Chapter 20 - homework questions template Solutions (1)

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20-19 EOQ for manufacturer. (LO 1) Lakeland Company, which produces lawn mowers, purchases 18,000 units of a rotor blade part each year at a cost of $60 per unit. Lakeland requires a 15% annual rate of return on investment. In addition, the relevant carrying cost (for insurance, materials handling, breakage, and so on) is $6 per unit per year. The relevant ordering cost per purchase order is $150. Required 1. Calculate Lakeland’s EOQ for the rotor blade part. 2. Calculate Lakeland’s annual relevant ordering costs for the EOQ calculated in requirement 1. 3. Calculate Lakeland’s annual relevant carrying costs for the EOQ calculated in requirement 1. 4. Assume that demand is uniform throughout the year and known with certainty so that there is no need for safety stocks. The purchase-order lead time is half a month. Calculate Lakeland’s reorder point for the rotor blade part. 1000 10 1500
500 1500
20-19 (20min) EOQ for manufacturer. 1. Relevant carrying costs per part per year: Required annual return on investment 15% x $60 = $9 Relevant insurance, materials handling, breakage, etc. costs per year Relevant carrying costs per part per year With D = 18,000; P = $150; C = $15, EOQ for manufacturer is: 2 2 2DP _ [2x18.000x8150 _ (o c $15 , Totalrelevant _ (D, ordering costs ~ | q [wmoxsm] 00 =$4,500 where Q = 600 units, the EOQ. 3. At the EOQ, total relevant ordering costs and total relevant carrying cos equal. Therefore, total relevant carrying costs at the EOQ = $4,500 (from can also confirm this with direct calculation Total relevant carrying costs = (% x c) :(@xus] 2 =$4,500 where Q = 600 units, the EOQ. 4. Purchase order lead time is half a month. Monthly demand is 18,000 units = 12 months = 1,500 units per month. Demand in half a month is 4 x 1,500 units or 750 units. Lakeland should reorder when the inventory of rotor blades falls to 750 unit
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its will be exactly 2quirement 2). We
20-22 JIT production, relevant benefits, relevant costs. (LO 3) The | Hardware Company manufactures specialty brass door handles at i Lynchburg plant. Colonial is considering implementing a JIT produ system. The following are the estimated costs and benefits of JIT prc¢ a. Annual additional tooling costs would be $200,000. b. Average inventory would decline by 80% from the current lev $2,000,000. c. Insurance, space, materials-handling, and setup costs, which total $600,000 annually, would decline by 25%. d. The emphasis on quality inherent in JIT production would re rework costs by 30%. Colonial currently incurs $400,000 in an rework costs. e. Improved product quality under JIT production would enabl to raise the price of its product by $8 per unit. Colonial sells 4 each year. Colonial's required rate of return on inventory investment is 15% Required 1. Calculate the net benefit or cost to Colonial if it adopts JIT produr the Lynchburg plant. 2. What nonfinancial and qualitative factors should Colonial consid making the decision to adopt JIT production? 3. Suppose Colonial implements JIT production at its Lynchburg pli
Give examples of performance measures Colonial could use to ev and control JIT production. What would be the benefit of Colonia implementing an enterprise resource planning (ERP) system?
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Colonial ts iction oduction: vel of currently duce nual e Colonial 10,000 units er year. ction at ler when ant. 20-22 (20min) JIT production, relevant benefits, re 1. Solution Exhibit 20-22 presents the annual net benei Company of implementing a JIT production system o Other nonfinancial and qualitative factors that Coloni¢ 1t should implement a JIT system include: a. The possibility of developing and implementing sequential operations of the manufacturing proce: needed for each subassembly so that the productior b. The ability to design products that use standardized c. The ease of obtaining reliable vendors who can d with minimum lead time. d. Willingness of suppliers to deliver smaller and mor e. The confidence of being able to deliver quality prc result in customer dissatisfaction. £ The skill levels of workers to perform multiple tas! quality testing and inspection. 3. Personal observation by production line workers and o than 1n traditional plants. A JIT plant’s production prc are not obscured by piles of inventory or rework. s evaluate by personal observation than are cluttered pla logically laid out. Besides personal observation, nonfinancial pe methods of control. Nonfinancial performance meast understand measures of plant performance. Examples of time, inventory, and quality include the following: Manufacturing lead time Units produced per hour Machine setup time + manufacturing time Number of defective units ~ number of units compl In addition to personal observation and nonfit performance measures are also used. Examples o the following: Cost of rework Ordering costs Stockout costs Inventory tumover (cost of goods sold + avera The success of a JIT system depends on the <
