成本会计管理的着重点 书后习题答案第11章.docx
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成本会计管理的着重点书后习题答案第11章
CHAPTER11
DECISIONMAKINGANDRELEVANTINFORMATION
11-1ThefivestepsinthedecisionprocessoutlinedinExhibit11-1ofthetextare:
1.Obtaininformation
2.Makepredictionsaboutfuturecosts
3.Chooseanalternative
4.Implementthedecision
5.Evaluateperformancetoprovidefeedback
11-2Relevantcostsarethoseexpectedfuturecoststhatdifferamongalternativecoursesofaction.Historicalcostsareirrelevantbecausetheyarepastcostsand,therefore,cannotdifferamongalternativefuturecoursesofaction.
11-3No.Relevantcostsaredefinedasthoseexpectedfuturecoststhatdifferamongalternativecoursesofaction.Thus,futurecoststhatdonotdifferamongthealternativesareirrelevanttodecidingwhichalternativetochoose.
11-4Quantitativefactorsareoutcomesthataremeasuredinnumericalterms.Somequantitativefactorsarefinancial––thatis,theycanbeeasilyexpressedinfinancialterms.Directmaterialsisanexampleofaquantitativefinancialfactor.Qualitativefactorsarefactorsthatarenotmeasuredinnumericalterms.Anexampleisemployeemorale.
11-5Twopotentialproblemsthatshouldbeavoidedinrelevantcostanalysisare:
1.Donotassumeallvariablecostsarerelevantandallfixedcostsareirrelevant.
2.Donotuseunit-costdatadirectlybecauseitcanmisleaddecisionmakersbecause
a.itmayincludeirrelevantcosts,and
b.comparisonsofunitcostscomputedatdifferentoutputlevelsleadtoerroneousconclusions
11-6No.Somevariablecostsmaynotdifferamongthealternativesunderconsiderationand,hence,willbeirrelevant.Somefixedcostsmaydifferamongthealternativesand,hence,willberelevant.
11-7No.Someofthetotalunitcoststomanufactureaproductmaybefixedcosts,and,hence,willnotdifferbetweenthemakeandbuyalternatives.Thesefixedcostsareirrelevanttothemake-or-buydecision.Thekeycomparisonisbetweenpurchasecostsandthecoststhatwillbesavedifthecompanypurchasesthecomponentpartsfromoutside.
11-8Opportunitycostisthecontributiontoincomethatisforgone(rejected)bynotusingalimitedresourceinitsnext-bestalternativeuse.
11-9No.Whendecidingonthequantityofinventorytobuy,managersmustconsiderboththepurchasecostperunitandtheopportunitycostoffundsinvestedintheinventory.Forexample,thepurchasecostperunitmaybelowwhenthequantityofinventorypurchasedislarge,butthebenefitofthelowercostmaybemorethanoffsetbythehighopportunitycostofthefundsinvestedinacquiringandholdinginventory.
11-10No.Managersshouldaimtogetthehighestcontributionmarginperunitoftheconstraining(thatis,scarce,limiting,orcritical)factor.Theconstrainingfactoriswhatrestrictsorlimitstheproductionorsaleofagivenproduct(forexample,availabilityofmachine-hours).
11-11No.Forexample,iftherevenuesthatwillbelostexceedthecoststhatwillbesaved,thebranchorbusinesssegmentshouldnotbeshutdown.Shuttingdownwillonlyincreasetheloss.Allocatedcostsarealwaysirrelevanttotheshuttingdowndecision.
11-12Costwrittenoffasdepreciationisirrelevantwhenitpertainstoapastcost.Butthepurchasecostofnewequipmenttobeacquiredinthefuturethatwillthenbewrittenoffasdepreciationisoftenrelevant.
11-13No.Managerstendtofavorthealternativethatmakestheirperformancelookbestsotheyfocusonthemeasuresusedintheperformance-evaluationmodel.Iftheperformance-evaluationmodeldoesnotemphasizemaximizingoperatingincomeorminimizingcosts,managerswillmostlikelynotchoosethealternativethatmaximizesoperatingincomeorminimizescosts.
11-14Thethreestepsinsolvingalinearprogrammingproblemare:
1.Determinetheobjective.
2.Specifytheconstraints.
3.Computetheoptimalsolution.
11-15ThetextoutlinestwomethodsofdeterminingtheoptimalsolutiontoanLPproblem:
1.Trial-and-errorsolutionapproach
2.Graphicalsolutionapproach
MostLPapplicationsinpracticeusestandardsoftwarepackagesthatrelyonthesimplexmethodtocomputetheoptimalsolution.
11-16(20min.)Disposalofassets.
1.Thisisanunfortunatesituation,yetthe$80,000costsareirrelevantregardingthedecisiontoremachineorscrap.Theonlyrelevantfactorsarethefuturerevenuesandfuturecosts.Byignoringtheaccumulatedcostsanddecidingonthebasisofexpectedfuturecosts,operatingincomewillbemaximized(orlossesminimized).Thedifferenceinfavorofremachiningis$3,000:
(a)(b)
RemachineScrap
Futurerevenues$35,000$2,000
Deductfuturecosts30,000–
Operatingincome$5,000$2,000
Differenceinfavorofremachining
2.This,too,isanunfortunatesituation.Butthe$100,000originalcostisirrelevanttothisdecision.Thedifferenceinfavorofrebuildingis$7,000:
(a)(b)
ReplaceRebuild
Newtruck$102,000–
Deductcurrentdisposal
priceofexistingtruck10,000–
Rebuildexistingtruck–$85,000
$92,000$85,000
Differenceinfavorofrebuilding
Note,here,thatthecurrentdisposalpriceof$10,000isrelevant,buttheoriginalcost(orbookvalue,ifthetruckwerenotbrandnew)isirrelevant.
