Cornerstone Exercise 17.2 (Algorithmic)
Keep-Or-Drop Decision, Alternatives, Relevant Costs
Reshier Company makes three types of rug shampooers. Model 1 is the basic model rented through hardware stores and supermarkets. Model 2 is a more advanced model with both dry-and wet-vacuuming capabilities. Model 3 is the heavy-duty riding shampooer sold to hotels and convention centers. A segmented income statement is shown below.
Model 1 | Model 2 | Model 3 | Total | ||||||
Sales | $275,000 | $550,000 | $621,000 | $1,446,000 | |||||
Less variable costs of goods sold | (98,000) | (154,840) | (330,400) | (583,240) | |||||
Less commissions | (6,000) | (39,500) | (18,000) | (63,500) | |||||
Contribution margin | $171,000 | $355,660 | $272,600 | $799,260 | |||||
Less common fixed expenses: | |||||||||
Fixed factory overhead | (395,000) | ||||||||
Fixed selling and administrative | (283,000) | ||||||||
Operating income | $121,260 |
While all models have positive contribution margins, Reshier Company is concerned because operating income is less than 10 percent of sales and is low for this type of company. The company’s controller gathered additional information on fixed costs to see why they were so high. The following information on activities and drivers was gathered:
Driver Usage by Model | ||||||||||||||||
Activity | Activity Cost | Activity Driver | Model 1 | Model 2 | Model 3 | |||||||||||
Engineering | $76,000 | Engineering hours | 710 | 73 | 217 | |||||||||||
Setting up | 179,000 | Setup hours | 12,800 | 12,300 | 29,217 | |||||||||||
Customer service | 107,000 | Service calls | 14,300 | 1,580 | 19,217 |
In addition, Model 1 requires the rental of specialized equipment costing $20,500 per year.
3. What if Reshier Company can only avoid 182 hours of engineering time and 5,050 hours of setup time that are attributable to Model 1? How does that affect the alternatives presented in Requirement 2? Which alternative is more cost effective and by how much? Do NOT round interim calculations and, if required, round your answer to the nearest dollar.
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Part 1 | |||||||||
Model 1 | Model 2 | Model 3 | Total | ||||||
Sales | $ 275,000 | $ 550,000 | $ 621,000 | $ 1,446,000 | |||||
Less variable COGS | $ (98,000) | $ (154,840) | $ (330,400) | $ (583,240) | |||||
Less commissions | $ (6,000) | $ (39,500) | $ (18,000) | $ (63,500) | |||||
Contribution margin | $ 171,000 | $ 355,660 | $ 272,600 | $ 799,260 | |||||
Less traceable Fixed Expense: | |||||||||
Engineering | Working-1 | $ (53,960) | $ (5,548) | $ (16,492) | $ (76,000) | ||||
Setting up | Working-1 | $ (42,182) | $ (40,534) | $ (96,284) | $ (179,000) | ||||
Equipment rental | $ (20,500) | $ (20,500) | |||||||
Customer service | Working-1 | $ (43,596) | $ (4,817) | $ (58,587) | $ (107,000) | ||||
Product margin | $ 10,762 | $ 304,761 | $ 101,238 | $ 416,760 | |||||
Less common Fixed Expense: | |||||||||
Factory overhead | $395,000-$76,000-$179,000-$20,500 | $ (119,500) | |||||||
Selling and admin. Expense | $283,000-$107,000 | $ (176,000) | |||||||
Operating income | $ 121,260 | ||||||||
Working-1 | |||||||||
Activity | Activity Cost | Activity Driver | Model 1 | Model 2 | Model 3 | Total | Rate | ||
Engineering | $ 76,000 | Engineering hours | 710 | 73 | 217 | 1,000 | $ 76.00 | ||
Setting up | $ 179,000 | Setup hours | 12,800 | 12,300 | 29,217 | 54,317 | $ 3.30 | ||
Customer service | $ 107,000 | Service calls | 14,300 | 1,580 | 19,217 | 35,097 | $ 3.05 | ||
Allocation: | |||||||||
Activity | Rate | Model 1 | Model 2 | Model 3 | |||||
Engineering | $ 76.00 | $ 53,960 | $ 5,548 | $ 16,492 | |||||
Setting up | $ 3.30 | $ 42,182 | $ 40,534 | $ 96,284 | |||||
Customer service | $ 3.05 | $ 43,596 | $ 4,817 | $ 58,587 | |||||
Part 2 | |||||||||
Since all traceable fixed expense assumed to be avoidable, dropping Model 1 will reduce | |||||||||
operating income by $10,762. | |||||||||
Part 3 | Model 1 | ||||||||
Sales | $ 275,000 | ||||||||
Less variable COGS | $ (98,000) | ||||||||
Less commissions | $ (6,000) | ||||||||
Contribution margin | $ 171,000 | ||||||||
Less traceable Fixed Expense: | |||||||||
Engineering | 182 Hours*$76 | $ (13,832) | |||||||
Setting up | 5,050 Hours*$3.30 | $ (16,665) | |||||||
Equipment rental | $ (20,500) | ||||||||
Customer service | Working-1 | $ (43,596) | |||||||
Product margin | $ 76,407 | ||||||||
In this case, Product margin is higher than alternative two by $76,407-$10,762=$65,645 | |||||||||
The best strategy in this case would be to focus on reducing other costs and using excess capacity in a productive way. |
Cornerstone Exercise 17.2 (Algorithmic) Keep-Or-Drop Decision, Alternatives, Relevant Costs Reshier Company makes three types of rug...
Keep-Or-Drop Decision, Alternatives, Relevant Costs Reshier Company makes three types of rug shampooers. Model 1 is the basic model rented through hardware stores and supermarkets. Model 2 is a more advanced model with both dry-and wet-vacuuming capabilities. Model 3 is the heavy-duty riding shampooer sold to hotels and convention centers. A segmented income statement is shown below. Model 1 Model 2 Model 3 Total Sales Less variable costs of goods sold Less commissions $225,000 (99,000) (5,600) $578,000 (162,760) (36,500) $378,740...
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