Analytical Thinking [LO4-2, LO4-3, LO4-4]
"Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $9 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work."
Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company’s accounting department:
Standard Briefcases |
Specialty Briefcases |
|||||
Selling price per unit | $ | 28.95 | $ | 43.40 | ||
Unit product cost | 26.95 | 33.92 | ||||
Gross margin per unit | $ | 2.00 | $ | 9.48 | ||
FirstLine Cases produces briefcases from leather, fabric, and synthetic materials in a single plant. The basic product is a standard briefcase that is made from leather lined with fabric. The standard briefcase is a high-quality item and has sold well for many years.
Last year, the company decided to expand its product line and produce specialty briefcases for special orders. These briefcases differ from the standard in that they vary in size, they contain the finest leather and synthetic materials, and they are imprinted with the buyer’s name. To reduce labor costs on the specialty briefcases, automated machines do most of the cutting and stitching. These machines are used to a much lesser degree in the production of standard briefcases.
"I agree that the specialty business is looking better and better," replied Beth Mersey, the company's marketing manager. "And there seems to be plenty of demand out there, particularly because the competition hasn't been able to touch our price. Did you know that Velsun Company, our biggest competitor, charges over $50 a unit for its specialty items? Now that’s what I call gouging the customer!"
A breakdown of the manufacturing cost for each of FirstLine Cases’ products is given below:
Standard Briefcases |
Specialty Briefcases |
|||||
Units produced each month | 10,000 | 2,500 | ||||
Direct materials: | ||||||
Leather | $ | 8.90 | $ | 12.90 | ||
Fabric | 2.90 | 1.00 | ||||
Synthetic | 0 | 7.90 | ||||
Total materials | 11.80 | 21.80 | ||||
Direct labor (0.50 DLH and 0.40 DLH @ $12.90 per DLH) |
6.45 | 5.16 | ||||
Manufacturing overhead (0.5 DLH and 0.4 DLH @ $17.40 per DLH) |
8.70 | 6.96 | ||||
Total cost per unit | $ | 26.95 | $ | 33.92 | ||
Manufacturing overhead is applied to products on the basis of direct labor-hours. The rate of $17.40 per hour was determined by dividing the total manufacturing overhead cost for a month by the direct labor-hours:
Predetermined overhead rate | = | Manufacturing overhead | = | $104,400 | = | $17.40 per DLH |
Direct labor-hours | 6,000 DLHs |
The following additional information is available about the company and its products:
a. Standard briefcases are produced in batches of 1,000 units, and specialty briefcases are produced in batches of 100 units. Thus, the company does 10 setups for the standard items each month and 25 setups for the specialty items. A setup for the standard items requires one hour, whereas a setup for the specialty items requires two hours.
b. All briefcases are inspected to ensure that quality standards are met. Each month a total of 110 hours is spent inspecting the standard briefcases and 290 hours is spent inspecting the specialty briefcases.
c. A standard briefcase requires 0.5 hours of machine time, and a specialty briefcase requires 1.2 hours of machine time.
d. The company is considering the use of activity-based costing as an alternative to its traditional costing system for computing unit product costs. The activity-based costing system has already been designed and costs have been allocated to the activity cost pools. The activity cost pools and activity measures are detailed below:
Activity Cost Pool | Activity Measure | Estimated Overhead Cost |
|
Purchasing | Number of orders | $ | 15,000 |
Material handling | Number of receipts | 16,000 | |
Production orders and setups | Setup-hours | 6,000 | |
Inspection | Inspection-hours | 10,600 | |
Frame assembly | Assembly-hours | 16,800 | |
Machine-related | Machine-hours | 40,000 | |
$ | 104,400 | ||
Expected Activity | |||
Activity Measure | Standard Briefcases |
Specialty Briefcases |
Total |
Number of orders: | |||
Leather | 50 | 10 | 60 |
Fabric | 70 | 20 | 90 |
Synthetic material | 0 | 150 | 150 |
Number of receipts: | |||
Leather | 70 | 10 | 80 |
Fabric | 85 | 20 | 105 |
Synthetic material | 0 | 215 | 215 |
Setup-hours | ? | ? | ? |
Inspection-hours | 110 | 290 | 400 |
Assembly-hours | 790 | 890 | 1,680 |
Machine-hours | ? | ? | ? |
Required:
1. Using activity-based costing, determine the amount of manufacturing overhead cost that would be assigned to each standard briefcase and each specialty briefcase.
2. Using the data computed in part (1) above and other data from the case as needed, determine the unit product cost of each product line from the perspective of the activity-based costing system.
3. Within the limitations of the data that have been provided, evaluate the president’s concern about the profitability of the two product lines.
