 per unit

Variable costs:

Manufacturing $12 per unit Administrative $ 3 per unit Selling $ 1 per unit Fixed costs:

Manufacturing $60,000 Administrative $20,000

(15)

Answer:

Flexible Budget for Various Levels of Sales/Production Activity Units 10,000 11,000 12,000 Sales $240,000 $264,000 $288,000 Variable costs: Manufacturing 120,000 132,000 144,000 Administrative 30,000 33,000 36,000 Selling 10,000 11,000 12,000

Total variable costs 160,000 176,000 192,000

Contribution margin 80,000 88,000 96,000 Fixed costs: Manufacturing 60,000 60,000 60,000 Administrative 20,000 20,000 20,000 Operating income/(loss) $ -0- $ 8,000 $ 16,000 Difficulty: 2 Objective: 2

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139. Strauss Table Company manufactures tables for schools. The 20X5 operating budget is based on sales of 20,000 units at $100 per table. Operating income is anticipated to be $120,000. Budgeted variable costs are $64 per unit, while fixed costs total $600,000.

Actual income for 20X5 was a surprising $354,000 on actual sales of 21,000 units at $104 each. Actual variable costs were $60 per unit and fixed costs totaled $570,000.

Required:

Prepare a variance analysis report with both flexible-budget and sales-volume variances.

Answer:

Strauss Table Company Variance Analysis

Actual Flexible Flexible Sales-Volume Static

Results Variances Budget Variances Budget

Units sold 21,000 21,000 20,000 Sales $2,184,000 $84,000 F $2,100,000 $100,000 F $2,000,000 Variable costs 1,260,000 84,000 F 1,344,000 64,000 U 1,280,000 Contribution margin $924,000 $168,000 F $756,000 $36,000 F $720,000 Fixed costs 570,000 30,000 F 600,000 0 600,000 Operating income $354,000 $198,000 F $156,000 $36,000 F $120,000 Total flexible-budget variance = $198,000 favorable.

Total sales-volume variance = $36,000 favorable.

Difficulty: 2 Objective: 2

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140. Nicholas Company manufacturers TVs. Some of the company's data was misplaced. Use the following information to replace the lost data:

Analysis Actual Results Flexible Variances Flexible Budget Sales-Volume Variances Static Budget Units Sold 112,500 112,500 103,125 Revenues $42,080 $1,000 F (A) $1,400 U (B) Variable Costs (C) $200 U $15,860 $2,340 F $18,200 Fixed Costs $8,280 $860 F $9,140 $9,140

Operating Income $17,740 (D) $16,080 (E) $15,140

Required:

: a. What are the respective flexible-budget revenues (A)? b. What are the static-budget revenues (B)?

c. What are the actual variable costs (C)?

d. What is the total flexible-budget variance (D)? e. What is the total sales-volume variance (E)? f. What is the total static-budget variance?

Answer:

a. $42,080 – $1,000 = $41,080 b. $41,080 + $1,400 = $42,480 c. $15,860 + $200 = $16,060

d. $17,740 – $16,080 = $1,660 favorable

e. $2,340 favorable + $1,400 unfavorable = $940 favorable f. $17,740 – $15,140 = $2,600 favorable

Terms to Learn: flexible budget, static budget, static-budget variance,

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141. Madzinga’s Draperies manufactures curtains. A certain window requires the following:

Direct materials standard 10 square yards at $5 per yard Direct manufacturing labor standard 5 hours at $10

During the second quarter, the company made 1,500 curtains and used 14,000 square yards of fabric costing $68,600. Direct labor totaled 7,600 hours for $79,800.

Required:

a. Compute the direct materials price and efficiency variances for the quarter. b. Compute the direct manufacturing labor price and efficiency variances for the

quarter.

Answer:

a. Direct materials variances:

Actual unit cost = $68,600/14,000 square yards = $4.90 per square yard

Price variance = 14,000 x ($5.00 – $4.90) = $1,400 favorable

Efficiency variance = $5.00 x [14,000 – (1,500 x 10)] = $5,000 favorable

b. Direct manufacturing labor variances: Actual labor rate = $79,800/7,600

= $10.50 per hour Price variance = 7,600 x ($10.50 – $10.00) = $3,800 unfavorable Efficiency variance = $10.00 x (7,600 – 7,500) = $1,000 unfavorable Difficulty: 2 Objective: 4

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142. The following data for the Alma Company pertain to the production of 1,000 urns during August.

Direct Materials (all materials purchased were used): Standard cost: $6.00 per pound of urn.

Total actual cost: $5,600.

Standard cost allowed for units produced was $6,000. Materials efficiency variance was $120 unfavorable. Direct Manufacturing Labor:

Standard cost is 2 urns per hour at $24.00 per hour. Actual cost per hour was $24.50.

Labor efficiency variance was $336 favorable. Required:

a. What is standard direct material amount per urn? b. What is the direct material price variance?

c. What is the total actual cost of direct manufacturing labor? d. What is the labor price variance for direct manufacturing labor?

(20)

Answer:

a. Standard cost per urn = $6,000/1,000 = $6.00 per urn Standard number of pounds per urn = $6.00/$6.00

= 1.0 pound per urn

b. Materials price variance = Total variance – efficiency variance

= ($5,600 – $6,000) – $120 unfavorable

= $520 favorable

c. Total standard labor cost of actual hours = ((1,000/2) x $24) – $336

favorable

= $11,664

Actual hours = $11,664/24 = 486 hours

Total actual costs = 486 x $24.50 = $11,907

d. Labor price variance = $11,907 – $11,664 = $243 unfavorable

(21)

143. The following data for the telephone company pertain to the production of 450 rolls of telephone wire during June. Selected items are omitted because the costing records were lost in a windstorm.

