ACC 315 5-1 Problem Set Question 1 of 10

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6.  Problem 16-11 (Algo) One of your Taiwanese suppliers has bid on a new line of molded plastic parts that is currently being assembled at your plant. The supplier has bid $0.10 per part, given a forecast you provided of 100,000 parts in year 1; 200,000 in year 2; and 300,000 in year 3. Shipping and handling of parts from the supplier’s factory is estimated at $0.01 per unit. Additional inventory handling charges should amount to $0.005 per unit. Finally, administrative costs are estimated at $20 per month.   Although your plant is able to continue producing the part, the plant would need to invest in another molding machine, which would cost $10,000. Direct materials can be purchased for $0.04 per unit. Direct labor is estimated at $0.02 per unit for wages plus a 50 percent surcharge for benefits and, indirect labor is estimated at $0.010 per unit plus 50 percent benefits. Up-front engineering and design costs will amount to $30,000. Finally, management has insisted that…

Ch. 7 Learn Smart-Problem Solving Please select the correct answer and explain how you arrived at that answer based on the question below. "ABC lumber spent $1,000 cutting down a tree.  The result was 40 pieces of unfinished lumber that sell for $20 each and 100 bags of sawdust that sell for $1.00 each.  If the unfished pieces of lumber are processed into finished lumber at a cost of $8 each, they will sell for $35.  A bag of sawdust can be processed into Presto Logs that sell for $1.25 at a cost of $.75 per bag.  Which of the following statements are true concerning whether the unfished pieces of lumber should be processed into finished lumber and whether the sawdust should be processed into Presto Logs" 1) The pieces of lumber should be processed 2) The pieces of lumber should be sold as is without being processed into finished lumber 3) The $1,000 cost of cutting down the tree is relevant to the decision 4) The sawdust should be processed into Presto Logs 5) The sawdust should be…

ed States) Exercise 25-21 Page 1318 Product Decisions Under Bottlenecked Operations Youngstown Glass Company manufactures three types of safety plate glass: large, medium, and small. All three products have high demand. Thus, Youngstown Glass is able to sell all the safety glass that it can make. The production process includes an autoclave operation, which is a pressurized heat treatment. The autoclave is a production bottleneck. Total fixed costs are $85,000 for the company as a whole. In addition, the following information is available about the three products: Line Item Description Large Medium Small Unit selling price $184 $160 $100 Unit variable cost (130) (120) (76) Unit contribution margin $54 $40 $24 Autoclave hours per unit 3 2 1 Budgeted units of production 3,000 3,000 3,000 a. Determine the contribution margin by glass type and the total company operating income for the budgeted units of production. b. Prepare an analysis showing which product is the most profitable per…

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CT1.2 Tenrack is a fairly large manufacturing company located in the southern United States. The company manufactures tennis rackets, tennis balls, tennis clothing, and tennis shoes, all bearing the company's distinctive logo, a large green question mark on a white flocked tennis ball. The company's sales have been increasing over the past 10 years. The tennis racket division has recently implemented several advanced manufacturing techniques. Robot arms hold the tennis rackets in place while glue dries, and machine vision systems check for defects. The engineering and design team uses computerized drafting and testing of new products. The following managers work in the tennis racket division: Jason Dennis, Sales Manager (supervises all sales representatives) Peggy Groneman, Technical Specialist (supervises computer programmers) Dave Marley, Cost Accounting Manager (supervises cost accountants) Kevin Carson, Production Supervisor (supervises all manufacturing employees) Sally Renner,…

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Case 10-6. Just-in-time principles Warm Space Inc. manufactures electric space heaters. While the CEO, Gwen Willis, is visiting the production facility, the following conversation takes place with the plant manager, Tyra Chastain: Gwen: As I walk around the facility, I can't help noticing all the materials inventories. What's going on? Tyra: I have found our suppliers to be very unreliable in meeting their delivery commitments. Thus, I keep a lot of materials on hand so as to not risk running out and shutting down production. Gwen: Not only do I see a lot of materials inventory, but there also seems to be a lot of finished goods inventory on hand. Why is this? Tyra: As you know, I am evaluated on maintaining a low cost per unit. The one way that I am able to reduce my unit costs is by producing as many space heaters as possible. This a.llows me to spread my fixed costs over a larger base. When orders are down, the excess production builds up as inventory, as we are seeing now. But…

