Ef 529. It was the end of the fiscal year, and Carol was evaluating her company's MOH. Since her company uses normal costing and applies.overhead based on direct labor hours, she anticipated a difference in the amount of MOH that was applied compared to the amountthat was actually incurred. Indeed, there was a difference-and it seemed huge! Here is what she saw within the MOH account, as wellas detail from the beginning of the year when the budgeted MOH rate was determined:Budgeted MOH costBudgeted direct labor hoursActual MOH costActual direct labor hoursRM InventoryWIP InventoryFG InventoryCost of Goods Sold$63,840(C)Carol is aware of the following company policy regarding any MOH difference: "any MOH difference that is deemed 'immaterialshould be written off in the current period; any MOH difference that was deemed 'material' should be prorated to the appropriateaccounts so as to better approximate actual costs." Carol also has the following additional detail regarding the inventory accounts.38.000 hours$67,000End. Bal.$6,8006,08036,000 hours17,02498,496Applied MOHWithin End. Bal.Account Titles and ExplanationSince Carol is unsure if this amount would be considered material or not, she decides to do the work for both options so that shecan bring it to her supervisor and ask for additional clarification regarding materiality. (Round any rates or proportions to fourdecimal places, eg. 0.2510 and final answers to 2 decimal places, eg. 5,275.25.)$3,8881. Show the journal entry if the MOH difference is to be written off entirely in the current period. (Credit account titles areautomatically indented when the amountered. Do not indent manually. List all debit entries fore credit entries)Account Titles and Explanation6,80437,908Account Titles and Expl inAccount Titles and ExplanationDebit2. Show the calculations and journal entry needed if the difference is to be prorated to the appropriate inventory and cost.accounts based on their ending balances. (Credit account titles are automatically indented when the amount is entered. Do not indentmanually. List all debit entries before credit entries)SPDebit2. Show the calculations and journal entry needed if the difference is to be prorated to the appropriate inventory and costaccounts based on their ending balances. (Credit account titles are automatically indented when the amount is entered. Do not indentmanually. List all debit entries before credit entries)DebitCreditDebitICredit3. Show the calculations and journal entry needed if the difference is to be prorated to the appropriate inventory and costaccounts based on the amount of applied MOH in each account. (Credit account titles are automatically indented when the amount isentered. Do not indent manually. List all debit entries before credit entries)CreditCredit88"

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It was the end of the fiscal year, and Carol was evaluating her company's MOH. Since her company uses normal costing and applies overhead based on direct labor hours, she anticipated a difference in the amount of MOH that was applied compared to the amount that was actually incurred. Indeed, there was a difference-and it seemed huge! Here is what she saw within the MOH account, as well as detail from the beginning of the year when the budgeted MOH rate was determined: Budgeted MOH cost Budgeted direct labor hours Actual MOH cost Actual direct labor hours $63,840 RM Inventory WIP Inventory FG Inventory Cost of Goods Sold 38.000 hours $67,000 36,000 hours Carol is aware of the following company policy regarding any MOH difference: "any MOH difference that is deemed 'immaterial should be written off in the current period; any MOH difference that was deemed 'material' should be prorated to the appropriate accounts so as to better approximate actual costs." Carol also has the following additional detail regarding the inventory accounts. End. Bal. $6,800 6,080 17,024 98,496 Applied MOH Within End. Bal. $3,888 6,804 37,908 88

It was the end of the fiscal year, and Carol was evaluating her company's MOH. Since her company uses normal costing and applies overhead based on direct labor hours, she anticipated a difference in the amount of MOH that was applied compared to the amount that was actually incurred. Indeed, there was a difference-and it seemed huge! Here is what she saw within the MOH account, as well as detail from the beginning of the year when the budgeted MOH rate was determined: Budgeted MOH cost Budgeted direct labor hours Actual MOH cost Actual direct labor hours $63,840 RM Inventory WIP Inventory FG Inventory Cost of Goods Sold 38.000 hours $67,000 36,000 hours Carol is aware of the following company policy regarding any MOH difference: "any MOH difference that is deemed 'immaterial should be written off in the current period; any MOH difference that was deemed 'material' should be prorated to the appropriate accounts so as to better approximate actual costs." Carol also has the following additional detail regarding the inventory accounts. End. Bal. $6,800 6,080 17,024 98,496 Applied MOH Within End. Bal. $3,888 6,804 37,908 88

