Please fill in the highlighted areas of the following questions. See attachment.

Buckeye Department Stores, Inc. operates a chain of department stores in Ohio. The company's organization chart BUCKEY Op Sales revenue Variable expenses: Cost of merchandise sold Sales personnelsalaries Sales commissions Utilities Other Fixed expenses: Depreciationbuildings Depreciationfurnishings Computing and billing Warehouse Insurance Property taxes Supervisory salaries Security Olentangy Store Scioto Store 5,000 2,700 3,000 400 50 70 60 2,300 330 30 50 55 110 70 60 60 60 55 140 40 100 40 40 50 45 40 110 40 The following fixed expenses are controllable at the divisional level: depreciationfurnishings, computing and billing The following fixed expenses are controllable only at the company level: depreciationbuilding, property taxes, and Buckeye Department Stores incurs common fixed expenses of $140,000, which are not allocated to the two division Required: 1. Prepare a segmented income statement for Buckeye Department Stores, Inc. 2. How would the segmented income statement help the president of Buckeye Department Stores manag Prepare a segmented income statement for Buckeye Department Stores, Inc. (Enter your answers in thousands. Sementts of Company 1. Prepare a segmented income statement for BuckeyBuckeye Department Stores,INC Cleveland Divison Sales revenue 41,700 22,000 Variable operating expense Cost of merchandise sold 26,300 14,000 Sales personnelsalaries 3,170 1,700 Sales commissions 440 260 Utilities 590 300 Others 565 310 Total variable expenses 31,065 16,570 Segment contribution margin 10,635 5,430 Fixed expenses controllable by segment manager Depreciationfurnishings 620 350 Computing and billing Warehouse 860 510 Insurance 465 260 Security 440 270 Total 2385 1390 Profit margin controllable by segment manager 8,250 4,040 Fixed expenses, traceable to segment, but controllable by others Depreciationbuildings 1030 530 Property taxes 415 230 Supervisory salaries Total 1445 760 Profit margin traceable to segment 6,805 Less: Common fixed expenses 140 Income before taxes 6,665 Less: Income tax expense 1300 Net income 5,365 any's organization chart appears below. Operating data for 20x1 follow. BUCKEYE DEPARTMENT STORES, INC. Operating Data for 20x1 (in thousands) Columbus Division Cleveland Division (total for all Downtown Store stores) 12,000 22,000 7,000 740 100 170 140 14,000 1,700 260 300 310 290 160 65 240 100 90 460 90 530 350 220 510 260 230 930 270 gs, computing and billing, warehouse, insurance, and security. In addition to these expenses, each division annually incurs $80 ding, property taxes, and supervisory salaries. In addition to these expenses, each division incurs costs for supervisory salaries ocated to the two divisions. Income-tax expense for 20x1 is $1,300,000. epartment Stores manage the company? r answers in thousands.) Segments of Columbus Division Columbus Division Olentangy Store Scioto Store Downtown Store Not allocated 5,000 2,700 12,000 19,700 12,300 1,470 180 290 255 14,495 5,205 3,000 400 2,300 330 7,000 740 50 70 60 3,580 1,420 30 50 55 2,765 -65 100 170 140 8,150 3,850 270 70 60 60 60 40 290 1,130 40 40 50 45 40 215 -280 160 65 240 100 90 655 3,195 110 55 140 305 100 40 110 250 290 90 460 840 350 205 170 995 4,210 500 185 685 Cleveland Division (total for all stores) $ h division annually incurs $80,000 of computing costs, which are not allocated to individual stores. costs for supervisory salaries of $120,000, which are not allocated to individual stores. Countywide Cable Services, Inc. is organized with three segments: Metro, Suburban, and Outlying. Data for these s Service revenue Variable expenses Controllable fixed expenses Fixed expenses controllable by others In addition to the expenses listed above, the company has $95,000 of common fixed expenses. Income-tax expense Common fixed expense income tax expense Required: 1. Prepare a segmented income statement for Countywide Cable Services, Inc. Service revenue Variable expenses Segment contribution margin Less: Fixed expenses controllable by segment manager Profit margin controlleable by segment manager Less: Fixed expenses, traceable to segment, but controllable by others Profit margin traceable to segment Common fixed expense Icome before taxes income tax expense Net Income ents: Metro, Suburban, and Outlying. Data for these segments for the year just ended follow. Metro 1,050,000 170,000 380,000 200,000 suburban 850,000 120,000 300,000 170,000 outlaying 450,000 70,000 130,000 60,000 5,000 of common fixed expenses. Income-tax expense for the year is $295,000. $95,000 $295,000 ntywide Cable Services, Inc. Segmented income statements: Countrywide Cable Services, INC. Segments of Company Countrywide cable services 2,350,000 