LO.1 & LO.2 (Activity analysis; MCE) Log Cabins Unlimited constructs vacation houses in the North Carolina mountains. The company has developed the following value chart: Average Number of Days Operations Receiving materials Storing materials 10 Measuring and cutting materials Handling materials 7 Setting up and moving scaffolding Assembling materials 3 Building fireplace 12 Pegging logs 8 Cutting and framing doors and windows 5 Sealing joints Waiting for county inspectors Inspecting property (county inspectors) a. What are the value-added activities and their total time? b. What are the non-value-added activities and their total time? c. Calculate the manufacturing cycle efficiency of the process. d. Explain the difference between value-added and non-value-added activities. 9, 6.

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10-13 Jesper, Inc., has a number of divisions including a Furniture Division and a Motel Division. The Motel Division owns and operates a line of budget motels located along major highways. Each year, the Motel Division purchases furniture for the motel rooms. Currently, it purchases a basic dresser from an outside supplier for $42. Carrie Burnside, manager of the Furniture Division, has approached George Transfer Pricing LO5 454 Part 4 / Planning and Control EXCEL Sanchez, manager of the Motel Division, about selling dressers to the Motel Divi- sion. Carrie has researched the dresser costs and determined the following costs: Direct materials Direct labor $ 8 4 Variable overhead 3 Fixed overhead Total manufacturing cost 12 $27 Currently, the Furniture Division has capacity to produce 75,000 dressers but is only producing 60,000. The Motel Division needs 10,000 dressers per year. Required 1. What is the maximum transfer price? The minimum transfer price? Should the transfer occur? 2.…

Question 4 of 9 - /0.75 !! View Policies Current Attempt in Progress Ivanhoe's Candles will be producing a new line of dripless candles in the coming years and has the choice of producing the candles in a large factory with a small number of workers or a small factory with a large number of workers. Each candle will be sold for $10. If the large factory is chosen, the cost per unit to produce each candle will be $3.00. The cost per unit will be $7.50 in the small actory. The large factory would have fixed cash costs of $1.8 million and a depreciation expense of $300,000 per year, while those expenses would be $490,000 and $100,000, respectively in the small factory. Calculate the accounting operating profit break-even point for both factory choices for Ivanhoe's Candles. (Round answers to nearest whole units, e.g. 152.) The accounting break-even point for large factory is units and for small factory is eTextbook and Media Save for Later Attempts: 0 of 3 used Submit Answer APR tv

Hi, Please refers to the attachment for question on ACC653 Advanced Managerial Accounting.  thank you!

Can you assist me with Chapter 16 Problem 7. I keep getting mixed up between formulas on the excel sheet. Thank you.

Mini Case Study Five years ago, Phil Davis left his position at a large company to start Integrated Solutions Co. (ISC), a software design company. ISC’s first product was a unique software package that seamlessly integrated networked PCs. Robust sales of this initial product permitted the company to begin development of other software products and to hire additional personnel. The staff at ISC quickly grew from three people working out of Davis’s basement to over 70 individuals working in leased spaces at an industrial park. Continued growth led Davis to hire seasoned marketing, distribution, and production managers and an experienced accountant, Jan Smith. Recently, Davis decided that the company had become too large to run on an informal basis and that a formalized planning and control program centered on a budget was necessary. Davis asked the accountant, Jan Smith, to work with him in developing the initial budget for ISC. Davis forecasted sales revenues based on his projections…

Number 6 Tasty Time Cafeteria operates cafeteria food services in public buildings in the Midwest. Tasty Time is contemplating a major change in its cost structure. Currently, all of their cafeteria lines are staffed with hourly wage employees who hand serve the food to customers. Benson Riggs, Tasty Time's owner, is considering replacing the employees with an automated self-service system. However, before making the change, Benson would like to know the consequences of the change, since the volume of business varies significantly from location to location. Shown below are the CVP income statements for each alternative. Automated Self-Service Personal Service System $2,500,000 1.125,000 $1,375,000 875,000 S 500,000 System $2,500,000 1.875,000 625,000 125,000 S 500,000 Sales Variable costs Contribution margin Fixed costs Net Income Instructions Determine the degree of operating leverage for each alternative. Which alternative would produce the higher net income if sales increased by…