《管理会计》英文版课后习题答案.docx

1、管理会计英文版课后习题答案第二章 产品本钱计算Exercises21指教材上的第2章练习第1题，下同1. Part #72A Part #172C Steel* $ 12.00 $ 18.00 Setup cost* 6.00 6.00 Total $ 18.00 $ 24.00 *($1.00 ? 12; $1.00 ? 18) *($60,000/10,000) Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part: C

2、ost per ounce = $3,000,000/3,000,000 ounces = $1.00 per ounce Setup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year): Cost per setup = $1,200,000/20 = $60,0002. The cost of steel is assigned through the driv

3、er tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the se

4、tup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours (40 ? 10) + (20 ? 10), we get the following rate per hour: Cost

5、 per setup hour = $1,200,000/600 = $2,000 per hour The cost per unit is obtained by dividing each parts total setup costs by the number of units: Part #72A = ($2,000 ? 400)/100,000 = $8.00 Part #172C = ($2,000 ? 200)/100,000 = $4.00 Thus, Part #72A has its unit cost increased by $2.00, while Part #1

6、72C has its unit cost decreased by $2.00.problems251. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944 *Note: 364 days = 7 days ? 52 weeks Number of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472 Annual nursing cost = (17 ? $45,000) + $22,500 = $787,500 Cost per patient day = $

7、787,500/10,000 days = $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as fol

8、lows: Intensive care = $393,750*/2,000 days = $196.88 per day Normal care = $393,750/8,000 days = $49.22 per day *$525,000/2 = $262,500 The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care pati

9、ents used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be

10、used to assign nursing costs for this new setting.261. Bella Obra Company Statement of Cost of Services Sold For the Year Ended June 30, 2006 Direct materials: Beginning inventory $ 300,000 Add: Purchases 600,000 Materials available $ 900,000 Less: Ending inventory 450,000* Direct materials used $ 4

11、50,000 Direct labor 12,000,000 Overhead 1,500,000 Total service costs added $ 13,950,000 Add: Beginning work in process 900,000 Total production costs $ 14,850,000 Less: Ending work in process 1,500,000 Cost of services sold $ 13,350,000 *Materials available less materials used2. The dominant cost i

12、s direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials

13、(e.g., funeral services).3. Bella Obra Company Income Statement For the Year Ended June 30, 2006 Sales $ 21,000,000 Cost of services sold 13,350,000 Gross margin $ 7,650,000 Less operating expenses: Selling expenses $ 900,000 Administrative expenses 750,000 1,650,000 Income before income taxes $ 6,0

14、00,0004. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means tha

15、t services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers an

16、d buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.271. Direct materials: Magazine (5,000 ? $0.40) $ 2,000 Brochure (10,000 ? $0.08) 800 $ 2,

17、800 Direct labor: Magazine (5,000/20) ? $10 $ 2,500 Brochure (10,000/100) ? $10 1,000 3,500 Manufacturing overhead: Rent $ 1,400 Depreciation ($40,000/20,000) ? 350* 700 Setups 600 Insurance 140 Power 350 3,190 Cost of goods manufactured $ 9,490 *Production is 20 units per printing hour for magazine

18、s and 100 units per printing hour for brochures, yielding monthly machine hours of 350 (5,000/20) + (10,000/100). This is also monthly labor hours, as machine labor only operates the presses.2. Direct materials $ 2,800 Direct labor 3,500 Total prime costs $ 6,300 Magazine: Direct materials $ 2,000 D

19、irect labor 2,500 Total prime costs $ 4,500 Brochure: Direct materials $ 800 Direct labor 1,000 Total prime costs $ 1,800 Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost: Direct labor $ 3,500 Overhead 3,190 Total $ 6,690 Magazine: Direct labor $ 2,5

20、00 Overhead: Power ($1 ? 250) $ 250 Depreciation ($2 ? 250) 500 Setups (2/3 ? $600) 400 Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250 Total $ 4,750 Brochure: Direct labor $ 1,000 Overhead: Power ($1 ? 100) $ 100 Depreciation ($2 ? 100) 200 Setups (1/3 ? $600) 200 Rent and insurance ($4.40 ? 100

21、DLH)* 440 940 Total $ 1,940 *Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours

22、(250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of

23、 setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises311. Resource Total Cost Unit Cost Plastic1 $ 10,800 $0.027 Direct labor and variable overhead2 8,000 0.020 Mold sets3 20,000 0.050 Other facility costs4 10,000 0.025 Total

24、$ 48,800 $0.122 10.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.027 2$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.02 3$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.05 4$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds and ot

25、her facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are stri

26、ctly fixed.33High (1,400, $7,950); Low (700, $5,150) V = ($7,950 $5,150)/(1,400 700) = $2,800/700 = $4 per oil change F = $5,150 $4(700) = $5,150 $2,800 = $2,350 Cost = $2,350 + $4 (oil changes) Predicted cost for January = $2,350 + $4(1,000) = $6,350problems361. High (1,700, $21,000); Low (700, $15

27、,000) V = (Y2 Y1)/(X2 X1) = ($21,000 $15,000)/(1,700 700) = $6 per receiving order F = Y2 VX2 = $21,000 ($6)(1,700) = $10,800 Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.243

28、17476605No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234 Std. Err. of Coef. 3.59557461331427 V = $13.38 per receiving order (rounded) F = $4,513 (rounded) Y = $4,513 + $13.38X R2 = 0.634, or 63.4% Receiving orders explain about 63.4 percent of the variability in receiving

29、cost, providing evidence that Tracys choice of a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3. Regression with pounds of material as the independent variable:Constant 5632.28109

30、733183R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633 Std. Err. of Coef. 0.0073259640055344 V = $0.045 per pound of material delivered (rounded) F = $5,632 (rounded) Y = $5,632 + $0.045X R2 = 0.825, or 82.5% Pounds of material delivered explai

31、ns about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.4. Regression routine with pounds of material and number of receiving orders as the independent variables:Std. Err. of Y Est. 1350.46286973443No. of Observations 10Degrees of Freedo