Fundamentals of Cost Accounting 3e
William N. Lanen
University of Michigan

Shannon W. Anderson
Rice University

Michael W. Maher
University of California at Davis

FUNDAMENTALS OF COST ACCOUNTING Published by McGraw-Hill/Irwin, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY, 10020. Copyright © 2011, 2008, 2006 by The McGraw-Hill Companies, Inc. All rights reserved. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited to, in any network or other electronic storage or transmission, or broadcast for distance learning. Some ancillaries, including electronic and print components, may not be available to customers outside the United States. This book is printed on acid-free paper. 1 2 3 4 5 6 7 8 9 0 WVR/WVR 1 0 9 8 7 6 5 4 3 2 1 0 ISBN MHID 978-0-07-352711-6 0-07-352711-4

Vice president and editor-in-chief: Brent Gordon Editorial director: Stewart Mattson Publisher: Tim Vertovec Director of development: Ann Torbert Development editor: Emily A. Hatteberg Vice president and director of marketing: Robin J. Zwettler Marketing director: Sankha Basu Marketing manager: Kathleen Klehr Vice president of editing, design and production: Sesha Bolisetty Senior project manager: Susanne Riedell Senior production supervisor: Debra R. Sylvester Interior designer: JoAnne Schopler Senior photo research coordinator: Jeremy Cheshareck Senior media project manager: Allison Souter Cover design: JoAnne Schopler Typeface: 10.5/12 Times New Roman Compositor: MPS Limited, A Macmillan Company Printer: World Color Press Inc. Library of Congress Cataloging-in-Publication Data Lanen, William N. Fundamentals of cost accounting / William N. Lanen, Shannon W. Anderson, Michael W. Maher. — 3rd ed. p. cm. Includes index. ISBN-13: 978-0-07-352711-6 (alk. paper) ISBN-10: 0-07-352711-4 (alk. paper) 1. Cost accounting. I. Anderson, Shannon W. II. Maher, Michael, 1946- III. Title. HF5686.C8M224 2011 657'.42—dc22 2009044025

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Dedication To my wife, Donna, and my children, Cathy and Tom, for encouragement, support, patience, and general good cheer throughout the years. Bill I dedicate this book to my husband Randy, my children Evan and David, and my parents, Max and Nina Weems. Your support and example motivate me to improve. Your love and God’s grace assure me that it isn’t necessary. Shannon I dedicate this book to my children, Krista and Andrea, and to my extended family, friends, and colleagues, who have provided their support and wisdom over the years. Michael

About the Authors
William N. Lanen
William Lanen is Professor of Accounting at the University of Michigan Business School. He holds degrees in economics from the University of California, Berkeley, and Purdue University and earned a PhD in accounting from the Wharton School of the University of Pennsylvania. Bill teaches management accounting in both the BBA and MBA programs at the University of Michigan. He also teaches management accounting in Global MBA Programs and Executive Education Programs in Asia, Europe, and Latin America. Before coming to the University of Michigan, Bill was on the faculty at the Wharton School of the University of Pennsylvania, where he taught various financial and managerial accounting courses at the undergraduate, MBA, and Executive MBA levels. He has received teaching awards at both the University of Michigan and the Wharton School. Bill is an Associate Editor of Management Science and serves on the Editorial Boards of The Accounting Review and the Journal of Management Accounting Research. He has published in Journal of Accounting Research; Journal of Accounting and Economics; Accounting, Organizations and Society; and The Accounting Review. Bill is past-president of the Management Accounting Section of the American Accounting Association.

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Shannon W. Anderson
Shannon Anderson is an Associate Professor of Management at the Jones Graduate School of Business at Rice University and a Principle Fellow at the University of Melbourne. She previously taught at the University of Michigan and worked as an engineer at General Motors Corporation. She received a doctorate and master’s degree in business economics at Harvard University and a BSE in civil engineering with a concentration in operations research at Princeton University. Shannon’s research, which focuses on the design and implementation of performance measurement and cost control systems, spans the fields of management accounting and operations research. Her research on activity-based costing won the 2006 American Accounting Association’s Notable Contribution Award and the 2003 AAA Management Accounting Section’s Notable Contribution to the Literature Award. She and Bill won the 2006 AAA Management Accounting Section’s Notable Contribution to the Literature Award for their study of the performance impact of electronic data interchange (EDI) systems. Shannon currently serves as an Editor of the Accounting Review and on the Editorial Boards of Accounting, Organizations and Society; Production and Operations Management; and Management Accounting Research. She has also served on numerous committees for the American Accounting Association and the Management Accounting Section of the American Accounting Association. Her research, which has been funded in part by competitive grants from the AICPA, the Institute of Internal Auditors, and the Institute of Management Accountants, has been published by the Accounting Review, Accounting Organizations and Society, Production and Operations Management, Management Science, and the Journal of Management Accounting Research. She is also coauthor of the award-winning book, Implementing Management Innovations.

Michael W. Maher
Michael Maher is a Professor of Management at the University of California-Davis. He previously taught at the University of Michigan, the University of Chicago, and the University of Washington. He also worked on the audit staff at Arthur Andersen & Company and was a self-employed financial consultant for small businesses. He received his BBA from Gonzaga University, which named him Distinguished Alumnus in 1989, and his MBA and PhD from the University of Washington, and he earned the CPA from the state of Washington. Michael is a past-president of the Management Accounting Section of the American Accounting Association and has served on the editorial boards of The Accounting Review, Accounting Horizons, Journal of Management Accounting Research, and Management Accounting. He is coauthor of two leading textbooks, Principles of Accounting and Managerial Accounting. Maher has coauthored several additional books and monographs, including Internal Controls in U.S. Corporations and Management Incentive Compensation Plans, and published articles in many journals, including Management Accounting, The Journal of Accountancy, The Accounting Review, Journal of Accounting Research, Financial Executive, and The Wall Street Journal. For his research on internal controls, Michael was awarded the American Accounting Association’s Competitive Manuscript Award and the AICPA Notable Contribution to Literature Award. He also received the award for the Outstanding Tax Manuscript. He received the Annual Outstanding Teacher Award three times from his students at the University of California’s Graduate School of Management and has twice received a special award for outstanding service. Maher’s current research includes studies in health care costs and corporate corruption.

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Providing
A

Clear View

For a student, taking a cost accounting course can be like finding yourself in tall grass: surrounded by dense concepts and far from the path to mastery. Fundamentals of Cost Accounting gives students a clear view by lifting them above the overgrowth. By focusing on the fundamental concepts that students will need and employing a conversational writing style that keeps them engaged throughout the course, Fundamentals focuses students on comprehension rather than memorization and provides a context for their learning. The material is presented from both a preparer and a user perspective, allowing instructors to provide both accounting majors and nonmajors with an effective and relevant understanding of cost accounting topics. In this third edition, the text continues to provide the following core features:

Well written, clear and concise. . . . Gives students the basics but eliminates a lot of the in-depth material that tends to confuse students and have them lose sight of the important concepts. The Critical Analysis and discussion questions at the end of the chapter are excellent discussion points for either in-class discussion or written take-home problems.
Michael Fedoryshyn St. John Fisher College vi Readability
Fundamentals of Cost Accounting continues to be praised as one of the most readable texts on the market. Lanen, Anderson, and Maher employ a conversational writing style that students can understand, making concepts and topics more accessible. Throughout the text, exhibits and illustrations provide visuals to further assist students in understanding how complex topics fit together in a logical way.

Relevance
Each chapter of Fundamentals of Cost Accounting opens with a real dilemma faced by a manager in a variety of service and manufacturing companies. The Debrief feature links the topics in the chapter to the decision dilemma faced by the manager in the opening vignette. In Action boxes in the text highlight related issues reported in the business press and the authors’ own experiences with companies where they have worked or conducted research. NEW to this edition, the authors have tied the chapter opening vignette to an In Action box to demonstrate the relevance of cost accounting to the real world.

Conciseness
Short, readable chapters that focus on core cost accounting concepts give Lanen, Anderson, and Maher a leg up on the competition. While other texts tend to tack on topics and fit concepts into chapters in seemingly arbitrary ways, Fundamentals of Cost Accounting presents basic topics in a coherent sequence, helping students to see the integration of the concepts quickly and easily.

. . . an excellent text for instructors who are looking for a cost accounting text to follow a financial accounting text. It provides coverage of traditional methods & techniques and has great explanations of measurement and interpretation issues.
Roy Regel University of Montana—Missoula

. . . [A] great text that shows many different ways to view cost accounting—not just a number-crunching text.
Terry Elliott Morehead State University vii Step into the

R eal World
Chapter Five

5

Cost Estimation
LEARNING OBJECTIVES
After reading this chapter, you should be able to:

L.O.1 Understand the reasons for estimating fixed and variable costs. L.O.2 Estimate costs using engineering estimates. L.O.3 Estimate costs using account analysis. L.O.4 Estimate costs using statistical analysis. L.O.5 Interpret the results of regression output. L.O.6 Identify potential problems with regression data.
I’ve read several books on cost analysis and worked through decision analysis problems in some of my college classes. Now that I own my own business, I realize that there was one important thing that I always took for granted in doing those problems. We were always given the data. Now I know that doing the analysis once you have the data is the easier part. How are the costs determined? How do I know if they are fixed or variable? I am trying to decide whether to open a new store and I need answers to these questions. I thought about the importance of being able to determine fixed and variable costs after reading an article about, of all things, the costs of text messaging [see the In Action item “The Variable Cost of a Text Message” on the next page]. The article talked about the low variable costs of sending text messages and the implications for pricing services. Although I am in a different industry, the basic principles still apply. Charlene Cooper owns Charlene’s Computer Care (3C), a network of computer service centers located throughout the South. Charlene is thinking about opening a new center and has asked you to help her make a decision. She especially wants your help estimating the costs to use in the analysis.

Chapter Opening Vignettes
Do your students sometimes wonder how the course connects with their future? Each chapter opens with a vignette where a decision-maker needs cost accounting information to make a better decision. This sets the stage for the rest of the chapter and encourages students to think of concepts in a business context.
Why Estimate Costs?
When managers make decisions, they need to compare the costs (and benefits) among alternative actions. Therefore, managers need to estimate the costs associated with each alternative. We saw in Chapter 4 that good decisions require good information about costs; the better these estimates, the better the decision managers will make. In this chapter, we discuss how to estimate the cost data required for decision making. Cost estimates can be an important element in helping managers make decisions that add value to the company.

The Debrief
After considering lan27114_ch05_154-197.indd 154 commented: This exercise has been very useful for me. First, I learned about different approaches to estimating the cost of a new center. More important, I learned about the advantages and disadvantages of each approach. When I look at the numbers in Exhibit 5.8, I have confidence in my decision to open a new center. the cost estimates in Exhibit 5.8, Charlene Although there is a range in the estimates, all of the estimates are below my expected revenues. This means I am not going to spend more time on reconciling the cost estimates because I know that regardless of which estimate I think is best, my decision will be the same.
10/24/09 12:02:33 AM

Debrief
Do your students understand how to apply the concepts in each chapter to become better decision makers? All chapters now end with a Debrief feature that links the topics in the chapter to the decision problem faced by the manager in the opening vignette.
10/24/09 12:02:45 AM

lan27114_ch05_154-197.indd 155

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Cost-Volume-Profit Analysis and Airline Pricing

In Action

In Action
Do your students need help connecting theory to application? The In Action examples are drawn from contemporary journals and the authors’ own experiences and illustrate how to apply cost accounting methods and tools.
Cost-volume-profit analysis helps managers evaluate the impact of alternative product pricing strategies on profits. It can also be useful for evaluating competitors’ pricing strategies and efforts to grow market share, as in the following examples: Aloha Airlines CEO David Banmiller and C. Thomas Nulty, senior vice president for marketing and sales, explain that their airline must charge $50 per seat to break even when planes are 62 percent full. Hawaiian Airlines, Aloha Airlines and go! are each losing money when they sell interisland tickets below $50, according to a study commissioned by Aloha Airlines. “Why would somebody come in and charge $19, and $29, and $39 when their costs were substantially higher? Why would somebody do it?” said Banmiller. The Sabre study showed that when planes are 62 percent full, Aloha’s costs are $50 per seat, Hawaiian’s are $55, and go!’s are $67. However, managers at the parent company of go! (Mesa Airlines) disputed the estimates with a CVP analysis of their own: Jonathan Ornstein, Mesa’s chief executive officer, said yesterday that Aloha’s cost estimates are way off when it comes to his airline. He said go!’s expenses per passenger are about $40 when the planes are 80 percent full.
Note: Aloha Airlines is no longer in business. Source: Rick Daysog, “Below-Cost Fares Puzzle Aloha Airlines CEO,” Honolulu Advertiser, December 21, 2006.

lan27114_ch03_080-109.indd 81

10/22/09 10:33:50 PM

Critical Analysis and Discussion Questions
13-7. 13-8. 13-9. 13-10. 13-11. 13-12. 13-13. 13-14. 13-15. “Preparing a budget is a waste of time. The strategic plan is what we work to accomplish.” How would you respond to this comment? In the In Action feature, “Using the Budget to Help Manage Cash Flow,” smaller firms were more likely to find the budget “extremely or very important” than larger firms. Why might this be the case? What are the advantages and disadvantages of starting the budgeting process early in the year versus later in the year prior to the budget year? Would the budgeting plans for a company that uses a just-in-time (JIT) inventory system be different than those for a company that does not? Why? Government agencies are limited in spending by budget categories, not just by an overall spending limit. What purpose does this serve? What problems does it create? What is the difference between the planning and the control functions of the budget? What problems do these differences create? When might the master budget start with a forecast of something other than sales, for example, production? Why? In some organizations (firms, universities, government agencies), spending appears to increase as the end of the budgeting period approaches, even if there are no seasonal differences. What might cause this? “Our cash budget shows a surplus for the quarter, so we do not have to think about arranging any bank financing.” Comment on this statement.

End-of-Chapter Material
Being able to assign end-of-chapter material with confidence is important. The authors have tested the end-ofchapter material over time to ensure quality and consistency with the chapter content.

accounting

Exercises
(L.O. 3)

13-16. Estimate Sales Revenues SVI is a large securities dealer. Last year, the company made 150,000 trades with an average commission of $60. Because of the general economic climate, SVI expects trade volume to decline by 15 percent. In addition, employees at a local manufacturing plant have historically constituted 10 percent of SVI’s volume. The plant just closed and all employees have closed their accounts. Offsetting these factors is the observation that the average commission per trade is likely to increase by 15 percent because trades are expected to be larger in the coming year. Required Estimate SVI’s commission revenues for the coming year.

S

Integrative Cases
Cases can generate classroom discussion or be the basis for good team projects. These integrative cases, which rely on cost accounting principles from previous chapters as well as the current chapter, ask students to apply the different techniques they have learned to a realistic situation.

Integrative Cases
8-49. Show Cost Flows: FIFO Method, Over- or Underapplied Overhead Vermont Company uses continuous processing to produce stuffed bears and FIFO process costing to account for its production costs. It uses FIFO because costs are quite unstable due to the volatile price of fine materials it uses in production. The bears are processed through one department. Overhead is applied on the basis of direct labor costs, and the application rate has not changed over the period covered by the problem. The Work-in-Process Inventory account showed the following 11/3/09 6:36:38 PM balances at the start of the current period:
Direct materials . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . Overhead applied . . . . . . . . . . . . . . . . $131,000 260,000 325,000

(L.O. 5)

lan27114_ch13_472-513.indd 497

These costs were related to 52,000 units that were in process at the start of the period.

lan27114_ch08_268-309.indd 305

10/27/09 9:52:14 PM

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What’s New

Third Third Edition? in the
Our primary goal in the third edition remains the same as in the previous two editions––to offer a cost accounting text that lets the student see the development of cost accounting tools and techniques as a natural response to decision making. We emphasize the intuition behind concepts and work to minimize the need to “memorize.” We believe that students who develop this intuition will, first, develop an appreciation of what cost accounting is about and, second, will have an easier time understanding new developments that arise during their careers. Each chapter clearly establishes learning objectives, highlights numerous real-world examples, and identifies where ethical issues arise and how to think about these issues. Each chapter includes at least one integrative case that illustrates the links among the topics. We present the material from the perspective of both the preparer of information as well as those who will use the information. We do this so that both accounting majors and those students planning other careers will appreciate the issues in preparing and using the information. The opening vignettes now tie to one of the In Action features in the chapter to highlight the relevance of cost accounting to today’s business problems. As in the second edition, all chapters end with a Debrief that links the topics in the chapter to the decision problem faced by the manager in the opening vignette. The end-of-chapter material has increased by over 10 percent, and more than 50 percent of the material retained from the second edition has been revised. Throughout the revision process, we have retained the clear writing style that is frequently cited as a strength of the text.

Chapter 1 Cost Accounting: Information for Decision Making • Enhanced development of the role of the value chain in value creation. • Updated In Action items, including discussion of ethical issues. • New material on lean accounting. • New end-of-chapter material on the role of cost accounting in decision making. Chapter 2 Cost Concepts and Behavior • New In Action item discussing how the economic climate affects the decision about where to locate manufacturing sites. • Two new critical analysis assignments. • Five new exercises and problems. Chapter 3 Fundamentals of Cost-VolumeProfit Analysis • New In Action item illustrating CVP analysis in a service industry (airlines). • New Integrative Case. • Eight new exercises and problems. Chapter 4 Fundamentals of Cost Analysis for Decision Making • New In Action item on decision making in a small business. • Two new Integrative Cases. • Eight new questions, exercises, and problems in end-of-chapter material. Chapter 5 Cost Estimation • New In Action items involving text messaging and major league baseball. • Revised discussion of using Microsoft Excel to estimate regression (updated for Office 2007). • Revised questions, exercises, and problems in end-of-chapter material. Chapter 6 Fundamentals of Product and Service Costing • New Integrative Case. • New and updated questions, exercises, and problems in end-of-chapter practice material. Chapter 7 Job Costing • New In Action items on cost allocation and government contracts, including ethical implications. • New Integrative Case. • Eight new questions, exercises, and problems in end-of-chapter material.

x

Chapter 8 Process Costing • New In Action feature on equivalent units and fraud. • New Integrative Case. • Revisions of most exercises and problems. Chapter 9 Activity-Based Costing • Revised cost diagrams to provide consistent formatting. • New In Action item illustrating the cost hierarchy in a service (airline) example. • New Integrative Case. Chapter 10 Fundamentals of Cost Management • New In Action item on cost of customers based on social networking sites. • Six new exercises, problems, and cases in endof-chapter material. Chapter 11 Service Department and Joint Cost Allocation • New learning objective and discussion on using the reciprocal method for decision making. • New In Action feature on outsourcing information services. • Three new problems on decision making and cost allocations. Chapter 12 Fundamentals of Management Control Systems • New In Action item on compensation at AIG and Goldman Sachs. • New material motivating this overview chapter. • Three new questions, exercises, and problems.

Chapter 13 Planning and Budgeting • New In Action item illustrating using the budget to control cash flow. • Five new questions, exercises, and problems. Chapter 14 Business Unit Performance Measurement • Six new questions, exercises, and problems. Chapter 15 Transfer Pricing • Moved discussion of “Perfect Intermediate Markets with Quality Differences” to appendix to improve flow of material. • New In Action item based on Weyerhaeuser. • Five new questions, exercises, and problems. Chapter 16 Fundamentals of Variance Analysis • Six new questions, exercises, and problems. Chapter 17 Additional Topics in Variance Analysis • New introductory paragraph to link the example from Chapter 16 more clearly. • Six new questions, exercises, and problems. Chapter 18 Nonfinancial and Multiple Measures of Performance • New In Action feature on the profitability of loyal customers. • New discussion of productivity and measuring productivity. • Six new questions, exercises, and problems. Appendix Capital Investment Decisions: An Overview • Revised questions, exercises, and problems.

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Total Teaching Package for

Instructors
Use these McGraw-Hill digital assets and course management tools to enhance your classroom, online, or hybrid course.

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• Create and deliver assignments easily with selectable end-of-chapter questions and test bank items. • Streamline lesson planning, student progress reporting, and assignment grading to make classroom management more efficient than ever. • Go paperless with the eBook and online submission and grading of student assignments.

Less Managing. More Teaching. Greater Learning.
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McGraw-Hill Connect Accounting features
Connect Accounting offers a number of powerful tools and features to make managing assignments easier, so faculty can spend more time teaching. With Connect Accounting, students can engage with their coursework anytime and anywhere, making the learning process more accessible and efficient. Connect Accounting offers you the features described below. Simple assignment management. With Connect Accounting, creating assignments is easier than ever, so you can spend more time teaching and less time managing. The assignment management function enables you to: xii Smart grading. When it comes to studying, time is precious. Connect Accounting helps students learn more efficiently by providing feedback and practice material when they need it, where they need it. When it comes to teaching, your time also is precious. The grading function enables you to: • Have assignments scored automatically, giving students immediate feedback on their work and side-by-side comparisons with correct answers. • Access and review each response; manually change grades or leave comments for students to review. • Reinforce classroom concepts with practice tests and instant quizzes. Instructor library. The Connect Accounting Instructor Library is your repository for additional resources to improve student engagement in and out of class. You can select and use any asset that enhances your lecture. The Connect Accounting Instructor Library includes:

• PowerPoint presentations • Accounting videos • Instructor’s Manual Student study center. The Connect Accounting Student Study Center is the place for students to access additional resources. The Student Study Center: • Offers students quick access to lectures, practice materials, an eBook, and more. • Provides instant practice material and study questions, easily accessible on the go. • Gives students immediate feedback on their work. Student progress tracking. Connect Accounting keeps instructors informed about how each student, section, and class is performing, allowing for more productive use of lecture and office hours. The progress-tracking function enables you to: • View scored work immediately and track individual or group performance with assignment and grade reports. • Access an instant view of student or class performance relative to learning objectives. • Collect data and generate reports required by many accreditation organizations, such as AACSB and AICPA.

• A powerful search function to pinpoint and connect key concepts in a snap. In short, Connect Accounting offers you and your students powerful tools and features that will optimize your time and energies, enabling you to focus on course content, teaching, and student learning. Connect Accounting also offers a wealth of content resources for both instructors and students. This state-of-theart, thoroughly tested system supports you in preparing students for the world that awaits. For more information about Connect, go to www.mcgrawhillconnect.com, or contact your local McGraw-Hill sales representative.

Tegrity Campus: Lectures 24/7
Tegrity Campus is a service that makes class time available 24/7 by automatically capturing every lecture in a searchable format for students to review when they study and complete assignments. With a simple one-click start-andstop process, you capture all computer screens and corresponding audio. Students can replay any part of any class with easy-to-use browser-based viewing on a PC or Mac. Educators know that the more students can see, hear, and experience class resources, the better they learn. In fact, studies prove it. With Tegrity Campus, students quickly recall key moments by using Tegrity Campus’s unique search feature. This search helps students efficiently find what they need, when they need it, across an entire semester of class recordings. Help turn all your students’ study time into learning moments immediately supported by your lecture. To learn more about Tegrity watch a 2-minute Flash demo at http://tegritycampus.mhhe.com.

Assurance of Learning Ready
Many educational institutions today are focused on the notion of assurance of learning, an important element of some accreditation standards. Fundamentals of Cost Accounting is designed specifically to support your assurance of learning initiatives with a simple, yet powerful solution. Each test bank question for Fundamentals of Cost Accounting maps to a specific chapter learning outcome/objective listed in the text. You can use our test bank software, EZ Test and EZ Test Online, or in Connect Accounting, to easily query for learning outcomes/objectives that directly relate to the learning objectives for your course. You can then use the reporting features of EZ Test to aggregate student results in a similar fashion, making the collection and presentation of assurance of learning data simple and easy.

McGraw-Hill Connect Plus Accounting. McGraw-Hill reinvents the textbook learning experience for the modern student with Connect Plus Accounting. A seamless integration of an eBook and Connect Accounting, Connect Plus Accounting provides all of the Connect Accounting features plus the following: • An integrated eBook, allowing for anytime, anywhere access to the textbook. • Dynamic links between the problems or questions you assign to your students and the location in the eBook where that problem or question is covered.

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AACSB Statement
The McGraw-Hill Companies is a proud corporate member of AACSB International. Understanding the importance and value of AACSB accreditation, Fundamentals of Cost Accounting, 3e, recognizes the curricula guidelines detailed in the AACSB standards for business accreditation by connecting selected questions in the text and test bank to the six general knowledge and skill guidelines in the AACSB standards. The statements contained in Fundamentals of Cost Accounting, 3e, are provided only as a guide for the users of this textbook. The AACSB leaves content coverage and assessment within the purview of individual schools, the mission of the school, and the faculty. While Fundamentals of Cost Accounting, 3e, and the teaching package make no claim of any specific AACSB qualification or evaluation, we have within Fundamentals of Cost Accounting, 3e, labeled selected questions according to the six general knowledge and skills areas.

Resource Center stores your essential course materials to save you prep time before class. The Instructor’s Manual, Solutions, PowerPoint Slides, and sample syllabi are now just a couple of clicks away.

Instructor’s Resource CD-ROM:
ISBN-13: 978-007-726921-0 ISBN-10: 007-726921-7

Instructor’s Resource Manual
Prepared by Chiaho Chang, Montclair State University Each chapter and appendix includes: • Chapter Learning Objectives • Chapter Outline • Comments and observations concerning the chapter content, methods of presentation, and usefulness of specific assignment material • Many real-world examples not found in the text, including Internet assignments, sample assignment schedules, and suggestions for using each element of the supplement package Available on the Instructor CD-ROM and the password-protected side of the Online Learning Center.

Test Bank
Prepared by Jay Holmen, University of Wisconsin– Eau Claire With an abundance of objective questions and short exercises, this is a valuable resource for instructors who prepare their own quizzes and examinations. Available on the Instructor’s Resource CD-ROM and the password-protected side of the Online Learning Center.

Solutions Manual
Prepared by William Lanen, University of Michigan Solutions to all Discussion Questions, Exercises, Problems, Cases, and Comprehensive Problems. Available on the Instructor’s Resource CD-ROM and the password-protected Instructor side of the Online Learning Center.

Online Learning Center (OLC) www.mhhe.com/lanen3e
We offer an Online Learning Center (OLC) that follows Fundamentals of Cost Accounting chapter by chapter. It doesn’t require any building or maintenance on your part. It’s ready to go the moment you and your students type in the URL. As your students study, they can refer to the OLC Web site for such study resources as: • Self-grading quizzes • iPod downloadable content • PowerPoint presentations • Videos

Excel Spreadsheet Templates
This resource includes solutions to mhhe.com/lanen3e spreadsheet problems found in the text end-of-chapter material. Available on the password-protected Instructor side of the Online Learning Center.

PowerPoint Presentations
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Online Learning Center Instructor Site (www.mhhe.com/lanen3e)
Password-protected instructor supplements are available online. A secured Instructor

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Total Study Package for

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Separate from the instructor PowerPoint slides, this short and manageable supplement focuses on the most important topics in the chapter and is perfect as a refresher for right before a big test or as a reference during homework or study time. The student PowerPoint deck is available on the Online Learning Center.

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In your car, at your job, wherever you are: listen or watch chapter-by-chapter MP3 (audio) and MP4 (video) material (depends on device). Synced to the textbook, wherever you see the iPod icon, you have downloadable related study material from the Web.

Quick Reference to Codes and Icons

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Service icons highlight nonmanufacturing examples. Ethics icons illustrate items that ask students to think about the ethical ramifications of a business decision.

Lecture presentations, quizzes, and topical videos available for download to your iPod, Zune, or MP3.

Go to www.mhhe.com/lanen3e. Excel templates allow students to practice accounting like real professionals.

Writing icons designate end-of-chapter problem material that has a writing component. xv Acknowledgments
A special thank you to the following individuals who helped develop and critique the ancillary package: Chiaho Chang, Montclair State University; Jeannie Folk, College of DuPage; Jay Holmen, University of Wisconsin– Eau Claire; Olga Quintana, University of Miami– Coral Gables; Quent Below, Roane State Community College; Beth Woods, Accuracy Counts. We are grateful for the outstanding support of McGraw-Hill/Irwin. In particular, we would like to thank Stewart Mattson, Editorial Director; Tim Vertovec, Publisher; Emily Hatteberg, Developmental Editor; Kathleen Klehr, Marketing Manager; Susanne Riedell, Senior Project Manager; JoAnne Schopler, Designer; Debra Sylvester, Senior Production Supervisor; Allison Souter, Senior Media Project Manager, and Jeremy Cheshareck, Senior Photo Research Coordinator. We also want to recognize the valuable input of all those dedicated instructors who helped guide our editorial and pedagogical decisions:

Editorial Board, Third Edition Vidya Awasthi, Seattle University Molly Brown, James Madison University Gia Chevis, Baylor University Michele Chwastiak, University of New Mexico Darlene Coarts, University of Northern Iowa Janice Cobb, Texas Christian University Cheryl Corke, Genesee Community College Steven Daulton, Piedmont Technical College Joe Dowd, Eastern Washington University Rafik Elias, California State University, Los Angeles Sheri Erickson, Minnesota State University Moorhead Michael Flores, Wichita State University Patrick Flynn, Baldwin-Wallace College Bob Hartman, University of Iowa Daniel Hinchliffe, University of North Carolina– Asheville Jay Holmen, University of Wisconsin–Eau Claire Bob Holtfreter, Central Washington University xvi Curtis Howell, Georgia Southwestern State University Norma Hunting, Chabot College Fred Jacobs, Michigan State University Douglas Johnson, Southeast Community College Larry Killough, Virginia Polytechnic Institute Leslie Kren, University of Wisconsin–Milwaukee Edward Lance Monsour, California State University, Los Angeles Cheryl Mckay, Monroe County Community College Pam Meyer, University of Louisiana at Lafayette Lorie Milam, University of Northern Colorado Daniel O’Brien, North Central Technical College Michael Petersen, Arizona State University Mina Pizzini, Southern Methodist University Shirley Polejewski, University of Saint Thomas Paul Sheldon Foote, California State University, Fullerton Lynn Suberly, University of South Alabama Kim Tan, California State University, Stanislaus Benson Wier, Virginia Commonwealth University David Wiest, Merrimack College Christine Wilkinson, Iowa State University Wallace Wood, University of Cincinnati Nan Zhou, State University of New York

D. Douglas Clinton, Northern Illinois University Carlos Colon, Valencia Community College Joan Cook, Milwaukee Area Tech College Sue Cullers, Tarleton State University Alan Czyzewski, Indiana State University Lee Daugherty, Lorain County Community College Fara Elikai, University of North Carolina– Wilmington Terry Elliott, Morehead State University Robert Elmore, Tennessee Tech University Timothy Farmer, University of Missouri–St. Louis Michael Fedoryshyn, St. John Fisher College Jerry Ferry, University of North Alabama Benjamin Foster, University of Louisville Kenneth Fowler, Santa Clara University John Garlick, Fayetteville State University Lisa Gillespie, Loyola University, Chicago Lorraine Glasscock, University of North Alabama Sylwia Gornik-Tomaszewski, St. John’s University Marina Grau, Houston Community College Mary Green, University of Virginia Ralph Greenberg, Temple University Robert Gruber, University of Wisconsin– Whitewater Aundrea Kay Guess, St. Edward’s University Sanjay Gupta, Valdosta State University Michael R. Hammond, Missouri State University Betty Harper, Middle Tennessee State University Jeannie Harrington, Middle Tennessee State University Geoffrey Heriot, Greenville Technical College Aleecia Hibbets, University of Louisiana–Monroe Jonathan Hidalgo, Montclair University Jay Holmen, University of Wisconsin–Eau Claire Bob Holtfreter, Central Washington University Bikki Jaggi, Rutgers University Agatha Jeffers, Montclair State University Thomas Kam, Hawaii Pacific University Larry Killough, Virginia Polytechnic University Mehmet Kocakulah, University of Southern Indiana Thomas Krissek, Northeastern Illinois University Daniel Law, Gonzaga University Minwoo Lee, Western Kentucky University Joan Luft, Michigan State University Janet Mabon, University of Oregon xvii Editorial Board, Second Edition Gary Adna Ames, Brigham Young University–Idaho Nas Ahadiat, California State Polytechnic University, Pomona Sepeedeh Ahadiat, California State Polytechnic University, Pomona Michael Alles, Rutgers University Felix Amenkhienan, Radford University Kashi Balachandran, New York University Daniel Bayak, Northampton Community College Joseph Berry, Campbell University Charles Betts, Delaware Technical and Community College Michael Blackett, National American University Marvin Bouillon, Iowa State University Michelle Cannon, Ivy Tech Community College Roberta Cable, Pace University Chiaho Chang, Montclair State University Bea Chiang, The College of New Jersey

Suneel Maheshwari, Marshall University Linda Mallory, Central Virginia Community College Mark Martinelli, De Anza College Maureen Mascha, Marquette University Raj Mashruwala, Washington University, St. Louis Michele Matherly, University of North Carolina at Charlotte Barbara Mcelroy, Susquehanna University Gloria McVay, Winona State University Pam Meyer, University of Louisiana–Lafayette David Morris, North Georgia College Ann Murphy, Metropolitan State College of Denver Rosemary Nurre, College of San Mateo Carolyn Ogden, University of Massachusetts, Boston Tamara Phelan, Northern Illinois University Cynthia Phipps, Lake Land College Jo Ann Pinto, Montclair State University Paul Polinski, Case Western Reserve University Judy Ramage, Christian Brothers University Roy Regel, University of Montana–Missoula David Remmele, University of Wisconsin– Whitewater Gerald Rosson, Lynchburg College David Satava, University of Houston Kathy Sauer, Aakers Business College Richard Sauoma, University of California, Los Angeles Margaret Shackell-Dowell, University of Notre Dame Karen Shastri, University of Pittsburgh Donald Simmons, Frostburg State University Kenneth Sinclair, Lehigh University James Smith, Saint Cloud State University Toni Smith, University of New Hampshire Carol Springer, Georgia State University Scott Steinkamp, College of Lake County Dennis Stovall, Grand Valley University Ronald Stunda, Birmingham-Southern College Norman Sunderman, Angelo State University Kim Tan, California State University–Stanislaus James Thompson, Oklahoma City University Robin Turner, Rowan-Cabarrus Community College Michael Tyler, Barry University Karen Varnell, Tarleton State University Stephen Wehner, Columbia College Randi Whitney, University of Oregon xviii Michael Wilson, Metropolitan State University Priscilla Wisner, Montana State University Raymond Zingsheim, Moraine Park Technical University Editorial Board, First Edition Rowland Atiase, University of Texas at Austin Timothy B. Biggart, University of North Carolina Rodger Brannan, University of Minnesota at Duluth Wayne Bremser, Villanova University Chiaho Chang, Montclair State University Kerry Colton, Aims Community College William Cready, Louisiana State University Patricia Derrick, George Washington University Robert Elmore, Tennessee Tech University John Giles, North Carolina State University Penelope Sue Greenberg, Widener University Jeannie Harrington, Middle Tennessee State University Michael Haselkorn, Bentley College Daniel A. Hinchliffe, Florida Atlantic University M. Zafar Iqbal, Cal State Poly University–Pomona Richard Kelsey, NOVA Southeastern University Larry N. Killough, Virginia Tech Larissa Kyj, Rowan University Randall E. LaSalle, West Chester University of Pennsylvania P. Michael McLain, Hampton University Kathleen Metcalf, Muscatine Community College Karen Nunez, North Carolina State University Marge O’Reilly-Allen, Rider University Tamara Phelan, Northern Illinois University Jeanette Ramos-Alexander, New Jersey City University Anwar Salimi, Cal State Poly University–Pomona Kathleen Sevigny, Bridgewater State College Kenneth Sinclair, Lehigh University Ola Smith, Western Michigan University Cynthia Sneed, Jacksonville State University Swaminathan Sridaran, Northwestern University Verlindsey Stewart, J.F. Drake State Technical College Kim Tan, California State University– Stanislaus Debra Warren, Chadron State College Thomas Zeller, Loyola University at Chicago

