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horngrens cost accounting a managerial emphasis

Questions and Answers of Horngrens Cost Accounting A Managerial Emphasis

=+15-4 What is a customer preference map and why is it useful?
=+2 From the viewpoint of the Dark Chocolate Division, what are the effects of using the dual-rate method rather than the single-rate method?
=+15-3 Describe two generic strategies.
=+15-2 Describe the five key forces to consider when analysing an industry.
=+15-1 Define strategy.
=+14-58 KKK Life-cycle analysis and business case for sustainability OBJECTIVE 8 Coolum Springs Mountain Water (CSMW) bottles water at its plant in Coolum, Queensland. The water comes from an aquifer
=+13-18 K Dual-rate method, budgeted versus actual costs and quantities (continuation of 13-17)OBJECTIVES 1, 2 Velvet Ltd decides to examine the effect of using the dual-rate method for allocating
=+2 Describe the advantages and disadvantages of using each of the three methods in requirement 1. Would you encourage Velvet Ltd to use one of these methods? Explain and indicate any assumptions you
=+13-17 KK Single-rate method, budgeted versus actual costs and quantities OBJECTIVE 2 Velvet Ltd is a producer of premium chocolate based in Hobart. The company has a separate division for each of
=+4 Describe customer response time and explain the reasons for, and costs of, delays
=+2 Assume the dual-rate method is used with separate cost pools for the variable and fixed costs. Variable costs are allocated on the basis of expected monthly usage. Fixed costs are allocated on
=+1 Customer retention Percentage of customers making repeat purchases in the preceding month
=+3 Reduction in production costs Percentage reduction in production costs Customer perspective
=+2 Net profit margin Net income/Net sales
=+1 Return on investment Net profit after tax divided by total assets
=+13-16 K Single-rate versus dual-rate methods, support department OBJECTIVE 1 The Canterbury power plant services all manufacturing departments of Kakariki Engineering. The Canterbury plant’s
=+The performance measures used at Chemico are:Measures for Chemico Definition for Chemico Financial perspective
=+15-39 KKK Using the balanced scorecard for performance evaluation, strategy maps and incorporating environmental performance OBJECTIVE 3 Chemico Pty Ltd produces an innovative type of plastic that
=+13-15 How might a dispute over the allocation of revenues of a bundled product be resolved?
=+13-14 Identify and discuss arguments that individual product managers may put forward to support their preferred revenueallocation method.
=+13-13 Distinguish between the stand-alone and the incremental revenue-allocation methods.
=+13-12 What role does the Australian Competition and Consumer Commission (ACCC) play in relation to cost allocations?
=+3 What additional information does TFP provide that partial productivity measures do not?
=+2 Compare the TFP for 2015 with a benchmark TFP for 2014 inputs based on 2015 output.
=+13-11 Describe the way in which companies are increasingly choosing to face revenue-allocation decisions.
=+15-38 KKK Total factor productivity (continuation of 15-37) (Appendix 15-1)Refer to the data for Problem 15-37. Assume the fabric costs $4 per metre in 2015 and $4.10 per metre in 2014.Required 1
=+2 How can Gams Ltd use the information from the partial-productivity calculations?
=+13-10 What is one key way to reduce cost-allocation disputes that arise with government contracts?
=+15-37 KK Partial productivity measurement (Appendix 15-1)Gams Ltd manufactures wallets from fabric. In 2014, Gams Ltd made 2520000 wallets using 2000000 metres of fabric. In 2014, Gams Ltd has
=+13-9 Explain why many companies choose to use the allocation methods described in this chapter rather than activity-based costing?
=+13-8 What is conceptually the most defensible method for allocating support-department costs? Why?
=+4 What problems, if any, do you see in Lee Ltd improving quality and significantly downsizing to eliminate unused capacity?
=+13-7 Distinguish between the three methods of allocating the costs of support departments to operating departments.
=+3 Would you have included some measure of employee satisfaction in the learning-and-growth perspective and new product development in the internal-business-process perspective? That is, do you
=+13-6 ‘To ensure unbiased cost allocations, fixed costs should be allocated on the basis of estimated long-run use by userdepartment managers.’ Do you agree? Why?
