GENERAL ACCOUNTING: 5 MARKS CRYSTAL SPRINGS OBSERVATORY TELESCOPE TIME ALLOCATION: RESEARCH: 50% OF AVAILABLE HOURS PUBLIC VIEWING: 30% OF REMAINING MAINTENANCE: 25% OF REMAINING AFTER PUBLIC VIEWING PRIVATE BOOKINGS: ALL REMAINING TIME FOR 240 MONTHLY HOURS, CALCULATE PRIVATE BOOKING HOURS.

GENERAL ACCOUNTING: 5 MARKS CRYSTAL SPRINGS OBSERVATORY TELESCOPE TIME ALLOCATION: RESEARCH: 50% OF AVAILABLE HOURS PUBLIC VIEWING: 30% OF REMAINING MAINTENANCE: 25% OF REMAINING AFTER PUBLIC VIEWING PRIVATE BOOKINGS: ALL REMAINING TIME FOR 240 MONTHLY HOURS, CALCULATE PRIVATE BOOKING HOURS.

Cornerstones of Cost Management (Cornerstones Series)

4th Edition

ISBN:9781305970663

Author:Don R. Hansen, Maryanne M. Mowen

Publisher:Don R. Hansen, Maryanne M. Mowen

Chapter17: Activity Resource Usage Model And Tactical Decision Making

Section: Chapter Questions

Problem 26P: St. Johns Medical Center (SJMC) has five medical technicians who are responsible for conducting...