Brief Contents
Introduction and Overview

One Two

Cost Accounting: Information for Decision Making Cost Concepts and Behavior 36

2

Cost Analysis and Estimation

Three Four Five

Fundamentals of Cost-Volume-Profit Analysis Cost Estimation 154

80 110

Fundamentals of Cost Analysis for Decision Making

Cost Management Systems

Six Seven Eight Nine Ten Eleven

Fundamentals of Product and Service Costing Job Costing 226 Process Costing 268 310 354 Activity-Based Costing

198

Fundamentals of Cost Management

Service Department and Joint Cost Allocation

392

Management Control Systems

Twelve Thirteen Fourteen Fifteen Sixteen Seventeen Eighteen Appendix

Fundamentals of Management Control Systems Planning and Budgeting Transfer Pricing 548 582 626 472 514 Business Unit Performance Measurement Fundamentals of Variance Analysis

438

Additional Topics in Variance Analysis

Nonfinancial and Multiple Measures of Performance Capital Investment Decisions: An Overview
Glossary G-1 Photo Credits C-1 Index I

658

A-1

xix

Contents
1 Cost Accounting: Information for Decision Making 2 In Action: The Importance of Understanding Costs 3 Value Creation in Organizations 3 Why Start with Value Creation? 3 Value Chain 4 Supply Chain and Distribution Chain 5 In Action: Focus on the Supply Chain 5 Using Cost Information to Increase Value Accounting and the Value Chain 6 Accounting Systems 6 Financial Accounting 6 Cost Accounting 6 Cost Accounting, GAAP, and IFRS Customers of Cost Accounting 7 Trends in Cost Accounting throughout the Value Chain 14 Cost Accounting in Research and Development (R&D) 14 Cost Accounting in Design 14 Cost Accounting in Purchasing 15 Cost Accounting in Production 15 Cost Accounting in Marketing 15 Cost Accounting in Distribution 16 Cost Accounting in Customer Service 16 Enterprise Resource Planning 16 Creating Value in the Organization 16 Key Financial Players in the Organization 17 Choices: Ethical Issues for Accountants 18 What Makes Ethics So Important? 18 Ethics 19 Sarbanes-Oxley Act of 2002 and Ethics 19 In Action: Options Backdating at Apple 20 Cost Accounting and Other Business Disciplines 21 The Debrief 21
Summary 22 Key Terms 22 Appendix: Institute of Management Accountants Code of Ethics 22 Review Questions 24 Critical Analysis and Discussion Questions 25 Exercises 25 Problems 27 Integrative Cases 33 Solutions to Self-Study Questions 34

5

7

Our Framework for Assessing Cost Accounting Systems 8 The Manager’s Job Is to Make Decisions 8 Decision Making Requires Information 8 Finding and Eliminating Activities That Don’t Add Value 9 Identifying Strategic Opportunities Using Cost Analysis 9 Owners Use Cost Information to Evaluate Managers 9 Cost Data for Managerial Decisions 10 Costs for Decision Making 10 In Action: Fast-Food Chain Menu Items and Costs 11 Costs for Control and Evaluation xx 2 Cost Concepts and Behavior 36

11 13

Different Data for Different Decisions

In Action: Higher Transportation Costs Lead Company to Move Manufacturing Back to the United States 37

Contents

xxi

What Is a Cost? 38 Cost versus Expenses

38

Problems 70 Solutions to Self-Study Questions

78

Presentation of Costs in Financial Statements 39 In Action: A New Manufacturing Mantra 40 Service Organizations 40 Retail and Wholesale Companies 41 Manufacturing Companies 42 Direct and Indirect Manufacturing (Product) Costs 42 Prime Costs and Conversion Costs 43 Nonmanufacturing (Period) Costs 43 In Action: Indirect Costs in Banking 44 Cost Allocation 45 Direct versus Indirect Costs 46

3 Fundamentals of Cost-Volume-Profit Analysis 80 Cost-Volume-Profit Analysis 81 In Action: Cost-Volume-Profit Analysis and Airline Pricing 81 Profit Equation 82 CVP Example 83 Graphic Presentation 86 Profit-Volume Model 87 Use of CVP to Analyze the Effect of Different Cost Structures 88 In Action: Effect of Cost Structure on Operating and Investing Decisions 89 Margin of Safety 89 CVP Analysis with Spreadsheets 90

Details of Manufacturing Cost Flows 46 How Costs Flow through the Statements 47 Income Statements 47 Cost of Goods Manufactured and Sold 48 Direct Materials 48 Work in Process 48 Finished Goods Inventory 49 Cost of Goods Manufactured and Sold Statement 49 An Interim Debrief 50 Cost Behavior 51 Fixed versus Variable Costs 51

Extensions of the CVP Model 91 Income Taxes 91 Multiproduct CVP Analysis 91 Alternative Cost Structures 93 Assumptions and Limitations of CVP Analysis The Debrief 94
Summary 94 Key Terms 95 Review Questions 95 Critical Analysis and Discussion Questions Exercises 96 Problems 101 Integrative Case 107 Solutions to Self-Study Questions 109

93

Components of Product Costs 53 Unit Fixed Costs Can Be Misleading for Decision Making 53 How to Make Cost Information More Useful for Managers 57 Gross Margin versus Contribution Margin Income Statements 58 Developing Financial Statements for Decision Making 58 The Debrief 60
Summary 60 Key Terms 61 Review Questions 61 Critical Analysis and Discussion Questions 62 Exercises 62

96

4 Fundamentals of Cost Analysis for Decision Making 110 In Action: Cost Analysis and the Choice of Office Space for a Small Business 111 Differential Analysis 112 Differential Costs versus Total Costs 112 Differential Analysis and Pricing Decisions

113

xxii

Contents

Short-Run versus Long-Run Pricing Decisions 113 Short-Run Pricing Decisions: Special Orders 114 Long-Run Pricing Decisions 116 Long-Run versus Short-Run Pricing: Is There a Difference? 116 Cost Analysis for Pricing 116 In Action: Take-Back Laws in Europe 117 Legal Issues Relating to Costs and Sales Prices 118 Predatory Pricing 118 Dumping 118 Price Discrimination 119 Peak-Load Pricing 119 Price Fixing 120 Use of Differential Analysis for Production Decisions 120 Make-It or Buy-It Decisions 120 Make-or-Buy Decisions Involving Differential Fixed Costs 120 Opportunity Costs of Making 124 Decision to Add or Drop a Product Line or Close a Business Unit 125 Product Choice Decisions 127 The Theory of Constraints The Debrief 132 130

What Methods Are Used to Estimate Cost Behavior? 156 Engineering Method 156 Account Analysis Method 157 Statistical Cost Estimation 159 In Action: Using Statistical Analysis to Improve Profitability 165 Multiple Regression 165 Practical Implementation Problems 166 Learning Phenomenon 168 In Action: Learning Curves 168 Applications 169 How Is an Estimation Method Chosen? 171 Data Problems 171 Effect of Different Methods on Cost Estimates 172 The Debrief 173
Summary 174 Key Terms 175 Appendix A: Regression Analysis Using Microsoft Excel ® Appendix B: Learning Curves 180 Review Questions 181 Critical Analysis and Discussion Questions 182 Exercises 183 Problems 188 Integrative Case 196 Solutions to Self-Study Questions 197

175

6 Fundamentals of Product and Service Costing 198
134

Summary 133 Key Terms 133 Review Questions 133 Critical Analysis and Discussion Questions Exercises 135 Problems 140 Integrative Cases 150 Solutions to Self-Study Questions 152

5 Cost Estimation 154 155

Cost Management Systems 199 Reasons to Calculate Product or Service Costs 199 In Action: Importance of Distinguishing between Production Costs and Overhead Costs 200 Cost Allocation and Product Costing 200 Cost Flow Diagram 201 Fundamental Themes Underlying the Design of Cost Systems for Managerial Purposes 201 Costing in a Single Product, Continuous Process Industry 202 Basic Cost Flow Model 202

Why Estimate Costs?

Basic Cost Behavior Patterns 155 In Action: The Variable Cost of a Text Message 156

Contents

xxiii

Costing with No Work-in-Process Inventories Costing with Ending Work-in-Process Inventories 203

202

Using Job Costing in Service Organizations Ethical Issues and Job Costing 241 Misstating Stage of Completion 242 Charging Costs to the Wrong Jobs 242 In Action: Cost Allocation and Government Contracts 242 Misrepresenting the Cost of Jobs 242 Managing Projects 244 The Debrief 244
Summary 245 Key Terms 246 Review Questions 246 Critical Analysis and Discussion Questions Exercises 247 Problems 252 Integrative Case 265 Solutions to Self-Study Questions 266

239

Costing in a Multiple Product, Discrete Process Industry 204 Predetermined Overhead Rates 206 Product Costing of Multiple Products 207 Choice of the Allocation Base for Predetermined Overhead Rate 207 Choosing among Possible Allocation Bases 208 Multiple Allocation Bases and Two-Stage Systems 209 Choice of Allocation Bases 210 Different Companies, Different Production and Costing Systems 211 Operations Costing: An Illustration 212 The Debrief 214
Summary 214 Key Terms 215 Review Questions 215 Critical Analysis and Discussion Questions 215 Exercises 216 Problems 220 Integrative Case 222 Solutions to Self-Study Questions 223

246

8 Process Costing 268 270

Determining Equivalent Units

7 Job Costing Defining a Job 226 227 228

Using Accounting Records in a Job Shop

Computing the Cost of a Job 228 Production Process at InShape 228 Records of Costs at InShape 228 How Manufacturing Overhead Costs Are Recorded at InShape 232 The Job Cost Sheet 234 Over- and Underapplied Overhead 234 An Alternative Method of Recording and Applying Manufacturing Overhead 236 Multiple Allocation Bases: The Two-Stage Approach 239 Summary of Steps in a Job Costing System 239

Using Product Costing in a Process Industry 271 Step 1: Measure the Physical Flow of Resources 271 Step 2: Compute the Equivalent Units of Production 271 In Action: Overstating Equivalent Units to Commit Fraud 272 Step 3: Identify the Product Costs for Which to Account 273 Time Out! We Need to Make an Assumption about Costs and the Work-in-Process Inventory 273 Step 4: Compute the Costs per Equivalent Unit: Weighted Average 274 Step 5: Assign Product Cost to Batches of Work: Weighted-Average Process Costing 275 Reporting This Information to Managers: The Production Cost Report 275 Sections 1 and 2: Managing the Physical Flow of Units 277 Sections 3, 4, and 5: Managing Costs 277

xxiv

Contents

Assigning Costs Using First-In, First-Out (FIFO) Process Costing 277 Step 1: Measure the Physical Flow of Resources 278 Step 2: Compute the Equivalent Units of Production 278 Step 3: Identify the Product Costs for Which to Account 280 Step 4: Compute the Costs per Equivalent Unit: FIFO 280 Step 5: Assign Product Cost: FIFO 281 How This Looks in T-Accounts 281 Determining Which Is Better: FIFO or Weighted Average? 282 Computing Product Costs: Summary of the Steps 282 Using Costs Transferred in from Prior Departments 282 Who Is Responsible for Costs Transferred in from Prior Departments? 284 Choosing between Job and Process Costing Operation Costing 286 Product Costing in Operations 287 Operation Costing Illustration 287 Comparing Job, Process, and Operation Costing 290 The Debrief 290
Summary 291 Key Terms 291 Review Questions 292 Critical Analysis and Discussion Questions Exercises 293 Problems 298 Integrative Cases 305 Solutions to Self-Study Questions 307

Two-Stage Cost Allocation 314 Two-Stage Cost Allocation and the Choice of Cost Drivers 315 Plantwide versus Department-Specific Rates 317 Choice of Cost Allocation Methods: A Cost-Benefit Decision 318 Activity-Based Costing 319 In Action: Activity-Based Costing in a Not-for-Profit 320 Developing Activity-Based Costs 320 Cost Hierarchies 322 In Action: The ABC Cost Hierarchy—Maintenance Costs for an Airline 323 Activity-Based Costing Illustrated 323 Step 1: Identify the Activities 323 Step 2: Identify the Cost Drivers 324 Step 3: Compute the Cost Driver Rates 324 Step 4: Assign Costs Using Activity-Based Costing 324 Unit Costs Compared 325 Cost Flows through Accounts 326

286

Choice of Activity Bases in Modern Production Settings 328 In Action: Evidence on the Benefits of ActivityBased Costing 329 Activity-Based Costing in Administration Who Uses ABC? 330 The Debrief 331
Summary 331 Key Terms 332 Review Questions 332 Critical Analysis and Discussion Questions Exercises 333 Problems 340 Integrative Cases 347 Solutions to Self-Study Questions 352

292

329

9 Activity-Based Costing 310

Reported Product Costs and Decision Making 311 Dropping a Product 311 The Death Spiral 313

332

Contents

xxv

10 Fundamentals of Cost Management 354

Integrative Cases 389 Solutions to Self-Study Questions

390

Using Activity-Based Cost Management to Add Value 355 Using Activity-Based Cost Information to Improve Processes 357 Using Cost Hierarchies 358 Managing the Cost of Customers and Suppliers 358 In Action: Customer Profitability—Revenue and Cost Effects 359 Using Activity-Based Costing to Determine the Cost of Customers and Suppliers 360 Determining Why the Cost of Customers Matters 362 Using Cost of Customer Information to Manage Costs 362 In Action: Analyzing Customer Profitability at Best Buy 363 Determining the Cost of Suppliers Capturing the Cost Savings 364 363

11 Service Department and Joint Cost Allocation 392 Service Department Cost Allocation 393 In Action: Outsourcing Information Services— Managed Service Providers 394 Methods of Allocating Service Department Costs 395 Allocation Bases 395 Direct Method 396 Step Method 399 In Action: Step Method at Stanford University 402 Reciprocal Method 402 Comparison of Direct, Step, and Reciprocal Methods 404 The Reciprocal Method and Decision Making 406 Allocation of Joint Costs 408 Joint Costing Defined 408 Reasons for Allocating Joint Costs

Managing the Cost of Capacity 365 Using and Supplying Resources 365 Computing the Cost of Unused Capacity 367 Assigning the Cost of Unused Capacity 368 Seasonal Demand and the Cost of Unused Capacity 369 Managing the Cost of Quality 371 How Can We Limit Conflict between Traditional Managerial Accounting Systems and Total Quality Management? 371 What Is Quality? 372 What Is the Cost of Quality? 372 Trade-Offs, Quality Control, and Failure Costs 374 In Action: Cost Elements Included in Reported Quality Costs 375 The Debrief 376
Summary 376 Key Terms 377 Review Questions 377 Critical Analysis and Discussion Questions 377 Exercises 378 Problems 384

408

Joint Cost Allocation Methods 409 Net Realizable Value Method 409 Physical Quantities Method 412 Evaluation of Joint Cost Methods 412 Deciding Whether to Sell Goods Now or Process Them Further 413 In Action: Different Demands for Different Parts 414 Deciding What to Do with By-Products The Debrief 415 414

Summary 416 Key Terms 417 Appendix: Calculation of the Reciprocal Method Using Computer Spreadsheets 417 Review Questions 419 Critical Analysis and Discussion Questions 419 Exercises 420 Problems 425 Integrative Case 433 Solutions to Self-Study Questions 435

xxvi

Contents

12 Fundamentals of Management Control Systems 438 Why a Management Control System? 439 Alignment of Managerial and Organizational Interests 440 Evolution of the Control Problem: An Example 440 Decentralized Organizations 440 Why Decentralize the Organization? 441 Advantages of Decentralization 441 Disadvantages of Decentralization 442 Framework for Evaluating Management Control Systems 442 Organizational Environment and Strategy 443 Results of the Management Control System 443 Elements of a Management Control System 443 Balancing the Elements 444 Delegated Decision Authority: Responsibility Accounting 444 Cost Centers 445 Discretionary Cost Centers 445 Revenue Centers 446 Profit Centers 446 Investment Centers 446 Responsibility Centers and Organization Structure 446 Measuring Performance 446 Two Basic Questions 447 In Action: Teacher Pay and Student Performance 447 Cost Centers 448 Revenue Centers 448 Profit Centers 448 Investment Centers 449 Evaluating Performance 449 Relative Performance versus Absolute Performance Standards 449 Evaluating Managers’ Performance versus Economic Performance of the Responsibility Center 449

Relative Performance Evaluations in Organizations 450 Compensation Systems 450 In Action: Compensation and Performance—AIG and Goldman Sachs 451 In Action: Beware of the “Kink” 452 Illustration: Corporate Cost Allocation 452 Incentive Problems with Allocated Costs 453 Effective Corporate Cost Allocation System 453 Do Performance Evaluation Systems Create Incentives to Commit Fraud? 454 Internal Controls to Protect Assets and Provide Quality Information 455 Internal Auditing 456 The Debrief 457
Summary 457 Key Terms 458 Review Questions 458 Critical Analysis and Discussion Questions Exercises 459 Problems 462 Integrative Cases 466 Solutions to Self-Study Questions 470

458

13 Planning and Budgeting 472

How Strategic Planning Increases Competitiveness 473 In Action: Using the Budget to Help Manage Cash Flow 474 Overall Plan 474 Organization Goals 474 Strategic Long-Range Profit Plan 475 Master Budget (Tactical Short-Range Profit Plan): Tying the Strategic Plan to the Operating Plan 475 Human Element in Budgeting 476 Value of Employee Participation 476 Developing the Master Budget 477

Contents

xxvii

Where to Start? 477 Sales Forecasting 477 Comprehensive Illustration 479 Forecasting Production 479 Forecasting Production Costs 480 Direct Labor 482 Overhead 482 Completing the Budgeted Cost of Goods Sold 482 Revising the Initial Budget 484 Marketing and Administrative Budget Pulling It Together into the Income Statement 486 Key Relationships: The Sales Cycle 487 484

14 Business Unit Performance Measurement 514 Divisional Performance Measurement 515 In Action: What Determines Whether Firms Use Divisional Measures for Measuring Divisional Performance? 515 Accounting Income 516 Computing Divisional Income 516 Advantages and Disadvantages of Divisional Income 517 Some Simple Financial Ratios 517 Return on Investment 518 Performance Measures for Control: A Short Detour 519 Limitations of ROI 519 Residual Income Measures 522 Limitations of Residual Income 523 Economic Value Added (EVA) 524 In Action: EVA at Best Buy 525 Limitations of EVA 526 In Action: Does Using Residual Income as a Performance Measure Affect Managers’ Decisions? 526 Divisional Performance Measurement: A Summary 527 493 Measuring the Investment Base 527 Gross Book Value versus Net Book Value 527 Historical Cost versus Current Cost 527 Beginning, Ending, or Average Balance 528 Other Issues in Divisional Performance Measurement 530 The Debrief 530
Summary 531 Key Terms 531 Review Questions 531 Critical Analysis and Discussion Questions Exercises 532 Problems 535 Integrative Cases 540 Solutions to Self-Study Questions 545

Using Cash Flow Budgets to Estimate Cash Needs 487 Multiperiod Cash Flows 488 In Action: The “Curse” of Growth 490 Planning for the Assets and Liabilities on the Budgeted Balance Sheets 490 Big Picture: How It All Fits Together Budgeting in Retail and Wholesale Organizations 492 Budgeting in Service Organizations In Action: Budget Is the Law in Government 493 Ethical Problems in Budgeting Budgeting under Uncertainty The Debrief 495 494 494 490

Summary 496 Key Terms 496 Review Questions 497 Critical Analysis and Discussion Questions 497 Exercises 497 Problems 503 Integrative Case 509 Solutions to Self-Study Questions 510

531

xxviii

Contents

15 Transfer Pricing 548

What Is Transfer Pricing and Why Is It Important? 549 In Action: Transfer Pricing at Weyerhaeuser 550 Determining the Optimal Transfer Price 551 The Setting 551 Determining Whether a Transfer Price Is Optimal 552 Case 1: A Perfect Intermediate Market for Wood 552 In Action: Transfer Pricing in State-Owned Enterprises 553 Case 2: No Intermediate Market 553 Optimal Transfer Price: A General Principle Other Market Conditions 557 Applying the General Principle 557 556

Appendix: Case 1a: Perfect Intermediate Markets—Quality Differences 567 Review Questions 569 Critical Analysis and Discussion Questions 569 Exercises 569 Problems 572 Integrative Cases 578 Solutions to Self-Study Questions 580

16 Fundamentals of Variance Analysis 582 583

Using Budgets for Performance Evaluation

Profit Variance 584 In Action: When a Favorable Variance Might Not Mean “Good” News 584 Why Are Actual and Budgeted Results Different? 585 Flexible Budgeting 586 587

How to Help Managers Achieve Their Goals While Achieving the Organization’s Goals 558 Top-Management Intervention in Transfer Pricing 558 Centrally Established Transfer Price Policies 559 Establishing a Market Price Policy 559 Establishing a Cost-Basis Policy 560 Alternative Cost Measures 560 Remedying Motivational Problems of Transfer Pricing Policies 561 Negotiating the Transfer Price Imperfect Markets Global Practices 562 562

Comparing Budgets and Results Sales Activity Variance 587

Profit Variance Analysis as a Key Tool for Managers 588 Sales Price Variance 590 Variable Production Cost Variances 590 Fixed Production Cost Variance 590 Marketing and Administrative Variances 590 Performance Measurement and Control in a Cost Center 590 Variable Production Costs 591 Variable Cost Variance Analysis 592 General Model 592 Direct Materials 593 Direct Labor 596 Variable Production Overhead 597 Variable Cost Variances Summarized in Graphic Form 598 Fixed Cost Variances 599 Fixed Cost Variances with Variable Costing 600 Absorption Costing: The Production Volume Variance 600

563

Multinational Transfer Pricing 563 In Action: Management Control and Tax Considerations in Transfer Pricing Segment Reporting 565 The Debrief 566
Summary 566 Key Terms 567

565

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xxix

Summary of Overhead Variances 602 Key Points 603 In Action: Does Standard Costing Lead to Waste? 603 The Debrief 603
Summary 604 Key Terms 605 Appendix: Recording Costs in a Standard Cost System Review Questions 608 Critical Analysis and Discussion Questions 608 Exercises 609 Problems 615 Integrative Case 621 Solutions to Self-Study Questions 624

When to Investigate Variances 641 Updating Standards 642 The Debrief 642
Summary 643 Key Terms 643 Review Questions 643 Critical Analysis and Discussion Questions Exercises 644 Problems 648 Integrative Case 653 Solutions to Self-Study Questions 655

644

605

18 Nonfinancial and Multiple Measures of Performance 658 626 Beyond the Accounting Numbers 659

17 Additional Topics in Variance Analysis

Profit Variance Analysis When Units Produced Do Not Equal Units Sold 627 In Action: Financial Analysis and Variance Analysis 629 Reconciling Variable Costing Budgets and Full Absorption Income Statements 629 Materials Purchases Do Not Equal Materials Used 630 Market Share Variance and Industry Volume Variance 632 Sales Activity Variances with Multiple Products 634 Evaluating Product Mix 634 Evaluating Sales Mix and Sales Quantity 634 In Action: Sales Mix and Financial Reporting 636 Production Mix and Yield Variances 636 Mix and Yield Variances in Manufacturing

Organizational Environment and Business Strategy 660 Responsibilities According to Level of Organization 660 Business Model 661

Multiple Measures or a Single Measure of Performance? 662 Balanced Scorecard 663 Continuous Improvement and Benchmarking 666 In Action: Supplier Scorecards at Sun Microsystems 669 In Action: Sources and Uses of Benchmarking Data 670 Performance Measurement for Control 671

636

Variance Analysis in Nonmanufacturing Settings 639 Using the Profit Variance Analysis in Service and Merchandise Organizations 639 Efficiency Measures 639 Mix and Yield Variances in Service Organizations 640 Keeping an Eye on Variances and Standards How Many Variances to Calculate 641 641

Some Common Nonfinancial Performance Measures 671 Customer Satisfaction Performance Measures 671 In Action: Loyal Customers Might Not Be Profitable 672 Functional Performance Measures 672 Productivity 673 Nonfinancial Performance and Activity-Based Management 677 Objective and Subjective Performance Measures 677

xxx

Contents

Employee Involvement

678

Difficulties in Implementing Nonfinancial Performance Measurement Systems 679 Fixation on Financial Measures 679 Reliability of Nonfinancial Measures 679 Lack of Correlation between Nonfinancial Measures and Financial Results 679 The Debrief 680
Summary 680 Key Terms 681 Review Questions 681 Critical Analysis and Discussion Questions

Exercises 681 Problems 684 Integrative Case 688 Solutions to Self-Study Questions

689

APPENDIX Capital Investment Decisions: An Overview A-1 GLOSSARY G-1 C-1

PHOTO CREDITS
681

INDEX

I

Fundamentals of Cost Accounting 3e

Chapter One

1

Cost Accounting: Information for Decision Making
LEARNING OBJECTIVES
After reading this chapter, you should be able to:

L.O.1 Describe the way managers use accounting information to create value in organizations.

L.O.2 Distinguish between the uses and users of cost accounting and financial accounting information.

L.O.3 Explain how cost accounting information is used for decision making and performance evaluation in organizations.

L.O.4 Identify current trends in cost accounting. L.O.5 Understand ethical issues faced by accountants and ways to deal with ethical problems that you face in your career.

I opened this store on Main Street shortly after I graduated. This is a tourist town, and I knew that a cookie store would attract people. I’ve seen it grow a bit over the last few years, but the return has always been marginal. I read recently that most small businesses fail within three years. (See the In Action item “The Importance of Understanding Costs.”) I went back to school last year hoping to learn some business skills that will help me really take control and increase the store’s value. One thing I need to do is develop a better understanding of my costs. This semester I’m taking a cost accounting class. I know a little bit about the

subject, but I know there is a lot more to learn. I’m curious, though, how this class will help me and how what I will learn will further my career, whether I remain an owner or move into management at a larger organization. Carmen Diaz is the founder of Carmen’s Cookies, which she opened three years ago. Recently, she returned to school for a business degree. The store has been marginally profitable, but Carmen knows she must make a decision soon. Should she work on making the store more profitable, or should she abandon it and seek employment with another firm?

Carmen, like all managers, wants to add value to her company and is looking for knowledge that will help her do this. Like you, she is now studying cost accounting as one of the disciplines that she will use. Carmen knows that the world is a fast-changing place. She wants to learn not only what is current but also a way to think about problems that she can apply throughout her career. To do this, she knows that she has to develop an intuition about the subject. She cannot just learn a few facts that she is sure to forget soon. After developing this intuition, she will be able to evaluate the value of new cost accounting methods introduced throughout her career. In this chapter we give an overview of cost accounting and illustrate a number of the business situations we will study to put the topic in perspective. The examples we use and the description of how they apply to larger organizations (or to not-for-profit organizations or government agencies) are discussed in more detail in individual chapters. The examples also illustrate how the discipline of cost accounting can make a person a more valuable part of any organization.

The Importance of Understanding Costs
Opening a new business is risky under the best circumstances. In the food business, “Two out of every three new restaurants, delis, and food shops close within three years of opening, according to government statistics, the same failure rate for small businesses in general.” Part of the problem is that, . . . restaurant novices make the same costly mistake: vastly underestimating the money it will take just to break

In Action

even. Linda Lipsky, a restaurant consultant, counsels them to have enough money to cover every aspect of a business for the first six months, including food, salaries, benefits, kitchen equipment, rent, and utilities.
Source: M. Maynard, “Love Food? Think Twice Before Jumping into the Restaurant Business,” The New York Times, August 27, 2008.

Value Creation in Organizations
Why Start with Value Creation?
We start our discussion with the concepts of value creation and the value chain because in cost accounting our goal is to assist managers in achieving the maximum value for their organizations. Measuring the effects of decisions on the value of the organization is one of the fundamental services of cost accounting. As providers of information (accountants) or as the users of information (managers), we have to understand how the information can and will be used to increase value. We can then come back to questions about how to design accounting systems that accomplish this goal.
L.O. 1

Describe the way managers use accounting information to create value in organizations.

3

4

Part I

Introduction and Overview

Value Chain value chain Set of activities that transforms raw resources into the goods and services that end users purchase and consume.

value-added activities Those activities that customers perceive as adding utility to the goods or services they purchase.

The value chain is the set of activities that transforms raw resources into the goods and services end users (households, for example) purchase and consume. It also includes the treatment or disposal of any waste generated by the end users. As an example, the value chain for gasoline stretches from the search and drilling for oil, through refining the oil into gasoline, to the distribution of gasoline to retail outlets such as convenience stores, and, finally, to the treatment of the emissions produced by automobiles. In much of our discussion about cost accounting, we will be concerned with the part of the value chain that comprises the activities of a single organization (a firm, for example). However, an important objective of modern cost accounting is to ensure that the entire value chain is as efficient as possible. It is necessary for the firm to coordinate with vendors and suppliers and with distributors and customers to achieve this objective. In the gasoline example, ExxonMobil must work with suppliers of drilling equipment to ensure the equipment is available when needed. It also needs to work with owners of their On the Run franchises to ensure that gasoline is delivered to the stations as needed. The cost accounting system provides much of the information necessary for this coordination. Therefore, at times we will also consider where in the value chain it is most efficient to perform an activity. The value-added activities that the firms in the chain perform are those that customers perceive as adding utility to the goods or services they purchase. The value chain comprises activities from research and development through the production process to customer service. Managers evaluate these activities to determine how they contribute to the final product’s service, quality, and cost. Exhibit 1.1 identifies the individual components of the value chain and provides examples of the activities in each component, along with some of the costs associated with these activities. Although the list of value chain components in Exhibit 1.1 suggests a sequential process, many of the components overlap. For example, the R&D and design processes might take place simultaneously. Feedback from production workers on

Exhibit 1.1 The Value Chain Components, Example Activities, and Example Costs
Component
• Research and

Example Activities
• The creation and development of ideas

Example Costs
• Research personnel • Patent applications • Laboratory facilities • Design center • Engineering facilities used to

development (R&D)
• Design

related to new products, services, or processes.
• The detailed development and

engineering of products, services, or processes.
• Purchasing • Production • The acquisition of goods and services

develop and test prototypes
• Purchasing department personnel • Vendor certification • Machines and equipment • Factory personnel • Advertising • Focus group travel • Product placement • Trucks • Fuel • Web site creation, hosting,

needed to produce a good or service.
• The collection and assembly of

resources to produce a product or deliver a service.
• Marketing and sales • The process of informing potential

customers about the attributes of products or services that leads to their sale.
• Distribution • The process for delivering products or

services to customers.

and maintenance
• Customer service • The support activities provided to

customers for a product or service.

• Call center personnel • Returns processing • Warranty repairs

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Cost Accounting: Information for Decision Making

5

existing products might be incorporated in the development of new models of a product. Companies such as Apple Inc. solicit “feature requests” from customers for new versions of software. Most organizations operate under the assumption that each of the value chain components adds value to the product or service. Before product ideas are formulated, no value exists. Once an idea is established, however, value is created. When research and development of the product begins, value increases. As the product reaches the design phase, value continues to increase. Each component adds value to the product or service. You may have noticed that administrative functions are not included as part of the value chain. They are included instead in every business function of the value chain. For example, human resource management is involved in hiring employees for all business value chain functions. Accounting personnel and other managers use cost information from each business function to evaluate employee and departmental performance. Many administrative areas cover each value chain business function.

Supply Chain and Distribution Chain
Firms buy resources from suppliers (other companies, employees, etc.). These suppliers form the supply chain for the firm. Firms also sell their products to distributors and customers. This is the distribution chain of the firm. At times in our discussion, we will consider the companies and individuals supplying to or buying from a firm and the effect of the firm’s decisions on these suppliers and customers. We can think of these suppliers and customers as being on the firm’s boundaries. Thus, the supply chain and distribution chain are the parts of the value chain outside the firm. The value chain is important because it creates the value for which the customer is willing to pay. The customer is not particularly concerned with how work is divided among firms producing the product or providing the service. Therefore, one decision firms must make is where in the value chain a value-added component is performed most cost effectively. Suppose, for example, that some inventory is necessary to provide timely delivery to the customer. Managers need accounting systems that will allow them to determine whether the firm or its supplier can hold the inventory at the lower cost. supply chain Set of firms and individuals that sells goods and services to the firm. distribution chain Set of firms and individuals that buys and distributes goods and services from the firm.

Focus on the Supply Chain
Customers are concerned with the total cost of producing a product or service (because of the effect on its price), but are not concerned about which firm in the supply chain incurred the cost. Therefore, companies think about not only reducing their own costs but also reducing costs in the entire chain. The supply chain for cars and trucks includes multiple suppliers of parts and components. Chrysler LLC has set a goal of reducing its supply chain

In Action

costs by 25 percent over three years. John Campi, executive vice president for procurement, explains that this does not mean that Chrysler will simply pay its suppliers 25 percent less, but, “[I]t means, between us, we have to find ways to improve our supply chain operations.”
Source: P. Gupta, “Chrysler Aims to Cut Supply Chain Costs by 25 Percent,” Reuters, August 15, 2008.

Using Cost Information to Increase Value
Using the value chain as a reference, how can cost information add value to the organization? The answer to this question depends on whether the information provided improves managers’ decisions. Suppose a production process is selected based on cost information indicating that the process would be less costly than all other options. Clearly, the information adds value to the process and its products. The measurement and reporting of costs is a valuable activity. Suppose cost information is received too late to help managers make a decision. Such information would not add value.

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Part I

Introduction and Overview

Accounting and the Value Chain
If you have taken a financial accounting course, you focused, for the most part, on preparing and interpreting financial statements for the firm as a whole. You were probably not concerned with what stage in the value chain produced profits. In cost accounting, as we will see, we need to understand how the individual stages contribute to value and how to work with other managers to improve performance. Although financial accounting and cost accounting are related, there are important differences.

Accounting Systems
L.O. 2

Distinguish between the uses and users of cost accounting and financial accounting information.

All accounting systems are designed to provide information to decision makers. However, it is convenient to classify accounting systems based on the primary user of the information. Investors (or potential investors), creditors, government agencies, tax authorities, and so on are outside the organization. Managers are inside the organization. The classification of accounting systems into financial and cost (or managerial) systems captures this distinction between decision makers.

Financial Accounting financial accounting Field of accounting that reports financial position and income according to accounting rules.

Financial accounting information is designed for decision makers who are not directly involved in the daily management of the firm. These users of the information are often external to the firm. The information, at least for firms that are publicly traded, is public and typically available on the company’s Web site. The managers in the company are keenly interested in the information contained in the financial accounting reports generated. However, the information is not sufficient for making operational decisions. Individuals making decisions using financial accounting data are often interested in comparing firms, deciding whether, for example, to invest in Bank of America or Wells Fargo Bank. An important characteristic of financial accounting data is that it be comparable across firms. That is, it is important that when an investor looks at, say, revenue for Bank of America, it represents the same thing that revenue for Wells Fargo Bank does. As a result, financial accounting systems are characterized by a set of rules that define how transactions will be treated.

Cost Accounting cost accounting Field of accounting that measures, records, and reports information about costs.

Cost accounting information is designed for managers. Because the managers are making decisions only for their own organization, there is no need for the information to be comparable to similar information in other organizations. Instead, the important criterion is that the information be relevant for the decisions that managers operating in a particular business environment with a particular strategy make. Cost accounting information is commonly used in financial accounting information, but we are concerned primarily with its use by managers to make decisions. This book is about accounting for costs; it is for those who currently (or will) use or prepare cost information. The book’s perspective is that managers (you) add value to the organization by the decisions they (you) make. From a different perspective, accountants (you) add value by providing good information to managers making the decision. The better the decisions, the better the performance of your organization, whether it is a manufacturing firm, a bank, a not-for-profit hospital, a government agency, a school club, or, yes, even a business school. We have already identified some of the decisions managers make and will discuss many of the current trends in cost accounting. We do this to highlight the theme we follow throughout: The cost accounting system is not designed in a vacuum. It is the result of the decisions managers in an organization make and the business environment in which they make them. Exhibit 1.2 summarizes some of the major differences between financial and cost accounting.