11-17(10min.)Thecareeningpersonalcomputer.
Consideredalone,bookvalueisirrelevantasameasureoflosswhenequipmentisdestroyed.Themeasureofthelossisreplacementcostorsomecomputationofthepresentvalueoffutureserviceslostbecauseofequipmentlossordamage.Inthespecificcasedescribed,thefollowingobservationsmaybeapt:
1.Afullydepreciateditemprobablyisrelativelyold.Chancesarethatthelossfromthisequipmentislessthanthelossforapartiallydepreciateditembecausethereplacementcostofanolditemwouldbefarlessthanthatforanearlynewitem.
2.Thelossofanolditem,assumingreplacementisnecessary,automaticallyacceleratesthetimingofreplacement.Thus,iftheolditemweretobejunkedandreplacedtomorrow,noeconomiclosswouldbeevident.However,iftheolditemweresupposedtolastfivemoreyears,replacementisacceleratedfiveyears.Thebestpracticalmeasureofsuchalossprobablywouldbethecostofcomparableusedequipmentthathadfiveyearsofremainingusefullife.
Thefactthatthecomputerwasfullydepreciatedalsomeanstheaccountingreportswillnotbeaffectedbytheaccident.Ifaccountingreportsareusedtoevaluatetheofficemanager'sperformance,themanagerwillpreferanyaccidentstobeonfullydepreciatedunits.
11-18(15min.)Multiplechoice.
1.(b)Specialorderpriceperunit$6.00
Variablemanufacturingcostsperunit4.50
Contributionmarginperunit$1.50
Effectonoperatingincome=$1.5020,000units
=$30,000increase
2.(b)Costsofpurchases,20,000units$60$1,200,000
Totalrelevantcostsofmaking:
Variablemanufacturingcosts,$64–$16$48
Fixedcostseliminated9
Costssavedbynotmaking$57
Multiplyby20,000units,sototal
costssavedare$5720,0001,140,000
Extracostsofpurchasingoutside60,000
MinimumsavingsnecessaryforPartNo.57525,000
Necessaryrelevantcoststhatwouldhave
tobesavedinmanufacturingPartNo.575$85,000
11-19(30min.)Specialorder,activity-basedcosting.
1.AwardPlus'soperatingincomeunderthealternativesofaccepting/rejectingthespecialorderare:
WithoutOne-TimeOnlySpecialOrder
7,500Units
WithOne-TimeOnlySpecialOrder
10,000Units
Difference
2,500Units
Sales$1,125,000$1,375,000$250,000
Variablecosts:
Directmaterials262,500350,000187,500
Directmanufacturinglabor300,000400,0002100,000
Batchmanufacturingcosts75,00087,500312,500
Fixedcosts:
Fixedmanufacturingcosts275,000275,000––
Fixedmarketingcosts175,000175,000––
Totalcosts1,087,5001,287,500200,000
Operatingincome$37,500$87,500$50,000
1
10,0002
10,0003$75,000+(25$500)
Alternatively,wecouldcalculatetheincrementalrevenueandtheincrementalcostsoftheadditional2,500unitsasfollows:
Incrementalrevenue$1002,500$250,000
Incrementaldirectmanufacturingcosts
2,500=87,500
Incrementaldirectmanufacturingcosts
2,500=100,000
Incrementalbatchmanufacturingcosts$50025=12,500
Totalincrementalcosts200,000
Totalincrementaloperatingincomefrom
acceptingthespecialorder$50,000
AwardPlusshouldaccepttheone-time-onlyspecialorderifithasnolong-termimplicationsbecauseacceptingtheorderincreasesAwardPlus'soperatingincomeby$50,000.
If,however,acceptingthespecialorderwouldcausetheregularcustomerstobedissatisfiedortodemandlowerprices,thenAwardPluswillhavetotradeoffthe$50,000gainfromacceptingthespecialorderagainsttheoperatingincomeitmightlosefromregularcustomers.
11-19(Cont’d.)
2.AwardPlushasacapacityof9,000medals.Therefore,ifitacceptsthespecialone-timeorderof2,500medals,itcansellonly6,500medalsinsteadofthe7,500medalsthatitcurrentlysellstoexistingcustomers.Thatis,byacceptingthespecialorder,AwardPlusmustforgosalesof1,000medalstoitsregularcustomers.Alternatively,AwardPluscanrejectthespecialorderandcontinuetosell7,500medalstoitsregularcustomers.
AwardPlus'soperatingincomefromselling6,500medalstoregularcustomersand2,500medalsunderone-timespecialorderfollow:
Sales(6,500$150)+(2,500$100)$1,225,000
Directmaterials(6,500$351)+(2,500$351)315,000
Directmanufacturinglabor(6,500$402)+(2,500$402)360,000
Batchmanufacturingcosts(1303$500)+(25$500)77,500
Fixedmanufacturingcosts275,000
Fixedmarketingcosts175,000
Totalcosts1,202,500
Operat