Hi-Tek Manufacturing, Incorporated, makes two types of industrial component parts—the B300 and the T500. An absorption costing income statement for the most recent period is shown:   Hi-Tek Manufacturing Incorporated Income Statement Sales $ 1,712,000 Cost of goods sold 1,211,684 Gross margin 500,316 Selling and administrative expenses 620,000 Net operating loss $ (119,684)   Hi-Tek produced and sold 60,400 units of B300 at a price of $20 per unit and 12,600 units of T500 at a price of $40 per unit. The company’s traditional cost system allocates manufacturing overhead to products using a plantwide overhead rate and direct labor dollars as the allocation base. Additional information relating to the company’s two product lines is shown below:     B300 T500 Total Direct materials $ 400,300 $ 162,300 $ 562,600 Direct labor $ 120,000 $ 42,200 162,200 Manufacturing overhead     486,884 Cost of goods sold     $ 1,211,684   The company has created an activity-based costing system to evaluate the profitability of its products. Hi-Tek’s ABC implementation team concluded that $59,000 and $103,000 of the company’s advertising expenses could be directly traced to B300 and T500, respectively. The remainder of the selling and administrative expenses was organization-sustaining in nature. The ABC team also distributed the company’s manufacturing overhead to four activities as shown below:   Activity Cost Pool (and Activity Measure) Manufacturing Overhead Activity B300 T500 Total Machining (machine-hours) $ 205,154 90,700 62,400 153,100 Setups (setup hours) 120,130 73 220 293 Product-sustaining (number of products) 100,800 1 1 2 Other (organization-sustaining costs) 60,800 NA NA NA Total manufacturing overhead cost $ 486,884         Required: 1. Compute the product margins for the B300 and T500 under the company’s traditional costing system. 2. Compute the product margins for B300 and T500 under the activity-based costing system. 3. Prepare a quantitative comparison of the traditional and activity-based cost assignments.

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Hi-Tek Manufacturing, Incorporated, makes two types of industrial component parts—the B300 and the T500. An absorption costing income statement for the most recent period is shown:

 

Hi-Tek Manufacturing Incorporated
Income Statement
Sales $ 1,712,000
Cost of goods sold 1,211,684
Gross margin 500,316
Selling and administrative expenses 620,000
Net operating loss $ (119,684)

 

Hi-Tek produced and sold 60,400 units of B300 at a price of $20 per unit and 12,600 units of T500 at a price of $40 per unit. The company’s traditional cost system allocates manufacturing overhead to products using a plantwide overhead rate and direct labor dollars as the allocation base. Additional information relating to the company’s two product lines is shown below:

 

  B300 T500 Total
Direct materials $ 400,300 $ 162,300 $ 562,600
Direct labor $ 120,000 $ 42,200 162,200
Manufacturing overhead     486,884
Cost of goods sold     $ 1,211,684

 

The company has created an activity-based costing system to evaluate the profitability of its products. Hi-Tek’s ABC implementation team concluded that $59,000 and $103,000 of the company’s advertising expenses could be directly traced to B300 and T500, respectively. The remainder of the selling and administrative expenses was organization-sustaining in nature. The ABC team also distributed the company’s manufacturing overhead to four activities as shown below:

 

Activity Cost Pool (and Activity Measure) Manufacturing Overhead Activity
B300 T500 Total
Machining (machine-hours) $ 205,154 90,700 62,400 153,100
Setups (setup hours) 120,130 73 220 293
Product-sustaining (number of products) 100,800 1 1 2
Other (organization-sustaining costs) 60,800 NA NA NA
Total manufacturing overhead cost $ 486,884      

 

Required:

1. Compute the product margins for the B300 and T500 under the company’s traditional costing system.

2. Compute the product margins for B300 and T500 under the activity-based costing system.

3. Prepare a quantitative comparison of the traditional and activity-based cost assignments. 

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