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Cost Accounting: Information for Decision Making

7

Exhibit 1.2 Comparison of Financial and Cost Accounting
Financial Accounting • Users of the information (decision makers) • Important criteria • Who establishes or defines the system? • How to determine accounting treatment • External (investors, creditors, and so on) • Comparability, decision relevance (for investors) • External standard-setting group (FASB in the U.S.) • Standards (rules) Cost Accounting • Internal (managers) • Decision relevance (for managers), timeliness • Managers • Relevance for decision making

Cost Accounting, GAAP, and IFRS
The primary purpose of financial accounting is to provide investors (for example, shareholders) or creditors (for example, banks) information regarding company and management performance. The financial data prepared for this purpose are governed by generally accepted accounting principles (GAAP) in the United States and international financial reporting standards (IFRS) in many other countries. GAAP and IFRS provide consistency in the accounting data used for reporting purposes from one company to the next. This means that the cost accounting information used to compute cost of goods sold, inventory values, and other financial accounting information used for external reporting must be prepared in accordance with GAAP or IFRS. Although GAAP and IFRS are converging, differences remain. For the reasons discussed in the next paragraph, these differences are not important for our discussion, but you should remain aware of them. In contrast to cost data for financial reporting to shareholders, cost data for managerial use (that is, within the organization) need not comply with GAAP or IFRS. Management is free to set its own definitions for cost information. Indeed, the accounting data used for external reporting are often entirely inappropriate for managerial decision making. For example, managerial decisions deal with the future, so estimates of future costs are more valuable for decision making than are the historical and current costs that are reported externally. Unless we state otherwise, we assume that the cost information is being developed for internal use by managers and does not have to comply with GAAP or IFRS. This does not mean there is no “right” or “wrong” way to account for costs. It does mean that the best, or correct, accounting for costs is the method that provides relevant information to the decision maker so that he or she can make the best decision. generally accepted accounting principles (GAAP) Rules, standards, and conventions that guide the preparation of financial accounting statements for firms registered in the U.S. international financial reporting standards (IFRS) Rules, standards, and conventions that guide the preparation of the financial accounting statements in many other countries.

Customers of Cost Accounting
To management, customers are the most important participants in a business. Without customers, the organization loses its ability and its reason to exist; customers provide the organization’s focus. There are fewer and fewer markets in which managers can assume that they face little or no competition for the customer’s patronage. Cost information itself is a product with its own customers. The customers are managers. At the production level, where products are assembled or services are performed, information is needed to control and improve operations. This information is provided frequently and is used to track the efficiency of the activities being performed. For example, if the average defect rate is 1 percent in a manufacturing process and data from the cost accounting system indicate a defect rate of 2 percent on the previous day, shop-floor employees would use this information to identify what caused the defect rate to increase and to correct the problem. At the middle management level, where managers supervise work and make operating decisions, cost information is used to identify problems by highlighting when some aspect of operations is different from expectations. At the executive level, financial

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Part I

Introduction and Overview

information is used to assess the company’s overall performance. This information is more strategic in nature and typically is provided on a monthly, quarterly, or annual basis. Cost accountants must work with the users (or customers) of cost accounting information to provide the best possible information for managerial purposes. Many proponents of improvements in business have been highly critical of cost accounting practices in companies. Many of the criticisms—which we discuss throughout the book—are warranted. The problem, however, is more with the misuse of cost accounting information, not the information itself. The most serious problems with accounting systems appear to occur when Dispatchers at American Airlines use cost accounting data to evaluate managers attempt to use accounting inforalternatives when weather disrupts operations. mation that was developed for external reporting for decision making. Making decisions often requires different information from that provided in financial statements to shareholders. It is important that companies realize that different uses of accounting information require different types of accounting information.

Our Framework for Assessing Cost Accounting Systems
Individuals form organizations to achieve some common goal. Although the focus in this book is on economic organizations, such as the firm, most of what we discuss applies equally well to social, religious, or political organizations. The ability of organizations to remain viable and achieve their goals, whether profit, community well-being, or political influence, depends on the decisions made by managers of the organization. Throughout the text, we emphasize that it is individuals (people) who make decisions. This theme and the following framework give us a common basis we can use to assess alternative accounting systems: • • • Decisions determine the performance of the organization. Managers use information from the accounting system to make decisions. Owners evaluate organizational and managerial performance with accounting information.

The Manager’s Job Is to Make Decisions
L.O.3

Explain how cost accounting information is used for decision making and performance evaluation in organizations.

Why do organizations employ people? What do they do to add value? For line employees, those directly involved in production or who interact with customers, the answer to this question is clear. They produce the product or service and deal with the customer. The job of managers, however, is more difficult to describe because it tends to be varied and ambiguous. The common theme among all managerial jobs, however, is decision making. Managers are paid to make decisions.

Decision Making Requires Information
Accounting systems are important because they are a primary source of information for managers. We describe here some common decisions that managers make. Many, if not most, decisions require information that is likely to come from the accounting system. Our concern with the accounting system is whether it is providing the “best” information to managers. The decisions managers make will be only as good as the information they have.

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Cost Accounting: Information for Decision Making

9

Finding and Eliminating Activities That Don’t Add Value
How do managers use cost information to make decisions that increase value? In their quest to improve the production process, companies seek to identify and eliminate nonvalue-added activities, which often result from the current product or process design. If a poor facility layout exists and work-in-process inventory must be moved during the production process, the company is likely to be performing nonvalue-added activities. Why do managers want to eliminate nonvalue-added activities? An important concept in cost accounting is that activities cause costs. Moving inventory is a nonvalue-added activity that causes costs (for example, wages for employees and costs of equipment to move the goods). Reworking defective units is another common example of a nonvalueadded activity. In general, if activities that do not add value to the company can be eliminated, then costs associated with them will also be eliminated. A well-designed cost accounting system also can identify nonvalue-added activities that cross boundaries in the value chain. For example, companies such as Steelcase, an office furniture manufacturer, have found it worthwhile to allow customers to order products using automated systems such as electronic data interchange (edi) rather than preparing orders and sending them by fax. This change has eliminated the need for two organizations to enter an order into the production scheduling system. (One was the customer preparing the fax and the other was the manufacturer retyping or scanning the fax into the scheduling system.) Not only does this save order entry costs, but it reduces the chances of costly errors in the order. A major activity of managers is evaluating proposed changes in the organization. Ideas often sound reasonable, but if their benefits (typically measured in savings or increased profits) do not outweigh the costs, management will likely decide against them. The concept of considering both the costs and benefits of a proposal is cost-benefit analysis. Managers should perform cost-benefit analyses to assess whether proposed changes in an organization are worthwhile. The concept of cost-benefit analysis applies equally to deciding whether to implement a new cost accounting system. The benefits from an improved cost accounting system come from better decision making. If the benefits do not exceed the cost of implementing and maintaining the new system, managers will not implement it. nonvalue-added activities Activities that do not add value to the good or service from the customer’s perspective.

cost-benefit analysis Process of comparing benefits (often measured in savings or increased profits) with costs associated with a proposed change within an organization.

Identifying Strategic Opportunities Using Cost Analysis
Using the value chain and other information about the costs of activities, companies can identify strategic advantages in the marketplace. For example, if a company can eliminate nonvalue-added activities, it can reduce costs without reducing the value of the product to customers. By reducing costs, the company can lower the price it charges customers, giving it a cost advantage over competitors. Or the company can use the resources saved from eliminating nonvalue-added activities to provide better service to customers. Alternatively, a company can identify activities that customers value and which the company can provide at lower cost. Many logistics companies, such as Owens & Minor, a hospital supply company, offer their customers consulting services and inventory management. The idea here is simple. Look for activities that do or do not add value. If your company can save money by eliminating those that do not, then do so. You will save your company money. Implement those activities that do. In both cases, you will make the organization more competitive.

Owners Use Cost Information to Evaluate Managers
We have seen that it is important that managers make good decisions if they are to increase organizational value, but how will we know if they make good decisions? If managers own the organization, it is their money and resources that are at risk. We can assume that they will make decisions that are in their own interest. In other words, the interest of the organization

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Part I

Introduction and Overview

and the owner-manager can be assumed to be the same, or aligned. However, most large organizations, especially businesses, are not owned by the managers but by a large number of shareholders. Most of these shareholders are not involved in managing the business. Therefore, there is a second role of the accounting system in addition to aiding managerial decision making. It is to provide information, perhaps indirectly through financial reports, to the owners of the organization about the performance of the organization and the manager.

Cost Data for Managerial Decisions
This book covers many topics on the use of cost data for managers. The following sections provide examples of these topics.

Costs for Decision Making
One of the most difficult tasks in calculating the financial consequences of alternatives is estimating how costs (or revenues or assets) among the alternatives will differ. For example, Carmen’s Cookies has been making and selling a variety of cookies through a small store downtown. One of Carmen’s customers, the manager of the local coffee shop, suggests to Carmen that she expand her operation and sell some of her cookies wholesale to coffee shops, grocery stores, and the local university food service. The key is to determine which would be more profitable: remain the same size or expand operations. Now Carmen has the difficult task of estimating how revenues and costs will change if she expands into this new distribution channel. She uses her work experience and knowledge of the company’s costs to estimate cost changes. She identifies cost drivers, which are factors that cause costs. For example, to make cookies requires labor. Therefore, the number of cookies made is a cost driver that causes, or drives, labor costs. To estimate the effect of adding a wholesale channel, Carmen estimates how many additional cookies she would have to make. Based on that estimate, she determines the additional costs and revenues to the company that selling additional cookies will generate. Do we “know” what will be the effect of this decision on the firm? We do not, of course. These are estimates that require making many assumptions and forecasts, some of which may not be realized. This is what makes this type of analysis both fun and challenging. In business, nobody knows for certain what will happen in the future. In making decisions, however, managers constantly must try to predict future events. Cost accounting has more to do with estimating future costs than recording past costs. For decision making, information about the past is a means to an end; it helps you predict what will happen in the future. To complete the example, assume that Carmen estimates that her revenues would increase by 35 percent; food costs, labor, and utilities would increase 50 percent; rent per month would not change; and other costs would increase by 20 percent if she starts to sell through other outlets. Carmen enters the data into a spreadsheet to estimate how profits would change if she were to add the new channel. See Columns 1 and 2 of Exhibit 1.3 for her present and estimated costs, revenues, and profits. The costs shown in Column 3 are the differences between those in Columns 1 and 2. We refer to the costs and revenues that appear in Column 3 as differential costs and differential revenues. These are the costs and revenues, respectively, that change in response to a particular course of action. The costs in Column 3 of Exhibit 1.3 are differential costs because they differ if Carmen decides to sell cookies through the wholesale channel. The analysis shows a $405 increase in operating profits if Carmen sells to the other stores. Based on this analysis, Carmen decides to expand her distribution channels. Note that only differential costs and revenues affect the decision. For example, rent does not change, so it is irrelevant to the decision. In Chapters 2 through 11, we discuss methods to estimate and analyze costs, as well as how accounting systems record and report cost information.

cost driver Factor that causes, or “drives,” costs.

differential costs Costs that change in response to a particular course of action. differential revenues Revenues that change in response to a particular course of action.

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11

A 1 2 3 4

B

C D E F CARMEN’S COOKIES Projected Income Statement For One Week (1) (2) Status Quo: Original Shop Sales Only $ 6,300 1,800 1,000 400 1,250 1,000 $ 5,450 $ 850

G

H

I

J

K

Exhibit 1.3
Differential Costs, Revenues, and Profits

(3)

5 6 7 8 9 10 11 12 13 14 15 16 17 18

Sales revenue Costs Food Labor Utilities Rent Other Total costs Operating profits a b

Alternative: Wholesale and Retail Distribution $ 8,505a 2,700b 1,500b 600b 1,250 1,200 c $ 7,250 $ 1,255

Difference $ 2,205 900 500 200 –0– 200 $ 1,800 $ 405

35 percent higher than status quo. 50 percent higher than status quo. c 20 percent higher than status quo.

Fast-Food Chain Menu Items and Costs
It is not just small businesses that think about costs. With an increase in food and energy prices, fast-food chains, such as Burger King and McDonald’s, are considering alternative ways to prepare some of their basic items. For example, This month, McDonald’s Corp. said it’s testing less expensive ways to make its $1 double cheeseburger; already, some restaurants are selling the burger with one slice of cheese instead of two. And in an interview, Burger King Holdings Inc. CEO John Chidsey said the

In Action

chain is testing a smalIer Whopper Jr. hamburger as it tries to overcome high ingredient costs. In these examples, increases in costs that are outside of the firm’s control (food and energy, for example), combined with a reluctance to raise prices, means that other costs must be closely monitored so that profits will not be eroded.
Source: J. Jargon, “Food Makers Scrimp on Ingredients in an Effort to Fatten Their Profits,” The Wall Street Journal, August 23, 2008.

Costs for Control and Evaluation
An organization of any but the smallest size divides responsibility for specific functions among its employees. These functions are grouped into organizational units. The units, which may be called departments, divisions, segments, or subsidiaries, specify the reporting relations within the firm. These relations are often shown on an organization chart. The organizational units can be based on products, geography, or business function. We use the general term responsibility center to refer to these units. The manager assigned to lead the unit is accountable for, that is, has responsibility for, the unit’s operations and resources. For example, the chief of internal medicine is responsible for the operations of a particular part of a hospital. The president of General Motors Europe is responsible for most of the company’s operations in Europe. The president of a company is responsible for the entire company. Consider Carmen’s Cookies. When she first opened the store, Carmen managed the entire operation herself. As the enterprise became more successful, she added a new location exclusively to serve the wholesale distribution network. She then hired two managers: Ray Adams to manage the original retail store and Cathy Peterson to manage the wholesale network. Carmen, as president, oversaw the entire operation. See the top part of Exhibit 1.4 for the company’s organization chart.

responsibility center Specific unit of an organization assigned to a manager who is held accountable for its operations and resources.

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Part I

Introduction and Overview

Exhibit 1.4
Responsibility Centers, Revenues, and Costs Carmen Diaz President

Ray Adams Vice President Retail Operations
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Cathy Peterson Vice President Wholesale Operations
B C CARMEN’S COOKIES Income Statement For the Month Ending April 30 Retail Wholesale Operations Operations $ 28,400 $ 23,600 D

Total Sales revenue $ 52,000 Department costs 13,500 9,800 23,300 Food 4,500 3,200 7,700 Labor a Utilities 1,800 2,100 3,900 Rent 5,000 2,500 7,500 Total department costs $ 24,800 $ 17,600 $ 42,400 Center margin b $ 3,600 $ 6,000 $ 9,600 General and administrative costs General manager’s salary (Carmen) 5,000 Other (administrative) 3,200 Total general and administrative costs $ 8,200 Operating profit $ 1,400 a Includes department managers’ salaries but excludes Carmen’s salary. b The difference between revenues and costs attributable to a responsibility center.

Exhibit 1.4 also includes the company income statement, along with the statements for the two centers. Each manager is responsible for the revenues and costs of his or her center. The Total column is for the entire company. Note that the costs at the bottom of the income statement are not assigned to the centers; they are the costs of running the company. These costs are not the particular responsibility of either Ray or Cathy. Consider the other (administrative) costs. Carmen, not Ray or Cathy, is responsible for designing the administrative systems (e.g., accounting and payroll), so she manages this cost as part of her responsibility to run the entire organization. Ray and Cathy, on the other hand, focus on managing food and labor costs (other than their own salaries) and responsibility center revenues.

budget Financial plan of the revenues and resources needed to carry out activities and meet financial goals.

Budgeting You have probably had to budget—for college, a vacation, or living expenses. Even the wealthiest people should budget to make the best use of their resources. (For some, budgeting could be one reason for their wealth.) Budgeting is very important to the financial success of individuals and organizations. Each responsibility center in an organization typically has a budget that is its financial plan for the revenues and resources needed to carry out its tasks and meet its financial goals. Budgeting helps managers decide whether their goals can be achieved and, if not, what modifications are necessary. Managers are responsible for achieving the targets set in the budget. The resources that a manager actually uses are compared with the amount budgeted to assess the responsibility center’s and the manager’s performance. For example, managers in an

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Cost Accounting: Information for Decision Making

13

A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21

B C CARMEN’S COOKIES Retail Responsibility Center Budgeted versus Actual Costs For the Month Ending April 30 Actual Budget $ 2,200 4,700 1,900 1,900 2,200 $ 12,900 3,000 1,500 $ 4,500 1,800 5,000 $ 24,200 32,000

D

E

F

Exhibit 1.5
Budget versus Actual Data

Difference $ (100) 500 100 100 –0– $ 600 –0– –0– $ –0– –0– –0– $ 600 –0–

Food Flour Eggs Chocolate Nuts Other Total food Labor Manager Other Total labor Utilities Rent Total cookie costs Number of cookies sold

$ 2,100 5,200 2,000 2,000 2,200 $ 13,500 3,000 1,500 $ 4,500 1,800 5,000 $ 24,800 32,000

automobile dealership compare the daily sales to a budget every day. (Sometimes that budget is the sales achieved on a comparable day in the previous year.) Every day, managers of United Airlines compare the percentage of their airplanes’ seats filled (the load factor) to a budget. Every day, managers of hotels and hospitals compare their occupancy rates to their budgets. By comparing actual results with budgets, managers can do things to change their activities or revise their goals and plans. As part of the planning and control process, managers prepare budgets containing expectations about revenues and costs for the coming period. At the end of the period, they compare actual results with the budget. This allows them to see whether changes can be made to improve future operations. See Exhibit 1.5 for the type of statement used to compare actual results with the planning budget for Carmen’s Cookies. For instance, Ray observes that the retail responsibility center sold 32,000 cookies as budgeted but that actual costs were higher than budgeted. Costs that appear to need follow-up are those for eggs, chocolate, and nuts. Should Ray inquire whether there was waste in using eggs? Did the cost of nuts per pound rise unexpectedly? Was the company buying chocolate from the best source? Was there theft of the chocolate? As we will see, even costs that are lower than expected (like flour) should be evaluated. For example, is lower quality flour being purchased? These are just a few questions that the information in Exhibit 1.5 would prompt. We discuss developing budgets and measuring the performance of managers and responsibility centers in Chapters 12 through 18.

Different Data for Different Decisions
One principle of cost accounting is that different decisions often require different cost data. “One size fits all” does not apply to cost accounting. Each time you face a cost information problem in your career, you should first learn how the data will be used. Are the data needed to value inventories in financial reports to shareholders? Are they for managers’ use in evaluating performance? Are the data to be used for decision making? The answers to these questions will guide your selection of the most appropriate accounting data.

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Part I

Introduction and Overview

Self-Study Questions
1. Suppose that all of the costs for Carmen’s Cookies (Exhibit 1.3) were differential and increased proportionately with sales revenue. What would have been the impact on profits of adding the new distribution channel? 2. For what decisions would estimated cost information be useful if you were a hospital administrator? The director of a museum? The marketing vice president of a bank?

The solutions to these questions are at the end of the chapter on pages 34–35.

Trends in Cost Accounting throughout the Value Chain
L.O. 4

Identify current trends in cost accounting.

Cost accounting continues to experience dramatic changes. Developments in information technology (IT) have nearly eliminated manual bookkeeping. Emphasis on cost control is increasing in banks, hospitals, manufacturing industries (from computers to automobiles), airlines, school districts, and many other organizations that have traditionally not focused on it. Cost accounting has become a necessity in virtually every organization, including fast-food outlets, professional organizations, and government agencies. One reason for this rapid change is that managers at each stage of the value chain require information on the performance of products, services, suppliers, customers, and employees. Managers of the activities and cost accountants must work together at each stage to make decisions that increase firm value. Because these processes themselves have undergone great change in recent years, cost accountants and cost accounting methods must continuously adapt to changes in all business areas.

Cost Accounting in Research and Development (R&D)
Lean manufacturing techniques, in which Toyota Motor Company is considered a leader, are not simply about production. Companies partner with suppliers in the development stage to ensure cost-effective designs for products. Product engineers need cost accounting information to make decisions about alternative materials. For example, Johnson Controls, a manufacturer of automobile seats, needs to make trade-offs between the cost and weight of materials, which is an important factor in fuel economy and the cost of recycling the materials at the end of the car’s life.

Cost Accounting in Design
An important activity in product development is design. Product designers must write detailed specifications on a product’s design and manufacture. The design of a product can have a significant impact on the cost to manufacture it. Designs that are complex might add additional functions, which, while making a product more desirable, may also require complex and expensive manufacturing processes. Design for manufacturing (DFM) is the concept that manufacturing cost and complexity need to be considered in the design of the product. Cost accountants help designers understand the trade-off by using methods such as activity-based costing, which considers the activities or processes that will be required to bring a product to market. Hewlett-Packard, for example, uses activity-based costing methods to communicate to designers the costs of alternative designs of testing equipment. Activity-based costing is a product costing method that has received a great deal of attention since the 1990s. This costing method is more detailed and complicated than conventional costing methods, but it can provide more accurate cost numbers. ABC assigns costs to products based on several different activities, depending on how they drive costs, whereas traditional costing methods assign costs to products based on only one or two factors, generally based on volume. In general, ABC provides more detailed cost information, enabling managers to make more informed decisions.

activity-based costing (ABC) Costing method that first assigns costs to activities and then assigns them to products based on the products’ consumption of activities.

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Cost Accounting in Purchasing
Companies now partner with suppliers to increase the efficiency in the supply chain. Partnering requires information on the performance of partners to ensure the relationship adds value. Performance measures are being used to evaluate the performance of key suppliers and business partners. For example, United Technologies and Sun Microsystems both maintain extensive supplier metrics systems. Sun Microsystems also includes an effort to “value” nonperformance in understanding the effect of suppliers on Sun’s value. The use of cost accounting methods such as target costing, activity-based costing, performance measures, and incentive systems that support teamwork, helps firms such as Federal Express and Dell Computers manage their partnerships to keep the supply chain “lean” and add value throughout the chain. Some firms, for example, Sainsbury, a supermarket chain in the United Kingdom, maintain a Web portal for their suppliers that allows them to see their own performance over time and compare it to the average performance of other comparable suppliers. In the United States, Boeing Aircraft and United Technologies also use the Internet to provide comparative performance data to suppliers. These approaches to managing suppliers allow firms to support continual improvement throughout the supply chain by facilitating benchmarking. Using benchmarking methods, managers measure a company’s own products, services, and activities against the best levels of performance that can be found either inside or outside the manager’s own organization. Because managers seek continual improvement, they do not treat benchmarking as a one-time event but as an ongoing process. performance measure Metric that indicates how well an individual, business unit, product, or firm is working.

benchmarking Continual process of measuring a company’s own products, services, and activities against competitors’ performance.

Cost Accounting in Production
Operations managers and financial accountants use cost information in the production stage to understand and report the costs of the multiple products produced. One of the most important developments in production, associated with lean manufacturing, is the use of just-in-time (JIT) methods. Using just-in-time methods, companies produce or purchase units just in time for use, keeping inventories at a minimum. If inventories are low, accountants can spend less time on inventory valuation for external reporting and more time on managerial activities. The economic justification for JIT comes from the trade-off between the costs of setup and stock-outs as compared with the costs of holding inventory (obsolescence, storage space and associated tax and insurance, and costs associated with organizing and keeping track of inventory). Modern cost accounting systems have helped managers better understand the relative costs so that appropriate inventory policies can be set and targeted improvements sought. Firms that use lean manufacturing techniques look to the cost accounting system to support these techniques by providing useful measurements at the work cell or process level. Lean accounting systems provide these measures. In addition, these systems are designed to avoid unnecessary transactions, in effect eliminating “waste” from the accounting processes, just as lean manufacturing is designed to eliminate waste from the manufacturing process. The production process is not limited to manufacturing. Service firms, such as banks, insurance companies, and theme parks, produce or provide services demanded by customers. Efficient use of capacity (employees) in providing services is critical in increasing value. Managers look to cost accounting information to help them understand and plan capacity. For example, the brokerage firm Charles Schwab uses ABC information to allocate costs and thus determine the costs of capacity in various operational processes. The firm then builds up the product cost according to its use of time in regard to the key processes.

just-in-time (JIT) method In production or purchasing, each unit is produced or purchased just in time for its use.

lean accounting A cost accounting system that provides measures at the work cell or process level and minimizes wasteful or unnecessary transaction processes.

Cost Accounting in Marketing
Marketing managers require cost accounting information to understand the profitability of different customer groups. Advances in accounting information systems that capture data at various levels of detail have made possible customer relationship management (CRM),

customer relationship management (CRM) System that allows firms to target profitable customers by assessing customer revenues and costs.

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Introduction and Overview

which allows firms to target more precisely those customers who are profitable by assessing the costs to serve a customer along with the revenues a customer generates. For example, Harrah’s Entertainment is able to compete on the basis of providing complimentary services to customers (typically called “comping”) based on their expected personal profitability.

Cost Accounting in Distribution
Earlier, we said that managers use accounting information to determine where in the supply chain value-added activities will take place. Cost accountants work with managers to estimate whether it is more efficient (less costly) to perform an activity in the firm or to have another firm produce the product or perform the service. This is referred to as outsourcing. Firms frequently consider activities in the distribution stage for outsourcing. As business becomes more global, specialized information on markets, regulations, and customs is critical to the speed of delivery. As a result, cost information often identifies specialized companies as being more efficient in distributing products, as opposed to handling distribution internally. The Japanese camera manufacturer Nikon, for example, now relies on UPS for distribution where it used to handle this activity internally. Many distribution companies such as UPS and Federal Express, in fact, have developed entirely new businesses consulting with firms in regard to distribution solutions. These consulting services rely heavily on cost information to identify cost-effective distribution systems.

outsourcing Having one or more of the firm’s activities performed by another firm or individual in the supply or distribution chain.

Cost Accounting in Customer Service total quality management (TQM) Management method by which the organization seeks to excel on all dimensions, with the customer ultimately defining quality. cost of quality (COQ) System that identifies the costs of producing low-quality items, including rework, returns, and lost sales.

Many companies have adopted the concept of total quality management (TQM), which means that the organization is managed to excel on all dimensions and the customer ultimately defines quality. The customers determine the company’s performance standards according to what is important to them (which is not necessarily what is important to product engineers, accountants, or marketers). Companies can indicate the high quality to consumers through the product warranty. Cost accountants help managers make decisions about quality in two ways. First, cost of quality (COQ) systems identify the costs associated with producing defective units as well as the lost sales associated with poor-quality products. Second, they provide information on the projected warranty claims, which can be compared to the increase in revenues estimated from offering a longer or more comprehensive warranty. For example, Korean manufacturer Hyundai Motors determined that its quality improvements justified offering a 10-year warranty, something unique in the automobile industry. This decision was based on estimates of warranty costs and studies concerning the sales impact of the longer warranty.

Enterprise Resource Planning
We have seen how cost accounting is used throughout the value chain. It is important that the information be consistent in all components of the chain. As the cost of information technology falls and the value of information increases, managers have adopted enterprise resource planning (ERP) systems. ERP systems are integrated information systems that link various activities in an organization. Typical systems include modules for production, purchasing, human resources, and finance. By integrating these systems, managers hope to avoid lost orders, duplication of effort, and costly studies to determine what is the current state of the enterprise. Because all of the company’s systems are integrated, the potential for ERP to provide information on costs of products and services is large. Implementation problems and the scale of the task in large firms (enterprises) have kept many companies from realizing that potential so far. However, with the increased emphasis on internal control from the SarbanesOxley Act (discussed later in the chapter), ERP systems will become even more valuable.

enterprise resource planning (ERP) Information technology that links the various processes of the enterprise into a single comprehensive information system.

Creating Value in the Organization
These trends in the way organizations do business create exciting times in cost accounting and excellent future opportunities for you to make important contributions to organizations.

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Keep in mind that these new methods are not ends in themselves. They are tools to help you add value to organizations and their employees, customers, shareholders, and communities.

Self-Study Question
3. What are the major causes of changes in cost accounting systems in recent years?
The solution to this question is at the end of the chapter on page 35.

Key Financial Players in the Organization
All managers in the organization, not just financial professionals, use cost accounting information. Because our focus is on cost accounting and decision making, we will often be viewing a decision from an operational manager’s perspective. For example, we might look at a pricing decision or a sourcing decision that a marketing or production manager has to make. As a financial or operational manager in an organization, you will work closely with many financial professionals. See Exhibit 1.6 for a list of the typical financial titles in organizations and examples of their activities. If you work in the accounting or finance function in an organization, you are likely to have one of these jobs. If you are an auditor or consultant, you will work with many of these financial managers. If you work in marketing, operations, or management, these financial managers will be on one of many teams working with you. Whatever your job, you will work in cross-functional teams of people from many areas such as engineering, production, marketing, finance, and accounting. Consider a

Exhibit 1.6 Key Financial Managers in an Organization
Title • Chief financial officer (CFO)
• Treasurer

Major Responsibilities and Primary Duties
• Manages entire finance and

Example Activities
• Signs off on financial statements • Determines policy on debt versus

accounting function
• Manages liquid assets • Conducts business with banks

equity financing
• Determines where to invest cash

balances
• Obtains lines of credit

and other financial institutions • Oversees public issues of stock and debt
• Controller • Plans and designs information

• Determines cost accounting

and incentive systems
• Internal auditor • Ensures compliance with laws,

policies
• Maintains the accounting records • Ensures that procurement rules

regulations, and company policies and procedures • Provides consulting and auditing services within the firm
• Cost accountant • Records, measures, estimates,

are followed
• Recommends policies and

procedures to reduce inventory losses
• Evaluates costs of products

and analyzes costs • Works with financial and operational manager to provide relevant information for decisions

and processes
• Recommends cost-effective

methods to distribute products

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Introduction and Overview

project designed to identify a new design for an airplane. Cross-functional teams add value to decision making by: • • • • • Bringing a variety of expertise and perspectives to the problem. Ensuring that the product is appropriate for its customer base (requiring interaction between engineering and marketing). Giving production a chance to formulate an efficient production process (requiring interaction between engineering and production). Obtaining financing for the project (requiring interaction among all groups, including finance and accounting). Determining whether the project is economically feasible (requiring interaction among all functions).

Choices: Ethical Issues for Accountants
L.O. 5

Understand ethical issues faced by accountants and ways to deal with ethical problems that you face in your career.

We have discussed decisions that you will make in using or preparing cost accounting information. Now, we alert you to ethical issues that you will have to face. The sooner you are aware of these issues, the better you will be able to deal with them in your career. The design of cost systems is ultimately about the assignment of costs to various activities, products, projects, corporate units, and people. How that is done affects prices, reimbursement, and pay. As you know from current events, the design of the cost accounting system has the potential to be misused to defraud customers, employees, or shareholders. As a user or preparer of cost information, you need to be aware of the implications of the way in which information is used. Most important, you need to be aware of when the system has the potential for abuse.

What Makes Ethics So Important?
Accountants report information that can have a substantial impact on the careers of managers. Managers are generally held accountable for achieving financial performance targets. Failure to achieve them can have serious negative consequences for the managers, including losing their jobs. If a division or company is having trouble achieving financial performance targets, accountants may find themselves under pressure by management to make accounting choices that will improve performance reports. As a professional accountant, manager, or business owner, you will face ethical situations on an everyday basis. Your personal ethical choices can affect not only your own self-image but also others’ perception of you. Ultimately, the ethical decisions you make directly influence the type of life you are likely to lead. You should confront ethical dilemmas bearing in mind the type of life that you want to lead. Many students think that businesspeople who are unethical are sleazy characters. In fact, most are hard-working people who are surprised that they have gotten caught up in unethical activities. Even people who commit organizational crimes are often surprised by their own behavior. A former federal prosecutor told us, “Most businesspeople who commit crimes are very surprised that they did what they did.” For example, a few years ago, numerous executives of companies in the DRAM market, such as Samsung and Infineon, were charged with pricefixing. (DRAM stands for “dynamic random access memory,” which is Unethical behavior often leads to illegal activities as managers attempt to improve the type of memory used in most personal computers.) Many of these reported results. See the In Action item on executives did jail time for an activity that was intended to benefit their options backdating for an example and the text companies, not themselves. Most of them did not realize that exchangin this section for some approaches to handling ethical problems. ing information with competitors was illegal.

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In an attempt to influence the accounting profession, many of its professional organizations such as the Institute of Management Accountants (IMA), Institute of Internal Auditors (IIA), and the American Institute of Certified Public Accountants (AICPA) have developed codes of ethics to which their members are expected to adhere. Similarly, businesses such as Johnson & Johnson generally use these codes as a public statement of their commitment to certain business practices with respect to their customers and as a guide for their employees. Throughout this book, we include discussions of ethical issues. Our aim is to make you aware of potential problems that you and your colleagues will face in your careers. Many accountants, managers, and business owners have found themselves in serious trouble because they did many small things, none of which appeared seriously wrong, only to find that these small things added up to big trouble. If you know the warning signs of potential ethical problems, you will have a chance to protect yourself and set the proper moral tone for your company and your profession at the same time. The IMA code of conduct appears in the Appendix to this chapter. In its “Statement of Ethical Professional Practice,” the IMA states that management (and cost) accountants have a responsibility to maintain the highest levels of ethical conduct. They also have a responsibility to maintain professional competency, refrain from disclosing confidential information, and maintain integrity and objectivity in their work. These standards recommend that accountants faced with ethical conflicts follow the established policies that deal with them. If the policies do not resolve the conflict, accountants should consider discussing the matter with superiors, potentially as high as the audit committee of the board of directors. In extreme cases, the accountant could have no alternative but to resign. Many people believe that the appropriate way to deal with ethical issues is not by requiring employees to read and sign codes of ethics but to rely on more fundamental concepts of right and wrong. Codes of conduct look good on paper, but ultimately much of ethical behavior comes from an individual’s personal beliefs. We are certain that you will be faced with important ethical choices during your career, and we wish you well in making the right choices.

Ethics
The IMA Code of Ethics discusses the steps cost accountants should take when faced with an ethical conflict. Essentially, these steps are: • DISCUSS the conflict with your immediate superior or, if the conflict involves your superior, the next level in authority. This might require contacting the board of directors or an appropriate committee of the board, such as the audit committee or the executive committee; CLARIFY the relevant issues and concepts by discussions with a disinterested party or by contacting an appropriate and confidential ethics “hotline”; CONSULT your attorney about your rights and obligations.

• •

During the wave of corporate scandals after the turn of the century, two accountants distinguished themselves for their courage in bringing unethical behavior to light. These two accountants, Cynthia Cooper at WorldCom and Sherron Watkins at Enron, along with an FBI agent, were named Persons of the Year by Time magazine. Although these accountants have been publicly applauded for their courage and integrity, they were heavily criticized for not being team players when they brought their concerns to top management. But they held their ground and would not back down. You, too, might be called upon by circumstances to blow the whistle on unethical practices where you work.