Cornerstones of Cost Management (Cornerstones Series)

4th Edition

ISBN:9781305970663

Author:Don R. Hansen, Maryanne M. Mowen

Publisher:Don R. Hansen, Maryanne M. Mowen

Chapter18: Pricing And Profitability Analysis

Section: Chapter Questions

Problem 15E: Flaherty, Inc., has just completed its first year of operations. The unit costs on a normal costing...

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Kelly Gray, production manager, was upset with the latest performance report, which indicated that she was 100,000 over budget. Given the efforts that she and her workers had made, she was confident that they had met or beat the budget. Now, she was not only upset but also genuinely puzzled over the results. Three itemsdirect labor, power, and setupswere over budget. The actual costs for these three items follow: Kelly knew that her operation had produced more units than originally had been budgeted, so more power and labor had naturally been used. She also knew that the uncertainty in scheduling had led to more setups than planned. When she pointed this out to John Huang, the controller, he assured her that the budgeted costs had been adjusted for the increase in productive activity. Curious, Kelly questioned John about the methods used to make the adjustment. JOHN: If the actual level of activity differs from the original planned level, we adjust the budget by using budget formulasformulas that allow us to predict what the costs will be for different levels of activity. KELLY: The approach sounds reasonable. However, Im sure something is wrong here. Tell me exactly how you adjusted the costs of labor, power, and setups. JOHN: First, we obtain formulas for the individual items in the budget by using the method of least squares. We assume that cost variations can be explained by variations in productive activity where activity is measured by direct labor hours. Here is a list of the cost formulas for the three items you mentioned. The variable X is the number of direct labor hours: Labor cost = 10X Power cost = 5,000 + 4X Setup cost = 100,000 KELLY: I think I see the problem. Power costs dont have a lot to do with direct labor hours. They have more to do with machine hours. As production increases, machine hours increase more rapidly than direct labor hours. Also, ... JOHN: You know, you have a point. The coefficient of determination for power cost is only about 50 percent. That leaves a lot of unexplained cost variation. The coefficient for labor, however, is much betterit explains about 96 percent of the cost variation. Setup costs, of course, are fixed. KELLY: Well, as I was about to say, setup costs also have very little to do with direct labor hours. And I might add that they certainly are not fixedat least not all of them. We had to do more setups than our original plan called for because of the scheduling changes. And we have to pay our people when they work extra hours. It seems as if we are always paying overtime. I wonder if we simply do not have enough people for the setup activity. Supplies are used for each setup, and these are not cheap. Did you build these extra costs of increased setup activity into your budget? JOHN: No, we assumed that setup costs were fixed. I see now that some of them could vary as the number of setups increases. Kelly, let me see if I can develop some cost formulas based on better explanatory variables. Ill get back with you in a few days. Assume that after a few days work, John developed the following cost formulas, all with a coefficient of determination greater than 90 percent: Labor cost = 10X; where X = Direct labor hours Power cost = 68,000 + 0.9Y; where Y = Machine hours Setup cost = 98,000 + 400Z; where Z = Number of setups The actual measures of each of the activity drivers are as follows: Required: 1. Prepare a performance report for direct labor, power, and setups using the direct-labor-based formulas. 2. Prepare a performance report for direct labor, power, and setups using the multiple cost driver formulas that John developed. 3. Of the two approaches, which provides the most accurate picture of Kellys performance? Why? 4. After reviewing the approach to performance measurement, a consultant remarked that non-value-added cost trend reports would be a much better performance measurement approach than comparing actual costs with budgeted costseven if activity flexible budgets were used. Do you agree or disagree? Explain.