360,000 1,990,000 810,000 1,180,000 430,000 Metro Suburban 1,050,000 850,000 170,000 120,000 880,000 380,000 500,000 200,000 $95,000 $335,000 $295,000 $40,000 730,000 300,000 430,000 170,000 Outlying 450,000 70,000 380,000 130,000 250,000 60,000 Data Screen Corporation is a highly automated manufacturing firm. The vice president of finance has decided that traditional standards are inappropriate for performance measures in an automated environment. Labor is insignificant in terms of the total cost of production and tends to be fixed, material quality is considered more important than minimizing material cost, and customer satisfaction is the number one priority. As a result, production and delivery performance measures have been chosen to evaluate performance. The following information is considered typical of the time involved to complete and ship orders. Waiting time: From order being placed to start of production 9 From start of production to completion 8 8 2 4 3 2 4 3 26 17 Inspection time Processing time Move time total 1. Calculate the manufacturing cycle efficiency=processing time/(processing time+ inspection+move t 2.delivery cycle= processing + inpection+waiting time+move time Required: 1. Calculate the manufacturing cycle efficiency. (Round your percentage answer to 1 decimal place 2. Calculate the delivery cycle time. (Round your answer to nearest whole number.) 1.Manufacturing Cycle efficiency 2. Delivery Cycle time % days ing time+ inspection+move time+from strat to complete) e answer to 1 decimal place. (i.e., 0.123 should be entered as 12.3)) ole number.) During May, Joliet Fabrics Corporation manufactured 600 units of a special multilayer fabric with the trade name Direct material purchased: 19,000 yards at $1.48 per yard $ 28,120 Direct material used: 10,500 yards at $1.48 per yard 15,540 Direct labor: 3,100 hours at $9.25 per hour 28,675 The standard prime costs for one unit of Stylex are as follows: Direct material: 20 yards at $1.45 per yard $ Direct labor: 5 hours at $8.00 per hour Total standard prime cost per unit of output 29 40 $ 69 Required: Compute the following variances for the month of May. (Indicate the effect of each variance by selecting "Fav Direct-material price variance Direct-material quantity variance Direct-material purchase price variance Direct-labor rate variance Direct-labor efficiency variance Direct material price variance = = = Unfav 2175 Fav Fav 3875 Unfav 800 Unfav AQ(AP-SP) 19000*(1.48-1.45) 570 Direct material quantity variance = = = SP(AQ-SQ) 1.45*(10500-(600*20)) 2175 Direct labor rate variance = = = AH*(AR-SR) 3100*(9.25-8) 3875 Direct labor efficiency variance = = = SR*(AH-SH) 8*(3100-(5*600)) 800 yer fabric with the trade name Stylex. The following information from the Stylex production department also pertains to May. h variance by selecting "Favorable" or "Unfavorable". Select "None" and enter "0" for no effect (i.e., zero variance). artment also pertains to May. o effect (i.e., zero variance). Sal Amato operates a residential landscaping business in an affluent suburb of St. Louis. In an effort to provide q The following data relate to his first year's experience with 51 fertilization clients: Each client required nine applications throughout the year and was billed $44.00 per application. Two applications involved Type I fertilizer, which contains a special ingredient for weed control. The re Sal purchased 6,000 pounds of Type I fertilizer at $0.63 per pound and 11,000 pounds of Type II fertil A new, part-time employee was hired to spread the fertilizer. Sal had to pay premium wages of $12.50 Based on previous knowledge of the operation, articles in trade journals, and conversations with other Fertilizer purchase price per pound: Type I, $0.60; Type II, $0.52 Fertilizer usage: 50 pounds per application Typical hourly wage rate of landscape personnel: $10.00 Labor time per application: 40 minutes The operation did not go as smoothly as planned, with customer complaints actually much higher than Required: 1. Compute Sal's direct-material variances for each type of fertilizer. 2. Compute the direct-labor variances. 3-a. Compute the actual cost of the client applications. (Note: Exclude any fertilizer in inventory, as remaining 3-b. Calculate the profit or loss of Sal's new lawn fertilization service. 