The table is the actual results for the year Round amounts to dollars and percentages to one decimal Note that there are several cost centres, profit centres and investment centres in the actuals results The Total column is the entire company managed by a chief executive officer while Plants, Departments (e g , Dept 1 and 2) and specific period costs are managed by other managers given their assigned responsibilities Within the Plants, there are two departments per Plant (e g , Plant A has departments 1 and 2 and Plant B also has departments 1 and 2, separately managed) Period costs are allocated based on an activity based accounting driver and are not separate cost centres within the Plants The company manages with four investments centres, four profit centres and nine costs centres The company has set goals for return on sales of 10 , return on investment of 10 and positive residual income using 10 Questions Briefly describe why responsibility centres are used including a major requirement that enhances usefulness and motivation to managers (1 mark) For the appropriate responsibility centres, based on the actual results, calculate (12 marks) Return on Investment Residual Income The Dupont returns (show Margin X Asset Turnover) Using the calculations in 2, are the centres you chose good or bad and why (2 marks) Total 11,000,000 Sales Direct Material (Note 2) Direct Labour (Note 2) Factory Overhead Cost of Goods Sold 2,100,000 3,000,000 1,700,000 Actual Plant A 3,200,000 1,100,000 800,000 300,000 2,200,000 Dept 1 200,000 Dept 2 1 500 000 Plant B 1,400,000 400,000 500,000 250,000 1,150,000 600,000 550,000 Plant C 6,400,000 600,000 1,700,000 1,150,000 3,450,000 1,300 000 2 250,000 6,800,000 4,200,000 150,000 800,000 725,000 Grass Profit Advertising Selling Corporate Period Expenses Operating Profit Taxes Net Income 1,000,000 25,000 300,000 250,000 S75,000 425,000 250,000 25,000 125,000 25,000 175,000 75,000 2,950,000 100,000 375,000 450,000 925,000 2,025,000 1 675 000 2,525,000 635,000 1,890,000 Invested Assets 11,000,000 3,000,000 1,500,000 6,500,000 Note 2 Direct Material Direct Labour Price $ 12 00 $ 15 00 Volume 175,000 units 200,000 hours Total 2,100,000 3,000,000

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The table is the actual results for the year. Round amounts to dollars and percentages to one decimal. Note that there are several cost centres,

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The table is the actual results for the year. Round amounts to dollars and percentages to one decimal.

Note that there are several cost centres, profit centres and investment centres in the actuals results. The Total column is the entire company managed by a chief executive officer while Plants, Departments (e.g., Dept 1 and 2) and specific period costs are managed by other managers given their assigned responsibilities. Within the Plants, there are two departments per Plant (e.g., Plant A has departments 1 and 2 and Plant B also has departments 1 and 2, separately managed). Period costs are allocated based on an activity-based accounting driver and are not separate cost centres within the Plants.

The company manages with four investments centres, four profit centres and nine costs centres. The company has set goals for return on sales of 10%, return on investment of 10% and positive residual income using 10%.

Questions:

Briefly describe why responsibility centres are used including a major requirement that enhances usefulness and motivation to managers. (1 mark)
For the appropriate responsibility centres, based on the actual results, calculate: (12 marks)
1. Return on Investment
2. Residual Income
3. The Dupont returns (show Margin X Asset Turnover)
Using the calculations in 2, are the centres you chose good or bad and why? (2 marks)

Total 11,000,000 Sales Direct Material (Note 2) Direct Labour (Note 2) Factory Overhead Cost of Goods Sold 2,100,000 3,000,000 1,700,000 Actual Plant A 3,200,000 1,100,000 800,000 300,000 2,200,000 Dept 1 200,000 Dept 2 1.500.000 Plant B 1,400,000 400,000 500,000 250,000 1,150,000 600,000 550,000 Plant C 6,400,000 600,000 1,700,000 1,150,000 3,450,000 1,300.000 2.250,000 6,800,000 4,200,000 150,000 800,000 725,000 Grass Profit Advertising Selling Corporate Period Expenses Operating Profit Taxes Net Income 1,000,000 25,000 300,000 250,000 S75,000 425,000 250,000 25,000 125,000 25,000 175,000 75,000 2,950,000 100,000 375,000 450,000 925,000 2,025,000 1.675.000 2,525,000 635,000 1,890,000 Invested Assets 11,000,000 3,000,000 1,500,000 6,500,000 Note 2 Direct Material Direct Labour Price $ 12.00 $ 15.00 Volume 175,000 units 200,000 hours Total 2,100,000 3,000,000