Exercise 7-23 The U Oil Refinery is presently operating on a 60% capacity. Its budgeted operating costs for its processing departments are shown below: Capacity Throughput (liters) Shutdown 60% 80% 0 600,000 800,000 100% 1,000,000 Operating Costs: Cracking department P700,000 P1,600,000 P1,900,000 P2,300,000 Treating department 160,000 308,000 360,000 400,000 Solvent dewaxing department 200,000 560,000 670,000 750,000 Solvent extraction department 140,000 380,000 480,000 560,000 Filtering department 194,000 744,000 800,000 840,000 REQUIRED: 1. In each of the following cases, indicate in one short sentence the appropriate management decision. Treat the cases independently. Show the computations necessary to justify your answers. a. 200,000 liters of fuel is on hand. The refinery must decide whether it is more profitable to sell it as fuel oil, or to reprocess it further and crack it into gasoline. The following additional facts are available: Cracking yields: 75% gasoline; 15% fuel oil; and 10% loss. Current prices: fuel oil, P35 per liter; gasoline, P42 per liter. b. The refinery has 400,000 liters of kerosene. It must decide whether to process or sell the kerosene after passing it through the treating department, or crack it into its gasoline contents. Additional information is as follows: Cracking yields: 85% fuel oil; fuel oil, 5%; and 10% loss. Current prices: refined kerosene, P38 per liter; fuel oil, P35 per liter; gasoline, P42 per liter. c. The refinery can purchase an additional 200,000 liters of cylinder stock. The usual bargaining process will determine the final price. Management is interested in knowing how high a price it can pay and still make a profit. The stock purchased would be processed into conventional bright stock and sold as such. The process would require the following operations- solvent dewaxing, solvent extraction, and filtering. Additional information is as follows: Cylinder stock yields: 90% bright stock; 5% petrolatum; and 5% loss. Current prices: bright stock, P46 per liter; petrolatum, no market at present. EXERCISE 11-11 Harry Corporation is developing departmental overhead rates based upon direct labor hours for its two(2) producing departments- Molding and Assembly. The Molding Department employs 5 people, and the Assembly Department employs 16 people. Each person in these two(2) departments works 8,000 hours per year. The production-related overhead costs for the Molding Department are budgeted at P600,000 and the Assembly Department costs are budgeted at P960,000. Two(2) service departments- Repair and Power- support the two(2) production departments and have budgeted costs of P144,000 and P750,000, respectively. The production departments' overhead rates cannot be computed until the service departments' costs are properly allocated. The following schedule reflects the use of the Repair Department's and Power Department's output by the various departments. REQUIRED: SERVICES PROVIDED Department Molding Repair Hour 2,000 KWH 840,000 Assembly 16,000 120,000 Repair - 240,000 Power Totals 2,000 20,000 1,200,000 1. Calculate the overhead rates per direct labor hour for the two(2) producing depart- ments, allocating service department costs to producing departments only, (Round rates to the nearest centavo.) 2. Calculate the overhead rates per direct labor hour for the producing departments, using the algebraic method to distribute service department costs. (Round rates to the nearest centavo.)