Sarbanes-Oxley Act of 2002 and Ethics
When the public perception of widespread ethical problems in business exists, the result is often legislation making certain conduct not only unethical but also illegal. In the late 1990s and early 2000s, the investing and consuming public became aware of several practices, including manipulation of accounting results, designed to increase the

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compensation of managers at several firms. These practices came to light with the failure of many of these businesses when the “tech bubble” burst in early 2000. The United States Congress passed legislation in 2002 that was intended to address some of the more serious problems of corporate governance. The legislation, termed the SarbanesOxley Act of 2002, has many provisions and affects both companies and accounting firms. For our purposes, some of the important provisions concern those in Title III and Title IV that deal with corporate responsibility and enhanced financial disclosure, respectively. The CEO and CFO are responsible for signing financial statements and stipulating that the financial statements do not omit material information. The requirement that these officers sign the company’s financial statements makes it clear that the “buck stops” with the CEO and CFO and that they are personally responsible for the financial statements. They cannot legitimately claim that lower-level managers or employees misled them about the financial statements, as was stated by defendant executives in many fraud trials in the past. We have learned that top executives are taking this sign-off very seriously, especially knowing that misrepresentation of their company’s financial reports could mean substantial prison time. They must further disclose that they have evaluated the company’s internal controls and that they have notified the company’s auditors and the audit committee of the board of any fraud that involves management. Section 404 of Title IV requires managers to attest to the adequacy of their internal controls. Good internal controls assure that financial records accurately and fairly reflect transactions and that expenditures are in accordance with the authorization of company management and directors. Further, good internal controls help protect against the unauthorized purchase, use, or sale of company assets. An example of an internal control is the requirement that two people, not just one, sign checks. Requiring two people to sign checks reduces the probability that someone will divert the company’s cash to personal use. Sarbanes-Oxley is important for managers who design cost information systems. Whether the cost information is used for pricing decisions or performance evaluation, the manager must be aware of the potential that the resulting information could be misleading or support fraudulent activity. Compliance with Sarbanes-Oxley does not, however, mean that the manager has met all of his or her ethical responsibilities. Sarbanes-Oxley is a law; ethics is based on behavior. The IMA guidelines suggest you answer the following questions when faced with an ethical dilemma: • • Will my actions be fair and just to all parties affected? Would I be pleased to have my closest friends learn of my actions?

In Action

Options Backdating at Apple implications’ of backdating.” (Because the backdating took place in 2001, the CEO was not required to attest to the financial statements, indicating his knowledge of the accounting implications of transactions.) Part IV.2 of the Code of Ethics of the Institute of Management Accounting (see Appendix) requires members to: Disclose all relevant information that could reasonably be expected to influence an intended user’s understanding of the reports, analyses, or recommendations. The former CFO claims that he “warned Jobs at the time that Apple would likely need to take an accounting charge if it issued options on any day other than January 2.”
Sources: P. Burrows, “Parting Shots at Apple’s Jobs,” BusinessWeek, April 27, 2007; IMA, http://www.imanet.org/ about_ethics_statement.asp.

Stock options are a popular compensation tool used to motivate senior executives. Recently, executives at several companies have been accused of setting an earlier date for an option grant than the day the option actually is awarded. (If the stock price had been rising, this would increase the value of the option to the executive.) Such a decision requires the firm to recognize as cost of compensation the difference between the stock price on the date of the grant and the stock price on the earlier date indicated. Failure to do so is potentially fraudulent. One company accused of backdating is Apple, Inc. Two senior executives, the general counsel and the chief financial officer, settled charges with the Securities and Exchange Commission (SEC) over the matter. After an internal investigation, Apple’s Board of Directors, “admitted to frequent backdating but exonerated [CEO Steven P.] Jobs— in part because Jobs ‘did not appreciate the accounting

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Consider the In Action discussion of options backdating. You as the manager or cost accountant need to be aware of the powerful incentives created by performance measurement and compensation systems and how those incentives could lead to unethical (or even illegal) conduct. For example, imagine the pressure you would feel to remain silent about unfavorable accounting implications of actions that your boss (the CEO) wanted to take. You would probably find it difficult to tell your boss about these implications, especially when he or she would stand to benefit personally from the actions.

Self-Study Question
4. What are the three essential steps a cost accountant should take when faced with an ethical conflict?
The solution to this question is at the end of the chapter on page 35.

Cost Accounting and Other Business Disciplines
Finally, keep in mind that cost accounting does not exist in a vacuum. The boundary between what is cost accounting and what belongs in another discipline is often blurred. This is natural because in the “real world,” problems are generally multidisciplinary. Production managers use cost accounting data to make scheduling and inventory decisions requiring concepts from operations. We will look to some concepts from organizational behavior because changes in the cost accounting system must be implemented by individuals in the organization who will react in different ways. Marketing issues arise when we use cost accounting data to evaluate pricing decisions. Throughout the book, we will venture into these other disciplines as a matter of course.

The Debrief
Carmen takes a break from her classes and talks about what she has learned: Before taking this class, I wondered whether I should quit the cookie business and take a job with another firm. What I learned just from the introduction to my cost accounting class is that there are tools that I can learn to use to identify areas for improvement and that can help me analyze some of the decisions I have to make. The example of finding other activities that can add value made me think of something I can add to my business—party planning! I sell a lot of cookies to parents for birthday parties; it would not be difficult to supply other food, party favors, and so on. I’ve decided to stick with the store. I am especially excited that I will learn how to combine what I learn in cost accounting with what I will learn in marketing, operations, finance, and management. Carmen identified three important things she picked up from the introduction: 1. Her cookie store is made up of a series of activities (the value chain) that combine to add value to the business. She can use cost information to help her make decisions to increase value, but this information needs to be tailored to the decision she is trying to make. Business decisions, including the development and use of accounting information, often require us to ask not just what is best in terms of increasing value, but also what is ethical. Accountants, like all managers, need to understand the ethical implications of their actions.

2.

3.

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Summary
This chapter discusses the use of cost accounting in its two primary managerial uses: decision making and performance evaluation. The following summarizes key ideas tied to the chapter’s learning objectives. For example, L.O. 1 refers to the first learning objective in the chapter. L.O. 1. Describe the way managers use accounting information to create value in organizations. Managers make decisions to increase the value of the organization using information from the accounting system. Cost information helps identify value-increasing alternatives and activities that do not add value to the product or service. L.O. 2. Distinguish between the uses and users of cost accounting and financial accounting information. Financial accounting information provides information to users (decision makers) who are not involved in the operations and strategy of the firm. These users are often external to the firm. While cost accounting information is often used in the financial accounting system, its primary role is to aid managers inside the firm in making operational and strategic decisions. L.O. 3. Explain how cost accounting information is used for decision making and performance evaluation in organizations. Cost accounting information can be used for decision making by assessing differential costs associated with alternative courses of action. Accounting information also can be used to evaluate performance by comparing budget amounts to actual results. L.O. 4. Identify current trends in cost accounting. Cost accounting changes with changes in information technology and the adoption of new operational techniques. L.O. 5. Understand ethical issues faced by accountants and ways to deal with ethical problems that you face in your career. Ethical standards exist for management accountants. These standards are related to competence, confidentiality, integrity, and objectivity.

Key Terms activity-based costing (ABC), 14 benchmarking, 15 budget, 12 cost accounting, 6 cost-benefit analysis, 9 cost driver, 10 cost of quality (COQ), 16 customer relationship management (CRM), 15 differential costs, 10 differential revenues, 10 distribution chain, 5 enterprise resource planning (ERP), 16 financial accounting, 6 generally accepted accounting principles (GAAP), 7 international financial reporting standards (IFRS), 7 just-in-time (JIT) method, 15 lean accounting, 15 nonvalue-added activities, 9 outsourcing, 16 performance measure, 15 responsibility center, 11 supply chain, 5 total quality management (TQM), 16 value-added activities, 4 value chain, 4

Appendix: Institute of Management Accountants Code of Ethics
In today’s modern world of business, individuals in management accounting and financial management constantly face ethical dilemmas. For example, if the accountant’s immediate superior instructs the accountant to record the physical inventory at its original cost when it is obvious that the inventory has a reduced value due to obsolescence, what should the accountant do? To help make such a decision, here is a brief general discussion of ethics and the “Statement of Ethical Professional Practice” by the Institute of Management Accountants (IMA). Ethics, in its broader sense, deals with human conduct in relation to what is morally good and bad, right and wrong. To determine whether a decision is good

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or bad, the decision maker must compare his/her options with some standard of perfection. This standard of perfection is not a statement of static position but requires the decision maker to assess the situation and the values of the parties affected by the decision. The decision maker must then estimate the outcome of the decision and be responsible for its results. Two good questions to ask when faced with an ethical dilemma are, “Will my actions be fair and just to all parties affected?” and “Would I be pleased to have my closest friends learn of my actions?” Individuals in management accounting and financial management have a unique set of circumstances relating to their employment. To help them assess their situation, the IMA has developed the following “Statement of Ethical Professional Practice,” which is available on their Web site.

Statement of Ethical Professional Practice
Members of the IMA shall behave ethically. A commitment to ethical professional practice includes overarching principles that express our values, and standards that guide our conduct.

Principles
IMA’s overarching ethical principles include: Honesty, Fairness, Objectivity, and Responsibility. Members shall act in accordance with these principles and shall encourage others within their organizations to adhere to them.

Standards
A member’s failure to comply with the following standards may result in disciplinary action. I. Competence Each member has a responsibility to: 1. Maintain an appropriate level of professional expertise by continually developing knowledge and skills. 2. Perform professional duties in accordance with relevant laws, regulations, and technical standards. 3. Provide decision support information and recommendations that are accurate, clear, concise, and timely. 4. Recognize and communicate professional limitations or other constraints that would preclude responsible judgment or successful performance of an activity. II. Confidentiality Each member has a responsibility to: 1. Keep information confidential except when disclosure is authorized or legally required. 2. Inform all relevant parties regarding appropriate use of confidential information. Monitor subordinates’ activities to ensure compliance. 3. Refrain from using confidential information for unethical or illegal advantage. III. Integrity Each member has a responsibility to: 1. Mitigate actual conflicts of interest, regularly communicate with business associates to avoid apparent conflicts of interest. Advise all parties of any potential conflicts. 2. Refrain from engaging in any conduct that would prejudice carrying out duties ethically. 3. Abstain from engaging in or supporting any activity that might discredit the profession.

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IV. Credibility Each member has a responsibility to: 1. Communicate information fairly and objectively. 2. Disclose all relevant information that could reasonably be expected to influence an intended user’s understanding of the reports, analyses, or recommendations. 3. Disclose delays or deficiencies in information, timeliness, processing, or internal controls in conformance with organization policy and/or applicable law.

Resolution of Ethical Conflict
In applying the Standards of Ethical Professional Practice, you may encounter problems identifying unethical behavior or resolving an ethical conflict. When faced with ethical issues, you should follow your organization’s established policies on the resolution of such conflict. If these policies do not resolve the ethical conflict, you should consider the following courses of action: 1. Discuss the issue with your immediate supervisor except when it appears that the supervisor is involved. In that case, present the issue to the next level. If you cannot achieve a satisfactory resolution, submit the issue to the next management level. If your immediate superior is the chief executive officer or equivalent, the acceptable reviewing authority may be a group such as the audit committee, executive committee, board of directors, board of trustees, or owners. Contact with levels above the immediate superior should be initiated only with your superior’s knowledge, assuming he or she is not involved. Communication of such problems to authorities or individuals not employed or engaged by the organization is not considered appropriate, unless you believe there is a clear violation of the law. 2. Clarify relevant ethical issues by initiating a confidential discussion with an IMA Ethics Counselor or other impartial advisor to obtain a better understanding of possible courses of action. 3. Consult your own attorney as to legal obligations and rights concerning the ethical conflict.
Source: IMA, http://www.imanet.org/about_ethics_statement.asp.

Review Questions
1-1. 1-2. Explain the differences between financial accounting and cost accounting. Why are these differences important? Place the letter of the appropriate accounting cost in Column 2 in the blank next to each decision category in Column 1. Column 1
Identifying the best performing subsidiary Determining whether to accept a special order Providing cost information for tax reporting

Column 2
A. Costs for inventory valuation B. Costs for performance evaluation C. Costs for decision making

1-3. 1-4. 1-5.

Distinguish between the value chain and the supply chain. How can cost accounting information together with a classification of activities into those that are value-added and those that are nonvalue-added help managers improve an organization’s performance? Does the passage of Sarbanes-Oxley mean that codes of ethics are no longer necessary?

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Critical Analysis and Discussion Questions
1-6. 1-7. 1-8. 1-9. A manager once asked, “How would you calculate the cost of a credit card account?” What will be your first question to the manager? You are considering lending a car to a friend so she can drive to Aspen. What costs would you ask her to reimburse? How would your answer change, if at all, if you decided to go along? Identify the possible options and explain your choices. Would you support a proposal to develop a set of “generally accepted” accounting standards for measuring executive performance that would be used to determine compensation? Why or why not? Airlines are well known for using complex pricing structures. For example, it is often (but not always) less expensive to buy a ticket in advance than it is on the day of the flight. However, if the airline offered this lower (“discount”) fare for all seats, it could not remain in business. Why offer fares with different prices? What, if any, costs are different? What potential conflicts might arise between marketing managers and the controller’s staff? How might these potential conflicts be resolved with a minimum of interference from the chief executive officer? Refer to the In Action discussion of supply chain costs. A colleague says, “We don’t have to worry about other firms in the supply chain. If every firm in the chain minimizes its own cost, we can minimize the total cost and give the customer the best value.” Do you agree? Refer to the In Action discussion of options backdating. If stock options and other forms of performance-based compensation result in some managers engaging in unethical or illegal behavior, why do firms still use them? Why does a cost accountant need to be familiar with new developments in information technology? Will studying cost accounting increase the chances that Carmen’s Cookies will succeed? How? Will it guarantee success? Explain.

1-10. 1-11. 1-12. 1-13. 1-14.

accounting

Exercises
(L.O. 1)

1-15. Value Chain and Classification of Costs Apple, Inc. incurs many types of costs in its operations. Required For each cost in the following table, identify the stage in the value chain where this cost is incurred. Cost
Programmer costs for a new operating system Costs to ship computers to customers Call center costs for support calls Salaries for employees working on new product designs Costs to purchase advertising at university stores Costs of memory chips to make computers 1. 2. 3. 4.

Stage In the Value Chain
Design Marketing Distribution Research and development

5. Customer service 6. Production

1-16. Supply Chain and Supply Chain Costs Pine Ridge Cabinets (PRC) produces cabinets for new home builders. You have been called in to settle a dispute between PRC and Eastern Homes, a builder of custom homes. Eastern Homes buys 10,000 units of a particular cabinet from PRC every year. It insists that PRC keep a one-month inventory to accommodate fluctuations in Eastern’s demand. PRC does not want to keep any inventory and says that Eastern Homes should buy components in advance and store them. You determine that the inventory storage costs per unit are $100 at PRC and $200 at Eastern Homes. Required How do you suggest the two companies settle their dispute?

(L.O. 1)

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(L.O. 3)

1-17. Cost Data for Managerial Purposes As an analyst in an airline’s finance department, you are asked to help the operations staff. Personnel has identified a new method of loading baggage that is expected to result in a 30 percent reduction in labor time but no changes in any other costs. The current labor cost to load bags is $1.00 per bag. Other costs are $0.50 per bag. Required a. What differential costs should the operations staff consider for the decision to use the new method next year? What would be the cost savings per bag using it? b. Describe how management would use the information in requirement (a) and any other appropriate information to proceed with the contemplated use of the new baggage loading method.

(L.O. 3)

1-18. Cost Data for Managerial Purposes Beige Computers operates retail stores in both downtown (City) and suburban (Mall) locations. The company has two responsibility centers: the City Division, which contains stores in downtown locations, and the Mall Division, which contains stores in suburban locations. Beige’s CEO is concerned about the profitability of the City Division, which has been operating at a loss for the last several years. The most recent income statement follows. The CEO has asked for your advice on shutting down the City Division’s operations. If the City Division is eliminated, corporate administration is not expected to change, nor are any other changes expected in the operations or costs of the Mall Division.

BEIGE COMPUTERS, CITY DIVISION Divisional Income Statement For the Year Ending January 31
Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Costs Advertising—City Division . . . . . . . . . . . . . . . . . . Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . Divisional administrative salaries . . . . . . . . . . . . Selling costs (sales commissions) . . . . . . . . . . . Rent. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Share of corporate administration . . . . . . . . . . . . Total costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net loss before income tax benefit . . . . . . . . . . . . . Tax benefit at 40% rate . . . . . . . . . . . . . . . . . . . . . . Net loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ $ $ 12,900,000 525,000 6,450,000 870,000 1,730,000 2,215,000 1,425,000 $13,215,000 (315,000) 126,200 (189,000 )

Required What revenues and costs are probably differential for the decision to discontinue City Division’s operations? What will be the effect on Beige’s profits if the division is eliminated? (L.O. 3) 1-19. Cost Data for Managerial Purposes State University Business School (SUBS) offers several degrees, including Bachelor of Business Administration (BBA). The new dean believes in using cost accounting information to make decisions and is reviewing a staff-developed income statement broken down by the degree offered. The dean is considering closing down the BBA program because the analysis, which follows, shows a loss. Tuition increases are not possible. The dean has asked for your advice. If the BBA degree program is dropped, school administration costs are not expected to change, but direct costs of the program, such as operating costs, building maintenance, and classroom costs, would be saved. There will be no other changes in the operations or costs of other programs.

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STATE UNIVERSITY BUSINESS SCHOOL, BBA DEGREE Degree Income Statement For the Academic Year Ending June 30
Revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Costs Advertising—BBA program . . . . . . . . . . . . . . . . . Faculty salaries . . . . . . . . . . . . . . . . . . . . . . . . . . Degree operating costs (part-time staff) . . . . . . . Building maintenance . . . . . . . . . . . . . . . . . . . . . Classroom costs (building depreciation) . . . . . . . Allocated school administration costs . . . . . . . . . Total costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Net loss . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $400,000 15,000 204,000 26,000 37,000 85,000 43,000 $410,000 $ (10,000 )

Required What revenues and costs are probably differential for the decision to drop the BBA program? What will be the net effect on the SUBS contribution (profit) if the BBA program is dropped? 1-20. Cost Data for Managerial Purposes—Budgeting Refer to Exhibit 1.5, which shows budgeted versus actual costs. Assume that Carmen’s Cookies is preparing a budget for the month ending June 30. Management prepares the budget by starting with the actual results for April 30 that appear in Exhibit 1.5. Next, management considers what the differences in costs will be between April and June. Management expects the number of cookies sold to be 15 percent greater in June than in April, and it expects all food costs (e.g., flour, eggs) to be 15 percent higher in June than in April. Management expects “other” labor costs to be 20 percent higher in June than in April, partly because more labor will be required in June and partly because employees will get a pay raise. The manager will get a pay raise that will increase the salary from $3,000 in April to $3,750 in June. Rent and utilities are not expected to change. Required Prepare a budget for Carmen’s Cookies for June. 1-21. Ethics and Channel Stuffing Continental Condiments is a large food products firm in Pennsylvania. Its sales staff has a strong incentive plan tied to meeting quarterly budgets. On June 25, Maria Tuzzi, a divisional controller, learns that some of the sales staff asked customers to take delivery of sizable quantities of products before June 30. The customers were told they could return the products after July 1 if they determined the items were not needed. (This is referred to as “channel stuffing.”) The sales staff also offered to reimburse the customers for any storage costs incurred. Required a. From the viewpoint of the IMA’s “Statement of Ethical Professional Practice,” what are Maria’s responsibilities? b. What steps should she take to resolve this problem? (CMA adapted) (L.O. 3)

(L.O. 5)

accounting

Problems
(L.O. 5)

1-22. Responsibility for Ethical Action Dewi Hartono is an assistant controller at Giant Engineering, which contracts with the Defense Department to build and maintain roads on military bases. Dewi recently determined that the company was including the direct costs of work for private clients in overhead costs, some of which are charged to the government. She also discovered that several members of management appeared to be involved in altering accounting invoices to accomplish this. She was unable to determine, however, whether her superior, the controller, was involved. Dewi considered three possible courses of action. She could discuss the matter with the controller, anonymously release the information to the local newspaper, or discuss the situation with an outside member of the board of directors whom she knows personally.

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Required a. Does Dewi have an ethical responsibility to take a course of action? b. Of the three possible courses of action, which are appropriate and which are inappropriate? (CMA adapted) (L.O. 3) 1-23. Cost Data for Managerial Purposes Graphic Components (GC) has offered to supply the Federal Aviation Agency (FAA) with computer monitors at “cost plus 20 percent.” GC operates a manufacturing plant that can produce 22,000 monitors per year, but it normally produces 20,000. The costs to produce 20,000 monitors follow:
Cost per Case $ 50 100 30 30 20 60 $290

mhhe.com/lanen3e

Total Cost Production costs: Materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Supplies and other costs that will vary with production . . . Indirect cost that will not vary with production . . . . . . . . . . Variable marketing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative costs (all fixed) . . . . . . . . . . . . . . . . . . . . . . . . Totals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 1,000,000 2,000,000 600,000 600,000 400,000 1,200,000 $ 5,800,000

Based on these data, company management expects to receive $348 ( $290 120 percent) per monitor for those sold on this contract. After completing 500 monitors, the company sent a bill (invoice) to the government for $174,000 ( 500 monitors $348 per monitor). The president of the company received a call from an FAA representative, who stated that the per monitor cost should be
Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 50 Labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Supplies and other costs that will vary with production . . . . . . . . . 30 $180

Therefore, the price per monitor should be $216 ( $180 120 percent). The FAA ignored marketing costs because the contract bypassed the usual selling channels. Required What price would you recommend? Why? (Note: You need not limit yourself to the costs selected by the company or by the government agent.) (L.O. 3) 1-24. Cost Data for Managerial Purposes Ringer Company makes a variety of products. It is organized in two divisions, East and West. West Division normally sells to outside customers but, on occasion, also sells to the East Division. When it does, corporate policy states that the price must be cost plus 15 percent to ensure a “fair” return to the selling division. West received an order from East Division for 600 units. West’s planned output for the year had been 2,400 units before East’s order. West’s capacity is 3,000 units per year. The costs for producing those 2,400 units follow.
Total Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $ 240,000 Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115,200 Other costs varying with output . . . . . . . . . . . . . . 76,800 Fixed costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,008,000 Total costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,440,000 Per Unit $ 100 48 32 420 $ 600

mhhe.com/lanen3e

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29

Based on these data, West’s controller calculated that the unit price for East’s order should be $690 ( $600 115 percent). After producing and shipping the 600 units, West sent an invoice for $414,000. Shortly thereafter, West received a note from the buyer at East stating that this invoice was not in accordance with company policy. The unit cost should have been

Materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $100 Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 Other costs varying with outpput . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $180

The price per unit would be $207 (

$180

115 percent).

Required If the corporation asked you to review this intercompany policy, what policy would you recommend? Why? (Note: You need not limit yourself to the East or West Division’s calculation.) 1-25. Cost Data for Managerial Purposes Pete’s Taxi & Limo provides transportation services in and around Centerville. Its profits have been declining, and management is planning to add a package delivery service that is expected to increase revenue by $400,000 per year. The total cost to lease the necessary package delivery vehicles from the local dealer is $30,000 per year. The present manager will continue to supervise all services at no increase in salary. Due to expansion, however, the labor costs and utilities would increase by 50 percent. Rent and other costs will increase by 20 percent.
A B PETE’S TAXI & LIMO Annual Income Statement before Expansion Sales revenue Costs Vehicle leases Labor Utilities Rent Other costs Manager’s salary Total costs Operating profit (loss) $ 1,216,000 480,000 384,000 64,000 128,000 64,000 192,000 $ 1,312,000 $ (96,000) C

(L.O. 3)

mhhe.com/lanen3e

1 2 3 4 5 6 7 8 9 10 11 12 13 14

Required a. Prepare a report of the differential costs and revenues if the delivery service is added. (Hint: Use the format of Exhibit 1.3.) b. Should management start the delivery service? 1-26. Cost Data for Managerial Purposes Valley Lawn & Tree, Inc., provides landscaping services in Eastmont. Renee Moffo, the owner, is concerned about the recent losses the company has incurred and is considering dropping its lawn services, which she feels are marginal to the company’s business. She estimates that doing so will result in lost revenues of $50,000 per year (including the lost tree business from customers who use the company for both services). The present manager will continue to supervise the tree services with no reduction in salary. Without the lawn business, Renee estimates that the company will save 15 percent of the equipment leases, labor, and other costs. She also expects to save 20 percent on rent and utilities. (L.O. 3)

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

A B VALLEY LAWN & TREE, INC. Annual Income Statement (Before Dropping Lawn Services) Sales revenue Costs Equipment leases Labor Utilities Rent Other costs Manager’s salary Total costs Operating profit (loss) $ $ 304,000 120,000 96,000 16,000 32,000 16,000 40,000 320,000 (16,000)

C

$ $

Required a. Prepare a report of the differential costs and revenues if the lawn service is discontinued. (Hint: Use the format of Exhibit 1.3) b. Should Renee discontinue the lawn service? (L.O. 3) 1-27. Cost Data for Managerial Purposes B-You is a consulting firm that works with managers to improve their interpersonal skills. Recently, a representative of a high-tech research firm approached B-You’s owner with an offer to contract for one year with B-You to improve the interpersonal skills of a newly hired manager. B-You reported the following costs and revenues during the past year.
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 B-YOU Annual Income Statement Sales revenue Costs Labor Equipment lease Rent Supplies Officers’ salaries Other costs Total costs Operating profit (loss) $ 360,000 171,000 25,200 21,600 16,200 105,000 11,400 350,400 9,600 B C

mhhe.com/lanen3e

$ $

If B-You decides to take the contract to help the manager, it will hire a full-time consultant at $85,000. Equipment lease will increase by 5 percent. Supplies will increase by an estimated 10 percent and other costs by 15 percent. The existing building has space for the new consultant. No new offices will be necessary for this work. Required a. What are the differential costs that would be incurred as a result of taking the contract? b. If the contract will pay $90,000, should B-You accept it? c. What considerations, other than costs, are necessary before making this decision?

(L.O. 3)

1-28. Cost Data for Managerial Purposes Tom’s Tax Services is a small accounting firm that offers tax services to small businesses and individuals. One of Tom’s major clients, the Orange Café, is considering moving its business to another tax service closer to its location that has promised lower fees. Currently, the costs and revenues at Tom’s Tax Services are as follows:

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31

1 2 3 4 5 6 7 8 9 10 11 12 13 14

A TOM’S TAX SERVICES Annual Income Statement Sales revenue Costs Labor Equipment lease Rent Supplies Tom’s salary Other costs Total costs Operating profit (loss) $

B

C

720,000 477,000 50,400 43,200 32,400 75,000 22,800 700,800 19,200

$ $

If Tom loses the café’s business, he can save $60,000 in labor costs. Tom also estimates that he can reduce equipment leases by about 10 percent, supplies by 5 percent, and other costs by 15 percent. Required a. What are the differential costs that would be saved as a result of losing the café’s business? b. Tom currently collects about $75,000 in fees from the café. How much could he offer to reduce the fees and still not lose money on this client? c. What considerations, other than costs, are necessary before making this decision? 1-29. Cost Data for Managerial Purposes—Budgeting Refer to Exhibit 1.5. Assume that Carmen’s Cookies is preparing a budget for the month ending September 30. Management prepares the budget by starting with the actual results for April that appear in Exhibit 1.5. Then, management considers what the differences in costs will be between April and September. Management expects cookie sales to be 20 percent greater in September than in April, and it expects all food costs (e.g., flour, eggs) to be 20 percent higher in September than in April because of the increase in cookie sales. Management expects “other” labor costs to be 25 percent higher in September than in April, partly because more labor will be required in September and partly because employees will get a pay raise. The manager will get a pay raise that will increase the salary from $3,000 in April to $3,500 in September. Utilities will be 5 percent higher in September than in April. Rent will be the same in September as in April. Now, fast forward to early October and assume the following actual results occurred in September:
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Food Flour Eggs Chocolate Nuts Other Total food Labor Manager Other Total labor Utilities Rent Total cookie costs Number of cookies sold CARMEN’S COOKIES Retail Responsibility Center Actual Costs For the Month Ending September 30 Actual (September) $ 2,700 6,500 2,100 2,300 2,700 $ 16,300 $ 3,500 1,850 $ 5,350 2,200 5,000 $ 28,850 38,400 B C

(L.O. 3)

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Introduction and Overview

Required a. Prepare a statement like the one in Exhibit 1.5 that compares the budgeted and actual costs for September. b. Suppose that you have limited time to determine why actual costs are not the same as budgeted costs. Which three cost items would you investigate to see why actual and budgeted costs are different? Why would you choose those three costs? (L.O. 3) 1-30. Cost Data for Managerial Purposes—Budgeting Refer to Exhibit 1.5, which shows budgeted versus actual costs. Assume that Carmen’s Cookies is preparing a budget for the month ending November 30. Management prepares the budget for the month ending November 30 by starting with the actual results for April that appear in Exhibit 1.5. Then, management considers what the differences in costs will be between April and November. Management expects cookie sales to be 100 percent greater in November than in April because of the holiday season. Management expects that all food costs (e.g., flour, eggs) will be 120 percent higher in November than in April because of the increase in cookie sales and because prices for ingredients are generally higher in the high demand holiday months. Management expects “other” labor costs to be 120 percent higher in November than in April, partly because more labor will be required in November and partly because employees will get a pay raise. (120 percent higher means that the amount in November will be 220 percent of the amount in April.) The manager will get a pay raise that will increase the salary from $3,000 in April to $3,500 in November. Utilities will be 5 percent higher in November than in April. Rent will be the same in November as in April. Now, move ahead to December and assume the following actual results occurred in November:
A Number of cookies sold Flour Eggs Chocolate Nuts Other Manager’s salary Other labor Utilities Rent B 64,000 $ 4,600 11,200 4,500 4,450 4,800 3,500 3,220 1,950 5,000 C

1 2 3 4 5 6 7 8 9 10 11 12

Required a. Prepare a statement like the one in Exhibit 1.5 that compares the budgeted and actual costs. b. Suppose that you have limited time to determine why actual costs are not the same as budgeted costs. Which three cost items would you investigate to see why actual and budgeted costs are different? Why would you choose those three costs? (L.O. 3) 1-31. Cost Data for Managerial Purposes—Finding Unknowns Quince Products is a small company in southern California that makes jams and preserves. Recently, a sales rep from one of the company’s suppliers suggested that Quince could increase its profitability by 50 percent if it introduced a second line of products, packaged fruit. She offered to do the analysis and show the company her assumptions. When Quince’s management opened the spreadsheet sent by the sales rep, they noticed that there were several blank cells. In the meantime, the sales rep had taken a job with a competitor and told the managers at Quince that she could no longer advise them. Although they were not sure they should rely on the analysis, they asked you to see if you could reconstruct the sales rep’s analysis. They had been considering this new business already and wanted to see if their analysis was close to that of an outside observer. The incomplete spreadsheet is shown below.

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33

A 1 2 3 4

B

C D QUINCE PRODUCTS Projected Income Statement For One Month

E

F

5 6 7 8 9 10 11 12 13 14 15 16

Sales Costs Material Labor Rent Depreciation Utilities Other Total costs Operating profit

Status Quo: Single Product $ (d)

% Increase (Decrease) 30%

Alternative: Two Products $ 13,000

Difference (e)

2,000 (k) (l) 400 200 700 7,600 2,400 (j) (a)

40% 20% 0% 25% 25%

2,800 (m) (n) 500 (h) 1,050 (g) (b) $

800 (o) (p) 100 (i) 350 (f) (c)

$ $

Required Fill in the blank cells.

Integrative Cases
1-32. Identifying Unethical Actions (Appendix) The managers of Quince Products (Problem 1-31) decide they will hire a management accountant to help them analyze the decision to expand their product line. They solicit bids from various accountants in the city and receive three proposals. In describing their qualifications for the job, the three state: Accountant A: “I have recently advised the symphony on how to raise money and therefore I know the local area well.” Accountant B: “I have advised several small firms on expansion plans.” Accountant C: “I have advised Pear Company [Quince’s main competitor] and can share its experiences and insights with you.” All of the proposals have the same price. Required a. As the accounting manager of Quince Products, prepare a memo recommending which accountant you would prefer to retain. Be sure to include your reasons. b. Which, if any, of the accountants making a proposal are violating the IMA’s code of ethics? What is (are) the violation(s)? 1-33. Responsibility for Unethical Action The following story is true except that all names have been changed and the time period has been compressed. Charles Austin graduated from a prestigious business school and took a job in a public accounting firm in Atlanta. A client hired him after five years of normal progress through the ranks of the accounting firm. This client was a rapidly growing, publicly held company that produced software for the health care industry. Charles started as assistant controller. The company promoted him to controller after four years. This was a timely promotion. Charles had learned a lot and was prepared to be controller. Within a few months of his promotion to controller, the company’s chief financial officer abruptly quit. Upon submitting her resignation, she walked into Charles’s office and said, “I have given Holmes (the company president) my letter of resignation. I’ll be out of my office in less than an hour. You will be the new chief financial officer, and you will report directly to Holmes. Here is my card with my personal cell phone number. Call me if you need any advice or if I can help you in any way.” Charles was in over his head in his new job. His experience had not prepared him for the range of responsibilities required of the company’s chief financial officer. Holmes, the company (L.O. 5) (L.O. 5)

34

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Introduction and Overview

president, was no help. He gave Charles only one piece of advice: “You have lots of freedom to run the finance department however you want. There is just one rule: Don’t ever cross me. If you do, you’ll never work again in this city.” Charles believed his boss could follow through on that threat because he was so well-connected in the Atlanta business community. The end of the company’s fiscal year came shortly after Charles’s promotion to chief financial officer. After reviewing some preliminary financial amounts, Holmes stormed into Charles’s office and made it clear that the results were not to his liking. He instructed Charles to “find more sales.” Charles was shocked, but he did as he was told. He identified some ongoing software installation work that should not have been recorded as revenue until the customer signed off on the job. Charles recorded the work done as of year-end as revenue, even though the customer had not signed off on the job. He sent an invoice to the customer for the amount of the improper revenue, then called her to say that the invoice was an accounting error and she should ignore it. Next year, Charles’s work life was better but his personal life was not. He went through a costly divorce that resulted in limited time spent with his two small children. Now he was particularly concerned about not crossing his boss because of the threat that he would never work in Atlanta if he did. He could not bear to look for a new job that would take him away from his children. Further, it would be difficult to find a job anywhere that came close to paying the salary and benefits of his current job. With high alimony and child support payments, Charles would feel a dire financial strain if he had to take a cut in pay. The company struggled financially during the year. Clearly, the company would not generate the level of revenues and income that Holmes wanted. As expected, he again instructed Charles to find some way to dress up the income statement. It did not matter to Holmes whether what Charles did was legal or not. Charles had exhausted all legitimate ways of reducing costs and increasing revenues. He faced an ethical dilemma. He could resign and look for a new job, or he could illegitimately record nonexistent sales. He now understood why the former chief financial officer had resigned so abruptly. He wished that he could talk to her, but she was traveling in Australia and could not be contacted. The board of directors would be no help because they would take the president’s side in a dispute. After considering his personal circumstances, Charles decided to record the illegitimate sales as the president had instructed. Charles knew that what he did was wrong. He believed that if the fraud was discovered, Holmes, not he, would be in trouble. After all, Charles rationalized, he was just following orders. Required a. Can you justify what Charles did? b. What could Charles have done to avoid the ethical dilemma that he faced? Assume that the company president would have made it impossible for Charles to work in Atlanta in a comparable job. c. What if the Securities and Exchange Commission discovered this fraud? Would Charles’s boss get in trouble? Would Charles? (Copyright © Michael W. Maher, 2009)

Solutions to Self-Study Questions
1. All costs in Exhibit 1.3 would increase 35 percent, as shown in the spreadsheet on the next page. Total costs would increase from $5,450 in the status quo to $7,357.50 ( 135% $5,450). Profits would increase from $850 in the status quo to $1,147.50 ( $8,505.00 revenues $7,357.50 costs). Carmen’s profits increase compared to the status quo but not as much as in Exhibit 1.3 because some of the costs there do not increase proportionately with sales revenue. Examples of questions for which cost accounting information would be useful include these: • For a hospital administrator: – Where should I purchase supplies? – What services cost more than the reimbursements we receive from insurers? – Should we invest in a new CAT scanner? • For a museum director: – What ticket prices should we charge? – Should we expand the hours of the museum café? – Are opening galas profitable?