4. On the basis of the variances that you computed in parts (1) and (2) was the new service a success from an 5. Should the fertilizer service be continued next year? Compute Sal's direct-material variances for each type of fertilizer. (Indicate the effect of each variance by se Direct-material Price- variance Quantity variance Purchase price variance Type I Type II unfavorable 264.000 favorable favorable 4966 Compute the direct-labor variances. (Indicate the effect of each variance by selecting "Favorable" or "Unfavo Direct-labor Rate variance Efficiency variance 462.5 unfavorable 1210 favorable Compute the actual cost of the client applications. (Note: Exclude any fertilizer in inventory, as remaining fer Acutal cost 9398.3 Calculate the profit or loss of Sal's new lawn fertilization service. (Do not round intermediate calculations. Ro Net Profit 10797.7 On the basis of the variances that you computed in parts (1) and (2) was the new service a success from an Total variance Answer 1. Type I fertilizer: Price variance: Actual quantity purchased x actual price Actual quantity purchased x standard price Direct-material price variance 3780 3600 180 Unfav Quantity variance: Actual quantity used x standard price Standard quantity allowed x standard price Direct-material quantity variance 2796 3060 -264 Fav 1. Type II fertilizer: Price variance: Actual quantity purchased x actual price Actual quantity purchased x standard price Direct-material price variance 5500 5720 -220 Fav Quantity variance: Actual quantity used x standard price Standard quantity allowed x standard price Direct-material quantity variance 4316 9282 -4966 Fav 1. Direct-labor variances: Rate variance: Actual hours used x actual rate 2312.5 Actual hours used x standard rate Direct-labor rate variance..................... 1850 462.5 Unfav Efficiency variance: Actual hours used x standard rate Standard hours allowed x standard rate Direct-labor efficiency variance............. 1850 3060 -1210 Fav 1. Actual cost of applications: Type I fertilizer: Actual quantity used x actual price Type II fertilizer: Actual quantity used x actual price Direct labor: Actual hours used x actual rate Total actual cost Total revenue Total cost Net profit Type I fertilizer: Price variance Quantity variance Type II fertilizer: Price variance Quantity variance Direct labor: Rate variance Efficiency variance Total material and labor variances 2935.8 4,150.00 2,312.50 9398.3 20196 9398.3 10797.7 180 264 220 4966 462.5 1210 6017.5 fav . Louis. In an effort to provide quality service, he has concentrated solely on the design and installation of upscale landscap ed $44.00 per application. redient for weed control. The remaining seven applications involved Type II fertilizer. d 11,000 pounds of Type II fertilizer at $0.50 per pound. Actual usage amounted to 4,660 pounds of Type I and 8,300 pounds pay premium wages of $12.50 per hour because of a very tight labor market; the employee logged a total of 185 hours at c s, and conversations with other landscapers, Sal established the following standards: laints actually much higher than expected. 1.09889 lizer in inventory, as remaining fertilizer can be used next year.) new service a success from an overall cost-control perspective? e effect of each variance by selecting "Favorable" or "Unfavorable". Select "None" and enter "0" for no effect (i.e., zero v favorable favorable favorable lecting "Favorable" or "Unfavorable". Select "None" and enter "0" for no effect (i.e., zero variance). Do not round interm in inventory, as remaining fertilizer can be used next year.) (Do not round intermediate calculations. Round your answe d intermediate calculations. Round your answer to 2 decimal places.) ew service a success from an overall cost-control perspective? (Indicate the effect of each variance by selecting "Favora stallation of upscale landscaping plans (e.g., trees, shrubs, fountains, and lighting). With his clients continually requesting ad ds of Type I and 8,300 pounds of Type II. gged a total of 185 hours at client residences. r "0" for no effect (i.e., zero variance). Round your intermediate calculations and final answers to 2 decimal places.) riance). Do not round intermediate calculations and round your final answer to 2 decimal places.) culations. Round your answer to 2 decimal places.) variance by selecting "Favorable" or "Unfavorable". Select "None" and enter "0" for no effect (i.e., zero variance). Do no ents continually requesting additional services, Sal recently expanded into lawn maintenance, including fertilization. ers to 2 decimal places.) t (i.e., zero variance). Do not round intermediate calculations. Round your answer to 2 decimal places.) ncluding fertilization. mal places.) notes Manufacturing Cycle Efficiency: Delivering the goods at the right time requires that the said goods must be produced on time. It is a measure which defines how well a company's manufacturing capabilities use time resources. Timelines of the production process is assessed using the various operations performance measures. It is a measure of internal business process performance. Production time or throughput time required per unit is called manufacturing cycle time