成本会计管理的着重点 书后习题答案第11章.docx

1、成本会计管理的着重点 书后习题答案第11章CHAPTER 11DECISION MAKING AND RELEVANT INFORMATION11-1 The five steps in the decision process outlined in Exhibit 11-1 of the text are:1. Obtain information2. Make predictions about future costs3. Choose an alternative4. Implement the decision5. Evaluate performance to provide f

2、eedback11-2 Relevant costs are those expected future costs that differ among alternative courses of action. Historical costs are irrelevant because they are past costs and, therefore, cannot differ among alternative future courses of action.11-3 No. Relevant costs are defined as those expected futur

3、e costs that differ among alternative courses of action. Thus, future costs that do not differ among the alternatives are irrelevant to deciding which alternative to choose.11-4 Quantitative factors are outcomes that are measured in numerical terms. Some quantitative factors are financialthat is, th

4、ey can be easily expressed in financial terms. Direct materials is an example of a quantitative financial factor. Qualitative factors are factors that are not measured in numerical terms. An example is employee morale.11-5 Two potential problems that should be avoided in relevant cost analysis are:1

5、. Do not assume all variable costs are relevant and all fixed costs are irrelevant.2. Do not use unit-cost data directly because it can mislead decision makers because a. it may include irrelevant costs, andb. comparisons of unit costs computed at different output levels lead to erroneous conclusion

6、s11-6 No. Some variable costs may not differ among the alternatives under consideration and, hence, will be irrelevant. Some fixed costs may differ among the alternatives and, hence, will be relevant.11-7 No. Some of the total unit costs to manufacture a product may be fixed costs, and, hence, will

7、not differ between the make and buy alternatives. These fixed costs are irrelevant to the make-or-buy decision. The key comparison is between purchase costs and the costs that will be saved if the company purchases the component parts from outside.11-8 Opportunity cost is the contribution to income

8、that is forgone (rejected) by not using a limited resource in its next-best alternative use.11-9 No. When deciding on the quantity of inventory to buy, managers must consider both the purchase cost per unit and the opportunity cost of funds invested in the inventory. For example, the purchase cost p

9、er unit may be low when the quantity of inventory purchased is large, but the benefit of the lower cost may be more than offset by the high opportunity cost of the funds invested in acquiring and holding inventory.11-10 No. Managers should aim to get the highest contribution margin per unit of the c

10、onstraining (that is, scarce, limiting, or critical) factor. The constraining factor is what restricts or limits the production or sale of a given product (for example, availability of machine-hours).11-11 No. For example, if the revenues that will be lost exceed the costs that will be saved, the br

11、anch or business segment should not be shut down. Shutting down will only increase the loss. Allocated costs are always irrelevant to the shutting down decision.11-12 Cost written off as depreciation is irrelevant when it pertains to a past cost. But the purchase cost of new equipment to be acquired

12、 in the future that will then be written off as depreciation is often relevant.11-13 No. Managers tend to favor the alternative that makes their performance look best so they focus on the measures used in the performance-evaluation model. If the performance-evaluation model does not emphasize maximi

13、zing operating income or minimizing costs, managers will most likely not choose the alternative that maximizes operating income or minimizes costs.11-14 The three steps in solving a linear programming problem are:1. Determine the objective.2. Specify the constraints.3. Compute the optimal solution.1

14、1-15 The text outlines two methods of determining the optimal solution to an LP problem:1. Trial-and-error solution approach2. Graphical solution approachMost LP applications in practice use standard software packages that rely on the simplex method to compute the optimal solution.11-16 (20 min.) Di

15、sposal of assets.1. This is an unfortunate situation, yet the $80,000 costs are irrelevant regarding the decision to remachine or scrap. The only relevant factors are the future revenues and future costs. By ignoring the accumulated costs and deciding on the basis of expected future costs, operating

16、 income will be maximized (or losses minimized). The difference in favor of remachining is $3,000: (a) (b) Remachine Scrap Future revenues $35,000 $2,000 Deduct future costs 30,000 Operating income $ 5,000 $2,000 Difference in favor of remachining 2. This, too, is an unfortunate situation. But the $

17、100,000 original cost is irrelevant to this decision. The difference in favor of rebuilding is $7,000: (a) (b) Replace Rebuild New truck $102,000 Deduct current disposal price of existing truck 10,000 Rebuild existing truck $85,000 $ 92,000 $85,000 Difference in favor of rebuilding Note, here, that

