Gen Combo Fundamentals Of Cost Accounting; Connect Access Card
6th Edition
ISBN: 9781260848700
Author: William N. Lanen Professor, Shannon Anderson Associate Professor, Michael W Maher
Publisher: McGraw-Hill Education
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Textbook Question
Chapter 6, Problem 17CADQ
Identify a particular support function in a business school (the library, for example). Discuss possible allocation bases that might be used to allocate costs in the function to programs (degrees) or students.
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Identify a particular support function of a college (the library, for example). Discuss possible allocation bases that might be used to allocate costs in the function to programs (degrees) or students.
What are possible allocation bases that might be used to allocate costs in a library function to programs (degrees) or students.
Define direct costs and indirect costs and prepare a list of three direct and three indirect costs for the Accounting Department at your university.
Chapter 6 Solutions
Gen Combo Fundamentals Of Cost Accounting; Connect Access Card
Ch. 6 - How are product costing and cost allocation...Ch. 6 - What are the three criteria for the design of cost...Ch. 6 - Why are cost flow diagrams useful in describing...Ch. 6 - What are the characteristics of the following...Ch. 6 - How are job order, process, and operation costing...Ch. 6 - Describe the predetermined overhead rate. What is...Ch. 6 - Ideally, what does an allocation base reflect...Ch. 6 - What is two-stage cost allocation?Ch. 6 - What is continuous flow processing? Give at least...Ch. 6 - What is each component of the basic cost flow...
Ch. 6 - Cost allocation is arbitrary, so there is nothing...Ch. 6 - When designing a cost system, what points should...Ch. 6 - When is the basic cost flow model used? Give an...Ch. 6 - It is your first day at a new job and you talk...Ch. 6 - Rex Santos, a cost accountant, prepares a product...Ch. 6 - Prob. 16CADQCh. 6 - Identify a particular support function in a...Ch. 6 - Prob. 18CADQCh. 6 - Cost allocation bases are ideally based on a...Ch. 6 - Prob. 20CADQCh. 6 - Why might two companies in the same industry have...Ch. 6 - Is it possible for a company to have a two-stage...Ch. 6 - Your colleague says, If a company only has one...Ch. 6 - Basic Cost Flow Model Ralphs Mini-Mart store in...Ch. 6 - Basic Cost Flow Model Assume that the following...Ch. 6 - Basic Cost Flow Model Fill in the missing items...Ch. 6 - Prob. 27ECh. 6 - Prob. 28ECh. 6 - Basic Product Costing Enviro Corporation...Ch. 6 - Basic Product Costing Saras Sodas produces a...Ch. 6 - Basic Product Costing In June, Saras Sodas...Ch. 6 - Basic Product Costing In December, Saras Sodas...Ch. 6 - Basic Product Costing Big City Bank processes the...Ch. 6 - Basic Product Costing Lukes Lubricants starts...Ch. 6 - Basic Product Costing: Ethical Issues Old Tyme...Ch. 6 - Process Costing Sanchez Company produces paints....Ch. 6 - Process Costing Graham Petroleum produces oil. On...Ch. 6 - Process Costing Joplin Corporation produces syrups...Ch. 6 - Tiger Furnishings produces two models of cabinets...Ch. 6 - Refer to the data in Exercise 6-39. Compute the...Ch. 6 - Refer to the data in Exercise 6-39. Compute the...Ch. 6 - Refer to the data in Exercise 6-39. Draw the cost...Ch. 6 - Compute the predetermined overhead rate used to...Ch. 6 - Compute the predetermined overhead rate used to...Ch. 6 - Prob. 45ECh. 6 - Prob. 46ECh. 6 - The system is referred to as a two-stage cost...Ch. 6 - Channing uses a two-stage cost allocation system,...Ch. 6 - Operations Costing Howrley-David, Inc.,...Ch. 6 - Operations Costing S. Lee Enterprises produces two...Ch. 6 - Operations Costing Organic Grounds produces two...Ch. 6 - Refer to the data in Exercise 6-39. Compute the...Ch. 6 - Refer to the data in Exercise 6-39. Compute the...Ch. 6 - Refer to the data in Exercise 6-39. The president...Ch. 6 - Donovan Parents produces soccer shorts and...Ch. 6 - Owl-Eye Radiologists (OR) does various types of...Ch. 6 - Prob. 57PCh. 6 - Compute the predetermined overhead rate used to...Ch. 6 - Operations Costing Vermont Instruments...Ch. 6 - Operation Costing DiDonato Supplies manufactures...Ch. 6 - Account Analysis, Two-Stage Allocation, and...Ch. 6 - Product Costing, Cost Estimation, and Decision...