=+13-5 Why might a manager prefer that budgeted rather than actual cost-allocation rates be used for costs being allocated to his or her department from another department?
=+2 Is Lee Ltd’s balanced scorecard useful in helping the company understand why it did not reach its target market share in 2014?If it is, explain why. If it is not, explain what other measures
=+13-4 Give examples of allocation bases used to allocate support-department cost pools to operating departments.
=+Lee Ltd’s balanced scorecard (initiatives omitted) for the just-completed financial year 2014 follows:Objectives Measures Target performance Actual performance Financial perspective Increase
=+13-3 How do budgeted cost rates motivate the support-department manager to improve efficiency?
=+13-2 Describe how the dual-rate method is useful to division managers in decision making.
=+2 Customer satisfaction rating Based on a survey of existing customers, score is out of 100
=+3 Market share Sales revenue as a percentage of total industry sales in the country Internal process perspective 1 Quality measure The product’s score on an aggregate measure of quality 2 Number
=+13-1 Distinguish between the single-rate and the dual-rate methods.
=+3 Combine financial and non-financial measures to make decisions and evaluate quality performance
=+What amount of support-department costs for Legal and Personnel will be allocated to LTD and WSD using: (a) the direct method, (b) the step-down method (allocating the Legal Department costs
=+2 Develop non-financial measures to improve quality
=+1 Explain the four cost categories in a costs-of-quality program
=+5 Consider how the additional measures in the environmental perspective could be integrated into the strategy map.
=+5 Calculating the Shapley value mitigates this problem because each product is considered as a primary, first-incremental and second-incremental product. Assuming equal weights on all products, the
=+4 Prepare a presentation to the remuneration committee to justify your bonus allocations.
=+3 You have a bonus pool of $100000. Determine the amount of the bonus that you would give to each of the two managers.
=+This problem illustrates how costs of two corporate support departments are allocated to operating divisions using the dual-rate method. Fixed costs are allocated using budgeted costs and budgeted
=+2 Evaluate each of the two managers using the following scale:Reassign:sufficient improvement unlikely Very poor:considerably below expectation Poor:somewhat below expectations Average:meets
=+1 Prepare a strategy map to show the relationships between each of the performance measures in learning and growth, internal process, customer and financial. Use arrows to show that ‘if this
=+What methods can managers use to allocate revenues of a bundled product to individual products in the package?
=+What is product bundling and why does it give rise to revenue-allocation issues?
=+Quality measure 75% 74.6 –0.5% 79.0 5.3%Number of improvements implemented 100 98.0 –2.0% 101.0 1.0%Employee productivity (output/employee hr) 50 kg per hr 56.3 12.6% 51.7 3.4%10.1%
=+3 Donations to WWF Donations to the Worldwide Wildlife Fund The following table shows the performance of the managers at Sydney and Melbourne:Measure Target for the six months Sydney plant
=+What factors should mangers consider when deciding whether to use budgeted or actual cost-allocation rates?
=+2 Toxic emissions (water) Parts per million of toxic substances in the waste water; cause significant damage to plants and animals and dangerous to humans
=+Should managers use the single-rate or the dual-rate method?
=+1 Toxic emission (air) Parts per million of toxic substances in the air emissions; subject to strict environmental legislation, and politically sensitive
=+3 Hours of employee training Hours of training per employee (cumulative measure for the year to date)Environmental perspective
=+7 Allocate the revenues of a bundled product to the individual products in that bundle
=+2 Employee suggestions Number of employee suggestions submitted through the formal employee suggestion scheme
=+1 Employee satisfaction survey Score (out of 100) on an employee satisfaction survey
=+6 Explain the way in which bundling of products affects revenue allocation
=+15-36 KKK Balanced scorecard OBJECTIVE 3 Lee Ltd manufactures various types of colour laser printers in a highly automated facility with high fixed costs. The market for laser printers is
=+5 Explain the importance of explicit agreement between contracting parties when the reimbursement amount is based on costs incurred
=+4 Allocate common costs using the stand-alone method and the incremental method
=+3 Allocate support-department costs using the direct method, the step-down method and the reciprocal method
=+5 Do you agree with Caltex’s decision not to include measures of changes in operating profit from productivity improvements under the financial perspective of the balanced scorecard? Explain
=+2 Describe the way in which the choice between budgeted and actual cost-allocation rates affects the uncertainty that users face
=+4 Is there a cause-and-effect linkage between improvements in the measures in the internal-business-process perspective and the measure in the customer perspective? That is, would you add other
=+1 Distinguish the single-rate method from the dual-rate method
=+7 Conversion cost per unit of capacity (row 6 ÷ row 5) $13 $13 8 Selling and customer-service capacity 90 customers 90 customers 9 Total selling and customer-service costs $45 000 $49 500
=+3 Grams of direct materials used 32 000 33 000 4 Direct materials cost per gram $3.50 $3.50 5 Manufacturing capacity in units 12 000 11 000 6 Total conversion costs $156 000 $143 000
=+15-31 KKK Strategic analysis of operating profit (continuation of 15-30) OBJECTIVE 4 Refer to Problem 15-30. As a result of the actions taken, quality has significantly improved in 2015 while
=+4 For each strategic objective, suggest a measure you would recommend in CPAL’s balanced scorecard.
