managerial accouting.

Activity Based Costing Case 7 say it's time we cut back on the X-20 model and shift our resources toward the new Z-50 model," said Jayden Battaglia, executive vice president of Abdex Products, Inc. "Just look at this statement Ive received from accounting. The Z-50 is generating more than sixteen times the profits of the X20, and it has only about one fitt as much in sales. I've become convinced that our future depends on the Z-50." The statement to which Tanika was referring follows: ABDEXPRODUCTS, INC. Income Statement For the Year Ended June 30, 2023 "The numbers sure look that way," replied Jahi Zayas, the company's sales vice president. "But why aren't our competitors more excited about the Z-50? I know we've only been producing the product for three years, but it seems like more of them would recognize what a money maker it is." "I think its our new automated plant," said Jayden. "Now it takes only two direct laborhours to produce a unit of the Z50 and three hours to produce a unit of the X-20. That's half of what it used to take us." "Automation is marvelous," replied Jahi. "I suppose that's how we're able to hold down the price on the Z-50. Why. Ajama Company in Japan started to bring out a Z-50 but discovered they couldn't touch our price. But Ajama is killing us on the X20;1 suppose they'll pick up our X20 customers as we move out of that market. But who cares? We don't even have to advertise the Z-50; it just seems to sell itself." "My only concern about automation is how our overhead rate has shot up," said Jayden. "Our total overhead cost was $816,000 for the fiscal year that just ended. That comes out to a hefty amount per direct labor-hour, but old Mike down in accounting has been using labor-hours as a base for computing overhead rates for years and doesn't want to change. I don't suppose it matters so long as costs get assigned to products." "That bookkeeping bores me," replied Jahi. "But I think you've got a problem in production. I had lunch with Hanna yesterday, and she was complaining about how complex the Z-50 is to produce. Apparently, they have to do a lot of machine setups and other engineering work just to keep production moving on the Z50." "Itll have to wait," said Jayden. "I'm writing a proposal to the board to phase out the X-20 as rapidly as possible. We ve got to bring those profits up or we'll all be looking for jobs." Assume that there was no under or overallocated overhead for the year and that direct materials and direct labor (per unit of output) for the products were as follows: Assume also that the company's $816,000 in overhead cost is related to four activities as follows: Assignment (due Tuesday, March 7 by 10:00 am): Assume that you arew an intern working in Jayden Battaglia's office at Abdex in the summer of 2023 and that you attended the meeting described in the case. Also, assume that because of your excellent training in managerial accounting from the University of Maryland, some of the things you heard at the meeting troubled you. Therefore, after the meeting. you did some additional analysis on your own comparing an ABC system and a traditional system for ABdex. Based on your analysis, you decided to present your findings in a memo to Battaglia. Prepare a memo to Jayden Battaglia, assuming that you would like to receive an offer for a full-time job from Abdex that would begin after your December 2023 graduation. In your memorandum, you should put forth specific recommendations. The memorandum should be viewed as a document of persuasion. (Be careful to consider your primary and secondary audience and your position within the firm.) Your report must be limited to one page (typed and single spaced), but may be supplemented by diagrams, tables, and other exhibits to provide support for the recommendations and arguments put forth. You are encouraged to work with your team in analyzing this case. However, each team member should prepare an individual memo. Although the first page of the memo for all team members should be unique, it is acceptable for team members to have common supplements (tables, diagrams, etc.)