Flaherty, Inc., has just completed its first year of operations. The unit costs on a normal costing basis are as follows: During the year, the company had the following activity: Actual fixed overhead was 12,000 less than budgeted fixed overhead. Budgeted variable overhead was 5,000 less than the actual variable overhead. The company used an expected actual activity level of 12,000 direct labor hours to compute the predetermined overhead rates. Any overhead variances are closed to Cost of Goods Sold. Required: 1. Compute the unit cost using (a) absorption costing and (b) variable costing. 2. Prepare an absorption-costing income statement. 3. Prepare a variable-costing income statement. 4. Reconcile the difference between the two income statements.
Firenza Company manufactures specialty tools to customer order. Budgeted overhead for the coming year is: Previously, Sanjay Bhatt, Firenza Companys controller, had applied overhead on the basis of machine hours. Expected machine hours for the coming year are 50,000. Sanjay has been reading about activity-based costing, and he wonders whether or not it might offer some advantages to his company. He decided that appropriate drivers for overhead activities are purchase orders for purchasing, number of setups for setup cost, engineering hours for engineering cost, and machine hours for other. Budgeted amounts for these drivers are 5,000 purchase orders, 500 setups, and 2,500 engineering hours. Sanjay has been asked to prepare bids for two jobs with the following information: The typical bid price includes a 40 percent markup over full manufacturing cost. Required: 1. Calculate a plantwide rate for Firenza Company based on machine hours. What is the bid price of each job using this rate? 2. Calculate activity rates for the four overhead activities. What is the bid price of each job using these rates? 3. Which bids are more accurate? Why?
Adam Corporation manufactures computer tables and has the following budgeted indirect manufacturing cost information for the next year: If Adam uses the step-down (sequential) method, beginning with the Maintenance Department, to allocate support department costs to production departments, the total overhead (rounded to the nearest dollar) for the Machining Department to allocate to its products would be: a. 407,500. b. 422,750. c. 442,053. d. 445,000.
Douglas Davis, controller for Marston, Inc., prepared the following budget for manufacturing costs at two different levels of activity for 20X1: During 20X1, Marston worked a total of 80,000 direct labor hours, used 250,000 machine hours, made 32,000 moves, and performed 120 batch inspections. The following actual costs were incurred: Marston applies overhead using rates based on direct labor hours, machine hours, number of moves, and number of batches. The second level of activity (the right column in the preceding table) is the practical level of activity (the available activity for resources acquired in advance of usage) and is used to compute predetermined overhead pool rates. Required: 1. Prepare a performance report for Marstons manufacturing costs in the current year. 2. Assume that one of the products produced by Marston is budgeted to use 10,000 direct labor hours, 15,000 machine hours, and 500 moves and will be produced in five batches. A total of 10,000 units will be produced during the year. Calculate the budgeted unit manufacturing cost. 3. One of Marstons managers said the following: Budgeting at the activity level makes a lot of sense. It really helps us manage costs better. But the previous budget really needs to provide more detailed information. For example, I know that the moving materials activity involves the use of forklifts and operators, and this information is lost when only the total cost of the activity for various levels of output is reported. We have four forklifts, each capable of providing 10,000 moves per year. We lease these forklifts for five years, at 10,000 per year. Furthermore, for our two shifts, we need up to eight operators if we run all four forklifts. Each operator is paid a salary of 30,000 per year. Also, I know that fuel costs about 0.25 per move. Assuming that these are the only three items, expand the detail of the flexible budget for moving materials to reveal the cost of these three resource items for 20,000 moves and 40,000 moves, respectively. Based on these comments, explain how this additional information can help Marston better manage its costs. (Especially consider how activity-based budgeting may provide useful information for non-value-added activities.)
Young Company is beginning operations and is considering three alternatives to allocate manufacturing overhead to individual units produced. Young can use a plantwide rate, departmental rates, or activity-based costing. Young will produce many types of products in its single plant, and not all products will be processed through all departments. In which one of the following independent situations would reported net income for the first year be the same regardless of which overhead allocation method had been selected? a. All production costs approach those costs that were budgeted. b. The sales mix does not vary from the mix that was budgeted. c. All manufacturing overhead is a fixed cost. d. All ending inventory balances are zero.
