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Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting fixtures and electronic timing devices. The Lighting Fixtures Division assembles units for the upscale and mid-range markets. The Electronic Timing Devices Division manufactures instrument panels that allow electronic systems to be activated and deactivated at scheduled times for both efficiency and safety purposes. Both divisions operate out of the same manufacturing facilities and share production equipment. PWC’s budget for the year ending December 31, 20x1, follows and was prepared on a business segment basis under the following guidelines: a. Variable expenses are directly assigned to the incurring division. b. Fixed overhead expenses are directly assigned to the incurring division. c. The production plan is for 8,000 upscale fixtures, 22,000 mid-range fixtures, and 20,000 electronic timing devices. Production equals sales. PWC established a bonus plan for division management that required meeting the budget’s planned operating income by product line, with a bonus increment if the division exceeds the planned product line operating income by 10 percent or more. Shortly before the year began, the CEO, Jack Parkow, suffered a heart attack and retired. After reviewing the 20x1 budget, the new CEO, Joe Kelly, decided to close the lighting fixtures mid-range product line by the end of the first quarter and use the available production capacity to grow the remaining two product lines. The marketing staff advised that electronic timing devices could grow by 40 percent with increased direct sales support. Increases above that level and increasing sales of upscale lighting fixtures would require expanded advertising expenditures to increase consumer awareness of PWC as an electronics and upscale lighting fixtures company. Kelly approved the increased sales support and advertising expenditures to achieve the revised plan. Kelly advised the divisions that for bonus purposes the original product-line operating income objectives must be met, but he did allow the Lighting Fixtures Division to combine the operating income objectives for both product lines for bonus purposes. Prior to the close of the fiscal year, the division controllers were furnished with preliminary actual data for review and adjustment, as appropriate. These preliminary year-end data reflect the revised units of production amounting to 12,000 upscale fixtures, 4,000 mid-range fixtures, and 30,000 electronic timing devices and are presented as follows: The controller of the Lighting Fixtures Division, anticipating a similar bonus plan for 20x2, is contemplating deferring some revenues to the next year on the pretext that the sales are not yet final and accruing in the current year expenditures that will be applicable to the first quarter of 20x2. The corporation would meet its annual plan, and the division would exceed the 10 percent incremental bonus plateau in 20x1 despite the deferred revenues and accrued expenses contemplated. Required: 1. Outline the benefits that an organization realizes from segment reporting. Evaluate segment reporting on a variable-costing basis versus an absorption-costing basis. 2. Calculate the contribution margin, contribution margin volume, and sales mix variances. 3. Explain why the variances occurred. (CMA adapted)

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Cornerstones of Cost Management (C...

4th Edition
Don R. Hansen + 1 other
Publisher: Cengage Learning
ISBN: 9781305970663

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BuyFindarrow_forward

Cornerstones of Cost Management (C...

4th Edition
Don R. Hansen + 1 other
Publisher: Cengage Learning
ISBN: 9781305970663
Chapter 18, Problem 42P
Textbook Problem
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Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting fixtures and electronic timing devices. The Lighting Fixtures Division assembles units for the upscale and mid-range markets. The Electronic Timing Devices Division manufactures instrument panels that allow electronic systems to be activated and deactivated at scheduled times for both efficiency and safety purposes. Both divisions operate out of the same manufacturing facilities and share production equipment.

PWC’s budget for the year ending December 31, 20x1, follows and was prepared on a business segment basis under the following guidelines:

  1. a. Variable expenses are directly assigned to the incurring division.
  2. b. Fixed overhead expenses are directly assigned to the incurring division.
  3. c. The production plan is for 8,000 upscale fixtures, 22,000 mid-range fixtures, and 20,000 electronic timing devices. Production equals sales.

PWC established a bonus plan for division management that required meeting the budget’s planned operating income by product line, with a bonus increment if the division exceeds the planned product line operating income by 10 percent or more.

Chapter 18, Problem 42P, Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting , example  1

Shortly before the year began, the CEO, Jack Parkow, suffered a heart attack and retired. After reviewing the 20x1 budget, the new CEO, Joe Kelly, decided to close the lighting fixtures mid-range product line by the end of the first quarter and use the available production capacity to grow the remaining two product lines. The marketing staff advised that electronic timing devices could grow by 40 percent with increased direct sales support. Increases above that level and increasing sales of upscale lighting fixtures would require expanded advertising expenditures to increase consumer awareness of PWC as an electronics and upscale lighting fixtures company. Kelly approved the increased sales support and advertising expenditures to achieve the revised plan. Kelly advised the divisions that for bonus purposes the original product-line operating income objectives must be met, but he did allow the Lighting Fixtures Division to combine the operating income objectives for both product lines for bonus purposes.

Prior to the close of the fiscal year, the division controllers were furnished with preliminary actual data for review and adjustment, as appropriate. These preliminary year-end data reflect the revised units of production amounting to 12,000 upscale fixtures, 4,000 mid-range fixtures, and 30,000 electronic timing devices and are presented as follows:

Chapter 18, Problem 42P, Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting , example  2

The controller of the Lighting Fixtures Division, anticipating a similar bonus plan for 20x2, is contemplating deferring some revenues to the next year on the pretext that the sales are not yet final and accruing in the current year expenditures that will be applicable to the first quarter of 20x2. The corporation would meet its annual plan, and the division would exceed the 10 percent incremental bonus plateau in 20x1 despite the deferred revenues and accrued expenses contemplated.

Required:

  1. 1. Outline the benefits that an organization realizes from segment reporting. Evaluate segment reporting on a variable-costing basis versus an absorption-costing basis.
  2. 2. Calculate the contribution margin, contribution margin volume, and sales mix variances.
  3. 3. Explain why the variances occurred. (CMA adapted)

1.

To determine

Discuss the benefits from segment reporting for an organization. Evaluate segment reporting with respect to variable-costing basis against absorption-costing.

Explanation of Solution

Segment reporting is beneficial for an organization because segmental reporting focuses on the profitability of each segment. Segment reporting aids in identifying the unprofitable segments that are lost in the overall profit of the company as a whole.

Segmental reporting is better when carried out on variable basis rather than an absorption costing b...

2.

To determine

Determine the contribution margin, contribution margin volume, and sales mix variances.

3.

To determine

Describe the reasons behind the variances.

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Chapter 18 Solutions

Cornerstones of Cost Management (Cornerstones Series)
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