Enter the relevant costs of each alternative. Buy Drop Thickness Gauge and Make Lease and Make X Total relevant costs X X 2. Suppose that dropping the thickness gauge will decrease sales of the density gauge by 10 percent. What decision should now be made? Keep the thickness gauge and buy the subassembly ✓ 3. Assume that dropping the thickness gauge decreases sales of the density gauge by 10 percent and that 4,144 subassemblies are required per quarter. As before, assume that there are no ending inventories of subassemblies and that all units produced are sold. Assume also that the per-unit sales price and variable costs are the same in Requirement 1. Include the leasing alternative in your consideration. Now, what is the correct decision? Lease the space and make the subassembly ✓

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Chapter1: Financial Statements And Business Decisions
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Make-or-Buy, Traditional Analysis

Enter the relevant costs of each alternative.
Buy
Drop Thickness Gauge and Make
Lease and Make
X
Total relevant costs.
X
X
2. Suppose that dropping the thickness gauge will decrease sales of the density gauge by 10 percent. What decision should now be made?
Keep the thickness gauge and buy the subassembly
✓
3. Assume that dropping the thickness gauge decreases sales of the density gauge by 10 percent and that 4,144 subassemblies are required per quarter. As before, assume that there are no ending inventories of subassemblies and that all units
produced are sold. Assume also that the per-unit sales price and variable costs are the same as in Requirement 1. Include the leasing alternative in your consideration. Now, what is the correct decision?
Lease the space and make the subassembly
✓
Transcribed Image Text:Enter the relevant costs of each alternative. Buy Drop Thickness Gauge and Make Lease and Make X Total relevant costs. X X 2. Suppose that dropping the thickness gauge will decrease sales of the density gauge by 10 percent. What decision should now be made? Keep the thickness gauge and buy the subassembly ✓ 3. Assume that dropping the thickness gauge decreases sales of the density gauge by 10 percent and that 4,144 subassemblies are required per quarter. As before, assume that there are no ending inventories of subassemblies and that all units produced are sold. Assume also that the per-unit sales price and variable costs are the same as in Requirement 1. Include the leasing alternative in your consideration. Now, what is the correct decision? Lease the space and make the subassembly ✓
Make-or-Buy, Traditional Analysis
Morrill Company produces two different types of gauges: a density gauge and a thickness gauge. The segmented income statement for a typical quarter follows.
Density
Gauge
Thickness
Gauge
Total
Sales
$ 222,000
$ 118,400 $ 340,400
Less variable expenses
118,400
68,080
186,480
Contribution margin
$ 103,600
$ 50,320
$ 153,920
Less direct fixed expenses*
29,600
56,240
85,840
Segment margin
$ 74,000 $ (5,920)
$ 68,080
44,400
Less common fixed expenses
Operating income
$ 23,680
* Includes depreciation.
The density gauge uses a subassembly that is purchased from an external supplier for $25 per unit. Each quarter, 2,960 subassemblies are purchased. All units produced are sold, and there are no ending inventories of subassemblies. Morrill is
considering making the subassembly rather than buying it. Unit-level variable manufacturing costs are as follows:
Direct materials
$2
Direct labor
3
Variable overhead
2
No significant non-unit-level costs are incurred.
Morrill is considering two alternatives to supply the productive capacity for the subassembly.
1. Lease the needed space and equipment at a cost of $39,960 per quarter for the space and $14,800 per quarter for a supervisor. There are no other fixed expenses.
2. Drop the thickness gauge. The equipment could be adapted with virtually no cost and the existing space utilized to produce the subassembly. The direct fixed expenses, including supervision, would be $56,240, $11,840 of which is
depreciation on equipment. If the thickness gauge is dropped, sales of the density gauge will not be affected.
Required:
1. Should Morrill Company make or buy the subassembly?
Make the subassembly
✓
If it makes the subassembly, which alternative should be chosen?
Drop the thickness gauge ✓
Transcribed Image Text:Make-or-Buy, Traditional Analysis Morrill Company produces two different types of gauges: a density gauge and a thickness gauge. The segmented income statement for a typical quarter follows. Density Gauge Thickness Gauge Total Sales $ 222,000 $ 118,400 $ 340,400 Less variable expenses 118,400 68,080 186,480 Contribution margin $ 103,600 $ 50,320 $ 153,920 Less direct fixed expenses* 29,600 56,240 85,840 Segment margin $ 74,000 $ (5,920) $ 68,080 44,400 Less common fixed expenses Operating income $ 23,680 * Includes depreciation. The density gauge uses a subassembly that is purchased from an external supplier for $25 per unit. Each quarter, 2,960 subassemblies are purchased. All units produced are sold, and there are no ending inventories of subassemblies. Morrill is considering making the subassembly rather than buying it. Unit-level variable manufacturing costs are as follows: Direct materials $2 Direct labor 3 Variable overhead 2 No significant non-unit-level costs are incurred. Morrill is considering two alternatives to supply the productive capacity for the subassembly. 1. Lease the needed space and equipment at a cost of $39,960 per quarter for the space and $14,800 per quarter for a supervisor. There are no other fixed expenses. 2. Drop the thickness gauge. The equipment could be adapted with virtually no cost and the existing space utilized to produce the subassembly. The direct fixed expenses, including supervision, would be $56,240, $11,840 of which is depreciation on equipment. If the thickness gauge is dropped, sales of the density gauge will not be affected. Required: 1. Should Morrill Company make or buy the subassembly? Make the subassembly ✓ If it makes the subassembly, which alternative should be chosen? Drop the thickness gauge ✓
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