2.

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Cost Accounting: Information for Decision Making

35

•

3.

4.

For a bank’s marketing vice president: – Where should I spend my advertising dollars? – If we lower the rate on checking accounts, how much will we lose when customers switch? – What fees should we set for online banking? Causes of changes include (but are not limited to) the following: • Accounting has become more computerized, thus reducing manual bookkeeping. • Increased competition in many industries, including automobiles and electronic equipment, has increased management’s interest in managing costs. • Development of more highly technical production processes has reduced emphasis on labor and increased emphasis on overhead cost control. • Developments in new management techniques have affected accounting. For example, by reducing inventory levels, JIT methods have reduced the need to compute the costs of inventory. The three steps are to discuss, clarify, and consult. Specifically: • DISCUSS the conflict with your immediate superior or the person at the next level in authority. • CLARIFY the relevant issues and concepts by discussions with a disinterested party. You might need to contact an appropriate and confidential ethics “hotline.” • CONSULT your attorney about your rights and obligations.
A B C D E F CARMEN’S COOKIES Projected Income Statement For One Week (1) (2) Status Quo: Original Shop Sales Only $ 6,300.00 1,800.00 1,000.00 400.00 1,250.00 1,000.00 $ 5,450.00 $ 850.00 Alternative: Wholesale and Retail Distribution $ 8,505.00a 2,430.00a 1,350.00a 540.00a 1,687.50a 1,350.00a $ 7,357.50a $ 1,147.50a G H I J

1 2 3 4

(3)

5 6 7 8 9 10 11 12 13 14 15 16

Sales revenue Costs Food Labor Utilities Rent Other Total costs Operating profits a Difference $ 2,205.00 630.00 350.00 140.00 437.50 350.00 $ 1,907.50 $ 297.50

35 percent higher than status quo.

Chapter Two

2

Cost Concepts and Behavior
LEARNING OBJECTIVES
After reading this chapter, you should be able to:

L.O.1 Explain the basic concept of “cost.” L.O.2 Explain how costs are presented in financial statements. L.O.3 Explain the process of cost allocation. L.O.4 Understand how material, labor, and overhead costs are added to a product at each stage of the production process.

L.O.5 Define basic cost behaviors, including fixed, variable, semivariable, and step costs.

L.O.6 Identify the components of a product’s costs. L.O.7 Understand the distinction between financial and contribution margin income statements.

I wish I could get better information from the finance people. I am trying to improve the processes here at Jackson Gears. Just like that company that makes sideline heaters [see the In Action item, “Higher Transportation Costs Lead Company to Move Manufacturing Back to the United States”], we are bringing some of our products back to be produced here at Jackson Gear’s U.S. plant. I want to make sure we remain cost competitive even if transportation costs go down. One of the first things I asked to see was the financials for the plant. Now that I have read them, I am confused. There seem to be a lot of different categories of costs, but they don’t tell me what I need to know. They tell me how much was spent, and that is helpful. But, what I really need is some financial information that tells me two things. First, how will my decisions affect our costs—for example, what costs will change as I increase our production? Second, why did we spend the money—was it for value-added

work or not? Only then can I start to make decisions that will increase our value. I am meeting with Jessica Martinez, our plant cost analyst, tomorrow. She has promised to walk me through the different cost terms used here at Jackson. She says I have to understand these cost terms to understand the cost information in our reports. Then she will show me how we prepare the information for the financial reports prepared at corporate. Finally, she will illustrate how different costs and statements might help me manage the plant. Barry Roberts is the new plant manager at Jackson Gears. He has been hired to streamline plant operations and reduce costs, in order to improve the competitiveness of the company’s products. He is looking for help in understanding some of the terminology that Jackson Gears uses in describing and reporting costs.

Higher Transportation Costs Lead Company to Move Manufacturing Back to the United States
Many manufacturing companies have moved production overseas recently, primarily because of lower manufacturing costs. Now, because of both higher transportation costs to ship finished products back to the United States and increased prices and wages in other countries, many firms are moving their production back. For example: “My cost of getting a shipping container here from China just keeps going up—and I don’t see any end in sight,” says Claude Hayes, president of the retail heating division at DESA LLC. He says that shipping costs have jumped 15 percent, to about $5,300 since January and are set to increase again next month to $5,600.

In Action

The privately held company, known for making the heaters that warm football players on field sidelines, recently moved most of its production back to Bowling Green, Kentucky, from China. Mr. Hayes says the company was lucky to have held onto its manufacturing machinery. “What looked like an albatross a year and a half ago,” he says, “today looks like a pretty good asset.”
Source: T. Aeppel, “Stung by Soaring Transportation Costs, Factories Bring Jobs Home Again,” The Wall Street Journal, June 18, 2008.

Cost accounting systems provide information to help managers make better decisions. Managers who use cost accounting information to make decisions need to understand the cost terms used in their organizations. Because cost accounting systems are tailored to the needs of individual companies, several terms are used in practice to describe the same or similar cost concepts, depending on the use or the audience. Therefore, before we discuss the design of cost systems to aid decision making, we introduce a set of terms that will be used throughout the book. These terms are important to the discussion because they will be the “language” we use to communicate for the remainder of the book. These terms are common, but they are not universal, so you need to be aware that a company you work for may use different terms for some of the concepts we discuss here. In addition, managers need to understand how financial statements are commonly prepared because this will often be the primary form in which the information is available. The effects of the decisions made by managers are shown publicly in the firm’s published financial statements.
37

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Although these statements allow investors to evaluate the firm, they are not useful for managing the business. Because most of you are familiar with traditional financial statements, from either earlier course work in accounting, your own investment analysis, or access to publicly available financial statements, we start by linking the fundamental concepts of cost accounting to financial statements. We discussed in Chapter 1 the differences between cost and financial accounting. Although the two systems serve different purposes, they are not completely separate. The financial statements prepared by the firm for external reporting use information from the cost accounting system. Fundamentally, the cost accounting system records and maintains the use of economic resources by the organization. We illustrate how resources are used and costs are added to a product or service in different types of industries and how the use (cost) of these resources is reported in the financial statements. We explain the types of costs that managers use in making decisions. Finally, we present several diagrams that will help you track the different components of a product’s cost. Exhibit 2.16 in the Chapter Summary highlights the most important cost concepts in this chapter; refer to it often as you review for exams or need a quick reference.

What Is a Cost?
L.O. 1

Explain the basic concept of “cost.” cost Sacrifice of resources.

A cost is a sacrifice of resources. Every day, we buy many different things: clothing, food, books, music, perhaps an automobile, and so on. When we buy one thing, we give up (sacrifice) the ability to use these resources (typically cash or a line of credit) to buy something else. The price of each item measures the sacrifice we must make to acquire it. Whether we pay cash or use another asset, whether we pay now or later (by using a credit card), the cost of the item acquired is represented by what we forgo as a result.

Cost versus Expenses expense Cost that is charged against revenue in an accounting period.

outlay cost Past, present, or future cash outflow. opportunity cost Forgone benefit from the best (forgone) alternative course of action.

It is important to distinguish cost from expense. An expense is a cost charged against revenue in an accounting period; hence, expenses are deducted from revenue in that accounting period. We incur costs whenever we give up (sacrifice) resources, regardless of whether we account for it as an asset or an expense. (We may even incur costs that the financial accounting system never records as an asset or expense. An example is lost sales.) If the cost is recorded as an asset (for example, prepaid rent for an office building), it becomes an expense when the asset has been consumed (i.e., the building has been used for a period of time after making the prepayment). In this book, we use the term expense only when referring to external financial reports. The focus of cost accounting is on costs, not expenses. Generally accepted accounting principles (GAAP) and regulations such as the income tax laws specify when costs are to be treated as expenses. Although the terms cost and expense are sometimes used as synonyms in practice, we use cost in this book for all managerial purposes. The two major categories of costs are outlay costs and opportunity costs. An outlay cost is a past, present, or future cash outflow. Consider the cost of a college education; clearly, the cash outflows for tuition, books, and fees are outlay costs. Cash is not all that college students sacrifice; they also sacrifice their time to get a college education. This sacrifice of time is an opportunity cost. Opportunity cost is the forgone benefit that could have been realized from the best forgone alternative use of a resource.1 For example, many students give up jobs to take the time to earn a college degree. The forgone income is part of the cost of getting a college degree and is the forgone benefit that could

1 In some definitions, the outlay cost is also an opportunity cost because you forgo the use of the cash that could be used to purchase other goods and services. In this text, we reserve the use of the term opportunity costs to those costs that are not outlay costs.

Chapter 2

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be realized from an alternative use of a scarce resource—time. These are other examples of opportunity costs: • The opportunity cost of funds that you invest in a bank certificate of deposit is the forgone interest you could have earned on another security, assuming that both securities are equal in risk and liquidity. The opportunity cost of spending spring break in Mexico is the forgone income from a temporary job; the opportunity cost of taking a temporary job during spring break is the forgone pleasure of a trip to Mexico. The opportunity cost of time spent working on one question on an examination is the forgone benefit of time spent working on another question.

•

•

Of course, no one can ever know all of the possible opportunities available at any moment. Hence, some opportunity costs are undoubtedly not considered. Accounting systems typically record outlay costs but not opportunity costs. As a result, it is easy for managers to overlook or ignore opportunity costs in making decisions. A well-designed cost accounting system presents all relevant information to managers, including opportunity costs that they may otherwise ignore in decision making.

Presentation of Costs in Financial Statements
We are concerned with information for use by managers. Therefore, when we present or discuss financial statements, we assume that the statements are prepared for internal management use, not for external reporting. We also focus on operating profit, the excess of operating revenues over the operating costs incurred to generate those revenues. This figure differs from net income, which is operating profit adjusted for interest, income taxes, extraordinary items, and other adjustments required to comply with GAAP or other regulations such as tax laws. It is important to remember that information from the cost accounting system is just a means to an end; the final products are managerial decisions and actions (and the change in firm value) that result from the information generated by the system. We are not seeking the “most accurate” information; we are looking for the best information, understanding how the information is used in decision making, and recognizing the cost of preparing and using the information. The following sections present some examples of how cost information appears in financial statements prepared for managers. These are basic statements on which we build. As we proceed through the book, we show you how to improve these basic statements and the data they contain to make them more informative. A generic income statement for a firm, a division, a product, or any unit is shown in Exhibit 2.1. It summarizes the revenues (sales) of the unit and subtracts the costs of the unit. The costs include the cost of the goods or service the activity sells. Although the basic form of the income statement is the same regardless of the product or service an organization sells, the details, especially with respect to costs, vary depending on how the organization acquires the resources used to produce the product or service. In the sections that follow we illustrate three types of income statements where the organization sells (1) a service, (2) a product that it acquires from another organization (a retailer), or (3) a product that it builds using materials from other organizations (a manufacturer). It is important to remember, however, that most firms are made up of activities that combine features of all three types of activities. As the In Action item, “A New Manufacturing Mantra,” discusses, in many of the firms that we might consider to be manufacturing firms, such as Nike, virtually all employees are engaged in service-related activities. Revenue . . . . . . XXX Similarly, many service firms, such as those in Costs. . . . . . . . . YYY financial services, have important transactions and billing Operating profit . ZZZ functions that use repeatable, discrete processes, not
L.O. 2

Explain how costs are presented in financial statements. operating profit Excess of operating revenues over the operating costs necessary to generate those revenues.

Exhibit 2.1
Generic Income Statement

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unlike many manufacturing processes. Because service firms have no inventory to value, some firms have not taken steps to understand how these discrete processes are associated with costs. However, as competitive pressures force firms to become more efficient and effective, even service firms have started to understand how important it is to associate costs and revenues with the distinct services they provide so that they can better evalute the value-added equation that we discussed in Chapter 1. Service firms are now adopting cost management practices that were originally developed in manufacturing. For example, banks and brokerage firms are using activity-based costing and distribution firms are using customer profitability analysis to disentangle selling, general, and administrative (SG&A) costs. The methods of cost analysis that were first developed in manufacturing are now being translated into services to meet the universal demands for understanding costs as a part of strategic management of the value proposition.

In Action

A New Manufacturing Mantra workers. The majority are doing jobs more properly categorized as service occupations. Sometimes—as in the case of pure “product originators” such as Nike, the clothing company, which outsources virtually all of its production—the proportion falls close to zero. One reason for this is that manufacturers often turn to service as a defensive strategy to protect themselves from rivals muscling in on their territory.
Source: Financial Times (London), May 15, 2006.

Most organizations are a mix of service and manufacturing activities. For example, manufacturing firms in India compete with rivals in other low labor-cost countries by taking what one observer refers to as “a ‘service’ approach to production.” This involves a focus on areas that “include design, development, links with suppliers and the ability to customize output to meet changes in demand patterns.” This is not unusual in manufacturing firms. According to the same observer, In many manufacturing companies, no more than one-fifth of employees are defined as manufacturing

Service Organizations
A service company provides customers an intangible product. For example, consulting firms provide advice and analyses. Traditionally, labor costs were the most significant cost category for most service organizations. However, as information services become increasingly important, this is changing. Some service firms provide information, and for these companies, information technology can represent the major cost. Other firms provide information analysis, and for these firms, labor costs will likely remain the most important single cost. The costs associated with RPE Associates, a compensation consulting firm, are shown in the income statement in Exhibit 2.2. The line item cost of services sold includes the costs of billable hours, which are the hours billed to clients plus the cost of other items billed to clients (for example, charges for performing an information search or printing

Exhibit 2.2
Income Statement for a Service Company

RPE ASSOCIATES Income Statement For the Year Ended December 31, Year 2 ($000) Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of services sold . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . Marketing and administrative costs. . . . . . . Operating profit . . . . . . . . . . . . . . . . . . . . $32,000 23,500 $ 8,500 4,300 $ 4,200

Chapter 2

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reports). Costs that are not part of services billable to clients are included in the marketing and administrative costs. At RPE, many managers report costs both in the cost of services sold (working with a client) and in marketing and administrative costs (developing project proposals for new business). The distinction is based on the nature of the work, not who performs the task.

Retail and Wholesale Companies
When you buy food, clothes, or a book, you are buying from a retail (or maybe a wholesale) firm. Retail and wholesale firms sell but do not make a tangible product. The income statement for these companies includes revenue and cost items as does that for service companies, but for retailers and wholesalers, it has an added category of cost information (called cost of goods sold ) to track the cost of the tangible goods they buy and sell. Southwest Office Products is a retail company that sells office supplies, such as paper products and computer accessories. The company’s income statement and cost of goods sold statement are shown in Exhibit 2.3. The cost of goods sold statement shows how the cost of goods sold was computed. Exhibit 2.3 shows the following information for Southwest: • It had a $300,000 beginning inventory on January 1. This represents the cost of the paper, writing supplies, toner cartridges, and other salable items on hand at the beginning of the year. The company purchased $1,830,000 of goods during the year and had transportationin costs of $90,000. Therefore, its total cost of goods purchased was $1,920,000 ( $1,830,000 for the purchases $90,000 for the transportation-in costs). Based on the information so far, Southwest had a $2,220,000 cost of items available for sale ( $1,920,000 total cost of goods purchased $300,000 from beginning inventory). The $2,220,000 is the cost of the goods that the company could have sold, in other words, the cost of goods available for sale.

•

•

At the end of the year, the company still had on hand inventory costing $445,000. Therefore, Southwest sold items costing $1,775,000 ( $2,220,000 $445,000).
SOUTHWEST OFFICE PRODUCTS Income Statement For the Year Ended December 31, Year 2 ($000) Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods sold (see following statement) . . . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Marketing and administrative costs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of Goods Sold Statement For the Year Ended December 31, Year 2 ($000) Beginning inventory. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods purchased Merchandise cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $1,830 Transportation-in costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90 Total cost of goods purchased. . . . . . . . . . . . . . . . . . . . . . . Cost of goods available for sale . . . . . . . . . . . . . . . . . . . . . . . Less cost of goods in ending inventory . . . . . . . . . . . . . . . . . . Cost of goods sold. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $3,225 1,775 $1,450 825 $ 625

Exhibit 2.3
Income Statement for a Merchandise Company

$ 300

1,920 $2,220 445 $1,775

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The income statement summarizes Southwest’s operating performance with the following information: • • Sales revenue for the year was $3,225,000. The cost of goods sold amount, $1,775,000, came from the cost of goods sold statement. Therefore, the gross margin (the difference between sales revenue and cost of goods sold) is $1,450,000 ( $3,225,000 sales revenue − $1,775,000 cost of goods sold). If you were Southwest’s manager, you would know that, on average, every $1 of sales gave you about $.45 ( $1,450,000 $3,225,000) to cover marketing and administrative costs and earn a profit. The income statement also shows that marketing and administrative costs were $825,000 and operating profits were $625,000 ( $1,450,000 gross margin − $825,000 marketing and administrative costs).

•

cost of goods sold Expense assigned to products sold during a period.

The term cost of goods sold includes only the actual costs of the goods that were sold. It does not include the costs required to sell them, such as the salaries of salespeople, which are marketing costs, or the salaries of top executives, which are administrative costs. Compare the income statement for Southwest Office Products with that for the service company, RPE Associates (Exhibit 2.2). Like other retail and wholesale organizations, Southwest has an entire category of amounts that do not appear in a service company’s income statement. This category appears in the cost of goods sold statement, which accounts for the inventories, purchases, and sales of tangible goods. By contrast, the service company does not “purchase” anything to be held in inventory until sold. Service companies are generally most interested in measuring the cost of providing services while retail and wholesale firms focus on two items. The gross margin reflects the ability to price the products while the marketing and administrative costs reflect relative efficiency in operating the business itself.

Manufacturing Companies
You are probably acquainted with the term cost of goods sold from a financial accounting course. It is likely that most, if not all, of the examples you encountered in studying financial accounting were retail firms. The reason is that in financial accounting, the focus is on preparing and presenting the statements. In a retail firm, the unit cost of an item is known because it was purchased from a third party. A manufacturing company has a more complex income statement than do service or retail/wholesale companies. Whereas the retailer/wholesaler purchases goods for sale, the manufacturer makes them. For decision making, it is not enough for the manufacturer to know how much it paid for a good; it must also know the different costs associated with making it. Financial reporting distinguishes costs in a manufacturing firm based on when the costs are recognized as expenses on the financial statements. Product costs are those costs assigned to units of production and recognized (expensed) when the product is sold. Product (manufacturing) costs follow the product through inventory. Period costs (nonmanufacturing costs) include all other costs and are expensed as they are incurred. Although we are not directly concerned with financial statement preparation in this book, the cost accounting system must be able to provide cost information for the financial reporting system. Before we present example statements for a manufacturing firm, we need to define some additional terms.

product costs Costs assigned to the manufacture of products and recognized for financial reporting when sold. period costs Costs recognized for financial reporting when incurred. direct manufacturing costs Product costs that can be feasibly identified with units of production. indirect manufacturing costs All product costs except direct costs.

Direct and Indirect Manufacturing (Product) Costs
Product costs consists of two types—direct and indirect costs. Direct manufacturing costs are those product costs that can be identified with units (or batches of units) at relatively low cost. Indirect manufacturing costs are all other product costs. The glass in a light bulb is a direct cost of the bulb. The depreciation on the light bulb manufacturing plant is an indirect cost.

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Direct costs are classified further into direct materials cost and direct labor cost. The manufacturer purchases materials (for example, unassembled parts), hires workers to convert the materials to a finished good, and then offers the product for sale. Thus, there are three major categories of product costs: 1. Direct materials that can be feasibly identified directly, at relatively low cost, with the product. (To the manufacturer, purchased parts, including transportation-in, are included in direct materials.) Direct materials are often called raw materials. Materials that cannot be identified with a specific product (for example, paper for plant reports, lubricating oil for machines) are included in item 3. 2. Direct labor of workers who can be identified directly, at reasonable cost, with the product. These workers transform the materials into a finished product. 3. All other costs of transforming the materials into a finished product, often referred to in total as manufacturing overhead. Some examples of manufacturing overhead follow. • Indirect labor, the cost of workers who do not work directly on the product yet are required so that the factory can operate, such as supervisors, maintenance workers, and inventory storekeepers. • Indirect materials, such as lubricants for the machinery, polishing and cleaning materials, repair parts, and light bulbs, which are not a part of the finished product but are necessary to manufacture it. • Other manufacturing costs, such as depreciation of the factory building and equipment, taxes on the factory assets, insurance on the factory building and equipment, heat, light, power, and similar expenses incurred to keep the factory operating. Although we use manufacturing overhead in this book, common synonyms used in practice are factory burden, factory overhead, burden, factory expense, and the unmodified word, overhead. direct materials Materials that can be identified directly with the product at reasonable cost.

direct labor Labor that can be identified directly with the product at reasonable cost. manufacturing overhead All production costs except those for direct labor and direct materials.

Prime Costs and Conversion Costs
You are likely to encounter the following two categories of costs in manufacturing companies: prime costs and conversion costs. Prime costs are the direct costs, namely, direct materials and direct labor. In some companies, managers give prime costs much attention because they represent 80 to 90 percent of total manufacturing costs. In other cases, managers give most of their attention to conversion costs, which are the costs to convert direct materials into the final product. These are the costs for direct labor and manufacturing overhead. Managers who focus on conversion costs use a controllability argument: “We can manage conversion costs. Direct materials costs are mostly outside of our control.” Generally, companies with relatively low manufacturing overhead focus on managing prime costs. Companies that have high direct labor and/or manufacturing overhead tend to be more concerned about conversion costs. In practice, you have to determine the cost information that decision makers need to manage effectively. It is not only the relative magnitude of costs that matters in determining which costs to monitor. The important issue is identifying the most important costs over which the firm has control. For example, in some processing firms, the largest costs are the direct materials costs. However, because those materials are commodities with prices set in well-functioning markets, it may be infeasible to exercise much control over those costs other than monitoring usage. Exhibit 2.4 summarizes the relation between conversion costs and the three elements of manufactured product cost: direct materials, direct labor, and manufacturing overhead. prime costs Sum of direct materials and direct labor. conversion costs Sum of direct labor and manufacturing overhead.

Nonmanufacturing (Period) Costs
Nonmanufacturing costs have two elements: marketing costs and administrative costs. Marketing costs are the costs required to obtain customer orders and provide customers with finished products. These include advertising, sales commissions, shipping costs, and marketing departments’ building occupancy costs. Administrative costs are the costs required to manage the organization and provide staff support, including executive and

marketing costs Costs required to obtain customer orders and provide customers with finished products, including advertising, sales commissions, and shipping costs. administrative costs Costs required to manage the organization and provide staff support, including executive salaries; costs of data processing, and legal costs.

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Exhibit 2.4 Components of Manufactured Product Cost

Materials

Direct materials Prime costs

Indirect materials

Labor

Direct labor

Product cost

Indirect labor Manufacturing utilities, rent, etc. Manufacturing overhead

Conversion costs

clerical salaries; costs for legal, financial, data processing, and accounting services; and building space for administrative personnel. Nonmanufacturing costs are expensed periodically (often in the period they are incurred) for financial accounting purposes. For managerial purposes, however, managers often want to see nonmanufacturing costs assigned to products. This is particularly true for commissions and advertising related to a specific product. For example, managers at consumer products companies such as Procter & Gamble and Anheuser-Busch want the cost of advertising a specific product, which can be substantial, to be assigned to that product. For most of our purposes, this distinction between manufacturing and nonmanufacturing costs is artificial because we are interested in the costs that products and services impose on the firm, not in the financial accounting treatment of these costs. Sometimes distinguishing between manufacturing costs and nonmanufacturing costs is difficult. For example, are the salaries of accountants who handle factory payrolls manufacturing or nonmanufacturing costs? What about the rent for offices for the manufacturing vice president? There are no clear-cut classifications for some of these costs, so companies usually set their own guidelines and follow them consistently.

In Action

Indirect Costs in Banking
“while direct costs are generally under tight management control, indirect costs often are not.” Indirect costs cover everything from IT development and risk control to taxation, auditing, marketing, and public relations.
Source: Financial Times (London), January 7, 2004.

All firms, not just manufacturing firms, classify costs as direct or indirect. Service firms, such as investment banks, often have costs that are mostly indirect. Managing indirect costs is extremely important in these firms if they are to remain profitable. Research in Europe found that “indirect trading costs could be as much as 85 percent of the total” for international banks. Furthermore, the consulting firm found that

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Cost Allocation
Many costs result from several departments sharing facilities (buildings, equipment) or services (data processing, maintenance staff). If you share an apartment with someone, the rent is a cost to the people sharing the apartment. If we want to assign costs to each individual, some method must be devised for assigning a share of the costs to each user. This process of assigning costs is called cost allocation. We discuss implications of allocating costs throughout this book. However, cost allocation is a process that is familiar to most people, even those who do not study cost accounting. First, we need some definitions. A cost object is any end to which a cost is assigned, for example, a unit of product or service, a department, or a customer. Managers make many decisions at the level of the cost object. Should we drop this product? How can we make this customer profitable? A cost pool is the cost we want to assign to the cost objects. Examples are department costs, rental costs, or travel costs a consultant incurs to visit multiple clients. The cost allocation rule is the method or process used to assign the costs in the cost pool to the cost object. Consider the following simple example. Rockford Corporation has two divisions: East Coast (EC) and West Coast (WC). Computing services at Rockford are centralized and provided to the two divisions by the corporate Information Systems (IS) group. Total systems costs for the quarter are $1 million. Divisional financial statements are being prepared, and the accountant has asked for your help in allocating these costs to the divisions. How would you suggest the accountant proceed? You might suggest that because there are two divisions, they share the costs equally, that is, each is charged $500,000 for IS services. The West Coast manager argues, however, that this is unfair because WC is much smaller than EC. She argues that the allocation should be based on a measure of divisional size, such as revenues. The East Coast manager argues that this is not right because most of IS time is spent in the West Coast division, where the equipment is more complex and requires more maintenance. As we will see, there is often no “right” way to solve this dilemma (but there may be some ways that result in poor decisions). Let’s suppose the accountant chooses divisional revenue and that the revenue in EC is $80 million and the revenue in WC is $20 million. Then the allocation to the two divisions can be illustrated in the flowchart, or cost flow diagram, shown in Exhibit 2.5. Because the East Coast division earns 80 percent ( $80 million of the total $100 million in revenues), it is assigned, or allocated, 80 percent of the IS costs, or $800,000 ( 80% of $1,000,000). Similarly, the West Coast division is assigned $200,000 ( 20% of $1,000,000). Many of the cost allocation methods we discuss are more complex than this simple example, but the fundamental approach is the same: (1) identify the cost
L.O. 3

Explain the process of cost allocation. cost allocation Process of assigning indirect costs to products, services, people, business units, etc. cost object Any end to which a cost is assigned. cost pool Collection of costs to be assigned to the cost objects. cost allocation rule Method used to assign costs in the cost pool to the cost objects.

cost flow diagram Diagram or flowchart illustrating the cost allocation process.

Exhibit 2.5
Cost Flow Diagram Cost pool Corporate IS Group $1,000,000

Cost allocation rule Cost objects

80%a

% Revenue

20%b

East Coast $800,000

West Coast $200,000

a b

80% 20%

$80 million revenue $20 million revenue

($80 million ($80 million

$20 million). $20 million).

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objects, (2) determine the cost pools, and (3) select a cost allocation rule. We will make extensive use of cost flow diagrams such as the one in Exhibit 2.5 because they can help you understand (1) how a cost system works and (2) the likely effects on the reported costs of different cost objects from changes in the cost allocation rule.

Direct versus Indirect Costs direct cost Any cost that can be directly (unambiguously) related to a cost object at reasonable cost. indirect cost Any cost that cannot be directly related to a cost object.

Any cost that can be unambiguously related to a cost object is a direct cost of that cost object. Those that cannot be unambiguously related to a cost object are indirect costs. We have already seen one use of this distinction in our discussion of manufacturing costs. Accountants use the terms direct cost and indirect cost much as a nonaccountant might expect. One difficulty is that a cost may be direct to one cost object and indirect to another. For example, the salary of a supervisor in a manufacturing department is a direct cost of the department but an indirect cost of the individual items the department produces. So when someone refers to a cost as either direct or indirect, you should immediately ask, direct or indirect with respect to what cost object? Units produced? A department? A division? (When we use direct and indirect to describe labor and materials, the cost object is the unit being produced.) Whether a cost is considered direct or indirect also depends on the costs of linking it to the cost object. For example, it is possible to measure the amount of lubricating oil used to produce one unit by stopping the machine and measuring the amount of oil required to fill the reservoir. The cost of this is prohibitive in terms of lost production, so the oil cost is considered indirect.

Details of Manufacturing Cost Flows
L.O. 4

Understand how material, labor, and overhead costs are added to a product at each stage of the production process.

Jackson Gears is a small machining and manufacturing company that makes gears for original equipment manufacturers (OEMs), such as automobile and farm equipment companies. Even if you have never been in a machine shop, you can imagine the process of making a gear. It would consist of three basic steps: • • First, you would see metal (direct material) being delivered to the receiving area, inspected, and then placed in the direct material inventory area (store) of the shop. Next, when it was time to produce gears, the metal would be transported to an assembly line. It would be fed to large machines (presses, lathes, and so on) that would turn the unformed metal into the finished gear. While the metal is in this part of the factory, it is neither direct material nor a gear; it is work in process. Finally, the gear is complete, and it is moved out to a separate area in the factory with other completed products. These gears are finished goods and ready for sale.

work in process Product in the production process but not yet complete. finished goods Product fully completed but not yet sold.

•

inventoriable costs Costs added to inventory accounts.

Just as the manufacturing plant at Jackson Gears has direct material, work-in-process, and finished goods inventories, the cost accounting system at Jackson has three major categories of inventory accounts—one category for each of these three stages: Direct Materials Inventory, Work-in-Process Inventory, and Finished Goods Inventory. Our goal with the cost accounting system is simple. By tracing the physical flows with cost flows through the inventory accounts, we can represent the use of resources in the plant to produce the finished gears. Each inventory account is likely to have a beginning inventory amount, additions (debits) and withdrawals (credits) during the period, and an ending inventory based on what is still on hand at the end of the period. Those costs added (debited) to inventory accounts are called inventoriable costs. To show how this works, Exhibit 2.6 illustrates a simplified version of the actual production process at Jackson Gears. It shows the stages of production from receipt of materials through manufacturing to shipment to the finished goods warehouse.

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Exhibit 2.6 Production Process at Jackson Gears
Vendor 1 Metal Vendor 2 Store Direct materials inventory Process Assembly line (Work-inprocess inventory) Complete Finished goods inventory Sell Gear is sold

Jackson Gears receives raw metal (steel, brass, etc.) at its Direct Materials Receiving Department. The people in this department are responsible for checking each order to be sure that it meets quality specifications and that the goods received are what was ordered. If Jackson Gears uses just-in-time (JIT) inventory methods, people in direct materials receiving send the components—metals, plastics—to the machining line immediately. If Jackson Gears does not use JIT, people in this department send the components to a materials warehouse until it is needed for production. Any product that has been purchased but not yet transferred to manufacturing departments will be part of Direct Materials Inventory on the balance sheet at the end of the accounting period. When the production process begins, the metal moves along the machining line as it is transformed (teeth added to the gears, individual gears cut, and so on). Any gears that are not complete—that is, those still on the machining line at the end of an accounting period—are part of Work-in-Process Inventory on the balance sheet. After the completed gears are inspected, they are moved to a holding area awaiting shipment to customers around the country. The cost of any product that is finished but not yet sold to customers is included in Finished Goods Inventory at the end of an accounting period.

How Costs Flow through the Statements
Income Statements
Now that we understand the physical flow of the product through the process, we next use a numerical example to show how to report Jackson Gears’s revenues and costs. The result is a typical income statement for a manufacturing company (see Exhibit 2.7). The income statement shows that Jackson Gears generated sales revenue of $20,450,000, had cost of goods sold of $13,100,000, and incurred marketing and administrative costs of $3,850,000 for the year, thereby generating an operating profit of $3,500,000.
JACKSON GEARS Income Statement For the Year Ending December 31, Year 2 ($000) Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods sold (see Exhibit 2.8) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Less marketing and administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit before taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $20,450 13,100 $ 7,350 3,850 $ 3,500

Exhibit 2.7
Income Statement for a Manufacturing Firm

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Exhibit 2.8
Cost of Goods Manufactured and Sold Statement for a Manufacturing Firm

JACKSON GEARS Cost of Goods Manufactured and Sold Statement For the Year Ending December 31, Year 2 ($000) Beginning work-in-process inventory, January 1. . . . . . . . . . Manufacturing costs during the year: Direct materials: Beginning inventory, January 1 . . . . . . . . . . . . . . . . . . . . . $ 95 Add purchases. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,627 Direct materials available. . . . . . . . . . . . . . . . . . . . . . . . $5,722 Less ending inventory, December 31 . . . . . . . . . . . . . . . . 72 Direct material put into production . . . . . . . . . . . . . . . . . $5,650 Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,220 Manufacturing overhead . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6,780 Total manufacturing costs incurred . . . . . . . . . . . . . . . . . . Total work in process during the year . . . . . . . . . . . . . . . . . . Less ending work-in-process inventory, December 31 . . . . . Cost of goods manufactured . . . . . . . . . . . . . . . . . . . . . . . . . Beginning finished goods inventory, January 1. . . . . . . . . . . Finished goods available for sale . . . . . . . . . . . . . . . . . . . . . Less ending finished goods inventory, December 31 . . . . . . Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $270

13,650 $13,920 310 $13,610 420 $14,030 930 $13,100

Cost of Goods Manufactured and Sold
We now demonstrate how to derive the cost of goods manufactured and sold amount on the income statement from the company’s activities. The resulting statement is the cost of goods manufactured and sold statement, which appears in Exhibit 2.8. You will be able to see how these items appear in the cost of goods manufactured and sold statement if you trace each amount in the following example to Exhibit 2.8.

Direct Materials
Assume the following for the company: • • • • Direct materials inventory on hand January 1 totaled $95,000. Materials purchased during the year cost $5,627,000. Ending inventory on December 31 was $72,000. Therefore, the cost of direct materials put into production during the year was $5,650,000, computed as follows (in thousands of dollars):
Beginning direct materials inventory, January 1 . . . . . . . . . . . . . . . . . . . . . . Add purchases during the year . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials available during the year . . . . . . . . . . . . . . . . . . . . . . . . . Less ending direct materials inventory, December 31 . . . . . . . . . . . . . . . . . Cost of direct materials put into production . . . . . . . . . . . . . . . . . . . . . . . . 95 5,627 $5,722 72 $5,650 $

Work in Process
Consider the following: • The Work-in-Process Inventory account had a beginning balance of $270,000 on January 1, as shown in Exhibit 2.8.