Direct Materials (All materials purchased were used.) Standard cost per roll: a pounds at $4.00 per pound. Total actual cost: b pounds costing $9,600.

Standard cost allowed for units produced was $9,000. Materials price variance: c .

Materials efficiency variance was $80 unfavorable. Direct Manufacturing Labor

Standard cost is 3 hours per roll at $8.00 per hour. Actual cost per hour was $8.25.

Total actual cost: d . Labor price variance: e .

Labor efficiency variance was $400 unfavorable. Required:

Compute the missing elements in the report represented by the lettered items. Answer:

a. Standard cost per roll = $9,000/450 = $20.00 Standard number of pounds per roll = $20/$4 = 5 pounds per roll

b. Actual pounds = ($9,000 + $80)/$4 = 2,270 pounds c. Materials price variance = $9,600 – ($9,000 + $80)

= $520 unfavorable

d. Total standard labor cost of actual hours = (450 x 3 x $8) + $400 = $11,200

Actual hours = $11,200/$8 = 1,400

Total actual cost = 1,400 x $8.25 = $11,550

e. Labor price variance = $11,550 – $11,200 = $350 unfavorable

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144. Littrell Company produces chairs and has determined the following direct cost categories and budgeted amounts:

Standard Inputs Standard Cost

Category for 1 output per input

Direct Materials 1.00 $7.50

Direct Labor 0.30 9.00

Direct Marketing 0.50 3.00

Actual performance for the company is shown below: Actual output: (in units) 4,000 Direct Materials:

Materials costs $30,225 Input purchased and used 3,900 Actual price per input $7.75 Direct Manufacturing Labor:

Labor costs $11,470

Labor-hours of input 1,240 Actual price per hour $9.25 Direct Marketing Labor:

Labor costs $5,880

Labor-hours of input 2,100 Actual price per hour $2.80 Required:

a. What is the combined total of the flexible-budget variances? b. What is the price variance of the direct materials?

c. What is the price variance of the direct manufacturing labor and the direct marketing labor, respectively?

d. What is the efficiency variance for direct materials?

e. What are the efficiency variances for direct manufacturing labor and direct marketing labor, respectively?

(23)

Answer:

a. Actual Results Flexible Budget Variances

Direct materials $30,225 $30,000 $225 U

Direct manufacturing labor 11,470 10,800 670 U

Direct marketing labor 5,880 6,000 120 F

$47,575 $46,800 $775 U

b. ($7.75 – $7.50) x (3,900) = $975 unfavorable

c. Manufacturing Labor ($9.25 – $9.00) x 1,240 = $310 unfavorable Marketing Labor ($2.80 – $3.00) x 2,100 = $420 favorable d. [3,900 – (4,000 units x 1.00)] x $7.50 = $750 favorable

e. Manufacturing Labor = [1,240 hours – (4,000 x 0.30 hours)] x $9.00 = $360 unfavorable

Marketing Labor = [2,100 hours – (4,000 x 0.50 hours)] x $3.00 = $300.00 unfavorable

Terms to Learn: standard cost, flexible-budget variance, price variance, efficiency

variance

145. Coffey Company maintains a very large direct materials inventory because of critical demands placed upon it for rush orders from large hospitals. Item A contains hard-to-get material Y. Currently, the standard cost of material Y is $2.00 per gram. During February, 22,000 grams were purchased for $2.10 per gram, while only 20,000 grams were used in production. There was no beginning inventory of material Y.

Required:

a. Determine the direct materials price variance, assuming that all materials costs are the responsibility of the materials purchasing manager.

b. Determine the direct materials price variance, assuming that all materials costs are the responsibility of the production manager.

c. Discuss the issues involved in determining the price variance at the point of purchase versus the point of consumption.

(24)

Answer:

a. Material price variance = 22,000 x ($2.10 – $2.00) = $2,200 unfavorable b. Material price variance = 20,000 x ($2.10 – $2.00)

= $2,000 unfavorable

c. Measuring the price variance at the time of materials purchased is desirable in situations where the amount of materials purchased varies substantially from the amount used during the period. Failure to measure the price variance based on materials purchased could result in a substantial delay in determining that a price change occurred.

Also, if the purchasing manager is to be held accountable for his/her purchasing activities, it is appropriate to have the materials price variances computed at the time of purchase so the manager can include the variances on his/her monthly report. This encourages the purchasing manager to be more responsible for the activities under his/her control. It provides a closer relationship between responsibility and authority and becomes a relevant performance measure.

Difficulty: 2 Objectives: 4, 5

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146. During February the Lungren Manufacturing Company's costing system reported several variances that the production manager was surprised to see. Most of the company's monthly variances are under $125, even though they may be either favorable or unfavorable. The following information is for the manufacture of garden gates, its only product:

1. Direct materials price variance, $800 unfavorable. 2. Direct materials efficiency variance, $1,800 favorable. 3. Direct manufacturing labor price variance, $4,000 favorable. 4. Direct manufacturing labor efficiency variance, $600 unfavorable. Required:

a. Provide the manager with some ideas as to what may have caused the price variances.

b. What may have caused the efficiency variances? Answer:

a. Direct materials' unfavorable price variance may have been caused by: (1) paying a higher price than the standard for the period, (2) changing to a new vendor, or (3) buying higher-quality materials.

