Coffee Bean Incorporated (CBI) processes and distributes high-quality coffee. CBI buys coffee beans from around the world and roasts, blends, and packages them for resale. Currently, the firm offers 2 coffees to gourmet shops in 1-pound bags. The major cost is direct materials; however, a substantial amount of factory overhead is incurred in the predominantly automated roasting and packing process. The company uses relatively little direct labor.

CBI prices its coffee at full product cost, including allocated overhead, plus a markup of 30%. If its prices are significantly higher than the market, CBI lowers its prices. The company competes primarily on the quality of its products, but customers are price conscious as well.

Data for the current budget include factory overhead of $3,140,000, which has been allocated on the basis of each products direct labor cost. The budgeted direct labor cost for the current year totals $600,000. The firm budgeted $6,000,000 for purchase and use of direct materials (mostly coffee beans).

The budgeted direct costs for 1-pound bags are as follows:

CBIs controller, Mona Clin, believes that its current product costing system could be providing misleading cost information. She has developed this analysis of the current years budgeted factory overhead costs:

Data regarding the current years production for the Mona Loa and Malaysian lines follow. There is no beginning or ending direct materials inventory for either of these coffees.

Coffee Bean has total practical capacity as noted in the table below, i.e. processing 1,600 purchase orders, 2,600 setups, etc. These are the levels of activity work that are sustainable.

Required:

1. Determine the activity rates based on practical capacity and the cost of idle capacity for each activity. (Round "Usage %" and "Practical Capactity Rate" to 2 decimal places. For percentages .1234 = 12.34%.)

DirectmaterialsDirectlaborMonaLoa$4.200.30Malaysian$3.200.30 \begin{tabular}{lll} & \multicolumn{1}{c}{ Mona Loa } & Malaysian \\ Budgeted sales & 100,000 pounds & 2,000 pounds \\ Batch size & 10,000 pounds & 500 pounds \\ Setups & 3 per batch & 3 per batch \\ Purchase order size & 25,000 pounds & 500 pounds \\ Roasting time & 1 hour per 100 pounds & 1 hour per 100 pounds \\ Blending time & 0.5 hour per 100 pounds & 0.5 hour per 100 pounds \\ Packaging time & 0.1 hour per 100 pounds & 0.1 hour per 100 pounds \end{tabular} ActivityPurchasingMaterialshandlingQualitycontrolRoastingBlendingPackagingPracticalCapacity1,6002,6001,400102,00038,00032,000 Required: Determine the activity rates based on practical capacity and the cost of idle capacity for each activity. (Round "Usage \%" and Practical Capactity Rate" to 2 decimal places. For percentages .1234=12.34%.)