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•

•

•

Exhibit 2.8 shows that costs incurred during the year totaled $5,650,000 in direct materials (as shown in the preceding direct materials inventory schedule), $1,220,000 in direct labor costs, and $6,780,000 in manufacturing overhead. The sum of materials, labor, and manufacturing overhead costs incurred, $13,650,000, is the total manufacturing costs incurred during the year. Managers in production and operations give careful attention to these costs. Companies that want to be competitive in setting prices must manage these costs diligently. From here on the process can seem complicated, but it’s not really so difficult if you realize that accountants are just adding and subtracting inventory values. In other words, just as materials, in different forms, are moving from one inventory in the plant to another, the costs in the cost accounting system are moving from one inventory account to another. Adding the $270,000 beginning work-in-process inventory to the $13,650,000 total manufacturing costs gives $13,920,000, the total cost of work in process during the year. This is a measure of the resources that have gone into production. Some of these costs were in the work-in-process inventory on hand at the beginning of the period (that is the $270,000 in beginning inventory), but most has been incurred this year (that is the $13,650,000 total manufacturing costs). At year-end, the work-in-process inventory has a $310,000 cost, which is subtracted to arrive at the cost of goods manufactured during the year: $13,610,000 ( $13,920,000 − $310,000), which represents the cost of gears finished during the year. Production departments usually have a goal for goods completed each period. Managers would compare the cost of goods manufactured to that goal to see whether the production departments were successful in meeting it.

Finished Goods Inventory
The work finished during the period is transferred from the production department to the finished goods storage area or is shipped to customers. If goods are shipped to customers directly from the production line, no finished goods inventory exists. Jackson Gears has a finished goods inventory, however, because some of the gears are common across manufacturers and so it keeps some of them on hand to expedite orders. Here’s how the amounts appear on the financial statements: • Exhibit 2.8 shows that Jackson Gears had $420,000 of finished goods inventory on hand at the beginning of the year (January 1). From the discussion about work in process, we know that Jackson Gears completed $13,610,000 worth of product, which was transferred to finished goods inventory. Therefore, Jackson Gears had $14,030,000 finished goods inventory available for sale, in total. Of the $14,030,000 available, Jackson Gears had $930,000 finished goods still on hand at the end of the year. This means that the cost of goods sold was $13,100,000 ( $14,030,000 available $930,000 in ending inventory).

•

Cost of Goods Manufactured and Sold Statement
As part of its internal reporting system, Jackson Gears prepares a cost of goods manufactured and sold statement (Exhibit 2.8). Such statements are for managerial use; you will rarely see one published in external financial statements. Exhibit 2.8 incorporates and summarizes information from the preceding discussion. Manufacturing companies typically prepare a cost of goods manufactured and sold statement to summarize and report manufacturing costs such as those discussed for Jackson Gears, most often for managers’ use. Some companies have experimented with preparing these statements for production workers and supervisors, who in some cases have found them effective communication devices once these people learn how to read them. For example, managers at Jackson Gears use the cost of goods manufactured and sold statement to communicate the size of manufacturing overhead and inventories to stimulate creative ideas for reducing these items.

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The cost of goods manufactured and sold statement in Exhibit 2.8 has three building blocks. The first reports the cost of direct materials. Next is the work-in-process account with its beginning balance, costs added during the period, ending balance, and cost of goods manufactured. Third, the statement reports the beginning and ending finished goods inventory and cost of goods sold. These financial statements are presented in a standard format that you will find used by many companies and on the CPA and CMA examinations. Please be aware that we discuss many variations in this book, but many more exist in practice. For example, some companies prepare separate statements of cost of goods sold and cost of goods manufactured. It is important that financial statements effectively present the information that best suits the needs of your customers or information users (for example, managers of your company or your clients). For managerial purposes, it is important that the format of financial statements be tailored to what users want (or to what you want if you are the user of financial information).

Self-Study Questions
1. A review of accounts showed the following for Pacific Parts for last year:
Administrative costs . . . . . . . . . . . . . . . . . . . Depreciation, manufacturing. . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials purchases . . . . . . . . . . . . . . Direct materials inventory, January 1 . . . . . . Direct materials inventory, December 31 . . . Finished goods inventory, January 1 . . . . . . Finished goods inventory, December 31 . . . Heat, light, and power—plant . . . . . . . . . . . . Marketing costs. . . . . . . . . . . . . . . . . . . . . . . Miscellaneous manufacturing costs . . . . . . . $1,216,000 412,000 1,928,000 1,252,000 408,000 324,000 640,000 588,000 348,000 1,088,000 48,000

Plant maintenance and repairs . . . . . . . . . . . Sales revenue. . . . . . . . . . . . . . . . . . . . . . . . Supervisory and indirect labor . . . . . . . . . . . Supplies and indirect materials. . . . . . . . . . . Work-in-process inventory, January 1 . . . . . Work-in-process inventory, December 31. . .

296,000 8,144,000 508,000 56,000 540,000 568,000

2.

Prepare an income statement with a supporting cost of goods manufactured and sold statement. Refer to Exhibits 2.7 and 2.8. Using the data from question 1, place dollar amounts in each box in Exhibit 2.4.

(continued )

The solutions to these questions are at the end of this chapter on pages 78 and 79.

An Interim Debrief
Barry Roberts and Jessica Martinez take a break from their meeting. Barry summarizes what he has learned so far: Learning the cost terms will really help me communicate with both Jessica and the finance staff at corporate. One important lesson I learned is that there are different costs for different purposes. Financial reporting is important, but for the day-to-day management of the plant, I am going to need more detailed cost information. I also have a better understanding of the different types of costs. It really helped to see how these costs are related to the production flow; that’s something I understand. I understand now why some of these costs are not useful for managing the plant. For example, I know that for any decision I might make, some of the costs—plant supervision, for example—are not likely to change. When Jessica returns, I am going to find out how to identify the costs that will be important for my decisions and how I can get the cost information summarized in a way that helps me.

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Cost Behavior
The financial statements of Jackson Gears report what happened, but they fail to show why. For that we need to understand how costs behave and how managers analyze costs to arrive at their decisions. Managerial decisions lead to the activities that the firm undertakes, and these activities create (or destroy) the value in an organization. Information from the cost accounting system is a key ingredient in making these decisions. Cost behavior deals with the way costs respond to changes in activity levels. Throughout this book we refer to the idea of a cost driver. As defined in Chapter 1, a cost driver is a factor that causes, or “drives,” costs. For example, the cost driver for the cost of lumber for the activity of building a house could be the number of board feet of lumber used or the size of the house in square feet. The cost driver for direct labor costs could be the number of labor-hours worked. Managers need to know how costs behave to make informed decisions about products, to plan, and to evaluate performance. We classify the behavior of costs as being in one of four basic categories: fixed, variable, semivariable, and step costs, as discussed next.
L.O. 5

Define basic cost behaviors, including fixed, variable, semivariable, and step costs.

Fixed versus Variable Costs
Suppose that management contemplates a change in the volume of a company’s activity. Some questions different managers might ask follow: • • • An operations manager at United Airlines: How much will our costs decrease if we reduce the number of flights by 5 percent? A manager at the U.S. Post Office: How much will our costs decrease if we eliminate Saturday deliveries? A business school dean: How much will costs increase if we reduce average class size by 10 students by increasing the number of classes offered?
For Air France, the cost of executive salaries is fixed. The cost of fuel is variable per hour or per mile flown.

To answer questions such as these, we need to know which costs are fixed costs that remain unchanged as the volume of activity changes and which are variable costs that change in direct proportion to the change in volume of activity. If the activity is producing units, variable manufacturing costs typically include direct materials, certain manufacturing overhead (for example, indirect materials, materials-handling labor, energy costs), and direct labor in some cases (such as temporary workers). Certain nonmanufacturing costs such as distribution costs and sales commissions are typically variable. Much of manufacturing overhead and many nonmanufacturing costs are typically fixed costs. Although labor has traditionally been considered a variable cost, today the production process at many firms is capital intensive and the amount of labor required is not sensitive to the amount produced. In a setting in which a fixed amount of labor is needed only to keep machines operating, labor is probably best considered to be a fixed cost. In merchandising, variable costs include the cost of the product and some marketing and administrative costs. All of a merchant’s product costs are variable. In manufacturing, a portion of the product cost is fixed. In service organizations, variable costs typically include certain types of labor (such as temporary employees), supplies, and copying and printing costs. Exhibit 2.9 depicts variable cost behavior—(a), and fixed cost behavior— (b). Note in the graph that volume is on the horizontal axis, and total costs (measured in dollars) are on the vertical axis. Item (a) shows that total variable costs increase in direct proportion to changes in volume. Thus, if volume doubles, total variable costs also double. Item (b) shows that fixed costs are at a particular level and do not increase as volume increases.

fixed costs Costs that are unchanged as volume changes within the relevant range of activity. variable costs Costs that change in direct proportion with a change in volume within the relevant range of activity.

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Exhibit 2.9 Four Cost Behavior Patterns
(a) Variable costs $ $ (b) Fixed costs $ (c) Semivariable costs $ (d) Step costs

Volume

Volume

Volume

Volume

The identification of a cost as fixed or variable is valid only within a certain range of activity. For example, the manager of a restaurant in a shopping mall increased the capacity from 150 to 250 seats, requiring an increase in rent costs, utilities, and many other costs. Although these costs are usually thought of as fixed, they change when activity moves beyond a certain range. This range within which the total fixed costs and unit variable costs do not change is called the relevant range. relevant range Activity levels within which Four aspects of cost behavior complicate the task of classifying costs into fixed and a given total fixed cost or variable categories. First, not all costs are strictly fixed or variable. For example, electric unit variable cost will be utility costs may be based on a fixed minimum monthly charge plus a variable cost for unchanged each kilowatt-hour. Such a semivariable cost has both fixed and variable components. Semivariable costs, also called mixed costs, are depicted in Exhibit 2.9 (c). semivariable cost Cost that has both fixed and Second, some costs increase with volume in “steps.” Step costs, also called semifixed variable components; also costs, increase in steps as shown in Exhibit 2.9 (d). For example, one supervisor might be called mixed cost. needed for up to four firefighters in a fire station, two supervisors for five to eight, and so forth as the number of firefighters increases. The supervisors’ salaries represent a step cost. step cost Third, as previously indicated, the cost relations are valid only within a relevant range Cost that increases with of activity. In particular, costs that are fixed over a small range of activity are likely to volume in steps; also called semifixed cost. increase over a larger range of activity. Finally, the classification of costs as fixed or variable depends on the measure of activity used. For example, at Jackson Gears, part of the production cost is setting up the machines to run a specific part. Plant engineers have to calibrate the machine for each production run, but each run can produce up to 4,000 parts. If production volume is the activity measure, then the plant engineer costs are a step cost. However, if the number of production runs is the activity measure, then the plant engineer costs are variable; they spend the same amount of time for each run. Understanding cost behavior is an important part of using cost accounting information wisely for decisions. Consider a recent example at Jackson Gears. Eastern Transmission Company, a longtime customer of Jackson, Nursing costs are a step cost in a hospital. has requested a price quotation from Jackson for a modified version of a common gear. The modified gear is the J12. Eastern wants the quotation to cover a volume of J12 gears from 2,000 to 6,000, because it is not sure of its final requirement. Jessica Martinez, the plant cost analyst, has prepared the preliminary cost data in Exhibit 2.10 for Sandy Ventura, the Jackson sales representative for Eastern. The cost for developing production specifications is fixed. It does not depend on the volume of gears actually produced. The direct materials and the direct labor costs are variable. They increase proportionately with volume.

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1 2 3 4 5 6 7 8

A Cost Item Develop production specifications for J12 Direct materials (metal) Direct labor Set up machinery Inspect gears: Equipment Labor

B Amount $ 2,000 10.00 2.00 1,000 500 0.25

C

D Notes This is a one-time expenditure for drawings. This is the cost per gear. This is the cost per gear. Up to 4,000 gears can be produced in a single production run. A new measuring device is required. Per gear.

Exhibit 2.10
Cost Data for Price Quotation

The cost for setting up the machinery is neither fixed nor variable with respect to volume. The setup costs are semifixed—they are incurred to set up the initial production run, and then they are not affected by production until 4,000 gears have been produced. To produce more than 4,000 gears, another fixed amount must be spent. The inspection costs are semivariable. The new measuring device is a fixed cost and the $0.25 per gear is variable.

Components of Product Costs
We have now seen that various concepts of costs exist. Some are determined by the rules of financial accounting. Some are more useful for managerial decision making. In this section, we develop several diagrams to explain various cost concepts and identify the differences. Starting with Exhibit 2.11, assume that Jackson Gears estimates the cost to produce a specialized tractor gear during year 3. The full cost to manufacture and sell one gear is estimated to be $40, as shown on the left side of Exhibit 2.11. The unit cost of manufacturing the gear is $29, also shown on the left side of the exhibit. (One unit is 1 gear.) This full cost of manufacturing the one unit is known as the full absorption cost. It is the amount of inventoriable cost for external financial reporting according to GAAP. The full absorption cost “fully absorbs” the variable and fixed costs of manufacturing a product. The full absorption cost excludes nonmanufacturing costs, however, so marketing and administrative costs are not inventoriable costs. These nonmanufacturing costs equal $11 per unit, which is the sum of the two blocks at the bottom of Exhibit 2.11. The variable costs to make and sell the product are variable manufacturing costs, $23 per unit, and variable nonmanufacturing costs, $4 per unit. Variable nonmanufacturing costs could, in general, be either administrative or marketing costs. For Jackson Gears, variable nonmanufacturing costs are primarily selling costs. In other cases, variable administrative costs could include costs of data processing, accounting, or any administrative activity that is affected by volume. Exhibit 2.11 also includes unit fixed costs. The unit fixed costs are valid only at one volume—2,000 units (of this gear) per year—for Jackson Gears. By definition, total fixed costs do not change as volume changes (within the relevant range, of course). Therefore, a change in volume results in a change in the unit fixed cost, as demonstrated by SelfStudy Question 3.
L.O. 6

Identify the components of a product’s cost.

full cost Sum of all costs of manufacturing and selling a unit of product (includes both fixed and variable costs). full absorption cost All variable and fixed manufacturing costs; used to compute a product’s inventory value under GAAP.

Unit Fixed Costs Can Be Misleading for Decision Making
When analyzing costs for decisions, you should use unit fixed costs very carefully. Many managers fail to realize that they are valid at only one volume. When fixed costs are allocated to each unit, accounting records often make the costs appear as though they are

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Exhibit 2.11
Product Cost Components—Jackson Gears Direct materials $8

Direct labor

$7

Variable manufacturing cost $23

Full absorption cost per unit $29 Full cost per unit $40 (

Variable manufacturing overhead $8 Unit variable cost $27 Fixed manufacturing overhead $6 $12,000 2,000 units)

Variable marketing and administrative costs $4

Variable marketing and administrative costs $4

Fixed marketing and administrative costs $7 ( $14,000 2,000 units)

variable. For example, allocating some of factory rent to each unit of product results in including rent as part of the “unit cost” even though the total rent does not change with the manufacture of another unit of product. Cost data that include allocated common costs therefore may be misleading if used incorrectly. The following example demonstrates the problem. One of the parts Jackson Gears sells has a unit manufacturing cost of $2.80 ($1.50 per unit variable manufacturing cost + $1.30 per unit fixed manufacturing cost), computed as follows (each part is one unit):
Variable manufacturing costs per unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed manufacturing costs: Unit cost Fixed manufacturing cost per month _____________________________ Units produced per month $130,000 ___________ 100,000 units $1.50

1.30

Total unit cost used as the inventory value for external financial reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$2.80

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Jackson Gears received a special order for 10,000 parts at $2.75 each. These units could be produced with currently idle capacity. Marketing, administrative, and the total fixed manufacturing costs of $130,000 would not be affected by accepting the order, nor would accepting this special order affect the regular market for this part. Marketing managers believed the special order should be accepted as long as the unit price of $2.75 exceeded the cost of manufacturing each unit. When the marketing managers learned from accounting reports that the inventory value was $2.80 per unit, their initial reaction was to reject the order because, as one manager stated, “We are not going to be very profitable if our selling price is less than our production cost!” Fortunately, some additional investigation revealed the variable manufacturing cost to be only $1.50 per unit. Marketing management accepted the special order, which had the following impact on the company’s operating profit:
Revenue from special order (10,000 units $2.75) . . . . . . . . . . . . . . . . . Variable costs of making special order (10,000 units $1.50) . . . . . . . . . Contribution of special order to operating profit . . . . . . . . . . . . . . . . . . . $27,500 15,000 $12,500

The moral of this example is that it is easy to interpret unit costs incorrectly and make incorrect decisions. In this example, fixed manufacturing overhead costs had been allocated to units, most likely to value inventory for external financial reporting and tax purposes. The resulting $2.80 unit cost appeared to be the cost to produce a unit. Of course, only $1.50 was a per unit variable cost; the $130,000 per month fixed cost would not be affected by the decision to accept the special order.

Self-Study Question
3. Refer to the Jackson Gears example in Exhibit 2.11 that is based on a volume of 2,000 units per year. Assume the same total fixed costs and unit variable costs but a volume of only 1,600 units. What are the fixed manufacturing costs per unit and the fixed marketing and administrative costs per unit?
The solution to this question is at the end of this chapter on page 79.

Exhibits 2.12 and 2.13 are designed to clarify definitions of gross margin, contribution margin, and operating profit. You may recall from your study of financial accounting statements that the gross margin appears on external financial statements as the difference between revenue and cost of goods sold. We refer to this format as a traditional income statement. Cost of goods sold is simply the full absorption cost per unit times the number of units sold. Exhibit 2.12 presents the gross margin per unit for the gears that Jackson Gears produces and sells for $45 each. Recall from Exhibit 2.11 that each gear is estimated to have a $29 full absorption cost. Therefore, the gross margin per unit is $16 ( $45 − $29). The operating profit per unit is the difference between the sales price and the full cost of making and selling the product. For Jackson Gears, Exhibit 2.12 shows the operating profit per unit to be $5 ( $45 sales price − $40 full cost). Exhibit 2.13 also shows the contribution margin per unit. On a per unit basis, the contribution margin is the difference between the sales price and the variable cost per unit. Think of the contribution margin as the amount available to cover fixed costs and earn a profit. The contribution margin is important information for managers because it allows them to assess the profitability of products before factoring in fixed costs (which tend to be more difficult to change in the short run). For example, a coffee shop sells both drip coffee and espresso drinks. A cup of drip coffee sells for $1.50 and a cappuccino sells for $2.50. Which product contributes more per unit to profits? Answer: We don’t know until

gross margin Revenue Cost of goods sold on income statements. Per unit, the gross margin equals Sales price Full absorption cost per unit.

contribution margin Sales price Variable costs per unit.

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Exhibit 2.12
Gross Margin per Unit—Jackson Gears Variable manufacturing cost $23 Full absorption cost per unit $29 Fixed manufacturing cost $6 Full cost per unit $40 Sales price per unit $45 Variable marketing and administrative $4 Sales price per unit $45

Gross margin $16 ($45 $29)

Fixed marketing and administrative $7

Excess of price over full unit cost $5

Operating profit $5

we know the contribution margin per unit for each product. Suppose that the variable cost per cup is $.25 for drip coffee and $1.50 for cappuccino. Then the contribution margins (per unit) are as follows: • • • Drip coffee $1.25 ( $1.50 sales price $.25 variable cost). Cappuccino $1.00 ( $2.50 sales price $1.50 variable cost). Although the cappuccino sells for more, the drip coffee provides a higher contribution per unit toward covering fixed costs and earning a profit.

Self-Study Questions
Refer to the Jackson Gears examples in Exhibits 2.12 and 2.13. 4. Assume that the variable marketing and administrative cost falls to $3 per unit; all other cost numbers remain the same. What are the new gross margin, contribution margin, and operating profit amounts? 5. Assume that the fixed manufacturing cost dropped from $12,000 to $10,000 in total, or from $6 to $5 per unit. All other unit cost numbers remain the same as in Exhibits 2.12 and 2.13. What are the new gross margin, contribution margin, and operating profit amounts?

The solutions to these questions are at the end of the chapter on page 79.

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Exhibit 2.13
Variable manufacturing cost $23 Variable cost per unit $27 Variable marketing and administrative $4 Full cost per unit $40 Sales price per unit $45 Fixed manufacturing cost $6 Sales price per unit $45 Contribution Margin per Unit—Jackson Gears

Contribution margin $18 ($45 $27)

Fixed marketing and administrative $7

Excess of price over full unit cost $5

Operating profit $5

How to Make Cost Information More Useful for Managers
As discussed earlier, cost accountants divide costs into product or period categories. In general, product costs are more easily attributed to products; period costs are more easily attributed to time intervals. Once product costs are defined, all other costs are assumed to be period costs. It is important to note, however, that the determination of product costs varies, depending on the approach used. Three common approaches are outlined here: • Full absorption costing (traditional income statement). Under this approach required by GAAP, all fixed and variable manufacturing costs are product costs. All other costs are period costs. Variable costing (contribution margin income statement). Using this approach, only variable manufacturing costs are product costs. All other costs are period costs. Managerial costing. This approach assumes that management determines which costs are associated with the product and should be considered product costs. Management asks whether adding a product will incur new costs. Any new costs are considered product costs. For example, management could decide that promotional campaigns
L.O. 7

Understand the distinction between financial and contribution margin income statements.

• •

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associated with a new product are product costs. Under the other two approaches, promotional costs would be period costs. Clearly, the managerial costing approach to defining product costs is subjective and depends on management’s use of cost information.

Gross Margin versus Contribution Margin Income Statements
A traditional income statement using full absorption costing (the first approach in the list) and a contribution margin income statement using variable costing (the second approach) for the special order of gears are shown in Exhibit 2.14. The data come from Exhibits 2.12 and 2.13, but unit costs are multiplied by 2,000 gears to give total amounts for year 3. Operating profit is the same for each approach because total units produced equal total units sold, but note the difference in product costs on each statement. We do not provide an income statement example for the third approach (managerial costing) because the treatment of product costs using this approach varies from one company to the next. Product costs for units not yet sold are assigned to inventory and carried in the accounts as assets. When the goods are sold, the costs flow from inventory to the income statement. At that time, these previously inventoried costs become expenses.

Developing Financial Statements for Decision Making
While the gross margin and contribution margin statements illustrated in Exhibit 2.14 are common, there is no reason to restrict managers to these statements. The goal of the cost accounting system is to provide managers with information useful for decision making. In designing the cost accounting system, we determine the information that managers use in making decisions and then provide it to them in ways that support their work. For example, many firms are concerned with ensuring that the activities they undertake add value to their product or service. If this is important to managers for making decisions, we can develop financial statements that classify costs into value-added or nonvalue-added categories. By classifying activities as value added or nonvalue added, managers are better able to reduce or eliminate nonvalue-added activities and therefore reduce costs. Suppose that Barry Roberts, the plant manager of Jackson Gears, wants to know which costs add value. The controller reviews production activities and related costs in detail and prepares the value income statement shown in Exhibit 2.15. The data come from Exhibit 2.14. However, costs are shown in greater detail and separated into nonvalue-added and value-added categories. For example, variable marketing and administrative costs of $8,000 from Exhibit 2.14 are shown as two line items under variable marketing and administrative costs in Exhibit 2.15: marketing and administrative services used to sell products

Exhibit 2.14 Gross Margin versus Contribution Margin Income Statements
Gross Margin Income Statement Revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . $90,000 Variable manufacturing costs . . . . . . . . . 46,000 Fixed manufacturing costs . . . . . . . . . . . 12,000 Gross margin . . . . . . . . . . . . . . . . . . . . . . . $32,000 Variable marketing and administrative costs . . . . . . . . . . . . . . 8,000 Fixed marketing and administrative costs . . . . . . . . . . . . . . 14,000 Operating profit . . . . . . . . . . . . . . . . . . . . . $10,000 Contribution Margin Income Statement Revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . $90,000 Variable manufacturing costs . . . . . . . . . 46,000 Variable marketing and administrative costs . . . . . . . . . . . . . . 8,000 Contribution margin . . . . . . . . . . . . . . . . . . $36,000 Fixed manufacturing costs . . . . . . . . . . . 12,000 Fixed marketing and administrative costs . . . . . . . . . . . . . . 14,000 Operating profit . . . . . . . . . . . . . . . . . . . . . $10,000

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Exhibit 2.15 Value Income Statement
JACKSON GEARS Value Income Statement For the Year Ending December 31, Year 3 Nonvalue-Added Value-Added Activities Activities Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable manufacturing costs Materials used in production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Materials waste . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Labor used in production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Labor used to rework products. . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead used in production . . . . . . . . . . . . . . . . . Manufacturing overhead used to rework products . . . . . . . . . . . . . Variable marketing and administrative costs Marketing and administrative services used to sell products . . . . . Marketing and administrative services used to process returned products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Contribution margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed manufacturing Fixed manufacturing costs used in production . . . . . . . . . . . . . . . . Salaries of employees reworking products. . . . . . . . . . . . . . . . . . . Fixed marketing and administrative costs Marketing and administrative services used to sell products . . . . . Marketing and administrative services used to process returned products . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $90,000 15,000 $ 1,000 11,500 2,500 15,500 500 6,000 2,000 $(6,000) 1,500 13,500 500 $(8,000) Total $90,000 15,000 1,000 11,500 2,500 15,500 500 6,000 2,000 $36,000 10,500 1,500 13,500 500 $10,000

$42,000 10,500

$18,000

totaling $6,000 and marketing and administrative services used to process returned products totaling $2,000. The value income statement outlines costs linked to three segments of the value chain: production, marketing, and distribution. Remember that the primary idea of the value chain is that value is added to the product in each business function. The goal is to maximize value-added activities and minimize nonvalue-added activities. The controller identifies nonvalue-added activities associated with two areas, materials waste and reworked products. Materials waste refers to material that was thrown away because of incorrect cuts or defective material. Reworked products consist of products that have been manufactured incorrectly (for example, incorrect gear size or number of teeth) and have to be fixed (or reworked). Costs to rework products are generally incurred by the production, marketing, and administration departments. Marketing gets involved because failure detection sometimes does not occur until the customer returns the goods. Thus, nonvalue-added activities are not limited to production. Assume that the company sold 2,000 units in year 3, and the controller uses the per unit costs outlined in Exhibit 2.13. The controller’s value income statement shows total nonvalue-added activities to be $8,000. This amount is only 10 percent of total costs but is 80 percent of operating profit. Clearly, reducing nonvalue-added activities could significantly increase profits. Reducing nonvalue-added activities is not a simple task. For example, how should the production process be changed to reduce materials waste? Should higher quality materials be purchased, resulting in higher direct materials costs? Or should production personnel be trained and evaluated based on materials wasted? However, providing the information highlights the problem and the potential effect that changes could have on firm performance. Depending on the business and strategic environment of the firm, we could construct financial statements around activities related to quality, environmental compliance, or new product development.

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The Debrief
Barry Roberts studied the value income statement (Exhibit 2.15) and commented: This is exactly the type of information I need to manage the plant. It is clear that one of my first priorities has to be improving quality. With the traditional financial statements I would not have seen the opportunity for increasing value. My production supervisor and I were aware, of course, that we had some waste associated with scrap and rework, but until we put a value on it, I wasn’t sure how important a problem it was. When we get that additional manufacturing back here, we will have a much better chance of keeping it here.

Summary
The term cost is ambiguous when used alone; it has meaning only in a specific context. The adjectives used to modify cost constitute that context. Exhibit 2.16 summarizes definitions of the word. It is important to consider how the use of these terms in cost accounting differs from common usage. For example, in common usage, a variable cost may vary with anything (geography, temperature, and so forth). In cost accounting, variable cost depends solely on volume. The following summarizes key ideas tied to the chapter’s learning objectives. L.O. 1. Explain the basic concept of “cost.” A cost is a sacrifice of resources, and an expense is a cost charged against revenue in an accounting period, typically for external reporting purposes. L.O. 2. Explain how costs are presented in financial statements. Cost of goods sold in a merchandising organization simply includes the costs of purchase and incoming transportation of the goods. Cost of goods sold for manufacturing organizations is much more complicated and includes direct materials (raw materials), direct labor, and manufacturing overhead. Cost of goods (i.e., services) sold in a service organization primarily includes labor and overhead.

Exhibit 2.16
Summary of Cost Terms and Definitions

Nature of Cost Cost ................................... Opportunity cost ................ Outlay cost ........................ Expense ............................ A sacrifice of resources. The forgone benefit from the best (forgone) alternative course of action. A past, present, or future cash outflow. A cost that is charged against revenue in an accounting period.

Cost Concepts for Cost Accounting Systems Product cost ...................... Period cost ........................ Full absorption cost ........... Direct cost ......................... Indirect cost ....................... Cost that can be attributed to a product. Cost that can be attributed to time intervals. All variable and fixed manufacturing costs; used to compute a product’s inventory value under GAAP. Cost that can be directly (unambiguously and at low cost) related to a cost object. Cost that cannot be directly related to a cost object.

Cost Concepts for Describing Cost Behavior Variable cost ...................... Fixed cost .......................... Cost that changes in direct proportion with a change in volume within the relevant range of activity. Cost that is unchanged as volume changes within the relevant range of activity.

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L.O. 3. Explain the process of cost allocation. Cost allocation is required to assign, or allocate, costs recorded in various accounts (the cost pools) to the cost objects (product, department, customer) of interest. An allocation rule specifies how this is done because there is generally no economically feasible way of associating the costs directly with the cost objects. L.O. 4. Understand how materials, labor, and overhead costs are added to a product at each stage of the production process. Manufacturing organizations have three stages of production: direct materials, work in process, and finished goods. All items not sold at the end of the period are included in inventory as an asset on the balance sheet. All finished goods sold at the end of the period are included as cost of goods sold in the income statement. L.O. 5. Define basic cost behaviors, including fixed, variable, semivariable, and step costs. Cost behavior can be classified in one of four ways: fixed, variable, semivariable, or step costs. Definitions of these four terms appear on pages 51 to 52. L.O. 6. Identify the components of a product’s costs. • Variable cost per unit. • Full absorption cost per unit, which is the inventoriable amount under GAAP. • Full cost per unit of making and selling the product. • Gross margin, which equals sales price minus full absorption cost. • Contribution margin, which equals sales price minus variable cost. • Profit margin, which equals sales price minus full cost. L.O. 7. Understand the distinction between financial and contribution margin income statements. The traditional income statement format is used primarily for external reporting purposes, and the contribution margin income statement format is used more for internal decision-making and performance evaluation purposes. A third alternative is the value approach, which categorizes costs into value- and nonvalue-added activities.

Key Terms administrative costs, 43 contribution margin, 55 conversion costs, 43 cost, 38 cost allocation, 45 cost allocation rule, 45 cost flow diagram, 45 cost object, 45 cost of goods sold, 42 cost pool, 45 direct cost, 46 direct labor, 43 direct manufacturing costs, 42 direct materials, 43 expense, 38 finished goods, 46 fixed costs, 51 full absorption cost, 53 full cost, 53 gross margin, 55 indirect cost, 46 indirect manufacturing costs, 42 inventoriable costs, 46 manufacturing overhead, 43 marketing costs, 43 operating profit, 39 opportunity cost, 38 outlay cost, 38 period costs, 42 prime costs, 43 product costs, 42 relevant range, 52 semivariable cost, 52 step cost, 52 variable costs, 51 work in process, 46

Review Questions
2-1. 2-2. 2-3. 2-4. 2-5. 2-6. What is the difference in meaning between the terms cost and expense? What is the difference between product costs and period costs? What is the difference between outlay cost and opportunity cost? Provide a business example illustrating opportunity costs. Is “cost-of-goods sold” an expense? Is “cost-of-goods” a product cost or a period cost?

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2-7. 2-8. 2-9. 2-10.

What are the similarities between the Direct Materials Inventory account of the manufacturer and the Merchandise Inventory account of the merchandiser? Are there any differences between the two accounts? If so, what are they? What are the three categories of product cost in a manufacturing operation? Describe each element briefly. What do the terms step costs and semivariable costs mean? What do the terms variable costs and fixed costs mean?

Critical Analysis and Discussion Questions
2-11. 2-12. 2-13. 2-14. 2-15. 2-16. “Materials and labor are always direct costs, and supply costs are always indirect.” What is your opinion of this statement? The cost per seat-mile for a major U.S. airline is 13.7¢. Therefore, to estimate the cost of flying a passenger from Detroit to Los Angeles, we should multiply 1,980 miles by 13.7¢. Do you agree? In evaluating product profitability, we can ignore marketing costs because they are not considered product costs. Do you agree? You and two friends drive your car to Texas for spring break. A third friend asks if you can drop her off in Oklahoma. How would you allocate the cost of the trip among the four of you? Pick a unit of a hospital (for example, intensive care or maternity). Name one example of a direct materials cost, one example of a direct labor cost, and one example of an indirect cost. The dean of the Midstate University Business School is trying to understand the costs of the schools two degree programs: Bachelors (BBA) and Masters (MBA). She has asked you for recommendations on how to allocate the costs of the following services, which are used by students in both programs: cafeteria, library, and career placement. How would you respond? Currently, generally accepted accounting principles (GAAP) in the United States require firms to expense research and development (R&D) costs as period costs. Therefore, when the resulting product is sold, R&D costs are not part of reported product costs. Does this mean that R&D costs are irrelevant for decision making?

2-17.

Exercises
(L.O. 1, 5)

accounting

2-18. Basic Concepts For each of the following statements, indicate whether it is true, false, or uncertain. Explain why. Give examples in your answer. a. b. c. A cost is something used up to produce revenues in a particular accounting period. The cost of direct materials is fixed per unit but variable in total. Variable costs are direct costs; only fixed costs are indirect costs.

(L.O. 1, 5)

2-19. Basic Concepts For each of the following costs incurred in a manufacturing firm, indicate whether the costs are most likely fixed (F) or variable (V) and whether they are most likely period costs (P) or product costs (M) under full absorption costing. a. b. c. d. e. f. g. h. i. j. Energy to run machines producing units of output in the factory. Depreciation on the building for administrative staff offices. Bonuses of top executives in the company. Overtime pay for assembly workers. Transportation-in costs on materials purchased. Assembly line workers’ wages. Sales commissions for sales personnel. Administrative support for sales supervisors. Controller’s office rental. Cafeteria costs for the factory.

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2-20. Basic Concepts For each of the following costs incurred in a manufacturing operation, indicate whether they are included in prime costs (P), conversion costs (C), or both (B). a. b. c. d. e. Property taxes on the factory. Transportation-in costs on materials purchased. Assembly line worker’s salary. Direct materials used in production process. Lubricating oil for plant machines.

(L.O. 1, 2)

2-21. Basic Concepts Place the number of the appropriate definition in the blank next to each concept. Concept
Period cost Indirect cost Fixed cost Opportunity cost Outlay cost Direct cost Expense Cost Variable cost Full absorption cost Product cost 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

(L.O. 1, 2, 5)

Definition
Cost that varies with the volume of activity. Sacrifice of resources. Cost charged against revenue in a particular accounting period. Cost that is part of inventory. Cost that can more easily be attributed to time intervals. Past, present, or near-future cash flow. Lost benefit from the best forgone alternative. Cost used to compute inventory value according to GAAP. Cost that cannot be directly related to a cost object. Cost that can be directly related to a cost object. Cost that does not vary with the volume of activity.

2-22. Basic Concepts For each of the following costs incurred in a manufacturing firm, indicate whether the costs are fixed (F) or variable (V) and whether they are period costs (P) or product costs (M) under full absorption costing. a. b. c. d. e. Chief financial officer’s salary. Depreciation on pollution control equipment in the plant. Office supplies for the human resources manager. Power to operate factory equipment. Commissions paid to sales personnel.

(L.O. 1, 5)

2-23. Basic Concepts The following data apply to the provision of psychological testing services.
Sales price per unit (1 unit 1 test plus feedback to client) ...................... Fixed costs (per month): Selling and administration ....................................................................... Production overhead (e.g., rent of testing facilities) ................................ Variable costs (per test): Labor for oversight and feedback............................................................ Outsourced test analysis ......................................................................... Materials used in testing ......................................................................... Production overhead ............................................................................... Selling and administration (e.g., scheduling and billing) ......................... Number of tests per month ......................................................................... $ 300 20,000 30,000 120 20 5 10 15 1,000 tests

(L.O. 1, 2, 6)

S

Required Give the amount for each of the following (one unit a. b. c. Variable production cost per unit. Variable cost per unit. Full cost per unit.

one test):

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d. e. f. g. h. i.

