P12Case Study 113Solutions.docx
《P12Case Study 113Solutions.docx》由会员分享，可在线阅读，更多相关《P12Case Study 113Solutions.docx（17页珍藏版）》请在冰豆网上搜索。
P12CaseStudy113Solutions
MODULED
PROFESSIONALEXAMINATION
INTERNALLY–ASSESSEDEXAMINATIONSAPPROVEDBYAIA,UK
PAPER12–MANAGEMENTACCOUNTING2
SuggestEDSolutions
2011
NAME______________________REGISTRATIONNO.___________________
STUDENTNO._______________EXAMINATIONTIME:
_______________
PleasemarktheQuestionsattemptedbelow.
Q1
Q2
Q3
Q4
Q5
TOTAL
ATTEMPTED
MARK
Question1
Thisquestionassessesstudents’understandingoflearningcurvesmodel（syllabusreference12.1）anddecisionsregardstolimitingfactor（syllabusreference12.2）.ThisquestionrelatestoChapter3,paragraph4oftheAIAstudytextandChapter8,paragraph5oftheAIAstudytext.
Expectedtimefortheninthbatch
Y=axb
Y10=50×10-0.23447
=29.14hours（cumulativetimeperbatch）（1’）
Y9=50×9-0.23447
=29.87hours（cumulativetimeperbatch）（1’）
CumulativebatchesCumulativeaveragetimeTotalTime
Perbatch（hours）（hours）
1029.14291.4
929.87268.83
22.57hours
Therefore,theexpectedtimeforthetenthbatchis22.57hours
（2’）
Possiblereasonswhyactuallearningratesdifferedfromexpectedrules
Inmonths2,thelearningratewaslessthanexpected.Thisispossibleduetoworkerstakinglongertogetusedtonewprocedures.Bytheendofmonth2,onlytwobatcheshavebeenproduced-workershavenothadagreatdealoftimetofamiliarizethemselveswithtechniquesandprocesses.
（1’）
Newlabourmayhavebeenrecruitedduringtheperiodwhichcouldhaveaffectedtherateoflearning.Thelearningratemaynothavebeenreviewedtotakeaccountofthis.
Bymonth4,workerswillhavebecomemorefamiliarwiththeprocedureandwillbeabletoproducebatchesmoreefficiently.Staffturnovermaybelowerallowinggreatercontinuityofexperience.
（1’）
（b）
P1
P2
C1
C2
Sellingprice
$145
$190
N/A
N/A
Opportunitycost
$80
$75
Directmaterials
MaterialX
$15
$10
$5
$10
MaterialY
$8
$15
$10
$15
Directlabour
$20
$25
$16
$8
VariableO/H
$10
$12
$9
$6
FixedO/H
$20
$30
$16
$10
Totalcost
$73
$92
$56
$49
Contributionperunit
$92
$128
$40
$36
m2ofX/unit
0.6
0.4
0.2
0.4
（1’）
（1’）
（1’）
（1’）
Contribution/m2
$153
$320
$200
$90
Ranking
3
1
2
4
Optimalproductionschedule
m2
Materialavailable
1200
m2
Produceasfollows
Units
P2
1600
640
m2
B.V.
560
m2
（1’）
C1
800
160
m2
B.V.
400
m2
（1’）
P1
667
400
m2
（1’）
C2
Nil
m2
（1’）
Therefore,optimalproductionplanisasfollows:
P1667units
P21,600units
C1800units
C2Nounits
（2’）
（c）
a.Thelearningcurvephenomenonisnotalwayspresent.Itassumesstableconditionsatworkwhichwillenablelearningtotakeplace.Thisisnotalwayspracticable,forexamplebecauseoflabourturnover.（1’）
b.Itmustalsoassumeacertaindegreeofmotivationamongstemployees.（1’）
c.Breaksbetweenrepeatingproductionofanitemmustnotbetoolong,orworkerswill‘forget’andthelearningprocesswillhavetobeginalloveragain.（1’）
d.Itmightbedifficulttoobtainaccuratedatatodecidewhatthelearningcurveis.（1’）
e.Workersmightnotagreetoagradualreductioninproductiontimesperunit.（1’）
f.Productiontechniquesmightchange,orproductdesignalterationsmightbemade,sothatittakesalongtimefora‘standard’productionmethodtoemerge,towhichalearningeffectwillapply.（1’）
Question2
Thisquestionassessesstudents’understandingoftransferpricing（syllabusreference12.3）.ThisquestionrelatestoChapter15,paragraph4,5,6oftheAIAstudytext.
PerUnit
For600units
$
$
PartsMaterials
50
Labour（4hrsx$25perhour）
100
VariableO/Hs（4hrsx$12perhour）
48
Marginalcost
198
118800
FixedO/Hs（4hrsx$18perhour）
72
43200
TotalCost
270
162000
Mark-up（30%oftotalcost）
81
48600
Sellingprice
351
210600
（2’）
（2’）
Transfersat30%Markup
SSchlage
MSchlage
WholeSchlage
$
$
$
Sales
206500
210600
206500
Costs
210600
162000
162000
Profits
-4100
48600
44500
（1’）
（1’）
（1’）
TransfersatMarginalcost
SSchlage
MSchlage
WholeSchlage
$
$
$
Sales
206500
118800
206500
Costs
118800
162000
162000
Profits
87700
（43200）
44500
（1’）
（1’）
（1’）
TransfersatMarginalcostwithopportunitycost
SSchlage
MSchlage
WholeSchlage
$
$
$
Sales
206500
147600
354100
Cost
147600
162000
309600
Profits
58900
（14400）
44500
（1’）
（1’）
（1’）
RepariscarriedoutbeoutsidecompanyLM
SSchlage
MSchlage
WholeSchlage
$
$
$
Sales
206500
0
206500
Repaircosts（$240perrepairx600）
144000
144000
Costs-FixedO/Hs
43200
43200
Profits
62500
（43200）
19300
（1’）
（1’）
（1’）
（b）Threeproblemswithtransferpricing
a.Divisionalautonomy
Transferpricesareparticularlyappropriateforprofitcentresbecauseifoneprofitcentredoesworkforanotherthesizeofthetransferpricewillaffectthecostsofoneprofitcentreandtherevenuesofanother.