raluate il to manufacturers to suppliers. The Enterprise Res database and gives lower-level managers, work operating information. This benefit, accompanie functions, enables the ERP system to rapidly trans supply and demand so that manufacturing and distr SOLUTION EXHIBIT 20-22 Annual Relevant Costs of Current Production System ¢ for Colonial Hardware Company Relevant Items “Annual tooling costs Required return on investment 15% per year x $2,000,000 of average inventory per y 15% per year x $400,000° of average inventory per yes Insurance, space, materials handling. and setup costs Rework costs Incremental revenues from higher selling prices Total net incremental costs Annual difference in favour of JIT production 52,000,000 x (1 - 80%) = $400,000 $$600,000 x (1 - 0.25) = $450,000 °$400,000 (1 - 0.30) = $280,000 8 x 40,000 units = $320,000
Jdevant costs. fit of $630,000 to Colonial Hardware al should consider in deciding whether a detailed system for integrating the ss. Direct materials must arrive when 1 process functions smoothly. 1 parts and reduce manufacturing time. leliver quality direct materials on time ‘e frequent orders aducts on time. Failure to do so would ks such as minor repairs, maintenance, 1anagers is more effective in JIT plants xcess layout is streamlined. Operations As a result, such plants are easier to ats where the flow of production is not rformance measures are the dominant ares provide most timely and easy to of nonfinancial performance measures leted nancial performance measures, financial £ financial performance measures include ge inventory) speed of information flows from customers
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ource Planning (ERP) system has a single ers, customers, and suppliers access to «d by tight coordination across business smit information 1n response to changes in ibution plans may be revised accordingly and JIT Production System Relevant Relevant Costs under Costs under Current T Production Production System System —$200,000 war $ 300,000 r 60,000 600,000 450,000° 400,000 280,000° (320,000 $1.300000 $670,000 4 $630,000 4
20-24 Backflush costing, two trigger points, materials purchase and sale (continuation of Exercise 20-23). (LO 5) Assume the same facts as in Exer 20-23, except that Road Warrior now uses a backflush costing system witl following two trigger points: « Purchase of direct materials « Sale of finished goods The Inventory Control account will include direct materials purchased bt yet in production, materials in work-in-process, and materials in finished goods but not sold. No conversion costs are inventoried. Any under- or overallocated conversion costs are written off monthly to Cost of Goods ¢ Required 1. Prepare summary journal entries for August, including the disposi under- or overallocated conversion costs. 2. Post the entries in requirement 1 to T-accounts for Inventory Contr Conversion Costs Control, Conversion Costs Allocated, and Cost o Goods Sold.
itnot Sold. tion of 20-24 (20min) Backflush costing, two trigger point 1 (@) Purchases of direct materials (b) Incur conversion costs Inventory Contr Accounts Pay: Conversion Cos Various Acco (¢) Completion of finished goods No entry (d) Sale of finished goods (e) Underallocated or overallocated conversion costs Direct Materials [ Conversion costs [* - - Cost of Goods § Inventory Cor Conversion Ci Conversion Cos Costs of Good Conversion C Inveatory Control (2754000 _[(d)2.692.800 Bal. 61,200 Conversion Costs Allocated ©739200 | (@739200 Conversion Costs Control ©)723.600 | (€ 723,600
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ts, materials purchase and sale. ol able Control its Control unts sold atrol osts Allocated its Allocated is Sold osts Control 2,754,000 723,600 3,432,000 739,200 Cost of Goods Sold ()3.432,000 | (&) 15.600 2,754,000 723,600 2,692,800 739,200 15,600 723,600
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20-26 Effect of different order quantities on ordering costs and carrying EOQ. [Excel template] (LO 1) Koala Blue, a retailer of bed and bath linen, 234,000 packages of Mona Lisa designer sheets each year. Koala Blue incu ordering cost of $81 per purchase order placed with Mona Lisa Enterprise: an annual carrying cost of $11.70 per package. Liv Carrol, purchasing man at Koala Blue, seeks your help: She wants to understand how ordering anc carrying costs vary with order quantity. Scenario 1 2 3 4 Annual demand (packages) 234,000 234,000 234,000 234,000 2 Cost per purchase order § 8 s 8 s 8 § 8 S Carrying cost per package per year $ 170 §$ 10 § N0 § 10 S Quantity (packages) per purchase order 900 1,500 1,800 2,100 Number of purchase orders per year Annual relevant ordering costs Annual relevant carrying costs Annual total relevant costs of ordering and carrying inventory Required 1. Complete the preceding table for Liv Carrol. What is the EOQ? Con on your results. 2. Mona Lisa is about to introduce a web-based ordering system for it customers. Liv Carrol estimates that Koala Blue’s ordering costs wil reduced to $49 per purchase order. Calculate the new EOQ and the annual relevant costs of ordering and carrying inventory. 3. Liv Carrol estimates that Koala Blue will incur a cost of $2,000 to tre turn muiechacine accictante 4 siea tha naur Mana Tica cuctam ala T
LU PULLIEOLIG G99151EILD W UST LIS AIEYY VAL LG 2y SLCHLL 4Cp L Carrol present a case to upper management showing that Koala Blu be able to recoup its training costs within the first year of adoption.
