W oudu Types of Responsibility Centers Consider each of the following independent scenarios: Required: For each of the below independent scenarios, indicate the type of responsibility center involved (cost, revenge, profit, or investment) a. Terrin Belson, plant manager for the laser printer factory of Compugear Inc., brushed his hair back and sighed. December had been a bad month. Two machines had broken down, and some factory production workers fall on salary) were idled for part of the month. Materials prices increased, and insurance premiums on the factory increased. No way out of it; costs were going up. He hoped that the marketing vice president would be able to push through some price increases, but that really wasn't his department b. Joanna Pauly was delighted to see that her ROI figures had increased for the third straight year. She was sure that her campaign to lower costs and use machinery more efficiently (enabling her factories to sell several older machines) was the reason why. Joanna planned to take full credit for the improvements at her semiannual performance review. c. Gil Rodriguez, sales manager for ComputerWorks, was not pleased with a memo from headquarters detailing the recent cost increases for the laser printer line. Headquarters suggested raising prices. "Great,thought Gil, "an increase in price will kill sales and revenue will go down Why can't the plant shape up and cut costs like every other company in America is doing? Why turn this into my problem?" Types of Responsibility Centers Consider each of the following independent scenarios: Required: For each of the below independent scenarios, indicate the type of responsibility center involved (cost, revenue, profit, or investment). a. Terrin Belson, plant manager for the laser printer factory of Compugear Inc., brushed his hair back and sighed. December had been a bad month. Two machines had broken down, and some factory production workers (all on salary) were idled for part of the month. Materials prices increased, and insurance premiums on the factory increased. No way out of it; costs were going up. He hoped that the marketing vice president would be able to push through some price increases, but that really wasn't his department. Toane D amas delighted to see that her ROI figures had increased for the third straight year. Cost center campaign to lower costs and use machinery more efficiently (enabling her tal older machines) was the reason why. Joanna planned to take full credit for Investment center her semiannual performance review. Profit center nanager for ComputerWorks, was not pleased with a memo from enter g the recent cost increases for the laser printer line. Headquarters suggested raising prices. "Great," thought Gil, "an increase in price will kill sales and revenue will go down. Why can't the plant shape up and cut costs like every other company in America is doing? Why turn this into my problem?" Susan Whitehorse looked at the quarterly profit and loss statement with disgust. Revenue was down, and cost was up-what a combination! Then she had an idea. If she cut back on - - Tucu DOT OF Investment). in Belson, plant manager for the laser printer factory of Compugear Inc., brushed his hair back d sighed December had been a bad month. Two machines had broken down, and some factory production workers (all on salary) were idled for part of the month. Materials prices increased, and insurance premiums on the factory increased. No way out of it; costs were going up. He hoped that the marketing vice president would be able to push through some price increases, but that really at his department. Joanna Pauly was delighted to see that her ROI figures had increased for the third straight year. She was sure that her campaign to lower costs and use machinery more efficiently (enabling her factories to sell several older machines) was the reason why. Joanna planned to take full credit for the improvements at her semiannual performance review. manager for ComputerWorks, was not pleased with a memo from Cost center the recent cost increases for the laser printer line. Headquarters suggested Tu thought Gil, "an increase in price will kill sales and revenue will go down. Investment center hape up and cut costs like every other company in America is doing? Why Profit center Revenue center/bked at the Guarterly profit and loss statement with disgust. Revenue was down, and cost was up-what a combination! Then she had an idea. If she cut back on Required: For each of the below independent scenarios, indicate the type of responsibility center involved (cost, revenue, profit, or investment). a. Terrin Belson, plant manager for the laser printer factory of Compugear Inc., brushed his hair back and sighed. December had been a bad month. Two machines had broken down, and some factory production workers (all on salary) were idled for part of the month. Materials prices increased, and insurance premiums on the factory increased. No way out of it; costs were going up. He hoped that the marketing vice president would be able to push