Direct manufacturing labor's favorable price variance may have been caused by: (1) changing the work force by hiring lower-paid employees, (2) changing the mix of skilled and unskilled workers, or (3) not giving pay raises as high as anticipated when the standards were set for the year.

b. Direct materials' favorable efficiency variance may have been caused by: (1) employees/machinery working more efficiency and having less scrap and waste materials, (2) buying better-quality materials, or (3) changing the production process.

Direct manufacturing labor's unfavorable efficiency variance may have been caused by: (1) poor working conditions, (2) changes in the production process (learning something new initially takes longer), (3) different types of direct materials to work with, or (4) poor attitudes on behalf of the workers.

(26)

147. Mayberry Company had the following journal entries recorded for the end of June. Unfortunately, the company's only accountant quit on July 10 and the president is at a loss as to the company's performance for the month of June.

Materials Control 150,000

Direct Materials Price Variance 5,000

Accounts Payable Control 145,000

Work-in-Process Control 60,000

Direct Materials Efficiency Variance 4,000

Direct Manufacturing Labor Price Variance 7,500

Direct Manufacturing Labor Efficiency Variance 9,000

Wages Payable Control 423,500

Required:

a. What kind of performance did the company have for June? Explain each variance.

b. Why is Direct Materials given in two entries? Answer:

a. The first entry is for materials purchases. The credit entry indicates a

favorable variance. This could be an indicator that the purchasing agent did a good job or he/she bought inferior goods.

Production was not as lucky in June. The debit entry for materials efficiency indicates that more materials were used than should have been under the operating plans for the month.

For labor, the price was unfavorable, while the efficiency was favorable. This could have been caused by using higher-priced workers who were, in fact, better workers. Of course, there are many other possible causes.

b. Recoding variances for direct materials is completed with two separate entries since the price variance is isolated at the point of purchase, while the

efficiency variance is isolated at the point of use.

Difficulty: 2 Objectives: 5

(27)

148. Waddell Productions makes separate journal entries for all cost accounting-related activities. It uses a standard cost system for all manufacturing items. For the month of June, the following activities have taken place:

Direct Manufacturing Materials Purchased $300,000 Direct Manufacturing Materials Used 250,000

Direct Materials Price Variance 10,000 unfavorable (at time of purchase)

Direct Materials Efficiency Variance 15,000 favorable Direct Manufacturing Labor Price Variance 6,000 favorable Direct Manufacturing Labor Efficiency Variance 4,000 favorable Direct Manufacturing Labor Payable 170,000

Required:

Record the necessary journal entries to close the accounts for the month. Answer:

Direct Manufacturing Materials Price Variance 10,000

Accounts Payable Control 310,000

Direct Materials Efficiency Variance 15,000

Direct Manufacturing Labor Price Variance 6,000

Direct Manufacturing Labor Efficiency Variance 4,000

Wages Payable Control 170,000

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149. Tyson’s Hardware uses a flexible budget to develop planning information for its warehouse operations. For 20X5, the company anticipated that it would have 96,000 sales units for 664 customer shipments. Average storage bin usage for various inventories was estimated to be 200 per day. The costs and cost drivers were determined to be as follows:

Item Fixed Variable Cost driver

Product handling $10,000 $1.25 per 100 units

Storage 3.00 per storage bin

Utilities 1,000 1.50 per 100 units

Shipping clerks 1,000 1.00 per shipment

Supplies 0.50 per shipment

During the year, the warehouse processed 90,000 units for 600 customer

shipments. The workers used 225 storage bins on average each day to sort, store, and process goods for shipment. The actual costs for 20X5 were:

Item Actual costs

Product handling $10,900 Storage 465 Utilities 2,020 Shipping clerks 1,400 Supplies 340 Required:

a. Prepare a static budget for 20X5 with static-budget variances. b. Prepare a flexible budget for 20X5 with flexible-budget variances. Answer:

a. Tyson’s Hardware — Static Budget with Variances — 20X5 Static

Actual Budget Variances

Product handling $10,900 $11,200 $300 F Storage 465 600 135 F Utilities 2,020 2,440 420 F Shipping clerks 1,400 1,664 264 F Supplies 340 332 8 U Total $15,125 $16,236 $1,111 F

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b. Tyson’s Hardware — Flexible Budget with Variances — 20X5 Flexible

Actual Budget Variances

Product handling $10,900 $11,125 $225 F Storage 465 675 210 F Utilities 2,020 2,350 330 F Shipping clerks 1,400 1,600200 F Supplies 340 300 40 U Total $15,125 $16,050 $925 F Difficulty: 2 Objective: 6

Terms to Learn: static budget, flexible budget, static-budget variance,

flexible-budget variance

CRITICAL THINKING

150. Explain the difference between a static budget and a flexible budget. Explain what is meant by a static budget variance and a flexible budget variance.

Answer:

A static budget is one based on the level of output planned at the start of the budget period. A flexible budget calculates budgeted revenue and budgeted costs based on the actual output in the budget period. The only difference between the static budget and the flexible budget is that the static budget is prepared for the planned output, whereas the flexible budget is prepared based on the actual output.

A static budget variance is the difference between the actual results and the

corresponding budgeted amounts in the static budget. A flexible-budget variance is the difference between an actual result and the corresponding flexible-budget amount based on the actual output in the budget period.

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151. The textbook discusses three levels of variances, Level 0, Level 1, Level 2, and Level 3. Briefly explain the meaning of each of those levels and provide an example of a variance at each of those levels.

