Question

Brunswick Parts is a small manufacturing firm located in eastern Canada. The company, founded in 1947, produces metal parts for many of the larger manufacturing firms located in both Canada and the United States. It prides itself on high quality and customer service, and many of its customers have been buying at least some of their parts from Brunswick since the 1950s.

Production of the parts takes place in one of two plants. The older plant, located in Fredericton, was purchased when the company was founded, and the last major improvements to the plant took place in the 1970s. A newer plant, located in Moncton, was built in 1995 to take advantage of the expanding markets. The same part can be produced in either plant, and the final scheduling decision is based on capacity, transportation costs, and production costs.

At a weekly production meeting, Sara Hunter, the manufacturing manager expresses her frustration at trying to schedule production.

Something isn’t right. We build a new plant to take advantage of new manufacturing technology and we struggle to keep it filled. We didn’t have this problem a few years ago when we couldn’t keep up with demand, but with the current economy, marketing keeps sending orders to the old plant in Fredericton. I know manufacturing, but I guess I must not understand accounting.

The latest order that generated discussion among plant management was placed by Lawrence Machine Tool Company, a long-time customer. The order called for 1,000 units of a special rod (P28) used in one of its many products. The order was received by the marketing department. Following the established procedure at Brunswick, the marketing manager checked the product costs for both plants. Because quality and transportation costs would be the same from either plant, a decision was made to produce and ship from the Fredericton plant.

The cost system at Brunswick is a traditional manufacturing cost system. Plant overhead (including plant depreciation) is allocated to products based on estimated production for the period. Separate overhead rates are computed for each plant. Corporate administration costs are allocated to the plants based on the estimated production in the plant for purposes of executive performance measurement. Production is measured by direct labor-hours. Cost and production information for P28 follows.

Per unit of P28	Moncton	Fredericton
Direct material (1 kilogram @ $26)	$26	$26
Direct labor-hours	3 hours	4 hours
Direct labor wage rate	$7	$8

Corporate and plant overhead budgets are as follows:

	Corporate Administration				Moncton			Fredericton
Corporate
Marketing		$	185,000
R&D			135,000
Depreciation			135,000
General administration			185,000
Plant overhead (before corporate allocations):
Supervision					$	135,000		$	185,000
Indirect labor						235,000			200,000
Depreciation						672,000			85,000
Miscellaneous						135,000			185,000
Total		$	640,000		$	1,177,000		$	655,000
Estimated production (direct labor-hours):						107,000			131,000

Required: a. What would be the reported product cost of P28 per unit for the two plants? Product Cost per unit per unit Moncton Fredericton b. At what plant should the P28 units for the Lawrence order be produced? Moncton Fredericton

Answer 1

Per unit of P28	Moncton	Fredericton
Direct material (1 kilogram @ $26)	$26	$25
Direct labor-hours	21	32
	(7*3)	(8*4)
Overhead cost	33	20
	(11*3)	(5*4)
product cost	$80	$77
Overhead rate
Supervision	135,000	185,000
Indirect labor	235,000	200,000
Depreciation	672,000	85,000
Miscellaneous	135,000	185,000
Total t	1,177,000	655,000
Estimated production (direct labor-hours): e	107,000	131,000
Overhead cost per hour t/e	11	5
ansa
Moncton	$80	per unit
Fredericton	$77
ans b
At Fredericton as the product cost is less $77 than Moncton
If any doubt please comment