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- Identify activity bases For a major university, match each cost in the following table with the activity base most appropriate to it. An activity base may be used more than once or not used at all.arrow_forwardDescribe the concept of a cost center and, using a specific organization, give an example of how this might be used to achieve the strategic goals of the organization.arrow_forwardDirect Method Seattle Western University has provided the following data to be used in its service department cost allocations: Required: Using the direct method, allocate the costs of the service departments to the two operating departments. Allocate the Administration cost on the basis of student credit-hours and the Facility Services cost on the basis of space occupied.arrow_forward
- Use an example to explain how a budget could be used to allocate resources in a university.arrow_forwardWhat are the components of a strategic plan? Find one of these components for the company you work for and share (if you are not currently employed, use the college you attend).arrow_forwardThe actions listed next are associated with either an activity-based operational control system or a traditional operational control system: a. Budgeted costs for the maintenance department are compared with the actual costs of the maintenance department. b. The maintenance department manager receives a bonus for beating budget. c. The costs of resources are traced to activities and then to products. d. The purchasing department is set up as a responsibility center. e. Activities are identified and listed. f. Activities are categorized as adding or not adding value to the organization. g. A standard for a products material usage cost is set and compared against the products actual materials usage cost. h. The cost of performing an activity is tracked over time. i. The distance between moves is identified as the cause of materials handling cost. j. A purchasing agent is rewarded for buying parts below the standard price set by the company. k. The cost of the materials handling activity is reduced dramatically by redesigning the plant layout. l. An investigation is undertaken to find out why the actual labor cost for the production of 1,000 units is greater than the labor standard allowed. m. The percentage of defective units is calculated and tracked over time. n. Engineering has been given the charge to find a way to reduce setup time by 75 percent. o. The manager of the receiving department lays off two receiving clerks so that the fourth-quarter budget can be met. Required: Classify the preceding actions as belonging to either an activity-based operational control system or a traditional control system. Explain why you classified each action as you did.arrow_forward
- Explain how a budgeted income statement for a service business may be used for both planning and control purposes.arrow_forwardFor each of the following situations, two scenarios are described, labeled A and B. Choose which scenario is descriptive of a setting corresponding to activity-based responsibility accounting and which is descriptive of financial-based responsibility accounting. Provide a brief commentary on the differences between the two systems for each situation, addressing the possible advantages of the activity-based view over the financial-based view. Situation 1 A: The purchasing manager, receiving manager, and accounts payable manager are given joint responsibility for procurement. The charges given to the group of managers are to reduce costs of acquiring materials, decrease the time required to obtain materials from outside suppliers, and reduce the number of purchasing mistakes (e.g., wrong type of materials or the wrong quantities ordered). B: The plant manager commended the manager of the Grinding Department for increasing his departments machine utilization ratesand doing so without exceeding the departments budget. The plant manager then asked other department managers to make an effort to obtain similar efficiency improvements. Situation 2 A: Delivery mistakes had been reduced by 70 percent, saving over 40,000 per year. Furthermore, delivery time to customers had been cut by two days. According to company policy, the team responsible for the savings was given a bonus equal to 25 percent of the savings attributable to improving delivery quality. Company policy also provided a salary increase of 1 percent for every day saved in delivery time. B: Bill Johnson, manager of the Product Development Department, was pleased with his departments performance on the last quarters projects. They had managed to complete all projects under budget, virtually assuring Bill of a fat bonus, just in time to help with this years Christmas purchases. Situation 3 A: Harvey, dont worry about the fact that your department is producing at only 70 percent capacity. Increasing your output would