Answer:

A Level 0 variance is simply the difference between actual operating income and planned operating income in the static budget.

A Level 1 variance would be any of the differences between the static budget and the actual results that make up operating income. Examples of such differences could include the following items:

Units sold (Static budget – actual)

Revenues (Static budget – actual)

Material costs (Static budget – actual) Direct manufacturing labor (Static budget – actual) Variable manufacturing overhead (Static budget – actual) Contribution margin (Static budget – actual)

Fixed costs (Static budget – actual)

A Level 2 variance subdivides the level 0 variance (which is the total of the Level 1 variances) into a sales volume variance and a flexible-budget variance. The sales volume variance is the difference between the flexible budget amount and the corresponding static budget amount. The flexible budget variance is an actual result and the corresponding flexible budget amount based on the actual output level in the budget period. Specific examples of Level 2 variances could include any of the items shown in the list of Level 1 variances.

A Level 3 variance would include price variances that reflect the difference between the actual input price and a budgeted input price, such as the direct

material price variance, the direct labor rate variance, and the variable overhead rate variance. Level 3 variances would also include efficiency variances that reflect the difference between an actual input quantity and a budgeted input quantity.

Examples would include material quantity variances, labor efficiency variances, and variable overhead efficiency variances.

Difficulty: 3 Objective: 2,3

Terms to Learn: variance

152. Describe the purpose of variance analysis. Answer:

Variance analysis should help the company learn about what happened and how to perform better and should not be a tool in playing the ―blame game.‖

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153. Give at least three good reasons why a favorable price variance for direct materials might be reported.

Answer:

Any three of the following:

a. The purchasing manager skillfully negotiated a better purchase price. b. The purchasing manager changed to a lower-priced supplier.

c. The purchasing manager purchased in larger quantities resulting in quantity discounts.

d. The purchasing manager changed to lower-quality materials.

e. An unexpected industry oversupply resulted in decreased prices for materials. f. Budgeted purchase prices were not carefully set.

Terms to Learn: price variance

154. Give at least three good reasons why an unfavorable efficiency variance for direct manufacturing labor might be reported.

Answer:

Any three of the following:

a. More lower-skilled workers were scheduled than planned. b. Work was inefficiently scheduled.

c. Machines were not properly maintained. d. Budgeted time standards were too tight.

Terms to Learn: efficiency variance

155. What is benchmarking, and how is it useful to a company? Answer:

Benchmarking is the continuous process of comparing the levels of performance in producing products and services and executing activities against the best levels of performance in competing companies or in companies having similar processes. Companies can examine aspects of their own operations in comparison to similar operations and see if they are operating at a disadvantage. Benchmarking might provide targets and opportunities to cut costs, and might even show where they have a competitive advantage over similar companies.

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183. Spirit Company sells three products with the following seasonal sales pattern: Products Quarter A B C 1 40% 30% 10% 2 30% 20% 40% 3 20% 20% 40% 4 10% 30% 10%

The annual sales budget shows forecasts for the different products and their expected selling price per unit as follows:

Product Units Selling Price

A 50,000 $ 4

B 125,000 10

C 62,500 6

Required:

Prepare a sales budget, in units and dollars, by quarters for the company for the coming year.

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Answer:

First Second Third Fourth

Quarter Quarter Quarter Quarter Total Product A: Sales (units) 20,000 15,000 10,000 5,000 50,000 Price x $4 x $4 x $4 x $4 x $4 Sales $80,000 $60,000 $40,000 $20,000 $200,000 Product B: Sales (units) 37,500 25,000 25,000 37,500 125,000 Price x $10 x $10 x $10 x $10 x $10 Sales $375,000 $250,000 $250,000 $375,000 $1,250,000 Product C: Sales (units) 6,250 25,000 25,000 6,250 62,500 Price x $6 x $6 x $6 x $6 x $6 Sales $37,500 $150,000 $150,000 $37,500 $375,000 Total $492,500 $460,000 $440,000 $432,500 $1,825,000 Difficulty: 2 Objective: 3 Terms to Learn: operating budget

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184. Lubriderm Corporation has the following budgeted sales for the next six-month period:

Month Unit Sales

June 90,000 July 120,000 August 210,000 September 150,000 October 180,000 November 120,000

There were 30,000 units of finished goods in inventory at the beginning of June. Plans are to have an inventory of finished products that equal 20% of the unit sales for the next month.

Five pounds of materials are required for each unit produced. Each pound of material costs $8. Inventory levels for materials are equal to 30% of the needs for the next month. Materials inventory on June 1 was 15,000 pounds.

Required:

a. Prepare production budgets in units for July, August, and September. b. Prepare a purchases budget in pounds for July, August, and September, and

give total purchases in both pounds and dollars for each month. Answer:

a. July August September

Budgeted sales 120,000 210,000 150,000

Add: Required ending inventory 42,000 30,000 36,000 Total inventory requirements 162,000 240,000 186,000

Less: Beginning inventory 24,000 42,000 30,000

Budgeted production 138,000 198,000 156,000

b. July August September

Production in units 138,000 198,000 156,000

Targeted ending inventory in lbs.* _297,000 _234,000 **_252,000

Production needs in lbs.*** _690,000 _990,000 _780,000

Total requirements in lbs. 987,000 1,224,000 1,032,000 Less: Beginning inventory in lbs. ****_207,000 _297,000 _234,000

Purchases needed in lbs. 780,000 927,000 798,000 Cost ($8 per lb.) x $8 x $8 x $8 Total material purchases $6,240,000 $7,416,000 $6,384,000

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****_{(690,000 x .3) = 207,000 lbs., etc. row across}

Difficulty: 3 Objective: 3 Terms to Learn: operating budget

185. Gerdie Company has the following information:

Month Budgeted Sales

March $50,000

April 53,000

May 51,000

June 54,500

July 52,500

In addition, the gross profit rate is 40% and the desired inventory level is 30% of next month's cost of sales.