nment ain its ©20-26 (30min) Effect of different order quan costs, EOQ. 1 1 Demand (units) (D) 234,000 Cost per purchase order (P) $ 8100 Anmual carrying cost per package (C) $ 1170 Order quantity per purchase order (units) (Q) 900 Number of purchase orders per year (D+ Q) 260.00 Annual ordering costs (D+Q) XP $21,060 Anmual carrying costs (QC + 2) $ 5265 Total relevant costs of ordering and canrying inveatory 526325 The economic order quantity is 1,800 packages. It is t equal ordering costs and total relevant ordering and cart ‘We can also confirm this from direct calculation. Using 2% 234,000 % $81 FoQ = [ZEEA0I 600 packs Q 1170 packages 1t is interesting to note that Koala Blue faces a situ carrying costs do not vary significantly when order qua packages 2. ‘When the ordering cost per purchase order is reduce 2 x 234,000 x $49 EOQ= 2 Q 1170 The EOQ drops from 1,800 packages to 1,400 pack purchase order decreases from $81 to $49. = 1,400 packages And the new relevant costs of ordering inventory = and the new relevant costs or carrying inventory = ‘The total new costs of ordering and carrying inventc 3. As summarized below, the new Mona Lisa we to 1,400 packages, will lower the carrying & spend $2,000 to train its purchasing assistants still save $2,680 i the first year alone. Total relevant costs at EOQ (from Reg
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Annual cost benefit over old system 1e will Training costs Net benefit in first year alone
tities on ordering costs and carrying Scenario 2 3 4 5 234000 234000 234000 234,000 $8100 $8100 $800 8100 $1170 $1170 $1170 $ 1170 1,500 1,800 2,100 2,700 15600 13000 11143 86.67 $12636 $10530 $9026 $ 7020 $8775 $10530 $12285 $15795 $21411 $21060 21311 $22815 he order quantity at which carrying costs rying costs are minimized. D =234,000; P=$81 and C=$11.70 uation where total relevant ordering and ntity ranges from 1,500 packages to 2,700 :d to $49: ages when Koala Blue’s ordering cost per Dop| =B g0 -s8190 Q 1400 gxc) :(l‘mxsu 70)::3,190 2 2 ory =$8,190 x 2 =$16,380 b-based ordering system, by lowering the EOQ nd ordering costs by $4.680. Koala Blue will 5 on the new system. Overall, Koala Blue will |uirement 2) $16.380
521,060 - $16,380) $4.,680 2.000 $2.680
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20-40 Backflush costing and JIT production. (LO 5) The Grand Meter Corporation manufactures electrical meters. For August, there were no beginning inventories of direct materials and no beginning or ending work-in- process. Grand Meter uses a JIT production system and backflush costing with three trigger points for making entries in the accounting system: + Purchase of direct materials and incurring of conversion costs + Completion of good finished wnits of product + sale of finished goods Grand Meter's August standard cost per meter is direct materials, $25, and conversion cost, $20. Grand Meter has no direct materials variances. The following data apply to August manufacturing: Direct materials purchased ~ $650,000 Number of finished units manufactured 21,000 Conversion costs incurred ~ $440,000 Number of finished units sold 20,000 Required 1. Prepare summary journal entries for August (without disposing of under- or overallocated conversion costs). Assume no direct materials variances. 2. Post the entries in requirement 1 to T-accounts for Materials and In- Process Inventory Control, Finished Goods Control, Conversion Costs Control, Conversion Costs Allocated, and Cost of Goods Sold.
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20-40 (20min) Backflush costing and JIT production. 1 (a) Record purchases of direct materials (b) Record conversion costs. incurred () Record cost of good finished units completed (@) Record cost of finished goods sold #20,000 x ($20 + $15 Materials and In-Process Inventory Control Accounts Payable Control Conversion Costs Control Various Accounts (such as Wages Payable Control) Finished Goods Control® Materials and In-Process Tnventory Control* Conversion Costs Allocated” Cost of Goods Sold” i Finished Goods Control 700,000; 20,000 * $20 = $400,000; 20,000 x $15 = $300,000 19,000 x ($20 + $15) = $663.000 Coutrol Finished Goods Control Materials | 4 Conversion Costs 9 () 400000 () 700000 | (d) 665000 Bal 35,000 (" __Conversion Costs Allocated 300000 Conversion Costs Control ® 425000
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500.000 500.000 425,000 425.000 700,000 400.000 300,000 665.000 665.000 0 Cost of Goods Sold (@ 665000
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20-27 (30mmn.) EOQ, uncertainty, safetv stock, reords 1. EOQ =((2DP)/C) = V((2 x 114,000 x 180)/3.60) = 3,376 pairs of shoes 2 Weekly demand = Monthly demand + 4 =9,500 = 4 = 2,375 pars of shoes per w Purchasing lead time = 1 week Reorder point = 2,375 pairs of shoes per week x 1 week : 3. Safety stock = 10% x 9,500 = 950 paurs of shoes Reorder point and quantity = Weekly demand + Safety si = 2,375 + 950 = 3,325 pairs of shoes 4. Safety stock cost = 950 shoes x $3.60 = $3,420
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o point. reek =2,375 pairs of shoes tock
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