However,adangerwithprofitcentreaccountingisthatthebusinessorganizationwilldivideintoanumberofself-interestedsegments,eachactingattimesagainstthewishesandinterestsofothersegments.Decisionsmightbetakenbyaprofitcentremanagerinthebestinterestsofhiswonpartofthebusiness,butagainstthebestinterestsofotherprofitcentresandpossiblytheorganizationasawhole.
（1’）
Ataskofheadofficeisthereforetotrytopresentdysfunctionaldecisionmakingbyindividualprofitcentres.Todothis,itmustreservesomepowerandauthorityforitselfandsoprofitcentrescannotbeallowedtomakeentirelyautonomousdecisions.
Abalanceoughttobekeptbetweendivisionalautonomytoprovideincentivesandmotivation,andretainingcentralizedauthoritytoensurethattheorganization’sprofitcentresareallworkingtowardsthesametarget,thebenefitoftheorganizationasawhole（inotherword,retaininggoalcongruenceamongtheorganisation’sseparatedivisions）.
（1’）
b.Divisionalperformancemeasurement
Profitcentremanagerstendtoputtheirownprofitperformanceaboveeverythingelse.Sinceprofitcentreperformanceismeasuredaccordingtotheprofittheyearn,noprofitcentrewillwanttodoworkforanotherandincurcostswithoutbeingpaidforit.（1’）
Consequently,profitcentremanagersarelikelytodisputethesizeoftransferpriceswitheachother,ordisagreeaboutwhetheroneprofitcentreshoulddoworkforanotherornot.Transferpricesaffectbehaviouranddecisionsbyprofitcentremanagers.
（1’）
c.Corporateprofitmaximization
Whentherearedisagreementsabouthowmuchworkshouldbetransferredbetweendivisions,andhowmanysalesthedivisionshouldmaketotheexternalmarket,thereispresumableaprofit-maximisinglevelofoutputandsalesfortheorganizationasawhole.
（1’）
However,unlesseachprofitcentrealsomaximisesitsownprofitatthissamelevelofoutput,therewillbeinter-divisionaldisagreementsaboutoutputlevelsandtheprofit-maximisingoutputwillnotbeachieved.
（1’）
Question3
Thisquestionassessesstudents’understandingofactivitybasedcosting（syllabusreference12.2）.ThisquestionrelatestoChapter7,paragraph2,3,4oftheAIAstudytext.
Department
Kitchens
BedRooms
DiningRooms
Total
Numberofitemssold
1,200
1,600
4,500
7,300
Purchaseorders
1,000
850
2,800
4,650
Floorarea（m2）
15,000
10,000
12,000
37,000
Numberofconsultations
820
300
320
1,440
（2’）
Costanalysisusingthecostdriversabove:
Salesstaffwages
65,800
Itemssold
7,300
Peritemsold
9.01
（2’）
Consultationstaffsalary
24,200
Numberofconsultations
1,440
Perconsultation
16.81
（2’）
Warehousestaffsalary
35,000
Itemssold
7,300
Peritemsold
4.79
（2’）
Administrationstaffsalary
32,000
Purchaseorders+consultations
6,090
Pertask
5.25
（2’）
GeneralOverheads
165,000
Floorspace
37,000
Perm2
4.46
（2’）
Department
Kitchens
BedRooms
DiningRooms
Total
$
$
$
Sales
220,000
115,200
450,000
785,200
CostofGoodssold
68,000
39,200
192,000
299,200
Othercosts
Salesstaffsalary
10816
14422
40562
65,800
Consultationstaffsalary
13780
5042
5378
24,200
Warehousestaffsalary
5754
7671
21575
35,000
Administrationstaffsalary
9563
6043
16394
32,000
Generaloverheads
66892
44595
53513
165,000
Profit
45,194
-1,772
120,578
164,000
（1’）
（1’）
（1’）
（1’）
（b）
Thetraditionalcostaccumulationsystemofabsorptioncostingwasdevelopedinatimewhenmostorganizationsproducedonlyanarrowrangeofproducts（sothatproductsunderwentsimilaroperationsandconsumedsimilarproportionsofoverheads）.Andoverheadcostswereonlyaverysmallfractionoftotalcosts,directlabouranddirectmaterialcostsaccountingforthelargestproportionofthecosts.Thebenefitsofmoreaccuratesystemsforoverheadallocationwouldprobablyhavebeenrelativelysmall.Inaddition,informationprocessingcostswerehigh.
（2’）
Inrecentyear,however,therehasbeenadramaticfallinthecostsofprocessinginformation.And,withtheadventofadvancedmanufacturingtechnology（AMT）,overheadsarelikelytobefarmoreimportantandinfactdirectlabourmayaccountforaslittleas5%ofaproduct’scost.Itthereforenowappearsdiffi
升级会员 