Full absorption cost per unit. Prime cost per unit. Conversion cost per unit. Contribution margin per unit. Gross margin per unit. Suppose the number of units decreases to 800 tests per month, which is within the relevant range. Which parts of (a) through (h) will change? For each amount that will change, give the new amount for a volume of 800 tests.

(L.O. 1, 2, 6)

2-24. Basic Concepts Terracotta, Inc., provides you with the following data for their single product:
Sales price per unit ................................................................................... Fixed costs (per month): Selling, general, and administrative (SG&A) unit .................................. Manufacturing overhead ....................................................................... Variable costs (per unit): Direct labor ............................................................................................ Direct materials ..................................................................................... Manufacturing overhead ....................................................................... SG&A .................................................................................................... $ 50 600,000 2,100,000 8 13 10 5

Number of units produced per month ....................................................... 300,000 units

Required Give the amounts for each of the following: a. b. c. d. e. f. g. h. i. Prime cost per unit. Contribution margin per unit. Gross margin per unit. Conversion cost per unit. Variable cost per unit. Full absorption cost per unit. Variable production cost per unit. Full cost per unit. Suppose the number of units increases to 400,000 units per month, which is within the relevant range, which of amounts (a) through (h) will change. For each that will change, give the new amount for a volume of 400,000 units.

(L.O. 3)

2-25. Cost Allocation—Ethical Issues In one of its divisions, an aircraft components manufacturer produces experimental navigational equipment for spacecraft and for private transportation companies. Although the products are essentially identical, they carry different product numbers. The XNS-12 model is sold to a government agency on a cost-reimbursed basis. In other words, the price charged to the government is equal to the computed cost plus a fixed fee. The JEF-3 model is sold to the private transportation companies on a competitive basis. The product development cost, common to both models, must be allocated to the two products in order to determine the cost for setting the price of the XNS-12. Required a. How would you recommend the product development cost be allocated between the two products? b. What incentives do managers have to allocate product development costs? Why?

(L.O. 3)

2-26. Cost Allocation—Ethical Issues Star Buck, a coffee shop manager, has two major product lines—drinks and pastries. If Star allocates common costs on any objective basis discussed in this chapter, the drinks are profitable, but the pastries are not. Star is concerned that her boss will pull the plug on pastries. Star’s brother, who is struggling to make a go of his new business, supplies pastries to the coffee shop. Star

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decides to allocate all common costs to the drinks because, “Drinks can afford to absorb these costs until we get the pastries line on its feet.” After assigning all common costs to drinks, both the drinks and pastries product lines appear to be marginally profitable. Consequently, Star’s manager decides to continue the pastries line. Required a. How would you recommend Star allocate the common costs between drinks and pastries? b. You are the assistant manager and have been working with Star on the allocation problem. What should you do? 2-27. Prepare Statements for a Manufacturing Company The following balances are from the accounts of Hill Components:
January 1 (Beginning) Direct materials inventory ............... Work-in-process inventory .............. Finished goods inventory ................ $37,000 52,100 12,000 December 31 (Ending) $34,000 55,000 14,000

(L.O. 2, 4)

Direct materials used during the year amount to $46,000, and the cost of goods sold for the year was $53,000. Required Find the following by completing a cost of goods sold statement: a. b. c. Cost of direct materials purchased during the year. Cost of goods manufactured during the year. Total manufacturing costs incurred during the year. (L.O. 2)

2-28. Prepare Statements for a Service Company Chuck’s Brokerage Service (CBS) is a discount financial services firm offering clients investment advice, trading services, and a variety of mutual funds for investment. Chuck has collected the following information for October:
1 2 3 4 5 6 7 8 9 10 A Advertising and marketing Brokerage commissions (revenues) Building rent and utilities Fees from clients for investment advice Fees paid to execute trades Labor cost for advice Managers’ salaries Sales commissions to brokers Training programs for brokers $ B 180,000 6,000,000 350,000 3,000,000 4,000,000 1,600,000 600,000 500,000 850,000 C

S

Required Prepare an income statement for October for CBS. 2-29. Prepare Statements for a Service Company The following data are available for InterGalactic Strategic Consultants for the year just ended:
Gross margin ................................... Operating profit ................................ Revenues......................................... $16,200,000 6,100,000 34,000,000

(L.O. 2)

S

Find the following by completing a cost of goods sold statement. a. Marketing and administrative costs. b. Cost of services sold.

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(L.O. 2)

S
(L.O. 2, 4)

2-30. Prepare Statements for a Service Company Lead! Inc. offers executive coaching services to small business owners. Lead!’s operating profits average 20 percent of revenues and its marketing and administrative costs average 25 percent of the cost of services sold. Required Lead! Inc. expects revenues to be $400,000 for April. Prepare an income statement for April for Lead! Inc. assuming its expectations are met. 2-31. Prepare Statements for a Manufacturing Company The following balances are from the accounts of Secol Machining Company:
January 1 (Beginning) Direct materials inventory ............... Work-in-process inventory .............. Finished goods inventory ................ $48,000 58,000 43,800 December 31 (Ending) $59,000 56,000 45,000

Direct materials purchased during the year amount to $299,000, and the cost of goods sold for the year was $1,086,200. Required Reconstruct a cost of goods sold statement and fill in the following missing data: a. b. c. (L.O. 1, 2) Cost of direct materials used during the year. Cost of goods manufactured during the year. Total manufacturing costs incurred during the year.

2-32. Basic Concepts The following data refer to one year. Fill in the blanks.
Direct material inventory, January 1 . . . . . . . . . . . . . . . . . . Direct material inventory, December 31 . . . . . . . . . . . . . . . Work-in-process inventory, January 1. . . . . . . . . . . . . . . . . Work-in-process inventory, December 31 . . . . . . . . . . . . . . Finished goods inventory, January 1 . . . . . . . . . . . . . . . . . Finished goods inventory, December 31. . . . . . . . . . . . . . . Purchases of direct materials . . . . . . . . . . . . . . . . . . . . . . . Cost of goods manufactured during the year . . . . . . . . . . . Total manufacturing costs . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials used . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . a. $ 8,200 5,400 7,600 3,800 600 32,200 108,900 112,100 94,500 c. 29,200 27,600 d.

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b.

(L.O. 2)

2-33. Prepare Statements for a Merchandising Company The cost accountant for Sun & Surf Apparel Shop has compiled the following information for last year’s operations:
Administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Merchandise inventory, January 1 . . . . . . . . . . . . . . . . . . . . Merchandise inventory, December 31 . . . . . . . . . . . . . . . . . Merchandise purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Store rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Store utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transportation-in costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 146,400 26,000 25,000 1,220,000 85,700 1,868,000 28,800 5,460 9,240

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Required Prepare an income statement with a supporting cost of goods sold statement. 2-34. Prepare Statements for a Merchandising Company Powell Street Electronics has provided the following information for February: (L.O. 2)

Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Store rent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Store utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales commissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Merchandise purchases . . . . . . . . . . . . . . . . . . . . . . . . . . . . Transportation-in costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Merchandise inventory, February 1. . . . . . . . . . . . . . . . . . . . Merchandise inventory, February 28. . . . . . . . . . . . . . . . . . .

$ 807,000 43,600 27,100 57,750 128,300 545,500 21,200 37,100 41,800

Required Prepare an income statement for February with a supporting cost of goods sold statement. 2-35. Cost Behavior and Forecasting Ramirez Company manufactured 60,000 units of product last year and identified the following costs associated with the manufacturing activity: (L.O. 5)

Variable costs: Direct materials used . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Indirect materials and supplies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Power to run plant equipment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed costs: Supervisory salaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Plant utilities (other than power to run plant equipment) . . . . . . . . . Depreciation on plant and equipment (straight-line, time basis). . . . Property taxes on building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 1,020,000 2,240,000 240,000 280,000 930,000 220,000 135,000 195,000

Required Unit variable costs and total fixed costs are expected to remain unchanged next year. Calculate the unit cost and the total cost if 51,000 units are produced next year. 2-36. Components of Full Costs Gibson Corporation has compiled the following information from the accounting system for the one product it sells: (L.O. 6)

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Sales price . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed costs (for the month) Marketing and administrative . . . . . . . . . . . . . . . . . . . . Manufacturing overhead. . . . . . . . . . . . . . . . . . . . . . . . Variable costs (per unit) Marketing and administrative . . . . . . . . . . . . . . . . . . . . Direct materials. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead. . . . . . . . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Units produced and sold (for the month) . . . . . . . . . . . . .

$300 per unit $36,000 $54,000 $6 $90 $20 $55 1,800

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Required Determine each of the following unit costs: a. b. c. d. (L.O. 6) Variable manufacturing cost. Variable cost. Full absorption cost. Full cost.

2-37. Components of Full Costs Refer to Exercise 2-36. Required Compute: a. b. Product costs per unit. Period costs for the period.

(L.O. 6)

2-38. Components of Full Costs Larcker Manufacturing’s cost accountant has provided you with the following information for January operations:

Direct materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed manufacturing overhead costs . . . . . . . . . . . . . . . . Sales price . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable manufacturing overhead . . . . . . . . . . . . . . . . . . Direct labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed marketing and administrative costs . . . . . . . . . . . . Units produced and sold . . . . . . . . . . . . . . . . . . . . . . . . . Variable marketing and administrative costs . . . . . . . . . .

$105 per unit $675,000 $395 per unit $60 per unit $120 per unit $585,000 30,000 $24 per unit

Required Determine each of the following: a. b. c. d. e. f. g. (L.O. 7) Variable cost. Variable manufacturing cost. Full absorption cost. Full cost. Profit margin. Gross margin. Contribution margin.

2-39. Gross Margin and Contribution Margin Income Statements Refer to Exercise 2-38. Required Prepare: a. b. A gross margin income statement. A contribution margin income statement.

(L.O. 7)

2-40. Gross Margin and Contribution Margin Income Statements The following data are from the accounting records of Cunha Products for year 2 (all figures in thousands of dollars).

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Units produced and sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total revenues and costs Sales revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct material costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable manufacturing overhead. . . . . . . . . . . . . . . . . . . . Fixed manufacturing overhead . . . . . . . . . . . . . . . . . . . . . . Variable marketing and administrative costs . . . . . . . . . . . Fixed marketing and administrative costs . . . . . . . . . . . . .

42,500 $33,000 8,500 4,250 2,125 5,500 1,700 4,000

Required Prepare: a. b. A gross margin income statement. A contribution margin income statement. (L.O. 7)

2-41. Gross Margin and Contribution Margin Income Statements Tosca Beverages reports the following information for July:
Units produced and sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Per unit revenue and costs: Sales revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct material costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable manufacturing overhead. . . . . . . . . . . . . . . . . . . . . . Fixed manufacturing overhead based on a volume of 18,800 units . . . . . . . . . . . . . . . . . . . . . . . . Variable marketing and administrative costs . . . . . . . . . . . . . Fixed marketing and administrative costs based on a volume of 18,800 units . . . . . . . . . . . . . . . . . . . 18,800 $3.20 0.20 0.16 0.06 0.92 0.48 1.00

Required Prepare: a. b. A gross margin income statement. A contribution margin income statement. (L.O. 7)

2-42. Value Income Statement Gene’s Diner has the following information for October, when several new employees were added to the waitstaff:
Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of food serveda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Employee wages and salariesb . . . . . . . . . . . . . . . . . . . . . . . . Manager salariesc. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Building costs (rent, utilities, etc.)d . . . . . . . . . . . . . . . . . . . . . . a $180,000 60,000 45,000 18,000 27,000

5 percent of this cost was for food that was not used by the expiration date and 10 percent was for food that was incorrectly prepared because of errors in orders taken. b 15 percent of this cost was for time spent by cooks to reprepare orders that were incorrectly prepared because of errors in orders taken. c 20 percent of this cost was time taken to address customer complaints about incorrect orders. d 80 percent of the building was used.

Required a. Using the traditional income statement format, prepare a value income statement. b. What value would there be to Gene from preparing the same information in November?

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(L.O. 7)

S

2-43. Value Income Statement Paul’s Limo Service has the following information for June:
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Sales revenue Variable costs of operations, excluding labor costsa Employee wages and salariesb Manager salariesc Fixed cost of automobilesd Building costs (rent, utilities, etc.)e a5 b5

B $ 50,000 15,000 20,000 4,000 5,000 2,500

C

D

percent of this cost was wasted due to poor directions given to limo drivers. percent of this cost was for time spent by limo drivers because of poor directions. c10 percent of this cost was time taken to address customer complaints. dThe limos have 40 percent unused capacity. eThe building has 10 percent unused capacity.

Required a. Using the traditional income statement format, prepare a value income statement. b. What value would there be to Paul from preparing the same information in July?

Problems
(L.O. 1, 6)

accounting

2-44. Cost Concepts The following information comes from the accounting records for Santa Cruz, Inc., for March:
Direct material inventory, March 1 . . . . . . . . . . . . . . . . . . . . . . Direct material inventory, March 31 . . . . . . . . . . . . . . . . . . . . . Work-in-process inventory, March 1. . . . . . . . . . . . . . . . . . . . . Work-in-process inventory, March 31. . . . . . . . . . . . . . . . . . . . Finished goods inventory, March 1 . . . . . . . . . . . . . . . . . . . . . Finished goods inventory, March 31 . . . . . . . . . . . . . . . . . . . . Direct materials purchased during March . . . . . . . . . . . . . . . . Direct labor costs, March . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead, March . . . . . . . . . . . . . . . . . . . . . . . $6,000 5,000 3,000 2,000 18,000 24,000 80,000 64,000 84,000

mhhe.com/lanen3e

Required Compute, for the month of March: a. b. c. d. e. (L.O. 1, 6) Total prime costs. Total conversion costs. Total manufacturing costs. Cost of goods manufactured. Cost of goods sold. (CPA adapted) 2-45. Cost Concepts The controller at Emporia Precision Parts asks for your help in sorting out some cost information. She is called to a meeting, but hands you the following information for June:

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Prime costs, June. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total manufacturing costs, June. . . . . . . . . . . . . . . . . . . . . . . Cost of goods manufactured, June . . . . . . . . . . . . . . . . . . . . Cost of goods sold, June . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct material inventory, June 30 . . . . . . . . . . . . . . . . . . . . . Work-in-process inventory, June 1. . . . . . . . . . . . . . . . . . . . . Finished goods inventory, June 30. . . . . . . . . . . . . . . . . . . . . Direct materials purchased, June. . . . . . . . . . . . . . . . . . . . . . Direct labor costs, June . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$147,000 267,000 270,000 212,000 15,000 9,000 72,000 84,000 60,000

Required Compute for the month of June: a. b. c. d. e. f. Direct materials used, June. Direct material inventory, June 1. Conversion costs, June. Work-in-process inventory, June 30. Manufacturing overhead, June. Finished goods inventory, June 1 (CPA adapted) 2-46. Cost Concepts Princeton Fabrication, Inc., produced and sold 1,200 units of the company’s only product in March. You have collected the following information from the accounting records:
Sales price (per unit) . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing costs: Fixed overhead (for the month) . . . . . . . . . . . . . . . . . Direct labor (per unit) . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials (per unit) . . . . . . . . . . . . . . . . . . . . . . Variable overhead (per unit) . . . . . . . . . . . . . . . . . . . . Marketing and administrative costs: Fixed costs (for the month). . . . . . . . . . . . . . . . . . . . . Variable costs (per unit) . . . . . . . . . . . . . . . . . . . . . . . $ 896 100,800 70 224 140 134,400 28

(L.O. 1, 6)

mhhe.com/lanen3e

Required a. Compute: 1. Variable manufacturing cost per unit. 2. Full cost per unit. 3. Variable cost per unit. 4. Full absorption cost per unit. 5. Prime cost per unit. 6. Conversion cost per unit. 7. Profit margin per unit. 8. Contribution margin per unit. 9. Gross margin per unit. b. If the number of units decreases from 1,200 to 800, which is within the relevant range, will the fixed manufacturing cost per unit increase, decrease, or remain the same? Explain. 2-47. Prepare Statements for a Manufacturing Company Pioneer Parts, a manufacturer of windows for commercial buildings, reports the following account information for last year (all costs are in thousands of dollars):
Information on January 1 (Beginning): Direct materials inventory . . . . . . . . . . . . . . . . . . . . . . . Work-in-process inventory . . . . . . . . . . . . . . . . . . . . . . Finished goods inventory . . . . . . . . . . . . . . . . . . . . . . .

(L.O. 2, 4)

$ 18 24 328

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Information for the year: Administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials purchases . . . . . . . . . . . . . . . . . . . . . Factory and machine depreciation . . . . . . . . . . . . . . . Factory supervision . . . . . . . . . . . . . . . . . . . . . . . . . . Factory utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Indirect factory labor . . . . . . . . . . . . . . . . . . . . . . . . . . Indirect materials and supplies . . . . . . . . . . . . . . . . . . Marketing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Property taxes on factory . . . . . . . . . . . . . . . . . . . . . . Sales revenue. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 720 2,120 1,640 2,320 420 180 560 140 300 56 9,080

Information on January 31 (Ending): Direct materials inventory . . . . . . . . . . . . . . . . . . . . . . . Work-in-process inventory . . . . . . . . . . . . . . . . . . . . . . Finished goods inventory . . . . . . . . . . . . . . . . . . . . . . .

$ 16 28 294

Required Prepare an income statement with a supporting cost of goods sold statement. (L.O. 2, 4) 2-48. Prepare Statements for a Manufacturing Company The administrative offices and manufacturing plant of Oakdale Tool & Die share the same building. The following information (in $000s) appears in the accounting records for last year:
Administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Building and machine depreciation (75% of this amount is for factory) . . . . . . . . . . . . . . . . . . . . . Building utilities (90% of this amount is for factory) . . . . . . . . . . Direct labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials inventory, December 31 . . . . . . . . . . . . . . . . . . Direct materials inventory, January 1 . . . . . . . . . . . . . . . . . . . . . Direct materials purchases. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Factory supervision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Finished goods inventory, December 31 . . . . . . . . . . . . . . . . . . Finished goods inventory, January 1 . . . . . . . . . . . . . . . . . . . . . Indirect factory labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Indirect materials and supplies. . . . . . . . . . . . . . . . . . . . . . . . . . Marketing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Property taxes on building (80% of this amount is for factory) . . . . . . . . . . . . . . . . . . . . . Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Work-in-process inventory, December 31 . . . . . . . . . . . . . . . . . Work-in-process inventory, January 1 . . . . . . . . . . . . . . . . . . . . $ 4,800 2,700 3,750 2,520 42 36 10,950 1,470 195 162 2,736 2,055 2,613 2,520 38,910 87 96

Required Prepare an income statement with a supporting cost of goods sold statement. (L.O. 3) 2-49. Cost Allocation with Cost Flow Diagram Coastal Computer operates two retail outlets in Oakview, one on Main Street and the other in Lakeland Mall. The stores share the use of a central accounting department. The cost of the accounting department for last year was $180,000. Following are the operating results for the two stores for the year.
Main Street Revenues . . . . . . . . . . . . . . . . . . . . . . . . . . Number of computers sold . . . . . . . . . . . . . $1,000,000 2,000 Lakeland Mall $2,000,000 1,600

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Required a. Allocate the cost of the central accounting department to the two stores based on: (1) Number of computers sold. (2) Store revenue. b. Draw a cost flow diagram to illustrate your answer to requirement (a), part (2). 2-50. Cost Allocation with Cost Flow Diagram Wayne Casting, Inc., produces a product made from a metal alloy. Wayne buys the alloy from two different suppliers, Chillicothe Metals and Ames Supply, in approximately equal amounts because of supply constraints at both vendors. The material from Chillicothe is less expensive to buy, but more difficult to use, resulting in greater waste. The metal alloy is highly toxic and any waste requires costly handling to avoid environmental accidents. Last year the cost of handling the waste totaled $300,000. Additional data from last year’s operations are shown below.
Chillicothe Metals Amount of material purchased (tons) . . . . . Amount of waste (tons) . . . . . . . . . . . . . . . Cost of purchases . . . . . . . . . . . . . . . . . . . 130 12.8 $624,000 Ames Supply 120 2.2 $876,000

(L.O. 3)

Required a. Allocate the cost of the waste handling to the two suppliers based on: 1. Amount of material purchased. 2. Amount of waste. 3. Cost of material purchased. b. Draw a cost flow diagram to illustrate your answer to item (a), part (1). 2-51. Cost Allocation with Cost Flow Diagram The library at Pacific Business School (PBS) serves both undergraduate and graduate programs. The dean of PBS is interested in evaluating the profitability of the degree programs and has asked the head of the library, Rex Gilmore, to allocate the annual library cost of $4,035,000 to the two programs. Rex believes that two cost drivers explain most of the costs: number of students and credit hours. Using information from a previous analysis, he split the annual library budget as follows: (L.O. 3)

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

A Costs driven by number of students Library management Acquisitions

B $ 950,000 1,300,000 $ 2,250,000

C

D

Costs driven by number of credit hours Computer support Building maintenance Library staff Utilities and supplies Total library costs

135,000 496,000 788,000 366,000 $ 1,785,000 $ 4,035,000

$

Data on students and credit hours Number of students Number of credit hours

Undergraduate 900 13,500

Graduate 600 16,500

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Required a. Allocate the cost of the library to the two programs (undergraduate and graduate). b. Draw a cost flow diagram to illustrate your answer to requirement (a). (L.O. 1, 6) 2-52. Find the Unknown Information After a computer failure, you are trying to reconstruct some financial results for the year just ended. While you know that backups are available, it will take too long to get the information you want. You have been able to collect the following information:

Direct materials inventory, January 1 (Beginning) . . . . . . . . . . Direct materials inventory, December 31 (Ending). . . . . . . . . . Work-in-process inventory, January 1 (Beginning). . . . . . . . . . Work-in-process inventory, December 31 (Ending) . . . . . . . . . Finished goods inventory, December 31 (Ending) . . . . . . . . . . Purchases of direct materials. . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods manufactured during this year . . . . . . . . . . . . . Total manufacturing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Average selling price per unit. . . . . . . . . . . . . . . . . . . . . . . . . .

$ 16,000 12,000 21,200 10,000 14,080 38,400 88,800 77,600 87,040 52,480 12,160 23,040 8

Required Find the following: a. b. c. (L.O. 1, 6) Finished goods inventory, January 1. Direct materials used for the year. Gross margin percentage (as a percentage of sales).

2-53. Find the Unknown Information Just before class starts, you realize that you have mistakenly recycled the second page of your cost accounting homework assignment. Fortunately, you still have the first page of printout from your spreadsheet (shown below) and you remember that you were able to determine the items on the recycled page from this information.
A Direct materials inventory, January 1 Direct materials inventory, December 31 Work-in-process inventory, January 1 Work-in-process inventory, December 31 Finished goods inventory, January 1 Finished goods inventory, December 31 Cost of goods manufactured during this year Total manufacturing costs Direct labor Manufacturing overhead Average selling price per unit Gross margin percentage (as a percentage of sales) B $ 2,520 2,088 5,440 6,110 22,320 25,520 598,400 612,320 270,400 225,000 18 38% C

1 2 3 4 5 6 7 8 9 10 11 12 13

Required Find the following: a. b. Cost of goods sold. Direct materials used.

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c. d.

Purchases of direct materials. Sales revenue (L.O. 3)

2-54. Cost Allocation and Regulated Prices The City of Imperial Falls contracts with Evergreen Waste Collection to provide solid waste collection to households and businesses. Until recently, Evergreen had an exclusive franchise to provide this service in Imperial Falls, which meant that other waste collection firms could not operate legally in the city. The price per pound of waste collected was regulated at 20 percent above the average total cost of collection. Cost data for the most recent year of operations for Evergreen are as follows:

S

Administrative cost . . . . . . . . . . . . . . . . . . . . . . . . . Operating costs—trucks. . . . . . . . . . . . . . . . . . . . . Other collection costs. . . . . . . . . . . . . . . . . . . . . . .

$ 400,000 1,280,000 320,000

Data on customers for the most recent year are:

Households Number of customers. . . . . . . . . . . . . . . . . Waste collected (tons) . . . . . . . . . . . . . . . . 12,000 4,000

Businesses 3,000 12,000

The City Council of Imperial Falls is considering allowing other private waste haulers to collect waste from businesses, but not from households. Service to businesses from other waste collection firms would not be subject to price regulation. Based on information from neighboring cities, the price that other private waste collection firms will charge is estimated to be $0.04 per pound ( $80 per ton). Evergreen’s CEO has approached the city council with a proposal to change the way costs are allocated to households and businesses, which will result in different rates for households and businesses. She proposes that administrative costs and truck operating costs be allocated based on the number of customers and the other collection costs be allocated based on pounds collected. The total costs allocated to households would then be divided by the estimated number of pounds collected from households to determine the cost of collection. The rate would then be 20 percent above the cost. The rate for businesses would be determined using the same calculation. Required a. Based on cost data from the most recent year, what is the price per pound charged by Evergreen for waste collection under the current system (the same rate for both types of customers)? b. Based on cost and waste data from the most recent year, what would be the price per pound charged to households and to businesses by Evergreen for waste collection if the CEO’s proposal were accepted? c. As a staff member to one of the council members, would you support the proposal to change the way costs are allocated? Explain.

2-55. Reconstruct Financial Statements San Ysidro Company manufactures hiking equipment. The company’s administrative and manufacturing operations share the company’s one building. Eighty percent of the building is used for manufacturing and the remainder is used for administrative activities. Indirect labor is 8 percent of direct labor.

(L.O. 1, 2, 6)

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The cost accountant at San Ysidro has compiled the following information for the year ended December 31:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 A Administrative salaries Attorney fees to settle zoning dispute Building depreciation (manufacturing portion only) Cost of goods manufactured Direct materials inventory, December 31 Direct materials purchased during the year Direct materials used Distribution costs Finished goods inventory, January 1 Finished goods inventory, December 31 Insurance (on plant machinery) Maintenance (on plant machinery) Marketing costs Other plant costs Plant utilities Sales revenue Taxes on manufacturing property Total (direct and indirect) labor Work-in-process inventory, January 1 Work-in-process inventory, December 31 $ B 192,000 22,960 181,440 2,776,760 248,000 1,008,000 1,069,880 4,480 224,000 252,000 53,200 33,880 103,600 82,160 104,160 4,550,000 38,800 1,209,600 72,520 68,880 C

Required Prepare a cost of goods manufactured and sold statement and an income statement. (L.O. 2) 2-56. Analyze the Impact of a Decision on Income Statements You were appointed the manager of Drive Systems Division (DSD) at Tunes2Go, a manufacturer of portable music devices using the latest developments in hard drive technology, on December 15 last year. DSD manufactures the drive assembly, M-24, for the company’s most popular product. Your bonus is determined as a percentage of your division’s operating profits before taxes. One of your first major investment decisions was to invest $3 million in automated testing equipment for the M-24. The equipment was installed and in operation on January 1 of this year. This morning, J. Bradley Finch III, the assistant manager of the division (and, not coincidentally, the grandson of the company founder and son of the current CEO) told you about an offer by Pan-Pacific Electronics. Pan-Pacific wants to rent to DSD a new testing machine that could be installed on December 31 (only two weeks from now) for an annual rental charge of $690,000. The new equipment would enable you to increase your division’s annual revenue by 7 percent. This new, more efficient machine would also decrease fixed cash expenditures by 6 percent. Without the new machine, operating revenues and costs for the year are estimated to be as shown below. Revenues and fixed and variable operating costs are all cash.
Sales revenues . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable operating costs . . . . . . . . . . . . . . . . . . . . Fixed operating costs . . . . . . . . . . . . . . . . . . . . . . Equipment depreciation. . . . . . . . . . . . . . . . . . . . . Other depreciation. . . . . . . . . . . . . . . . . . . . . . . . . $4,800,000 600,000 2,250,000 450,000 375,000

mhhe.com/lanen3e

If you rent the new testing equipment, DSD will have to write off the cost of the automated testing equipment this year because it has no salvage value. Equipment depreciation shown in the income statement is for this automated testing equipment. Equipment losses are included in the bonus and operating profit computation. Because the new machine will be installed on a company holiday, there will be no effect on operations from the changeover. Ignore any possible tax effects. Assume that the data given in your expected income statement are the actual amounts for this year and next year if the current equipment is kept.

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Required a. Assume the new testing equipment is rented and installed on December 31. What will be the impact on this year’s divisional operating profit? b. Assume the new testing equipment is rented and installed on December 31. What will be the impact on next year’s divisional operating profit? c. Would you rent the new equipment? Why or why not? 2-57. Finding Unknowns Mary’s Mugs produces and sells various types of ceramic mugs. The business began operations on January 1, Year 1, and its costs incurred during the year include these:
Variable costs (based on mugs produced): Direct materials cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct manufacturing labor costs . . . . . . . . . . . . . . . . . . . . . . Indirect manufacturing costs. . . . . . . . . . . . . . . . . . . . . . . . . . Administration and marketing . . . . . . . . . . . . . . . . . . . . . . . . . Fixed costs: Administration and marketing costs . . . . . . . . . . . . . . . . . . . . Indirect manufacturing costs. . . . . . . . . . . . . . . . . . . . . . . . . .

(L.O. 2)

$ 6,000 27,000 5,400 3,375 18,000 6,000

On December 31, Year 1, direct materials inventory consisted of 3,750 pounds of material. Production in that year was 20,000 mugs. All prices and unit variable costs remained constant during the year. Revenues for year 1 were $73,312. Finished goods inventory was $6,105 on December 31, Year 1. Each finished mug requires 0.4 pounds of material. Required Compute the following: a. b. c. d. Direct materials inventory cost, December 31, Year 1. Finished goods ending inventory in units on December 31, Year 1. Selling price per unit. Operating profit for year 1. (L.O. 2)

2-58. Finding Unknowns BS&T Partners has developed a new hubcap with the model name Spinnin’ Wheel. Production and sales started August 3. As of August 2, there were no direct materials in inventory. Data for the month of August include the following:
Direct labor cost per unita . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor hours worked, August . . . . . . . . . . . . . . . . . . . . Direct labor wage rate per direct-labor hour. . . . . . . . . . . . . Direct materials cost per unita . . . . . . . . . . . . . . . . . . . . . . . Direct materials cost per pound of direct material . . . . . . . . Direct materials inventory (cost), August 31. . . . . . . . . . . . . Direct materials inventory (units), August 31 . . . . . . . . . . . . Finished goods inventory (cost), August 31 . . . . . . . . . . . . . Finished goods inventory (units), August 31 . . . . . . . . . . . . Manufacturing overhead cost per unita. . . . . . . . . . . . . . . . . Operating profit, August . . . . . . . . . . . . . . . . . . . . . . . . . . . . Production (units), August . . . . . . . . . . . . . . . . . . . . . . . . . . Revenues, August . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Sales (units), August . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Selling price per unit. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Selling, general, and administrative costs per unitb . . . . . . . a b

$6.25 ________ $20.00 $5.00 $10.00 $3,500 ________ $10,800 ________ $15.75 $55,200 ________ $414,000 ________ ________ $12.00

Unit cost based on units produced in August. Unit cost based on units sold in August.

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Introduction and Overview

Required Complete the table.

Solutions to Self-Study Questions
1. PACIFIC PARTS Income Statement
Sales revenue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost of goods sold (see following statement) . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Less Marketing costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $8,144,000 4,956,000 $3,188,000 1,088,000 1,216,000 $ 884,000

PACIFIC PARTS Statement of Cost of Goods Manufactured and Sold
Beginning work-in-process inventory, January 1 Manufacturing costs during the year Direct materials Beginning inventory, January 1 . . . . . . . . $ 408,000 Add purchases . . . . . . . . . . . . . . . . . . . . . 1,252,000 Direct materials available . . . . . . . . . . . . . Less ending inventory, December 31 . . . . Direct materials put into production . . . . . . . Direct labor. . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead Supervisory and indirect labor . . . . . . . . . Supplies and indirect materials. . . . . . . . . Heat, light, and power—plant . . . . . . . . . . Plant maintenance and repairs. . . . . . . . . Depreciation—manufacturing . . . . . . . . . . Miscellaneous manufacturing costs . . . . . $1,660,000 324,000 $1,336,000 1,928,000 $ 508,000 56,000 348,000 296,000 412,000 48,000 $4,932,000 $5,472,000 568,000 $4,904,000 640,000 $5,544,000 588,000 $4,956,000 $ 540,000

Total manufacturing overhead . . . . . . . . . $1,668,000 Total manufacturing costs incurred during the year . . . . . . . . . . . . . . . . Total cost of work-in-process during the year. . . . . . . . . . . . . . . . . . . . . . . Less ending work-in-process inventory, December 31 . . . . . . . . . . . . . . . Cost of goods manufactured during the year . . . . . . . . . . . . . . . . . . . . . . . Beginning finished goods inventory, January 1 . . . . . . . . . . . . . . . . . . . . . Finished goods inventory available for sale . . . . . . . . . . . . . . . . . . . . . . . . Less ending finished goods inventory, December 31. . . . . . . . . . . . . . . . . Cost of goods manufactured and sold . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Chapter 2

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79

2. Direct materials $1,336,000

Materials $1,392,000

Indirect materials $56,000 ( Labor $2,436,000

Prime costs $3,264,000 $1,336,000 $1,928,000) Direct labor $1,928,000 Product cost $4,932,000

Indirect labor $508,000 Manufacturing utilities, rent, etc. $1,104,000

(

Conversion costs $3,596,000 $1,928,000 $1,668,000) Manufacturing overhead $1,668,000

3. 4.

5.

Fixed manufacturing $7.50 ( $12,000 1,600) Fixed marketing and administration $8.75 ( $14,000 1,600) Gross margin Sales price Full absorption cost Sales price (Variable manufacturing Fixed manufacturing) $45 ($23 $6) $16 Contribution margin Sales price Variable costs Sales price (Variable manufacturing Variable marketing and administrative) $45 ($23 $3) $19 Operating profit Sales price Full cost to make and sell product Sales price (Variable manufacturing Fixed manufacturing Variable marketing and administrative Fixed marketing and administrative) $45 ($23 $6 $3 $7) $6 (Note: The gross margin does not change from Exhibit 2.12 because marketing and administrative costs are subtracted after gross margin.) Gross margin $45 ($23 $5) $17 Contribution margin $45 ($23 $4) $18 Operating profit $45 − ($23 $5 $4 $7) $6 (Note: The contribution margin does not change from Exhibit 2.13; however, the gross margin changes from Exhibit 2.12.)

Chapter Three

3

Fundamentals of Cost-Volume-Profit Analysis
LEARNING OBJECTIVES
After reading this chapter, you should be able to:

L.O.1 Use cost-volume-profit (CVP) analysis to analyze decisions. L.O.2 Understand the effect of cost structure on decisions. L.O.3 Use Microsoft Excel to perform CVP analysis. L.O.4 Incorporate taxes, multiple products, and alternative cost structures into the CVP analysis.

L.O.5 Understand the assumptions and limitations of CVP analysis.

I opened U-Develop because I love photography and I wanted to own my own business. I now get to spend most of my day working with employees and customers making sure that the photos they take are the best they can be. It also gives me a chance to encourage younger people who have an interest in photography, because I work with many of the school groups and after-school clubs here in town. That’s the fun part of the job. But I also have to think about the financial side of the business. I need a systematic way to understand the relation between my decisions and my profits. I’ve

read that managers can calculate the price they need to charge to break even (see the In Action item on CVP analysis and airlines). I should be able to apply the same analysis to my business. Jamaal Kidd was discussing the photo-finishing store that he owns and operates. Starting out five years ago with a small storefront in the mall offering only photo developing, he has expanded the business and moved to a larger store downtown, where he now offers a wide range of products and services, some made in his own workshop.