simply pile up inventory in front of the next production department. That would be costly for the organization as a whole. Sometimes, one department must reduce its performance so that the performance of the entire organization can improve. B: Susan, I am concerned about the fact that your departments performance measures have really dropped over the past quarter. Labor usage variances are unfavorable, and I also see that your machine utilization rates are down. Now, I know you are not a bottleneck department, but I get a lot of flack when my managers efficiency ratings drop. Situation 4 A: Colby was muttering to himself. He had just received last quarters budgetary performance report. Once again, he had managed to spend more than budgeted for both materials and labor. The real question now was how to improve his performance for the next quarter. B: Great! Cycle time had been reduced and, at the same time, the number of defective products had been cut by 35 percent. Cutting the number of defects reduced production costs by more than planned. Trends were favorable for all three performance measures. Situation 5 A: Cambry was furious. An across-the-board budget cut! How can they expect me to provide the computer services required on less money? Management is convinced that costs are out of control, but I would like to know whereat least in my department! B: After a careful study of the Accounts Payable Department, it was discovered that 80 percent of an accounts payable clerks time was spent resolving discrepancies between the purchase order, receiving document, and the suppliers invoice. Other activities such as recording and preparing checks consumed only 20 percent of a clerks time. A redesign of the procurement process eliminated virtually all discrepancies and produced significant cost savings. Situation 6 A: Five years ago, the management of Breeann Products commissioned an outside engineering consulting firm to conduct a time-and-motion study so that labor efficiency standards could be developed and used in production. These labor efficiency standards are still in use today and are viewed by management as an important indicator of productive efficiency. B: Janet was quite satisfied with this quarters labor performance. When compared with the same quarter of last year, labor productivity had increased by 23 percent. Most of the increase was due to a new assembly approach suggested by production line workers. She was also pleased to see that materials productivity had increased. The increase in materials productivity was attributed to reducing scrap because of improved quality. Situation 7 A: The system converts materials into products, not people at work stations. Therefore, process efficiency is more important than labor efficiencybut we also must pay particular attention to those who use the products we produce, whether inside or outside the firm. B: I was quite happy to see a revenue increase of 15 percent over last year, especially when the budget called for a 10 percent increase. However, after reading the recent copy of our trade journal, I now wonder whether we are doing so well. I found out that the market expanded by 30 percent, and our leading competitor increased its sales by 40 percent.arrow_forwardPLEASE COMPLETE THE TABLE WITH SUITABLE COST DRIVERS, FOR A PROJECT-BASED CUNSTRUCTION COMPANY. Cost Drivers Activity Groups Department Name Organizational Excellence Management Organizational Excellence Department Strategy Organizational Excellence Department Performance planning and management Organizational Excellence Department Budget and cost control Organizational Excellence Department Risk and process Organizational Excellence Department Human resource planning and supply Human Resource Management Department Compensation for employee services and affairs Human Resource Management Department Human resource training and development Human Resource Management Department Headquarters Support Affairs Human Resource Management Department Acquisition Human Resource Management Department Recruiting Human Resource Management Department HSE HSE and Quality…arrow_forward
- How can the performance of colleges and universities be measured? What tools exist to assist with performance measurement?arrow_forwardFor each of the following support departments, identify a cost driver that could be used for allocating the support department costs to the profit center:a. Legalb. Duplication servicesc. Electronic data processingd. Central purchasinge. Telecommunicationsf. Accounts receivablearrow_forwardIn the context of a local/regional organization, explain the idea of “cost object”. Discuss the four “responsibility centres”, in the selected organization, which are linked to responsibility accounting. What are the main drawbacks of responsibility accounting? Support your answer with relevant examples.arrow_forward
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