Required:

Prepare a purchases budget for April through June.

Answer: April May June Total

Desired ending inventory $ 9,180 $ 9,810 $ 9,450 $ 9,450

Plus COGS 31,800 30,600 32,700 95,100

Total needed 40,980 40,410 42,150 104,550

Less beginning inventory 9,540 9,180 9,810 9,540

Total purchases $31,440 $31,230 $32,340 $ 95,010

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186. Picture Pretty manufactures picture frames. Sales for August are expected to be 10,000 units of various sizes. Historically, the average frame requires four feet of framing, one square foot of glass, and two square feet of backing. Beginning inventory includes 1,500 feet of framing, 500 square feet of glass, and 500 square feet of backing. Current prices are $0.30 per foot of framing, $6.00 per square foot of glass, and $2.25 per square foot of backing. Ending inventory should be 150% of beginning inventory. Purchases are paid for in the month acquired.

Required:

a. Determine the quantity of framing, glass, and backing that is to be purchased during August.

b. Determine the total costs of direct materials for August purchases. Answer:

a. Framing Glass Backing

Desired ending inventory* 2,250 750 750

Production needs (10,000 units)** 40,000 10,000 20,000

Total needs 42,250 10,750 20,750

Less: Beginning inventory 1,500 500 500

Purchases planned 40,750 10,250 20,250

b. Cost of direct materials:

Framing (40,750 x $0.30) $12,225.00 Glass (10,250 x $6.00) 61,500.00 Backing (20,250 x $2.25) 45,562.50 Total $119,287.50 *1,500 x 1.5 = 2,250 framing 500 x 1.5 = 750 glass 500 x 1.5 = 750 backing **10,000 x 4 = 40,000 framing 10,000 x 1 = 10,000 glass 10,000 x 2 = 20,000 backing Difficulty: 2 Objective: 3 Terms to Learn: operating budget

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187. Michelle Enterprises reports the year-end information from 20X5 as follows:

Sales (100,000 units) $250,000

Less: Cost of goods sold 150,000

Gross profit 100,000

Operating expenses (includes $10,000 of Depreciation) 60,000

Net income $ 40,000

Michelle is developing the 20X6 budget. In 20X6 the company would like to increase selling prices by 10%, and as a result expects a decrease in sales volume of 5%. Cost of goods sold as a percentage of sales is expected to increase to 62%. Other than depreciation, all operating costs are variable.

Required:

Prepare a budgeted income statement for 20X6. Answer:

Michelle Enterprises Budgeted Income Statement

For the Year 20X6

Sales (95,000 x $2.75) $261,250

Cost of goods sold (20X6 sales x 62%) 161,975

Gross profit 99,275

Less: Operating expenses [($0.50 x 95,000] + $10,000) 57,500

Net income $ 41,775

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188. Brad Corporation is using the kaizen approach to budgeting for 20X5. The budgeted income statement for January 20X5 is as follows:

Sales (240,000 units) $720,000

Gross margin 240,000

Operating expenses (includes $64,000 of fixed costs) 192,000

Net income $ 48,000

Under the kaizen approach, cost of goods sold and variable operating expenses are budgeted to decline by 1% per month.

Required:

Prepare a kaizen-based budgeted income statement for March of 20X5. Answer:

Sales $720,000

Less: Cost of goods sold ($480,000 x 0.99 x 0.99) 470,448

Operating expenses [($128,000 x 0.99 x 0.99) + $64,000] 189,453

Net income $ 60,099

Difficulty: 2 Objective: 5 Terms to Learn: kaizen budgeting

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189. Allscott Company is developing its budgets for 20X5 and, for the first time, will use the kaizen approach. The initial 20X5 income statement, based on static data from 20X4, is as follows:

Sales (140,000 units) $420,000

Operating expenses (includes $28,000 of depreciation) 112,000

Net income $28,000

Selling prices for 20X5 are expected to increase by 8%, and sales volume in units will decrease by 10%. The cost of goods sold as estimated by the kaizen approach will decline by 10% per unit. Other than depreciation, all other operating costs are expected to decline by 5%.

Required:

Prepare a kaizen-based budgeted income statement for 20X5. Answer: Sales (126,000 x $3.24) $408,240 Less: COGS (126,000 x $1.80) 226,800 Gross margin 181,440 Operating expenses ($28,000 + $79,800) 107,800 Net income $ 73,640 Difficulty: 2 Objectives: 4, 5

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190. Russell Company has the following projected account balances for June 30, 20X5:

Accounts payable $40,000 Sales $800,000

Accounts receivable 100,000 Capital stock 400,000

Depreciation, factory 24,000 Retained earnings ?

Inventories (5/31 & 6/30) 180,000 Cash 56,000

Direct materials used 200,000 Equipment, net 240,000

Office salaries 80,000 Buildings, net 400,000

Insurance, factory 4,000 Utilities, factory 16,000

Plant wages 140,000 Selling expenses 60,000

Bonds payable 160,000 Maintenance, factory 28,000

Required:

a. Prepare a budgeted income statement for June 20X5. b. Prepare a budgeted balance sheet as of June 30, 20X5.