through some price increases, but that really wasn't his department. b. Joanna Pauly was delighted to see that her ROI figures had increased for the third straight year. She was sure that her campaign to lower costs and use machinery more efficiently (enabling her factories to self several older machines) was the reason why. Joanna planned to take full credit for her semiannual performance review. Cost center Investment center nanager for ComputerWorks, was not pleased with a memo from Ig the recent cost increases for the laser printer line. Headquarters suggested Profit center thought Gil, "an increase in price will kill sales and revenue will go down. Revenue center shape up and cut costs like every other company in America is doing? Why blem? d. Susan Whitehorse looked at the quarterly profit and loss statement with disgust. Revenue was down, and cost was up-what a combination! Then she had an idea. If she cut back on Previous Next Check My Work Jul 10 Lelylieu to see that her ROI figures had increased for the third straight year. She was sure that her campaign to lower costs and use machinery more efficiently (enabling her factones to sell several older machines) was the reason why. Joanna planned to take full credit for the improvements at her semiannual performance review. Gil Rodriguez, sales manager for ComputerWorks, was not pleased with a memo from headquarters detailing the recent cost increases for the laser printer line. Headquarters suggested raising prices. "Great," thought Gil, "an increase in price will kill sales and revenue will go down! Why can't the plant shape up and cut costs like every other company in America is doing? Why in this into my problem? a. Susan Whitehorse looked at the quarterly profit and loss statement with disgust. Revenue was down, and cost was up-what a combination! Then she had an idea. If she cut back on maintenance of equipment and let a product engineer go, expenses would decrease-perhaps enough to reverse the trend in income. Shonna Lowry had just been hired to improve the fortunes of the Southern Division of ABC Inc. She met with top staff and hammered out a 3-year plan to improve the situation. A centerpiece of the plan is the retiring of obsolete equipment and the purchasing of state-of-the-art, computer- assisted machinery. The new machinery would take time for the workers to learn to use, but once that was done, waste would be virtually eliminated. delighted to see that her ROI figures had increased for the third straight year. She was sure that her campaign to lower costs and use machinery more efficiently (enabling her lactones to sell several older machines) was the reason why. Joanna planned to take full credit for the improvements at her semiannual performance review. Gi Rodriguez, sales manager for ComputerWorks, was not pleased with a memo from eadquarters detailing the recent cost increases for the laser printer line. Headquarters suggested Fersing prices. Great, thoug at Gil, an increase in price will kill sales and revenue will go down hape up and cut costs like every other company in America is doing? Why Cost center Investment center Profit center sted at the quarterly profit and less statem nent with disgust. Revenue was wutat a combination en she had an she cut back on hent and let a product engmeer go, exper S would decrease-perhaps Revenue ten 00 Startar e. Shonna Lowry had just been hired to improve Ente fortunes of the Southern Division of ABC Inc. ammered out a 3-year plan to improve the situation. A centerpiece of the plan is the retiring of obsolete equipment and the purchasing of state-of-the-art, computer- assisted machinery. The new machinery would take time for the workers to learn to use, but once that was done, waste would be virtually eliminated. Previous Next THE factories to sell several older machines) was the reason why. Joanna planned to take full credit for ments at her semiannual performance review. Gil Rodriguez, sales manager for Computer Works, was not pleased with a memo from headquarters detailing the recent cost increases for the laser printer line. Headquarters suggested raising prices. "Great," thought Gil, "an increase in price will kill sales and revenue will go down Why can't the plant shape up and cut costs like every other company in America is doing? Why turn this into my problem? d. Susan Whitehorse looked at the quarterly profit and loss statement with disgust. Revenue was down, and cost was up-what a combination! Then she had an idea. If she cut back on maintenance of equipment and let a product engineer go, expenses would decrease-perhaps e trend in income. Cost center Investment center ist been hired to improve the fortunes of the Southern Division of ABC Inc. and hammered out a 3-year plan to improve the situation. A centerpiece of Profit center ng of obsolete equipment and the purchasing of state-of-the-art, computer- Revenue center the new machinery would take time for the workers to learn to use, but once would be virtually eliminated. Previous Next Check the work Siihmit Assignment for Gradir