Accounting Problem: Crystal Springs Water Treatment plant implements batch logging system. Each batch requires: pH testing: Critical (failure rate <1%) Chlorine check: Major (failure rate <3%) Mineral test: Minor (failure rate < 5%) From 400 batches, pH failed 2, chlorine 8, minerals 12. The quality manager requests conformance analysis. a) Non-compliant b) Compliant c) Partially compliant d) Review needed

Accounting Problem: Crystal Springs Water Treatment plant implements batch logging system. Each batch requires: pH testing: Critical (failure rate <1%) Chlorine check: Major (failure rate <3%) Mineral test: Minor (failure rate < 5%) From 400 batches, pH failed 2, chlorine 8, minerals 12. The quality manager requests conformance analysis. a) Non-compliant b) Compliant c) Partially compliant d) Review needed

Essentials of Business Analytics (MindTap Course List)

2nd Edition

ISBN:9781305627734

Author:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Publisher:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Chapter6: Statistical Inference

Section: Chapter Questions

Problem 25P: A production line operation is designed to fill cartons with laundry detergent to a mean weight of...

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Accounting Problem
A production line operation is designed to fill cartons with laundry detergent to a mean weight of 32 ounces. A sample of cartons is periodically selected and weighed to determine whether underfilling or overfilling is occurring. If the sample data lead to a conclusion of underfilling or overfilling, the production line will be shut down and adjusted to obtain proper filling. a. Formulate the null and alternative hypotheses that will help in deciding whether to shut down and adjust the production line. b. Comment on the conclusion and the decision when H0 cannot be rejected. c. Comment on the conclusion and the decision when H0 can be rejected.
Match the following terms and descriptions. 1. Audit planning 2. Preventive Controls 3. System Evaluation and Selection 4. Recovery Operations Centre (ROC) 5. The Sarbanes/Oxley Act Section 404 Identify optimal solution from alternatives. Involves feasibility study and cost-benefit analysis steps. In the event of a major disaster, a subscriber can occupy the premises and, within a few hours, resume processing critical applications. The auditor's objective is to obtain sufficient information about the firm to plan the other phases of the audit. Requires the management of public companies to assess the effectiveness of their organization's internal controls Passive techniques designed to reduce the frequency of occurrence of undesirable events.
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Classify the cost elements shown below for the Impressive Printing Company into the proper quality cost categories. Cost Element Amount Quality Cost Category Customer complaint remakes Select -Select- Printing plate revisions Appraisal Quality improvement projects External failure Internal failure Gauging Prevention Other waste -Select- -Select- -Select- -Select- Select -Select- -Select- Correction of typographical errors Proofreading Quality planning Press downtime Bindery waste Checking and inspection $21,100. $27,400 $10,400 $100,000 $33,700 $166,000 $393,000 $53,700 $246,900 Quality Cost Category Prevention Appraisal Internal failure External failure $49,000 $45,700 V Total Amount $ $ V Find the total quality cost by category and percentage of total quality cost by category. Do not round intermediate calculations. Round the monetary values to the nearest dollar and percentage values to two decimal places. V Percentage of Total Quality Cost % % % %
KGS Mining's equipment usage policy requires shift-based monitoring. Morning shift supervisor reports: 1. Operational hours: 6.5 II. Maintenance time: 1.2 III. Breakdown time: 0.8 Questions Related to Accounting: What distinguishes integrated control frameworks from isolated checks? a) Systematic relationships create comprehensive oversight b) Individual controls work better c) Integration adds complexity d) Separation improves control Usha Company had the following accounts and balances at the end of the year. Cash $76,000 Accounts Payable $21,000 Common Stock $21,000 Dividends $12,000 Inventory $42,000 Long-term Notes Payable $33,000 Revenues Salaries Payable $135,000 $33,000 What are total assets at the end of the year? A) $136,000 B) $162,000 C) $175,000 D) $190,000 Against 8-hour standard shift, management seeks to identify productive time ratio.
Please answer Numbers 4 and 5. True or False? If False, write the correct statement.
Internal Control Cases UTICA LIGHTING COMPANY (CENTRALIZED SYSTEM WITH DISTRIBUTED TERMINALS) Utica Lighting Company (ULC) is a manufacturer of outdoor lighting systems for patios, walkways, and public areas. It markets its product to landscaping companies and local municipalities. ULC employs a centralized computer system with distributed terminals in the various departments. Recently the company has been having manufacturing delays and cost overruns. ULC has hired your auditing firm to assess its operations and internal control procedures. ULCs conversion cycle is triggered by a report from the finished goods warehouse. The warehouse clerk periodically reviews the inventory records in a search for low-stock items. When the quantity on hand of an inventory item in the finished goods warehouse falls below its pre-established minimum, the warehouse clerk sends a digital inventory status report from the warehouse terminal to production planning and control advising them to schedule a production batch run for the item in question. Upon receipt of the report the production planning and control department clerk accesses the digital bill of materials and the routing sheet files for the items to be produced and adds the production details to the digital production schedule. The system automatically adds a record to the open work order file and sends a digital work order to the work center supervisors terminal and to the cost accounting clerks terminal. The work center supervisor accesses the work order from his terminal and prints hard-copy move tickets and material requisitions for each stage in the production process. Production employees take the materials requisitions to the storekeeper and secure the components, subassemblies, and raw materials needed to perform their production tasks. If excess materials beyond the standard amount are needed, the supervisor prepares additional materials requisitions. The employees also complete job time tickets after each stage in the process to reflect the time spent on the job. When the employees complete their tasks, they send the move tickets and time tickets to the cost accounting department. The storekeeper receives the materials requisitions and releases the materials into production. He then updates the raw material inventory records and sends the requisition to cost accounting. When inventories of component parts and raw materials fall to their reorder points, the storekeeper prepares purchase orders and sends them to the respective vendors. Vendors deliver raw material inventories directly to the storeroom, at which time the storeroom clerk inspects them and updates the digital raw materials subsidiary ledger. Each day the storekeeper prepares a journal voucher and posts to the general ledger raw material control account. The cost accounting clerk receives the digital work order and initiates a new WEP account for the batch. During the production process, the clerk receives hard-copy move tickets, materials requisitions, and job tickets from the work centers, which the clerk uses to update WIP account. When production is complete, the clerk closes the WIP account for the batch and transfers it to the finished good inventory subsidiary ledger. At the days end, the cost accounting clerk prepares a digital journal voucher reflecting the WIP status and any transfers from WIP to finished goods inventory. The clerk then posts the journal voucher to the WEP and FG general ledger control accounts. Required a. Prepare a data flow diagram of the current system. b. Prepare a system flowchart of the existing system. c. Describe the internal control weaknesses.
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