Answer: Russell Company

a. Income Statement

For the Month of June 20X5

Sales $800,000

Cost of goods sold:

Materials used $200,000 Wages 140,000 Depreciation 24,000 Insurance 4,000 Maintenance 28,000 Utilities 16,000 412,000 Gross profit 388,000 Operating expenses: Selling expenses $60,000 Office salaries 80,000 140,000 Net income $248,000 b. Russell Company Balance Sheet June 30, 20X5

Assets: Liabilities and Owners’ Equity:

Cash $ 56,000 Accounts payable $ 40,000

Accounts receivable 100,000 Bonds payable 160,000

Inventories 180,000 Capital stock 400,000

Equipment, net 240,000 Retained earnings* 376,000 Buildings, net 400,000

Total $976,000 Total $976,000

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191. Shamokin Manufacturing produces two products, Big and Bigger. Shamokin expects to sell 20,000 units of Big and 10,000 units of Bigger. Shamokin plans on having an ending inventory of 4,000 units of Big and 2,000 units of Bigger.

Currently, Shamokin has 1,000 units of Big in its inventory and 800 units of Bigger. Each product requires two labor operations: molding and polishing. Product Big requires one hour of molding time and one hour of polishing time. Product Bigger requires one hour of molding time and two hours of polishing time. The direct labor rate for molders is $20 per molding hour, and the direct labor rate for polishers is $25 per polishing hour.

Required:

Prepare a direct labor budget in hours and dollars for each product. Desired Production:

Big Bigger Total

Expected sales 20,000 10,000

Desired ending inventory 4,000 2,000

Production needs 24,000 12,000

Less: beginning inventory 1,000 800

Desired production 23,000 11,200

Direct Labor Budget for Big: Molding Polishing Desired Production of Big 23,000 23,000 Hours of Labor Required per unit 1 1 Total Hours of Labor Required 23,000 23,000

Direct Labor Rate $20 $25

Cost of Direct Labor for Big $460,000 $575,000 $1,035,000 Direct Labor Budget for Bigger: Molding Polishing

Desired Production of Bigger 11,200 11,200 Hours of Labor Required per unit 1 2 Total Hours of Labor Required 11,200 22,400

Direct Labor Rate $20 $25

Cost of Direct Labor for Bigger $224,000 $560,000 $784,000 Total Direct Labor Costs $684,000 $1,135,000 $1,819,000

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192. Duffy Corporation has prepared the following sales budget:

Month Cash Sales Credit Sales

May $16,000 $68,000

June 20,000 80,000

July 18,000 74,000

August 24,000 92,000

September 22,000 76,000

Collections are 40% in the month of sale, 45% in the month following the sale, and 10% two months following the sale. The remaining 5% is expected to be

uncollectible. Required:

Prepare a schedule of cash collections for July through September. Answer:

July August September Total

Cash sales $18,000 $24,000 $22,000 $64,000

Collections of credit sales from:

Current month 29,600 36,800 30,400 96,800

Previous month 36,000 33,300 41,400 110,700

Two months ago 6,800 8,000 7,400 22,200

Total collections $90,400 $102,100 $101,200 $293,700

Difficulty: 2 Objective: A Terms to Learn: cash budget

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193. The following information pertains to Amigo Corporation:

Month Sales Purchases

July $30,000 $10,000 August 34,000 12,000 September 38,000 14,000 October 42,000 16,000 November 48,000 18,000 December 60,000 20,000

 Cash is collected from customers in the following manner: Month of sale (2% cash discount) 30%

Month following sale 50%

Two months following sale 15%

Amount uncollectible 5%

 40% of purchases are paid for in cash in the month of purchase, and the balance is paid the following month.

Required:

a. Prepare a summary of cash collections for the 4th quarter. b. Prepare a summary of cash disbursements for the 4th quarter. Answer:

a. Cash collections Oct $36,448 + Nov $40,812 + Dec $47,940 = $125,200 October November December

August $ 5,100 September 19,000 5,700 October 12,348 21,000 6,300 November 14,112 24,000 December 17,640 --- --- --- $36,448 $40,812 $47,940

b. Cash disbursements Oct $14,800 + Nov $16,800 + Dec $18,800 = $50,400 October November December

September 8,400 October 6,400 9,600 November 7,200 10,800 December 8,000 --- --- --- $14,800 $16,800 $18,800 Difficulty: 2 Objective: A

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134. Cocoa Pet Corporation manufactures two models of grooming stations, a standard and a deluxe model. The following activity and cost information has been compiled:

Number of Number of Number of

Product Setups Components Direct Labor Hours

Standard 3 30 650

Deluxe 7 50 150

Overhead costs $20,000 $60,000

Assume a traditional costing system applies the $80,000 of overhead costs based on direct labor hours.

a. What is the total amount of overhead costs assigned to the standard model? b. What is the total amount of overhead costs assigned to the deluxe model? Assume an activity-based costing system is used and that the number of setups and the number of components are identified as the activity-cost drivers for overhead. c. What is the total amount of overhead costs assigned to the standard model? d. What is the total amount of overhead costs assigned to the deluxe model? e. Explain the difference between the costs obtained from the traditional costing

system and the ABC system. Which system provides a better estimate of costs? Why? Answer: a. [$80,000 / (650 + 150)] x 650 = $65,000 b. [$80,000 / (650 + 150)] x 150 = $15,000 c. Setups: $20,000 / (3 + 7) = $2,000 Components: $60,000 / (30 + 50) = $750 ($2,000 x 3) + ($750 x 30) = $28,500 d. ($2,000 x 7) + ($750 x 50) = $51,500

e. Because the products do not all require the same proportionate shares of the overhead resources of setup hours and components, the ABC system provides different results than the traditional system which allocates overhead costs on the basis of direct labor hours. The ABC system considers some important differences in overhead resource requirements and thus provides a better picture of the costs from each grooming table style, provided that the activity measures are fairly estimated.

