Prep repor 13 (LO3), AP Fey Company's organization chart includes the president; the vice president of pro- stion three assembly plants Dallas, Atlanta, and Tucson: and two departments within each plant- Machining and Finishing. Budget and actual manufacturing cost data for July 2020 are as follows. Finishing Department-Dallas: direct materials $42,500 actual, $44,000 budget: direct labor $83,400 actual, $82,000 budget; manufacturing overhead $51,000 actual, $49.200 budget. Machining Department-Dallas: total manufacturing costs $220,000 actual, $219,000 budget. Atlanta Plant: total manufacturing costs $424,000 actual, $420,000 budget. Tucson Plant: total manufacturing costs $494,200 actual, $496,500 budget. The Dallas plant manager's office costs were $95,000 actual and $92,000 budget. The vice president of production's office costs were $132,000 actual and $130.000 budget. Office costs are not allocated to departments and plants. Instructions Using the format shown in Illustration 10.19. prepare the reports in a responsibility system for: a. The Finishing Department-Dallas. b. The plant manager-Dallas. c. The vice president of production. C a ble to control all owerhead E10.15 (LO 3), AN Horatio Inc. has three divisions which are operated as profit centers. Actual operating data for the divisions listed alphabetically are as follows. Compu respons centers Women's Shoes Men's Shoes Children's Shoes $180,000 (3) (5) Operating Data Contribution margin Controllable fixed costs Controllable margin Sales Variable costs $270,000 100,000 (1) 600,000 (2) 95.000 $ 90,000 450,000 320,000 (6) 250,000 Instructions a. Compute the missing amounts. Show computations. b. Prepare a responsibility report for the Women's Shoes Division assuming (1) the data are for the month ended June 30, 2020, and (2) all data equal budget except variable costs which are $5,000 over budget. Harrington Company is operated as a profit Prep allud US. nd for E10.17 (LO 4), AP The South Division of Wiig Company reported the following data for the current year Sales $3,000,000 Variable costs 1,950,000 Controllable fixed costs 600,000 Average operating assets 5,000,000 Top management is unhappy with the investment center's return on investment (ROI). It asks the man- ager of the South Division to submit plans to improve ROI in the next year. The manager believes it is feasible to consider the following independent courses of action. 1. Increase sales by $300,000 with no change in the contribution margin percentage. 2. Reduce variable costs by $150,000. 3. Reduce average operating assets by 4%. Instructions a. Compute the return on investment (ROI) for the current year. b. Using the ROI formula, compute the ROI under each of the proposed courses of action (Round to one decimal.)