Listed below are the budgeted factory overhead costs for 2011 for Moss Industries at a projected level of 2,000 units: Required: Prepare flexible budgets for factory overhead at the 1,000, 2,000, and 4,000 unit levels. (Hint: You must first decide which of the listed costs should be considered variable and which should be fixed.)
Please use the information from this problem for these calculations. After grouping cost pools and estimating overhead and activities, Box Springs determined these rates: Box Springs estimates there will be four orders in the next year, and those jobs will involve: What is the total cost of the jobs?
Please use the information from this problem for these calculations. After grouping cost pools and estimating overhead and activities, Box Springs determined these rates: It estimates there will be five orders in the next year, and those jobs will involve: What is the total cost of the jobs?
Frank Flynn is the payroll manager for Powlus Supply Company. During the budgeting process, Sam Kinder, director of finance, asked Flynn to arrive at a set percentage that could be applied to each budgeted salary figure to cover the additional cost that will be incurred by Powlus Supply for each employee. After some discussion, it was determined that the best way to compute this percentage would be to base these additional costs of payroll on the average salary paid by the company. Kinder wants this additional payroll cost percentage to cover payroll taxes (FICA, FUTA, and SUTA) and other payroll costs covered by the company (workers compensation expense, health insurance costs, and vacation pay). Flynn gathers the following information in order to complete the analysis: Compute the percentage that can be used in the budget.
Using Regression to Calculate Fixed Cost, Calculate the Variable Rate, Construct a Cost Formula, and Determine Budgeted Cost Refer to the information for Pizza Vesuvio on the previous page. Coefficients shown by a regression program for Pizza Vesuvios data are: Required: Use the results of regression to make the following calculations: 1. Calculate the fixed cost of labor and the variable rate per employee hour. 2. Construct the cost formula for total labor cost. 3. Calculate the budgeted cost for next month, assuming that 675 employee hours are budgeted. (Note: Round answers to the nearest dollar.) Use the following information for Brief Exercises 3-17 through 3-20: Pizza Vesuvio makes specialty pizzas. Data for the past 8 months were collected:
Jane Erickson, manager of an electronics division, was not pleased with the results that had recently been reported concerning the divisions activity-based management implementation project. For one thing, the project had taken eight months longer than projected and had exceeded the budget by nearly 35 percent. But even more vexatious was the fact that after all was said and done, about three-fourths of the plants were reporting that the activity-based product costs were not much different for most of the products than those of the old costing system. Plant managers were indicating that they were continuing to use the old costs as they were easier to compute and understand. Yet, at the same time, they were complaining that they were having a hard time meeting the bids of competitors. Reliable sources were also revealing that the divisions product costs were higher than many competitors. This outcome perplexed plant managers because their control system still continued to report favorable materials and labor efficiency variances. They complained that ABM had failed to produce any significant improvement in cost performance. Jane decided to tour several of the plants and talk with the plant managers. After the tour, she realized that her managers did not understand the concept of non-value-added costs nor did they have a good grasp of the concept of kaizen costing. No efforts were being made to carefully consider the activity information that had been produced. One typical plant manager threw up his hands and said: This is too much data. Why should I care about all this detail? I do not see how this can help me improve my plants performance. They tell me that inspection is not a necessary activity and does not add value. I simply cant believe that inspecting isnt value-added and necessary. If we did not inspect, we would be making and sending more bad products to customers. Required: Explain why Janes division is having problems with its ABM implementation.