Using activity-based costing, determine the amount of manufacturing overhead cost that would be assigned to each standard briefcase and each specialty briefcase
1 | Setup-hours: | ||||||||||
Standard | Specialty | Total | |||||||||
Number of setup for a month | a | 10 | 25 | ||||||||
Time required per setup (in hours) | b | 1 | 2 | ||||||||
Setup-hours | a*b | 10 | 50 | 60 | |||||||
Machine-hours: | |||||||||||
Standard | Specialty | Total | |||||||||
Units produced each month | a | 10000 | 2500 | ||||||||
Machine time required per unit (in hours) | b | 0.5 | 1.2 | ||||||||
Machine-hours | a*b | 5000 | 3000 | 8000 | |||||||
Activity based overhead rates: | |||||||||||
Activity cost pools |
Estimated overhead |
Cost driver |
Estimated use of cost drivers |
Overhead rate |
|||||||
a | b | a/b | |||||||||
Purchasing | 15000 | Number of orders | 300 | 50 | Per order | ||||||
(60+90+150) | |||||||||||
Material handling | 16000 | Number of receipts | 400 | 40 | per receipt | ||||||
(80+105+215) | |||||||||||
Production orders and setups | 6000 | Setup-hours | 60 | 100 | Per setup hour | ||||||
Inspection | 10600 | Inspection-hours | 400 | 26.5 | per inspection hour | ||||||
Frame-assembly | 16800 | Assembly-hours | 1680 | 10 | Per assembly hour | ||||||
Machine -related | 40000 | Machine-hours | 8000 | 5 | per machine hour | ||||||
Assignement of overhead cost: | |||||||||||
Activity cost pools | Standard | Specialty | |||||||||
Overhead rate |
Use of
cost drivers |
Overhead assigned |
Overhead rate |
Use of
cost drivers |
Overhead assigned |
||||||
a | b | a*b | c | d | c*d | ||||||
Purchasing | 50 | 120 | 6000 | 50 | 180 | 9000 | |||||
(50+70) | (10+20+150) | ||||||||||
Material handling | 40 | 155 | 6200 | 40 | 245 | 9800 | |||||
(70+85) | (10+20+215) | ||||||||||
Production orders and setups | 100 | 10 | 1000 | 100 | 50 | 5000 | |||||
Inspection | 26.5 | 110 | 2915 | 26.5 | 290 | 7685 | |||||
Frame-assembly | 10 | 790 | 7900 | 10 | 890 | 8900 | |||||
Machine -related | 5 | 5000 | 25000 | 5 | 3000 | 15000 | |||||
Total overhead assigned | e | 49015 | 55385 | ||||||||
Units produced each month | f | 10000 | 2500 | ||||||||
Manufacturing overhead cost per unit (e/f) | 4.90 | 22.15 | |||||||||
2 | Unit product cost: | ||||||||||
Standard | Specialty | ||||||||||
Direct materials (total) | 11.8 | 21.8 | |||||||||
Direct labor | 6.45 | 5.16 | |||||||||
Manufacturing overhead | (Refer 1) | 4.9 | 22.15 | ||||||||
Total | 23.15 | 49.11 | |||||||||
3 |
Standard briefcase |
Specialty briefcase |
|||||||||
Selling price per unit | a | 28.95 | 43.4 | ||||||||
Unit product cost | b | 23.15 | 49.11 | ||||||||
Gross margin per unit | a-b | 5.8 | -5.71 | ||||||||
Analytical Thinking [LO4-2, LO4-3, LO4-4] "Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy...
Analytical Thinking [LO4-2, LO4-3, LO4-4] "Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $12 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from...
"Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $10 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company’s accounting department: Standard...
"Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we're able to make over $12 per unit on our specialty items? Maybe it's time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company's accounting department: Standard...
"Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $9 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company’s accounting department: Standard...
Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $10 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company’s accounting department: Standard...
I need help with all 3 Required questions. Analytical Thinking [LO4-2, LO4-3, LO4-4] Two dollars of gross margin per briefcase? That's ridiculousr roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we're able to make over $12 per unit on our specialty items? Maybe it's time to get out of the standard line and focus the whole plant on specialty work. Mr. Thurmond was referring to a summary of unit costs...
"Two dollars of gross margin per briefcase? That's ridiculous!" roared Roy Thurmond, president of First-Line Cases, Inc. "Why do we go on producing those standard briefcases when we’re able to make over $12 per unit on our specialty items? Maybe it’s time to get out of the standard line and focus the whole plant on specialty work." Mr. Thurmond was referring to a summary of unit costs and revenues that he had just received from the company’s accounting department: StandardBriefcasesSpecialtyBriefcasesSelling price per...
Activity Cost Pool Activity Measure Estimated Overhead $ Purchasing Number of Orders $12,000.00 Material Handling Number of Receipts $15,000.00 Production orders Set-up Hours $20,250.00 Inspection Inspection Hours $16,000.00 Frame assembly Assembly Hours $8,000.00 Machine related Machine Hours $30,000.00 Total Manufacturing Overhead costs $101,250.00. To complete an "activity-based" cost structure, you are required to apply manufacturing overhead to each of the briefcase products on the activity cost pool data provided. Note that the Activity Cost Pools are determined by management and...
Problem 4-17 Contrast Activity-Based Costing and Conventional Product Costing [LO4-2, LO4-3, LO4-4] [The following information applies to the questions displayed below.] Puget World, Inc., manufactures two models of television sets, the N 800 XL model and the N 500 model. Data regarding the two products follow: Direct Labor- Hours per Unit Annual Production Total Direct Labor-Hours Model N 800 XL 3.5 4,500 units 15,750 Model N 500 1.2 12,500 units 15,000 30,750 Additional information about the company follows: a. Model...
Exercise 4-10 Contrasting ABC and Conventional Product Costs (L04-2, LO4-3, LO4-4] Rocky Mountain Corporation makes two types of hiking boots-Xactive and Pathbreaker. Data concerning these two product lines appear below: $ $ Xactive 64.70 18.10 1.4 DLHS 24,000 units Direct materials per unit Direct labor cost per unit Direct labor-hours per unit Estimated annual production and sales $ $ Pathbreaker 50.90 12.90 1 DLHS 74,000 units The company has a conventional costing system in which manufacturing overhead is applied to...