=+3 CPAL would like to improve quality and decrease costs by improving processes and training workers to reduce rework. CPAL’s managers believe the increased quality will increase sales. Draw a
=+2 Is CPAL Ltd’s current strategy that of product differentiation or cost leadership?
=+15-30 KKK Balanced scorecard and strategy OBJECTIVES 1, 3 CPAL manufactures a portable music player called the Mini. The company sells the player to discount stores throughout Australasia.This
=+3 Bytes Ltd, in fact, does not eliminate any of its unused software-implementation support capacity. Why might Bytes Ltd not downsize?
=+2 Suppose Bytes Ltd can add or reduce its software-implementation support capacity in increments of 15 units. What is the maximum amount of costs that Bytes Ltd could save in 2015 by downsizing
=+15-29 KK Identifying and managing unused capacity (continuation of 15-26) OBJECTIVE 6 Refer to Exercise 15-26.Required 1 Calculate the amount and cost of unused software-implementation support
=+614 Chapter 15: Strategy, balanced scorecard and strategic profitability analysis M15_HORN3377_02_LT_C15.indd 614 2/09/13 3:56 PM
=+15-28 KKK Analysis of growth, price-recovery and productivity components (continuation of 15-27)OBJECTIVE 4 Suppose that during 2015 the market for implementing sales-management software increases
=+15-27 KKK Strategic analysis of operating profit (continuation of 15-26) OBJECTIVE 4 Refer to Exercise 15-26.Required 1 Calculate the operating profit of Bytes Ltd in 2014 and 2015.
=+10 Selling and customer-service capacity cost per customer (row 9 ÷ row 8) $500 $550 Conversion costs in each year depend on production capacity defined in terms of units of Mini that can be
=+3 Explain how Caltex did not achieve its target market share in the total petroleum market but still exceeded its financial targets.Is ‘market share of overall petroleum market’ the correct
=+2 Would you have included some measure of employee satisfaction and employee training in the learning-and-growth perspective?Are these objectives critical to Caltex for implementing its strategy?
=+15-35 KK Balanced scorecard (R. Kaplan, adapted) OBJECTIVE 3 Caltex refines petroleum and sells it through its own Caltex petrol stations. On the basis of market research, Caltex determines that
=+Increase proprietary products Percentage of on-time deliveries by suppliers Increase information-system capabilities Product cost per unit Enhance employee skills Profit per salesperson On-time
=+15-34 KKK Balanced scorecard OBJECTIVE 3 Following is a random-order listing of perspectives, strategic objectives and performance measures for the balanced scorecard:Perspectives Performance
=+b the growth, price-recovery and productivity components?c the evaluation of the Mini manager, James Candon?You are not required to calculate any numbers when answering requirement 4. Only discuss
=+a the operating profit overall?
=+How will the deliberate misclassification of this cost affect:
=+4 Assume CPAL Ltd has several product lines, of which Mini is only one. The manager for the Mini product line, James Candon, is evaluated on the basis of manufacturing and customer sales and
=+3 CPAL, in fact, does not eliminate any of its unused selling and customer-service capacity. Why might CPAL not downsize?

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