st Allocation & Environmental Issues Saved Chocolate Bars, Inc. (CBI), manufactures creamy deluxe chocolate candy bars. The firm has developed three distinct products: Almond Dream, Krispy Krackle, and Creamy Crunch CBl is profitable, but management is quite concerned about the profitability of each product and the product costing methods currently employed In particular, management questions whether the overhead allocation base of direct labor-hours accurately reflects the costs incurred during the production process of each product. In reviewing cost reports with the marketing manager, Steve Hoffman, who is the cost accountant, notices that Creamy Crunch appears exceptionally profitable and that Almond Dream appears to be produced at a loss. This surprises both him and the manager, and after much discussion, they are convinced that the cost accounting system is at fault and that Almond Dream is performing very well at the current market price. Steve decides to hire Jean Sharpe, a management consultant, to study the firm's cost system over the next month and present her findings and recommendations to senior management. Her objective is to identify and demonstrate how the cost accounting system might be distorting the firm's product costs Jean begins her study by gathering information and documenting the existing cost accounting system. It is rather simplistic, using a single overhead allocation base-direct labor-hours-to calculate and apply overhead rates to all products. The rate is calculated by summing variable and fixed overhead costs and then dividing the result by the number of direct labor-hours. The product cost is determined by multiplying the number of direct labor-hours required to manufacture the product by the overhead rate and adding this amount to the direct labor and direct material costs. CBI engages in two distinct production processes for each product. Process 1 is labor intensive, using a high proportion of direct materials and labor. Process 2 uses special packing equipment that wraps each individual candy bar and then packs it into a box of 24 bars. The boxes are then packaged into cases, each of which has six boxes. Special packing equipment is used on all three products and has a monthly capacity of 3,000 cases, each containing 144 candy bars (6 boxes 24 bars) To illustrate the source of the distortions to senior management Jean collects the cost data for the three products, Almond Dream Krispy Krackle and Creamy Crunch Almond Drom Krispy Brackie Creamy Foduct COS Hype LULULUI Vu To illustrate the source of the distortions to senior management, Jean collects the cost data for the three products, Almond Dream, Krispy Krackle, and Creamy Crunch Almond Dream Krispy Krackle Creamy Crunch 9.0 1,000 $10.00 $ 54.00 9,000 5.0 1,000 $ 4.00 $ 30.00 5,000 1.0 1,000 $ 10.50 $ 6.00 1,000 Product costs Labor-hours per case Total cases produced Material coat per case Direct labor cost per case Labor-hours per product Total overhead = $79,500 Total labor-hours - 15,000 Direct labor coats per hour - $6.00 Allocation rate per labor-hour - (a). Costs of products Material cost per case Direct labor cost per case Allocated overhead per case (to be computed) Product cost $ 10.00 54.00 (b) (e) $ 4.00 30.00 () $ 10.50 6.00 d) () CBI recently adopted a general policy to discontinue all products whose gross profit margin percentages [(Gross margin-Selling price) Reg A1 Req AZ Reg C1 Req C2 Reg Di Reg D2 Assume that CBI drops the product(s) identified in requirement (a) above. Calculate the gross profit margin percentage for the remaining products. Assume that col can sell all products that it manufactures and that it will use the excess capacity from dropping a product to produce more of the most profitable product. (Round your intermediate calculations and final answers to 2 decimal places.) Show less 5 s 6.00 5.00 1,000 5,000 6.00 1.00 2,000 1,000 Direct labor cost per hour Direct labor-hours per case Total cases produced Labor-hours per product Allocation rate per labor hour Allocated production costs: Material cost per case Direct labor cost per case Allocated overhead per case Product cost Gross profit margins Selling price Product cost direct labor allocation base $ 0.00 $ 0.00 $ S 0.00 0 % 0.00 0 % Profit margin percentage Reg A1 Req A2 Req 01 Reg C2 Reg D1 Req D2 Assume that CBI drops the products identified in requirements (a) and (c) above. Recalculate the gross profi percentage for the remaining product(s) and ascertain whether any additional product(s) should be dropped. intermediate calculations and final answers to 2 decimal places.) Direct labor cost per hour Direct labor hours per case Total cases produced Labor hours per product Allocation rate per labor-hour. Allocated Production Costs: Material cost per case Direct labor cost per case Allocated overhead per case Product cost Gross profit margins. Selling price Product cost--direct labor allocation base 0.00 S 0.00 0 % Profit margin percentage Req D2 Reg C2 > Lule about uupply products, which additional products, if any, should CBI system? d-1. Assume that CBI drops the products identified in requirements (a) and (c) above. Recalculate the gross for the remaining product(s) and ascertain whether any additional product(s) should be dropped. d-2. Which additional products, if any, should CBI drop under the existing cost system? Complete this question by entering your answers in the tabs below. Reg A1 Req A2 Req c1 Reg C2 Reg D1 Req D2 Which additional products, if any should CBI drop under the existing cost system? Almond Dream Krispy Krackle Creamy Crunch