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135. Come-On-In Manufacturing produces two types of entry doors: Deluxe and Standard. The assignment basis for support costs has been direct labor dollars. For 20X5, Come-On-In compiled the following data for the two products:

Deluxe Standard

Sales units 50,000 400,000

Sales price per unit $650.00 $475.00

Direct material and labor costs per unit $180.00 $130.00 Manufacturing support costs per unit $ 80.00 $120.00 Last year, Come-On-In Manufacturing purchased an expensive robotics system to allow for more decorative door products in the deluxe product line. The CFO suggested that an ABC analysis could be valuable to help evaluate a product mix and promotion strategy for the next sales campaign. She obtained the following ABC information for 20X5:

Activity Cost Driver Cost Total Deluxe Standard

Setups of setups $ 500,000 500 400 100

Machine-related of machine hours $44,000,000 600,000 300,000 300,000 Packing of shipments $ 5,000,000 250,000 50,000 200,000 Required:

a. Using the current system, what is the estimated

1. total cost of manufacturing one unit for each type of door? 2. profit per unit for each type of door?

b. Using the current system, estimated manufacturing overhead costs per unit are less for the deluxe door ($80 per unit) than the standard door ($120 per unit). What is a likely explanation for this?

c. Review the machine-related costs above. What is a likely explanation for machine-related costs being so high? What might explain why total machining hours for the deluxe doors (300,000 hours) are the same as for the standard doors (300,000 hours)?

d. Using the activity-based costing data presented above, 1. compute the cost-driver rate for each overhead activity.

2. compute the revised manufacturing overhead cost per unit for each type of entry door.

3. compute the revised total cost to manufacture one unit of each type of entry door.

e. Is the deluxe door as profitable as the original data estimated? Why or why not?

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Answer:

a. Currently estimated deluxe-entry door total cost per unit is $260 = $180 + $80. Currently estimated standard-entry door total cost per unit is $250 = $130 + $120. Currently estimated deluxe-entry door profit per unit is $390 = $650 – $260. Currently estimated standard-entry door profit per unit is $225 = $475 – $250. b. Support manufacturing costs are currently allocated based on direct labor dollars.

Because the deluxe doors are manufactured using the new robotics system, it appears that less direct labor is needed to manufacture each unit in the deluxe product line.

c. The high machine-related costs are probably a result of purchasing the new robotics equipment for the deluxe product line. Yes, the total number of machine hours is the same for each product line, but the deluxe line uses 6 machine hours per unit (300,000 mh / 50,000 units), while the standard product line only uses 0.75 machine hours per unit (300,000 mh / 400,000 units). By evaluating machine hours per unit rather than total machine hours, these numbers make more sense.

d1. Manufacturing overhead cost driver rates:

Setup activity is $1,000/setup = $500,000/500 setups.

Machine-related activity is $73.33/machine hour = $44,000,000/600,000 machine hours.

Packing activity is $20/shipment = $5,000,000/250,000 shipments. d2. Revised overhead costs per unit:

Deluxe-entry door is $468 per unit = [($1,000 x 400) + ($73.33 x 300,000) + ($20 x 50,000)] / 50,000 units.

Standard-entry door is $65.25 per unit = [($1,000 x 100) + ($73.33 x 300,000) + ($20 x 200,000)] / 400,000 units.

d3. Revised total cost per unit for the deluxe-entry door is $648.00 = $180.00 + $468.00.

Revised total cost per unit for the standard-entry door is $195.25 = $130.00 + $65.25.

e. No, the deluxe door is not as profitable as originally estimated because the deluxe door requires a disproportionate share of the overhead activities (the robotics system) and thus, more of the overhead costs are assigned to the deluxe door when using an ABC system.

Revised profit per unit for the deluxe-entry door is $2.00 = $650.00 – $648.00.

Revised profit per unit for the standard-entry door is $279.75 = $475.00 – $195.25.

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f. First, the sales-mix strategy ought to consider the current and future market demands for the two types of entry doors. Other considerations include the capacity-related constraints of the robotics system, other equipment, and the facilities. The fact that customers may be willing to pay more for the deluxe doors should be considered when evaluating the profitability of each product line. Costs do not drive a sales-mix strategy.

Difficulty: 3 Objectives: 1,3,5,6

Terms to Learn: activity-based costing (ABC)

136. Brilliant Accents Company manufactures and sells three styles of kitchen faucets: Brass, Chrome, and White. Production takes 25, 25, and 10 machine hours to manufacture 1,000-unit batches of brass, chrome and white faucets, respectively. The following additional data apply:

BRASS CHROME WHITE

Projected sales in units 30,000 50,000 40,000

PER UNIT data:

Selling price $40 $20 $30

Direct materials $ 8 $ 4 $ 8

Direct labor $15 $ 3 $ 9

Overhead cost based on direct labor hours

(traditional system) $12 $ 3 $ 9

Hours per 1000-unit batch:

Direct labor hours 40 10 30

Machine hours 25 25 10

Setup hours 1.0 0.5 1.0

Inspection hours 30 20 20

Total overhead costs and activity levels for the year are estimated as follows: Activity Overhead costs Activity levels

Direct labor hours 2,900 hours

Machine hours 2,400 hours

Setups $465,500 95 setup hours

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Required:

a. Using the traditional system, determine the operating profit per unit for the brass style of faucet.

b. Determine the activity-cost-driver rate for setup costs and inspection costs. c. Using the ABC system, for the brass style of faucet:

1. compute the estimated overhead costs per unit. 2. compute the estimated operating profit per unit.

d. Explain the difference between the profits obtained from the traditional system and the ABC system. Which system provides a better estimate of profitability? Why?