18、the current disposal price of $10,000 is relevant, but the original cost (or book value, if the truck were not brand new) is irrelevant.11-17 (10 min.) The careening personal computer.Considered alone, book value is irrelevant as a measure of loss when equipment is destroyed. The measure of the loss

19、 is replacement cost or some computation of the present value of future services lost because of equipment loss or damage. In the specific case described, the following observations may be apt:1. A fully depreciated item probably is relatively old. Chances are that the loss from this equipment is le

20、ss than the loss for a partially depreciated item because the replacement cost of an old item would be far less than that for a nearly new item.2. The loss of an old item, assuming replacement is necessary, automatically accelerates the timing of replacement. Thus, if the old item were to be junked

21、and replaced tomorrow, no economic loss would be evident. However, if the old item were supposed to last five more years, replacement is accelerated five years. The best practical measure of such a loss probably would be the cost of comparable used equipment that had five years of remaining useful l

22、ife. The fact that the computer was fully depreciated also means the accounting reports will not be affected by the accident. If accounting reports are used to evaluate the office managers performance, the manager will prefer any accidents to be on fully depreciated units.11-18 (15 min.) Multiple ch

23、oice.1. (b) Special order price per unit $6.00 Variable manufacturing costs per unit 4.50 Contribution margin per unit $1.50 Effect on operating income = $1.50 20,000 units = $30,000 increase2. (b) Costs of purchases, 20,000 units $60 $1,200,000 Total relevant costs of making: Variable manufacturing

24、 costs, $64 $16 $48 Fixed costs eliminated 9 Costs saved by not making $57 Multiply by 20,000 units, so total costs saved are $57 20,000 1,140,000 Extra costs of purchasing outside 60,000 Minimum savings necessary for Part No. 575 25,000 Necessary relevant costs that would have to be saved in manufa

25、cturing Part No. 575 $ 85,00011-19 (30 min.) Special order, activity-based costing.1. Award Pluss operating income under the alternatives of accepting/rejecting the special order are:Without One-Time Only Special Order7,500 UnitsWith One-Time Only Special Order10,000 UnitsDifference 2,500 UnitsSales

26、 $1,125,000 $1,375,000 $250,000Variable costs:Direct materials 262,500 350,0001 87,500Direct manufacturing labor 300,000 400,0002 100,000Batch manufacturing costs 75,000 87,5003 12,500Fixed costs:Fixed manufacturing costs 275,000 275,000 Fixed marketing costs 175,000 175,000 Total costs 1,087,500 1,

27、287,500 200,000Operating income $ 37,500 $ 87,500 $ 50,0001 10,000 2 10,000 3$75,000 + (25 $500)Alternatively, we could calculate the incremental revenue and the incremental costs of the additional 2,500 units as follows:Incremental revenue $100 2,500 $250,000Incremental direct manufacturing costs 2

28、,500 = 87,500Incremental direct manufacturing costs 2,500 = 100,000Incremental batch manufacturing costs $500 25 = 12,500Total incremental costs 200,000Total incremental operating income from accepting the special order $ 50,000Award Plus should accept the one-time-only special order if it has no lo

29、ng-term implications because accepting the order increases Award Pluss operating income by $50,000. If, however, accepting the special order would cause the regular customers to be dissatisfied or to demand lower prices, then Award Plus will have to trade off the $50,000 gain from accepting the spec

30、ial order against the operating income it might lose from regular customers.11-19 (Contd.)2. Award Plus has a capacity of 9,000 medals. Therefore, if it accepts the special one-time order of 2,500 medals, it can sell only 6,500 medals instead of the 7,500 medals that it currently sells to existing c

31、ustomers. That is, by accepting the special order, Award Plus must forgo sales of 1,000 medals to its regular customers. Alternatively, Award Plus can reject the special order and continue to sell 7,500 medals to its regular customers. Award Pluss operating income from selling 6,500 medals to regula

32、r customers and 2,500 medals under one-time special order follow:Sales (6,500 $150) + (2,500 $100) $1,225,000Direct materials (6,500 $351) + (2,500 $351) 315,000Direct manufacturing labor (6,500 $402) +(2,500 $402) 360,000Batch manufacturing costs (1303 $500) + (25 $500) 77,500Fixed manufacturing costs 275,000Fixed marketing costs 175,000Total costs 1,202,500Operat