or producers of pre-fabricated houses in the home building industry. The corporation consists of two divisions: 1. Bell Division, which acquires the raw materials to manufacture the basic house components and assembles them into kits. 2. Cornish Division, which takes the kits and constructs the homes for final home buyers. The corporation is decentralized and the management of each division is measured by its income and return on investment. Bell Division assembles seven separate house
Dee Corporation is one of the major producers of pre-fabricated houses in the home building industry. The
corporation consists of two divisions:
1. Bell Division, which acquires the raw materials to manufacture the basic house components and
assembles them into kits.
2. Cornish Division, which takes the kits and constructs the homes for final home buyers.
The corporation is decentralized and the management of each division is measured by its income and
investment
Bell Division assembles seven separate house kits using raw materials purchased at the prevailing market prices.
The seven kits are sold to Cornish for prices ranging from US$45,000 to US$98,000. The prices are set by
corporate management of Dee Corporation using prices paid by Cornish when it buys comparable units from
outside sources. The smaller kits with the lower prices have become a larger portion of the units sold because
the final house buyer is face with prices that are increasing more rapidly than personal income. The kits are
manufactured and assembled in a new plant purchased by Bell this year. The division had been located in a
leased plant for the past four years.
All kits are assembled upon receipt of an order from the Cornish Division. When the kit is completely assembled
it is immediately taken by the Cornish Division for final construction. Thus, Bell Division has no finished goods
inventory.
The Bell Division’s accounts and reports are prepared on an actual-cost basis. There is no budget and standards
have not been developed for each product. A factory
The rate is designed to charge all overhead to the product each year. Any under- or over- applied overhead is
allocated to the cost of goods sold account and the WIP inventories.
Bell Division’s annual report is presented below. This report forms the basis of the evaluation of the division and
its management by the corporation management.
Additional information regarding corporate and division practices is as follows:
The corporation office does all the personnel and accounting work for each division.
The corporate personnel costs are allocated on the basis of number of employees in the division.
The accounting costs are allocated to the division on the basis of total costs excluding corporate
charges.
The division administration costs are included in factory overhead.
The finance charges include a corporate-imputed interest charge on division assets and any
divisional lease payments.
The division investment for the ROI calculation includes division inventory and plant and equipment
at gross book value.
Bell Division
Performance Report for the Year Ended December 31, 2021
Increase/(Decrease) from 2020
2021 2020 AMOUNT % CHANGE
Summary Data
Net Income ($000 omitted) $34,222 $31,573 $2,649 8.4
Return on Investment (ROI) 37% 43% (6%) (14.0)
Kits sold (units) 2,000 2,100 (100) (4.8)
Production Data
Kits started 2,400 1,600 800 50.0
Kits transferred to Cornish Div. 2,000 2,100 (100) (4.8)
Kits in process at year-end 700 300 400 133.3
Increase (Decrease) in kits in
process at year-end 400 (500)
Financial Data ($000)
Sales $138,000 $162,800 ($24,800) (15.2)
Production costs of units sold
Raw material 32,000 40,000 (8,000) (20.0)
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The University of the West Indies Course Code: ACCT 3039 22/..../...../
Labor 41,700 53,000 (11,300) (21.3)
Factory overhead 29,000 37,000 (8,000) (21.6)
Cost of units sold $102,700 $130,000 ($27,300) (21.0)
Other Costs: Corporate Charges for
Personnel services 228 210 18 8.6
Accounting services 425 440 (15) (3.4)
Financing costs 300 525 (225) (42.9)
Total other costs $953 $1,175 ($222) (18.9)
Adjustments to Income
Unreimbursed fire loss 0 52 (52) (100.0)
Raw material losses due to
improper storage 125 0 125
Total adjustments $125 $52 $73 (100.0)
Total Costs $103,778 $131,227 ($27,449) (20.9)
DIVISION INCOME $34,222 $31,573 $2,649 8.4
Division Investment $92,000 $73,000 $19,000 26.0
ROI 37% 43% (6%) (14.0)
a. Make at least three (3) specific recommendations to the management of Dee Corporation that would improve
its accounting and financial reporting system.
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