Answer:

a. Traditional system:

Operating profit per unit for Brass faucets is $5 = $40 – ($8 + 15 + 12). b. The activity-cost-driver rate for setup costs is $4,900 per setup hour = $465,500/95,

and for inspection costs is $150 per inspection hour = $405,000/2700. c. ABC system:

Overhead costs per unit for Brass faucets are $9.40 per unit.

30,000 units in projected sales / 1000 units per batch = 30 batches; 30 batches x 1 setup hour per batch = 30 setup hours;

30 batches x 30 inspection hours per batch = 900 inspection hours. 30 setup hours x $4,900 = $147,000/30,000 units = $4.90/unit 900 inspection hours x $150 = $135,000/30,000 units = $4.50/unit Overhead costs for Brass faucets ($4.90 + $4.50) = $9.40 per unit.

Operating profit per unit for Brass faucets is $7.60 = $40 – ($8 + 15 +9.40).

d. Traditional system: Operating profit per unit for Brass faucets is $5.00. ABC system: Operating profit per unit for Brass faucets is $7.60. Because the products do not all require the same proportionate shares of the support resources of setup hours and inspection hours, the ABC system provides different results than the traditional system which allocates overhead costs on the basis of direct labor hours. The ABC system considers some important differences in overhead resource requirements and thus provides a better picture of the profitability from each faucet style provided that the activity measures are fairly estimated.

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137. Brilliant Accents Company manufactures and sells three styles of kitchen faucets: Brass, Chrome, and White. Production takes 25, 25, and 10 machine hours to manufacture 1000-unit batches of brass, chrome and white faucets, respectively. The following additional data apply:

BRASS CHROME WHITE

Projected sales in units 30,000 50,000 40,000

PER UNIT data:

Selling price $40 $20 $30

Direct materials $ 8 $ 4 $ 8

Direct labor $15 $ 3 $ 9

Overhead cost based on direct labor hours

(traditional system) $12 $ 3 $ 9

Hours per 1000-unit batch:

Direct labor hours 40 10 30

Machine hours 25 25 10

Setup hours 1.0 0.5 1.0

Inspection hours 30 20 20

Total overhead costs and activity levels for the year are estimated as follows: Activity Overhead costs Activity levels

Direct labor hours 2,900 hours

Machine hours 2,400 hours

Setups $465,500 95 setup hours

Inspections $405,000 2,700 inspection hours $870,500

Required:

a. Using the traditional system, determine the operating profit per unit for each style of faucet.

b. Determine the activity-cost-driver rate for setup costs and inspection costs. c. Using the ABC system, for each style of faucet

(50)

d. Explain the differences between the profits obtained from the traditional system and the ABC system. Which system provides a better estimate of profitability? Why?

Answer:

a. Traditional system:

Operating profit per unit for Brass faucets is $5 = $40 – ($8 + $15 + $12) Operating profit per unit for Chrome faucets is $10 = $20 – ($4 + $3 + $3) Operating profit per unit for White faucets is $4 = $30 – ($8 + $9 + $9) b. The activity-cost-driver rate for setup costs is $4,900 per setup hour = $465,500/95,

and for inspection costs is $150 per inspection hour = $405,000/2,700. c. ABC system:

Overhead costs per unit for Brass faucets are $9.40 per unit.

30,000 units in projected sales / 1,000 units per batch = 30 batches; 30 batches x 1 setup hour per batch = 30 setup hours;

30 batches x 30 inspection hours per batch = 900 inspection hours 30 setup hours x $4,900 = $147,000/30,000 units = $4.90/unit 900 inspection hours x $150 = $135,000/30,000 units = $4.50/unit Overhead costs for Brass faucets ($4.90 + $4.50) = $9.40 per unit

Operating profit per unit for Brass faucets is $7.60 = $40 – ($8 + $15 + $9.40).

Overhead costs per unit for Chrome faucets are $5.45 per unit.

50,000 units in projected sales / 1,000 units per batch = 50 batches; 50 batches x .5 setup hour per batch = 25 setup hours;

50 batches x 20 inspection hours per batch = 1,000 inspection hours 25 setup hours x $4,900 = $122,500/50,000 units = $2.45/unit 1,000 inspection hours x $150 = $150,000/50,000 units = $3.00/unit Overhead costs for Chrome faucets ($2.45 + $3.00) = $5.45 per unit

Operating profit per unit for Chrome faucets is $7.55 = $20 – ($4 + $3 + $5.45).

Overhead costs per unit for White faucets are $7.90 per unit.

40,000 units in projected sales/ 1,000 units per batch = 40 batches; 40 batches x 1 setup hour per batch = 40 setup hours;

40 batches x 20 inspection hours per batch = 800 inspection hours 40 setup hours x $4,900 = $196,000/40,000 units = $4.90/unit 800 inspection hours x $150 = $120,000/40,000 units = $3.00/unit