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GENERAL ACCOUNTING: 5 MARKS CRYSTAL SPRINGS OBSERVATORY TELESCOPE TIME ALLOCATION: RESEARCH: 50% OF AVAILABLE HOURS PUBLIC VIEWING: 30% OF REMAINING MAINTENANCE: 25% OF REMAINING AFTER PUBLIC VIEWING PRIVATE BOOKINGS: ALL REMAINING TIME FOR 240 MONTHLY HOURS, CALCULATE PRIVATE BOOKING HOURS.
The actual and planned data for Underwater University for the Fall term were as follows: Actual Planned Enrollment 4,500 4,125 Tuition per credit hour $120 $135 Credit hours 60,450 43,200 Registration, records, and marketing costs per enrolled student $275 $275 Instructional costs per credit hour $64 $60 Depreciation on classrooms and equipment $825,600 $825,600 Registration, records, and marketing costs vary by the number of enrolled students, while instructional costs vary by the number of credit hours. Depreciation is a fixed cost. Prepare a variable costing income statement showing the contribution margin and operating income for the Fall term. Underwater University Variable Costing Income Statement For the Fall Term Revenue $ Variable costs: Registration, records, and marketing costs $ Instructional costs Total variable costs $ Contribution margin $ Depreciation on classrooms and equipment Operating income…
Required information [The following information applies to the questions displayed below.] Phoenix Management helps rental property owners find renters and charges the owners one-half of the first month's rent for this service. For August 2022, Phoenix expects to find renters for 100 apartments with an average first month's rent of $700. Budgeted cost data per tenant application for 2022 follow: • Professional labor: 1.5 hours at $18.00 per hour Credit checks: $52.00 Phoenix expects other costs, including the lease payment for the building, secretarial help, and utilities, to be $3,300 per month. On average, Phoenix is successful in placing one tenant for every three applicants. Actual rental applications in August 2022 were 240. Phoenix paid $6,900 for 350 hours of professional labor. Credit checks went up to $57 per application. Other costs in August 2022 (lease, secretarial help, and utilities) were $3,800. The average first monthly rentals for August 2022 were $840 per apartment…
Required information [The following information applies to the questions displayed below.] Phoenix Management helps rental property owners find renters and charges the owners one-half of the first month's rent for this service. For August 2022, Phoenix expects to find rerters for 100 apartments with an average first month's rent of $760. Budgeted cost data per tenant application for 2022 follow: Professional labor: 2.0 hours at $15.00 per hour . . Credit checks: $53.00 Phoenix expects other costs, including the lease payment for the building, secretarial help, and utilities, to be $3,600 per month. On average, Phoenix is successful in placing one tenant for every three applicants. Actual rental applications in August 2022 were 270. Phoenix paid $9,300 for 480 hours of professional labor. Credit checks went up to $58 per application. Other costs in August 2022 (lease, secretarial help. and utilities) were $3.900. The average first monthly rentals for August 2022 were $860 per apartment…
Consider the construction of 9-week foundation activity with the operation cost broken down into the following elements: - Labor 1600 $ paid 400 $ weekly. - Equipments 3500 $ paid 500 $ weekly after 5 weeks - Materials 1200 $ paid 200 $ weekly after 5 weeks - Subcontractors 1500 $ paid 300 $ weekly after 3 weeks Determine the expenses (cash out) of this activity. Assume any missing data
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The following information is provided for each Investment Center. Investment Center Cameras Phones Computers Income $5,200,000 2,436,000 1,000,000 Average Assets $ 29,000,000 20,300,000 19,800,000 QS 22-12 (Algo) Computing return on investment LO A1 Compute return on investment for each investment center. Which center performed the best based on return on investment? Complete this question by entering your answers in the tabs below. Return on Performance Investment Based on ROI Compute return on investment for each investment center. Note: Round your final answer to 1 decimal place. Investment Center Income Average Assets Return on Investment Cameras $ 5,200,000 $ 29,000,000 % Phones Computers 2,436,000 1,000,000 20,300,000 % 19,800,000 %
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Costs assigned to an activity pool for teaching children to swim at the county park are $2,700 per month. Number of students is chosen as the cost driver. On average, 300 students take swim lessons monthly. What is the ABC allocation rate for this activity? O Not enough information given $27.00 $9.00 O s0.90
The University of Cincinnati Center for Business Analytics is an outreach center that collaborates with industry partners on applied research and continuing education in business analytics. One of the programs offered by the center is a quarterly Business Intelligence Symposium. Each symposium features three speakers on the real-world use of analytics. Attendees must pay $75 per person. Each attendee receives breakfast, lunch, and free parking. The following are the costs incurred for putting on this event. • Rental cost for the auditorium $ 150 • Registration processing cost • Speaker costs • Continental breakfast cost • Lunch cost • Parking cost $ 8.50 per person 3 * $ 800 = $ 2,400 $ 4.00 per person $ 7.00 per person $ 5.00 per person a) Build a spreadsheet model that calculates a profit or loss if 150 people registered for the event. b) Use Goal Seek to find the number of registrants that will make the event breakeven. c) The center for Business Analytics is…
St. Johns Medical Center (SJMC) has five medical technicians who are responsible for conducting cardiac catheterization testing in SJMCs Cath Lab. Each technician is paid a salary of 36,000 and is capable of conducting 1,000 procedures per year. The cardiac catheterization equipment is one year old and was purchased for 250,000. It is expected to last five years. The equipments capacity is 25,000 procedures over its life. Depreciation is computed on a straight-line basis, with no salvage value expected. The reading of the catheterization results is conducted by an outside physician whose fee is 120 per test. The technicians report with the outside physicians note of results is sent to the referring physician. In addition to the salaries and equipment, SJMC spends 50,000 for supplies and other costs needed to operate the equipment (assuming 5,000 procedures are conducted). When SJMC purchased the equipment, it fully expected to perform 5,000 procedures per year. In fact, during its first year of operation, 5,000 procedures were run. However, a larger hospital has established a clinic in the city and will siphon off some of SJMCs business. During the coming years, SJMC expects to run only 4,200 cath procedures yearly. SJMC has been charging 850 for the procedureenough to cover the direct costs of the procedure plus an assignment of general overhead (e.g., depreciation on the hospital building, lighting and heating, and janitorial services). At the beginning of the second year, an HMO from a neighboring community approached SJMC and offered to send its clients to SJMC for cardiac catheterization provided that the charge per procedure would be 550. The HMO estimates that it can provide about 500 patients per year. The HMO has indicated that the arrangement is temporaryfor one year only. The HMO expects to have its own testing capabilities within one year. Required: 1. Classify the resources associated with the cardiac catheterization activity into one of the following: (1) committed resources, or (2) flexible resources. 2. Calculate the activity rate for the cardiac catheterization activity. Break the activity rate into fixed and variable components. Now, classify each activity resource as relevant or irrelevant with respect to the following alternatives: (1) accept the HMO offer, or (2) reject the HMO offer. Explain your reasoning. 3. Assume that SJMC will accept the HMO offer if it reduces the hospitals operating costs. Should the HMO offer be accepted? 4. Jerold Bosserman, SJMCs hospital controller, argued against accepting the HMOs offer. Instead, he argued that the hospital should be increasing the charge per procedure rather than accepting business that doesnt even cover full costs. He also was concerned about local physician reaction if word got out that the HMO was receiving procedures for 550. Discuss the merits of Jerolds position. Include in your discussion an assessment of the price increase that would be needed if the objective is to maintain total revenues from cardiac catheterizations experienced in the first year of operation. 5. Chandra Denton, SJMCs administrator, has been informed that one of the Cath Lab technicians is leaving for an opportunity at a larger hospital. She met with the other technicians, and they agreed to increase their hours to pick up the slack so that SJMC wont need to hire another technician. By working a couple hours extra every week, each remaining technician can perform 1,050 procedures per year. They agreed to do this for an increase in salary of 2,000 per year. How does this outcome affect the analysis of the HMO offer? 6. Assuming that SJMC wants to bring in the same revenues earned in the cardiac catheterization activitys first year less the reduction in resource spending attributable to using only four technicians, how much must SJMC charge for a procedure?