Our theme in this book is that the cost accounting system serves managers by providing them with information that supports good decision making. In this chapter and the next, we develop two common tools that managers can use to analyze situations and make decisions that will increase the value of the firm. We begin in this chapter by developing the relations among the costs, volumes, and profits of the firm. In the next chapter, we use these relations to make pricing and production decisions that increase profit.

cost-volume-profit (CVP) analysis Study of the relations among revenue, cost, and volume and their effect on profit.

Cost-Volume-Profit Analysis
Managers are concerned about the impact of their decisions on profit. The decisions they make are about volume, pricing, or incurring a cost. Therefore, managers require an understanding of the relations among revenues, costs, volume, and profit. The cost accounting department supplies the data and analysis, called cost-volume-profit (CVP) analysis, that support these managers.
L.O. 1

Use cost-volumeprofit (CVP) analysis to analyze decisions.

Cost-Volume-Profit Analysis and Airline Pricing
Cost-volume-profit analysis helps managers evaluate the impact of alternative product pricing strategies on profits. It can also be useful for evaluating competitors’ pricing strategies and efforts to grow market share, as in the following examples: Aloha Airlines CEO David Banmiller and C. Thomas Nulty, senior vice president for marketing and sales, explain that their airline must charge $50 per seat to break even when planes are 62 percent full. Hawaiian Airlines, Aloha Airlines and go! are each losing money when they sell interisland tickets below $50, according to a study commissioned by Aloha Airlines. “Why would somebody come in and charge $19, and $29, and $39 when their costs were substantially higher? Why would somebody do it?” said Banmiller.

In Action

The Sabre study showed that when planes are 62 percent full, Aloha’s costs are $50 per seat, Hawaiian’s are $55, and go!’s are $67. However, managers at the parent company of go! (Mesa Airlines) disputed the estimates with a CVP analysis of their own: Jonathan Ornstein, Mesa’s chief executive officer, said yesterday that Aloha’s cost estimates are way off when it comes to his airline. He said go!’s expenses per passenger are about $40 when the planes are 80 percent full.
Note: Aloha Airlines is no longer in business. Source: Rick Daysog, “Below-Cost Fares Puzzle Aloha Airlines CEO,” Honolulu Advertiser, December 21, 2006.

81

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Profit Equation profit equation Operating profit equals total revenue less total costs.

The key relation for CVP analysis is the profit equation. Every organization’s financial operations can be stated as a simple relation among total revenues (TR), total costs (TC), and operating profit: Operating profit Profit Total revenues TR Total costs TC

(For not-for-profit and government organizations, the “profit” may go by different names such as “surplus” or “contribution to fund,” but the analysis is the same.) Both total revenues and total costs are likely to be affected by changes in the amount of output.1 We rewrite the profit equation to explicitly include volume, allowing us to analyze the relations among volume, costs, and profit. Total revenue (TR) equals average selling price per unit (P) times the units of output (X): Total revenue TR Price PX Units of output produced and sold

In our profit equation, total costs (TC) may be divided into a fixed component that does not vary with changes in output levels and a variable component that does vary. The fixed component is made up of total fixed costs (F) per period; the variable component is the product of the average variable cost per unit (V) multiplied by the quantity of output (X). Therefore, the cost function is Total costs TC (Variable costs per unit VX F Units of output) Fixed costs

Substituting the expanded expressions in the profit equation yields a form more useful for analyzing decisions: Profit TC Therefore, Profit Collecting terms gives Profit (Price (P unit contribution margin Difference between revenues per unit (price) and variable cost per unit. total contribution margin Difference between revenues and total variable costs.

Total revenue TR VX TC F PX (VX

Total costs

F) Fixed costs

Variable costs) F

Units of output

V)X

We defined contribution margin in Chapter 2 as the difference between the sales price and the variable cost per unit. We will refer to this as the unit contribution margin to distinguish it from the difference between the total revenues and total variable cost, the total contribution margin. In other words, the total contribution margin is the unit contribution margin multiplied by the number of units (Price Variable costs) Units of output, or (P V)X. It is the amount that units sold contribute toward (1) covering fixed costs and (2) providing operating profits. Sometimes we use the contribution margin, in total, as in the preceding equation. Other times, we use the contribution margin per unit, which is Price P
1

Variable cost per unit V

We adopt the simplifying assumption that production volume equals sales volume so that changes in inventory can be ignored in this chapter.

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83

Recall from Chapter 2 that an important distinction for decision making is whether costs are fixed or variable. That is, for decision making, we are concerned about cost behavior, not the financial accounting treatment, which classifies costs as either manufacturing or administrative. Thus, V is the sum of variable manufacturing costs per unit and variable marketing and administrative costs per unit; F is the sum of total fixed manufacturing costs and fixed marketing and administrative costs for the period; and X refers to the number of units produced and sold during the period.

CVP Example
When Jamaal first opened U-Develop, he offered one service only, developing prints. He charged an average price of $.60. The average variable cost of each print was $.36, computed as follows:
Cost of processing (materials and labor) . . . . . . . . . . . . . . . . . . . . . Other costs (sales and support). . . . . . . . . . . . . . . . . . . . . . . . . . . . Average variable cost per print. . . . . . . . . . . . . . . . . . . . . . . . . . . $.30 .06 $.36

The fixed costs to operate the store for March, a typical month, were $1,500. In March, U-Develop processed 12,000 prints. The operating profit can be determined from the company’s income statement for the month, as shown in Exhibit 3.1. As a manager, Jamaal might want to know how many units (prints) he needs to sell in order to achieve a specified profit. Assume, for example, that Jamaal is hoping for sales to improve in July, when the weather will improve and people take vacations. Given the data, price $.60, variable cost per unit $.36 (therefore, contribution margin per unit $.24), and fixed costs $1,500, the manager asks two questions: What volume is required to break even (earn zero profits)? What volume is required to make an $1,800 operating profit? Although we could use the income statement and guess at the answer to these questions, it is easier to set up an equation that summarizes the cost-volume-profit relation. Recall that in March, U-Develop processed 12,000 prints. Using the profit equation, the results for March, therefore, were: Profit Contribution margin (P ($.60 $1,380 which is equal to the operating profit shown on the income statement in Exhibit 3.1. To simplify the equation, we use the term “Profit” in the equation to mean the same thing as “Operating Profit” on income statements.
U-DEVELOP Income Statement March Sales (12,000 prints at $.60) . . . . . . . . . . . . . . . . . . . . . . . Less Variable costs of goods sold (12,000 $.30) . . . . . . . . . Variable selling costs (12,000 $.06) . . . . . . . . . . . . . . . Contribution margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Less fixed costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $7,200 $3,600 720 4,320 $2,880 1,500 $1,380

Fixed costs $1,500

V )X $.36)

F 12,000 prints

Exhibit 3.1
Income Statement

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Finding Break-Even and Target Volumes We can use the profit equation to answer Jamaal’s questions about volumes needed to break even or achieve a target profit by developing the formulas discussed here. We start with the answer to the first question, which we call finding a break-even volume. Managers might want to know the break-even volume expressed either in units or in sales dollars. If the company makes many products, it is often much easier to think of volume in terms of sales dollars; if we are dealing with only one product, it’s easier to work with units as the measure of volume. break-even point Volume level at which profits equal zero.

Break-Even Volume in Units We can use the profit equation to find the break-even point expressed in units: Profit If Profit 0 (P V )X (P F V) 0, then X F _______

Break-even volume (in units)

Fixed costs _____________________ Unit contribution margin $1,500 $ .24 6,250 prints

To show this is correct, if U-Develop processes 6,250 prints, its operating profit is Profit TR PX ($.60 $0 Break-Even Volume in Sales Dollars To find the break-even volume in terms of sales dollars, we first define a new term, contribution margin ratio. The contribution margin ratio is the contribution margin as a percentage of sales revenue. For example, for U-Develop, the contribution margin ratio can be computed as follows: Contribution margin ratio Sales price per unit $.24 ____ $.60 .40 (or 40%) Unit contribution margin _____________________ TC VX F ($.36 6,250 prints) $1,500 6,250 prints)

contribution margin ratio Contribution margin as a percentage of sales revenue.

Using the contribution margin ratio, the formula to find the break-even volume follows:2 Break-even volume sales dollars Fixed costs _____________________ Contribution margin ratio

2

We can derive the break-even point for sales dollars from the original formula for units: F X ______ P V

The modified formula for dollars multiplies both sides of the equation by P: F P PX ______ P V Since multiplying the numerator by P is the same as dividing the denominator by P, we obtain: F PX _________ (P V ) P The term (P V)/P is the contribution margin ratio.

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85

For U-Develop, the break-even volume expressed in sales dollars is Break-even sales dollars .40 $3,750 $1,500 ______

Note that $3,750 of sales dollars translates into 6,250 prints at a price of $.60 each. We get the same result whether expressed in units (6,250 prints) or dollars (sales of 6,250 prints generates revenue of $3,750). Target Volume in Units To find the target volume, we use the profit equation with the target profit specified. The formula to find the target volume in units is Target volume (units) Fixed costs Target profit ________________________ Contribution margin per unit

Using the data from U-Develop, we find the volume that provides an operating profit of $1,800 as follows: Target volume Fixed costs Target profit ________________________ Contribution margin per unit $.24 $1,500 $1,800 ______________ 13,750 prints U-Develop must sell 13,750 prints per month to achieve the target profit of $1,800. Each additional print sold increases operating profits by $.24. Target Volume in Sales Dollars To find the target volume in sales dollars, we use the contribution margin ratio instead of the contribution margin per unit. The formula to find the target volume follows: Target volume (sales dollars) Fixed costs Target profit ______________________ Contribution margin ratio $1,500 $1,800 ______________ .40

For U-Develop the target volume expressed in sales dollars is Target volume (sales dollars)

Note that sales dollars of $8,250 translates into 13,750 prints at $.60 each. We get the same target volume whether expressed in units (13,750 prints) or dollars (sales of 13,750 prints generates revenue of $8,250). Exhibit 3.2 summarizes the four formulas for finding break-even and target volumes.
Break-Even Volume Break-even volume (units) Break-even volume (sales dollars) Target Volume Target volume (units) Target volume (sales dollars) Fixed costs Target profit ______________________ Unit contribution margin Fixed costs Target profit ______________________ Contribution margin ratio Fixed costs ____________________ Unit contribution margin Fixed costs ____________________ Contribution margin ratio

Exhibit 3.2
Summary of BreakEven and Target Volume Formulas

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Exhibit 3.3
CVP Graph—U-Develop $8,000 $7,000 Revenues, Costs $6,000 $5,000 $4,000 $3,000 $2,000 $1,000 $0 0 2,000 Total revenue TR $.60 X 4,000 6,000 8,000 10,000 12,000 Volume per period (X ) TC Total cost $1,500 $.36 X $7,200 $5,820

Break even TR TC

Graphic Presentation
Exhibit 3.3 presents the cost-volume-profit (CVP) relations for U-Develop in a graph. Such a graph is a helpful aid in presenting cost-volume-profit relationships. We plot dollars on the vertical axis (revenue dollars or cost dollars, for example). We plot volume on the horizontal axis (number of prints sold per month or sales dollars, for example). The total revenue (TR) line relates total revenue to volume (for example, if U-Develop sells 12,000 prints in a month, its total revenue would be $7,200, according to the graph). The slope of TR is the price per unit, P (for example, $.60 per print for U-Develop). The total cost (TC) line shows the total cost for each volume. For example, the total cost for a volume of 12,000 prints is $5,820 ( [12,000 $.36] $1,500). The intercept of the total cost line is the fixed cost for the period, F, and the slope is the variable cost per unit, V . The break-even point is the volume at which TR TC (that is, where the TR and TC lines intersect). Volumes lower than break even result in an operating loss because TR TC; volumes higher than break even result in an operating profit because TR TC. For U-Develop, 6,250 prints is the break-even volume.

Self-Study Question
1. The following information for Jennifer’s Framing Supply is given for March: Compute the following: a. Monthly operating profit when sales total $360,000 (as here). b. Break-even number in units. c. Number of units sold that would produce an operating profit of $120,000. d. Sales dollars required to earn an operating profit of $20,000. e. Number of units sold in March. f. Number of units sold that would produce an operating profit of 20 percent of sales dollars.
The solution to this question is at the end of the chapter on page 109.

Sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed manufacturing costs . . . . . . . . . . . . . . . . Fixed marketing and administrative costs . . . . . Total fixed costs . . . . . . . . . . . . . . . . . . . . . . . . Total variable costs . . . . . . . . . . . . . . . . . . . . . . Unit price. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Unit variable manufacturing cost . . . . . . . . . . . Unit variable marketing cost . . . . . . . . . . . . . . .

$360,000 35,000 25,000 60,000 240,000 90 55 5

Chapter 3

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87

The amount of operating profit or loss can be read from the graph by measuring the vertical distance between TR and TC. For example, the vertical distance between TR and TC when X 12,000 indicates Profit $1,380 ( $7,200 $5,820).

Profit-Volume Model
Instead of considering revenues and costs separately, we can analyze the relation between profit and volume directly. This approach to CVP analysis is called profit-volume analysis. A graphic comparison of profit-volume and CVP relationships is shown in Exhibit 3.4. The cost and revenue lines are collapsed into a single profit line. Note that the slope of the profit-volume line equals the unit contribution margin. The intercept equals the loss at zero volume, which equals fixed costs. The vertical axis shows the amount of operating profit or loss.
Cost-Volume-Profit Relation $8,000 Total revenue TR $.60 X

profit-volume analysis Version of CVP analysis using a single profit line.

L.O. 2

Understand the effect of cost structure on decisions.

Exhibit 3.4
Comparison of CVP Graph and Profit-Volume Graph—U-Develop

$6,000

Dollars

$4,000 TC $2,000

Total cost $1,500 $.36 X

$0

0

1,500

3,000

4,500

6,000 Volume

7,500

9,000 10,500 12,000

Profit-Volume Relation $1,400

$400 Dollars 0 1,500 3,000 4,500 6,000 7,500

Operating profit

9,000 10,500 12,000

$600

Operating loss Profit Total contribution margin $.24X $1,500 Total costs

$1,600 Volume

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Cost Analysis and Estimation

Use of CVP to Analyze the Effect of Different Cost Structures cost structure Proportion of an organization’s fixed and variable costs to its total costs.

operating leverage Extent to which an organization’s cost structure is made up of fixed costs.

An organization’s cost structure is the proportion of fixed and variable costs to total costs. Cost structures differ widely among industries and among firms within an industry. Electric utilities such as Southern California Edison or Public Service of New Mexico have a large investment in equipment, which results in a cost structure with high fixed costs. In contrast, grocery retailers such as Albertsons or Safeway have a cost structure with a higher proportion of variable costs. The utility is capital intensive; the grocery store is labor intensive. An organization’s cost structure has a significant effect on the sensitivity of its profits to changes in volume. Operating leverage describes the extent to which an organization’s cost structure is made up of fixed costs. Operating leverage can vary within an industry as well as between industries. The airline industry in the United States, for example, consists of so-called legacy carriers, such as American Airlines and Continental Airlines, which have high fixed labor, pension, and other costs and which operate using a hub and spoke system. Newer carriers, such as Southwest Airlines and Jet Blue Airlines, have lower labor costs and operate out of lower cost and less-congested airports. Therefore, the operating leverage of American Airlines is higher than that of Jet Blue. Operating leverage is high in firms with a high proportion of fixed costs and a low proportion of variable costs and results in a high contribution margin per unit. The higher the firm’s fixed costs, the higher the break-even point. Once the break-even point has been reached, however, profit increases at a high rate. Exhibit 3.5 demonstrates the primary differences between two companies, Lo-Lev Company (with relatively high variable costs) and Hi-Lev Company (with relatively high fixed costs).

Different industries have different cost structures. Electric utilities (left) have high fixed costs and high operating leverage. Grocery stores (right) have lower fixed costs and low operating leverage.

Exhibit 3.5
Comparison of Cost Structures Sales . . . . . . . . . . . . Variable costs . . . . . . Contribution margin . . Fixed costs . . . . . . . . Operating profit . . . .

Lo-Lev Company (1,000,000 units) Amount $1,000,000 750,000 _________ $ 250,000 50,000 _________ $ 200,000 _________ _________ Percentage 100 75 25 5 20

Hi-Lev Company (1,000,000 units) Amount $1,000,000 250,000 _________ $ 750,000 550,000 _________ $ 200,000 _________ _________ 733,334 units $0.75 Percentage 100 25 75 55 20

Break-even point . . . 200,000 units Contribution margin per unit $0.25

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89

Effect of Cost Structure on Operating and Investing Decisions
Different cost structures lead to different decisions that firms make concerning operations and investments. Consider the following two statements: 1. “Ahold now has about $23 billion in sales among its six U.S. supermarket chains—large but uncomfortably behind giants such as Wal-Mart, Kroger, and Albertson’s. The logic of consolidation is that, in a business with such slim profit margins, bigger companies gain important competitive advantage by being able to negotiate better terms and prices from suppliers, better rents from landlords and better advertising deals from media outlets” (Washington Post, February 8, 2004). “Many experts say the airlines throw planes on a route to grab market share from rivals. Robert L.

In Action

Crandall, the former chief executive of American Airlines, said that airlines added planes because growth spreads fixed costs over more passenger miles. ‘If everybody is growing to keep their costs down, then there’s constantly a great deal of capacity in the market,’ Mr. Crandall said. ‘So long as there’s lots of capacity, people have an incentive to cut prices’” (The New York Times, December 9, 2003). In the case of firms with low operating leverage, such as grocery chains, the profit margins are small, so firms do what they can to improve those margins—even small savings translate to large improvements in profits. In the case of firms with high operating leverage, such as airlines, each additional unit (seat-mile) sold provides a large contribution to profit, so the emphasis is on increasing volume.

S

2.

Note that although these firms have the same sales revenue and operating profit, they have different cost structures. Lo-Lev Company’s cost structure is dominated by variable costs with a lower contribution margin ratio of .25. Every dollar of sales contributes $.25 toward fixed costs and profit. Hi-Lev Company’s cost structure is dominated by fixed costs with a higher contribution margin of .75. Every dollar of sales contributes $.75 toward fixed costs and profit. Suppose that both companies experience a 10 percent increase in sales. Lo-Lev Company’s profit increases by $25,000 ($.25 $100,000), and Hi-Lev Company’s profit increases by $75,000 ($.75 $100,000). Of course, if sales decline, the fall in Hi-Lev’s profits is much greater than the fall in Lo-Lev’s profits. In general, companies with lower fixed costs have the ability to be more flexible to changes in market demands than do companies with higher fixed costs and are better able to survive tough times.

Margin of Safety
The margin of safety is the excess of projected (or actual) sales over the break-even sales level. This tells managers the margin between current sales and the break-even point. In a sense, margin of safety indicates the risk of losing money that a company faces, that is, the amount by which sales can fall before the company is in the loss area. The margin of safety formula is Sales volume Break-even sales volume Margin of safety If U-Develop sells 8,000 prints and its break-even volume is 6,250, then its margin of safety is Sales Breakeven 8,000 6,250 1,750 prints margin of safety The excess of projected or actual sales over the breakeven volume.

Sales volume could drop by 1,750 prints per month before it incurs a loss, all other things held constant. In practice, the margin of safety also may be expressed in sales dollars or as a percent of current sales. The excess of the projected or actual sales volume over the break-even volume expressed as a percentage of actual sales volume is the margin of safety percentage. If U-Develop sells 8,000 prints and the break-even volume is 6,250 prints, the margin of safety percentage is 22 percent ( 1,750 8,000). This means that volume can fall by 22 percent, a relatively large amount, before U-Develop finds itself operating at a loss.

margin of safety percentage The excess of projected or actual sales over the breakeven volume expressed as a percentage of actual sales volume.

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CVP Analysis with Spreadsheets
L.O. 3

Use Microsoft Excel to perform CVP analysis.

It is important to be able to do CVP analysis and understand the relations, so it is important to work examples and do problems by hand at first. However, a spreadsheet program such as Microsoft Excel® is ideally suited to doing CVP routinely. Exhibit 3.6 shows a Microsoft Excel worksheet for U-Develop. The basic data (price per unit, variable cost per unit, and total fixed costs) for U-Develop are entered. The profit equation (or formula) is shown in the formula bar of the spreadsheet. Once the data are entered, an analysis tool such as Goal Seek can be used to find the volume associated with a given desired profit level. In the left side screenshot of Exhibit 3.7, the problem is set up as follows: 1. With the spreadsheet open, choose the “Data” tab and select “What-If Analysis” from the ribbon. Then select “Goal Seek” from the drop-down box. 2. In the “Set cell:” edit field, enter the cell address for the target profit calculation (B7). The formula in cell B7 is: ((B3-B4)*B8)-B5. 3. In the “To value:” edit field, enter the target profit (in this example, the target profit is zero because we are looking for the break-even point). 4. In the “By changing cell:” edit field, enter the cell address of the volume variable ($B$8). (The 5,000 volume in cell B8 in Exhibit 3.6 is only a placeholder; any number will suffice.) 5. Click “OK” and the program will find the break-even volume as shown in the right side screenshot of Exhibit 3.7. Although this spreadsheet is extremely simple, it can easily be edited to analyze alternative scenarios, so-called what-if analyses. For example, we could ask, “Given that I expect to sell 5,000 prints, what price do I need to charge to break even?” In this case, we would change Step 4 above to enter the cell for Price (B3) and find the answer ($0.66).

Exhibit 3.6
Screenshot of Spreadsheet Program for CVP Analysis— U-Develop

1 2 3 4 5 6 7 8 9

A U-Develop Price Variable cost Fixed cost Profit Volume

B

C

$ 0.60 $ 0.36 $ 1,500 $ (300) 5,000

Exhibit 3.7
Screenshot of Spreadsheet Analysis Tool—Goal Seek

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

A U-Develop Price Variable cost Fixed cost Profit Volume
Goal Seek
Set cell: To value: By changing cell: OK

B

C 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

A U-Develop Price Variable cost Fixed cost Profit Volume

B

C

D

$ 0.60 $ 0.36 $ 1,500 $ (300) 5,000

$ 0.60 $ 0.36 $ 1,500 $ – 6,250

?
B7 0 $B$8 Cancel

X

Goal Seek Status
Goal Seeking with Cell B7 found a solution. Target value: Current value: 0 $-

?
OK Cancel Step Pause

X

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Extensions of the CVP Model
The basic CVP model that we have developed can be easily extended to answer other questions or modified to incorporate complications. For example, we can use the model to determine the fixed costs required to achieve a certain profit for a given volume. We can incorporate the effects of income taxes by modifying the profit equation to include taxes. Making some simplifying assumptions, we can extend the analysis to firms that make multiple products. Finally, we can incorporate more complicated cost structures (for example, step fixed costs) by incorporating these complications in the profit equation. We illustrate these extensions here.
L.O. 4

Incorporate taxes, multiple products, and alternative cost structures into the CVP analysis.

Income Taxes
Assuming that operating profits before taxes and taxable income are the same, income taxes may be incorporated into the basic model as follows: After-tax profit [(P V)X F] (1 t) where t is the tax rate. Rearranging, we can find the target volume as follows; Target volume (units) Fixed costs [Target profit (1 t)] ______________________________ Unit contribution margin

Notice that taxes affect the analysis by changing the target profit. That is, to determine the volume required to earn a target after-tax income, you first determine the required before-tax operating income ( target after-tax income [1 tax rate]) and then solve for the target volume using the required before-tax income as before. For example, suppose that the owner of U-Develop wants to find the number of prints required to generate after-tax operating profits of $1,800. Recall that P $.60, V $.36, the contribution margin per unit $.24, and F $1,500. We assume the tax rate t .25; that is, U-Develop has a 25 percent tax rate. To find the target volume, first determine the required before-tax income, which is $2,400 ( $1,800 [1 .25]). Now, we can use the formula to determine the volume required to earn a target profit of $2,400: Target volume (units) Fixed costs [Target profit (1 t)] ______________________________ Unit contribution margin $.24 $1,500 $2,400 ______________ 16,250 prints

Multiproduct CVP Analysis
When U-Develop started, it provided only one service, print processing. After a short time, a second service, enlargements of photos, was offered. The prices and costs of the two follow:
Prints Selling price. . . . . . . . . . . . . . Variable cost . . . . . . . . . . . . . Contribution margin. . . . . . . . $.60 .36 __ __ $.24 __ __ __ __ Enlargements $1.00 .56 _____ $ .44 _____ _____

When these two services were offered, monthly fixed costs totaled $1,820. Without some assumptions, there is an infinite number of combinations of the two services that would achieve a given level of profit. To simplify matters, managers often

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assume a particular product mix and compute break-even or target volumes using either of two methods, a fixed product mix or weighted-average contribution margin, both of which give the same result.

Fixed Product Mix Using the fixed product mix method, managers define a package or bundle of products in the typical product mix and then compute the breakeven or target volume for the package. For example, suppose that the owner of U-Develop is willing to assume that the prints and enlargements will sell in a 9:1 ratio; that is, of every ten “units” of service sold, nine will be prints and one will be an enlargement. Defining X as a package of nine prints and one enlargement, the contribution margin from this package is
9 1 $.24 $.44 $2.16 .44 _____ $2.60 _____ _____

Managers compute the break-even or target volume of a bundle or package of products.

Prints . . . . . . . . . . . . . . . . . Enlargements . . . . . . . . . . . Contribution margin . . . . . .

Now the break-even point is computed as follows X Fixed costs $1,820 700 packages where X refers to the break-even number of packages. This means that the sale of 700 packages of nine prints and one enlargement per package, totaling 6,300 prints and 700 enlargements, is required to break even. Contribution margin $2.60

Weighted-Average Contribution Margin The weighted-average contribution margin also requires an assumed product mix, which we continue to assume is 90 percent prints and 10 percent enlargements. The problem can be solved by using a weightedaverage contribution margin per unit. When a company assumes a constant product mix, the contribution margin is the weighted-average contribution margin of all of its products. For U-Develop, the weighted-average contribution margin per unit can be computed by multiplying each product’s proportion by its contribution margin per unit (.90 $.24) (.10 $.44) $.26 The multiple product breakeven for U-Develop can be determined from the break-even formula: X $1,820 $.26 7,000 units of service where X refers to the break-even number. The product mix assumption means that UDevelop must sell 6,300 ( .90 7,000) prints and 700 ( .10 7,000) enlargements to break even. Find Breakeven in Sales Dollars To find the breakeven in sales dollars, divide the fixed costs by the weighted-average contribution margin percent. The weighted-average contribution margin percent is the ratio of the weighted-average contribution margin (which is $.26 in our example) divided by the weighted-average revenue.

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To find the weighted-average revenue, multiply the proportion of sales (90 percent prints and 10 percent enlargements) by the sales prices per unit. Prints sell for $.60 per unit and enlargements sell for $1.00 per unit. Therefore, the weighted-average revenue can be found as follows: (.90 $.60) for prints $.64 (.10 $1.00) for enlargements

Now, the weighted-average contribution margin percent is found as follows: $.26 weighted-average contribution margin 40.625% The break-even sales amount in dollars is: $1,820 fixed costs $4,480 (You can verify that $4,480 .40625 weighted-average contribution margin percent $.64 7,000 units.) $.64 weighted-average revenue

Alternative Cost Structures
The cost structures we have considered so far have been relatively simple. We have separated costs into fixed and variable and we have assumed that the variable cost per unit is the same for all levels of volume. In Chapter 2, we defined other cost behavior patterns, including semivariable costs and step costs. We illustrate how more complicated cost structures can be analyzed by assuming that the fixed costs of U-Develop include the rental of equipment for photo developing and that the capacity of these machines is limited. Suppose, for example, that the fixed costs of $1,500 (from Exhibit 3.1) are sufficient for monthly volumes less than or equal to 5,000 prints. For every additional 5,000 prints, another machine, renting monthly for $480, is required. Now what is the break-even volume for U-Develop? We know from our analysis earlier in the chapter that for a fixed cost of $1,500, the break-even point is 6,250 prints. But 6,250 prints cannot be developed without the additional machine. At a volume of 6,250 prints, U-Develop’s profit will be Profit ($0.60 $0.36) 6,250 ($1,500 $480) ($480) which is less than breakeven. If we are going to have to sell more than 5,000 prints to break even, we are going to have to rent the additional machine. Therefore, to break even, our monthly fixed costs will be (at least) $1,980 ( $1,500 $480). At this level of fixed costs, the break-even point is Break-even volume Fixed costs _____________________ Unit contribution margin $ 0.24 $1,980 ______ 8,250 which is less than 10,000 prints. Therefore, U-Develop can break even at a volume of 8,250 prints. If we had found that the new break-even point was greater than 10,000 prints, we would have repeated the analysis, adding another $480 for an additional machine.

Assumptions and Limitations of CVP Analysis
As with all methods of analysis, CVP analysis relies on certain assumptions and these assumptions might limit the applicability of the results for decision making. It is important to understand, however, that the limitations are due to the assumptions that the cost analyst makes; that is, they are not inherent limitations to the method of CVP analysis itself.

L.O. 5

Understand the assumptions and limitations of CVP analysis.

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For example, many people point to the assumptions of constant unit variable cost and constant unit prices for all levels of volume as important limitations of CVP analysis. As we saw in the previous section, however, these assumptions are simplifying assumptions that are made by the analyst. If we know that unit prices are lower for higher volumes, we can incorporate that relation into the CVP analysis. The result will be a more complicated relation among costs, volumes, and profits than we have worked with here and the breakeven and target volume formulas will not be as simple as those we have derived. But with analysis tools such as Microsoft Excel we can model the more complicated relations and find the break-even point (or points) if they exist. The lesson from this is that CVP analysis is a tool that the manager can use to help with decisions. The more important the decision, the more the manager will want to ensure that the assumptions made are applicable. In addition, if the decisions are sensitive to the assumptions made (for example, that prices do not depend on volume), the manager should be cautious about depending on CVP analysis without considering alternative assumptions.

Self-Study Questions
2. High Desert Campgrounds (HDC) rents spaces for recreational vehicles (RVs) by the day. HDC charges $15 per day for a space. The variable costs (including cleaning, maintenance, and supplies) are $7 per day. The fixed costs of HDC are $60,000 per year. HDC is subject to a tax rate of 35 percent on its income. If a “unit” is one space rented for one day, how many units does HDC have to rent annually to earn $48,750 after taxes? Suppose HDC rents spaces for both RVs and tent camping. The price and cost characteristics for each are as follows (one unit is a tent or RV space rented for one day):
Price per Unit Tent space . . . . RV space . . . . . $ 6 15 Variable Cost per Unit $3 7 Units Rented per Year 6,000 9,000

3.

The fixed costs of HDC are $60,000 annually. Assuming the mix of tent and RV spaces is the same as the current mix, how many tent spaces and how many RV spaces must be rented annually for HDC to break even?
The solutions to these questions are at the end of the chapter on page 109.

The Debrief
Jamaal Kidd considered the spreadsheet he developed for his business and reflected on how it will help him as a manager: The cost-volume-profit analysis I learned in this chapter gives me a simple and intuitive approach to understanding how my decisions affect my profits. I know that there are limitations to the use of CVP analysis and that for many decisions, I will want to develop more detailed analyses. But for quick answers for routine decisions, CVP analysis is just what I need.

Summary
The cost analysis approach to decision making is used when the decisions affect costs and revenues and, hence, profit. In this chapter we considered the cost-volume-profit (CVP) analysis framework for cost analysis.

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The following summarizes key ideas tied to the chapter’s learning objectives. L.O. 1. Use cost-volume-profit (CVP) analysis to analyze decisions. CVP analysis is both a management tool for determining the impact of selling prices, costs, and volume on profits and a conceptual tool, or way of thinking, about managing a company. It helps management focus on the objective of obtaining the best possible combination of prices, volume, variable costs, and fixed costs. CVP analysis examines the impact of prices, costs, and volume on operating profits, as summarized in the profit equation Profit where P V X F Average unit selling price Average unit variable costs Quantity of output Total fixed costs PX (VX F)

Management can use CVP analysis to plan future projects and to help in determining a project’s feasibility. By altering different variables within the equation (e.g., selling price or amount of output), managers are able to perform a what-if analysis (often referred to as sensitivity analysis). L.O. 2. Understand the effect of cost structure on decisions. An organization’s cost structure is the proportion of fixed and variable costs to total costs. Operating leverage is high in firms with a high proportion of fixed costs, a small proportion of variable costs, and the resulting high contribution margin per unit. The higher the firm’s leverage, the higher the degree of the profit’s sensitivity to volume. L.O. 3. Use Microsoft Excel to perform CVP analysis. A spreadsheet program such as Microsoft Excel can be used to perform most CVP analyses. For example, the Goal Seek function of Excel is designed to find values of variables such as volume that set other variables (for example, profit) equal to a selected target value (such as zero). L.O. 4. Incorporate taxes, multiple products, and alternative cost structures into the CVP analysis. More complicated relations among costs, volumes, and profits can be analyzed. With income taxes, the target profit, which is after income taxes, has to be converted to a target profit before income taxes. With multiple products, an assumption about product mix allows the application of CVP analysis by treating the multiple products as if they are a “basket” of goods. More complicated cost structures, such as step fixed costs, can be analyzed by considering costs at different volumes. L.O. 5. Understand the assumptions and limitations of CVP analysis. All analysis methods require assumptions that limit the applicability of the results. The cost analyst must understand which assumptions are most important for the decision being made and consider how sensitive the decision is to the assumptions before relying on CVP analysis alone to make a decision.

Key Terms break-even point, 84 contribution margin ratio, 84 cost structure, 88 cost-volume-profit (CVP) analysis, 81 margin of safety, 89 margin of safety percentage, 89 operating leverage, 88 profit equation, 82 profit-volume analysis, 87 total contribution margin, 82 unit contribution margin, 82

Review Questions
3-1. 3-2. 3-3. Write out the profit equation and describe each term. What are the components of total costs in the profit equation? How does the total contribution margin differ from the gross margin that is often shown on companies’ financial statements?

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3-4. 3-5. 3-6. 3-7. 3-8. 3-9. 3-10. 3-11.

Compare cost-volume-profit (CVP) analysis with profit-volume analysis. How do they differ? Fixed costs are often defined as “fixed over the short run.” Does this mean that they are not fixed over the long run? Why or why not? What is operating leverage? Why is knowledge of a firm’s operating leverage important to its managers? What is the margin of safety? Why is this important for managers to know? Write out the equation for the target volume (in units) profit equation when the income tax rate is t. How do income taxes affect the break-even equation? Why? Why is it common to assume a fixed sales mix before finding the break-even volume with multiple products? What are some important assumptions commonly made in CVP analysis. Do these assumptions impose serious limitations on the analysis? Why or why not?

Critical Analysis and Discussion Questions
3-12. 3-13. 3-14. 3-15. 3-16. 3-17. 3-18. Why might the operating profit calculated by CVP analysis differ from the net income reported in financial statements for external reporting? Why does the accountant use a linear representation of cost and revenue behavior in CVP analysis? How is this justified? The typical cost-volume-profit graph assumes that profits increase continually as volume increases. What are some of the factors that might prevent the increasing profits that are indicated when linear CVP analysis is employed? “The assumptions of CVP analysis are so simplistic that no firm would make a decision based on CVP alone. Therefore, there is no reason to learn CVP analysis.” Comment. “I am going to work for a hospital, which is a not-for-profit organization. Because there are no profits, I will not be able to apply any CVP analysis in my work.” Do you agree with this statement? Why or why not? Consider a class in a business school where volume is measured by the number of students in the class. Would you say the operating leverage is high or low? Why? On January 1, 2009, a news report on msn.com included the following sentence: “A report put out by brokerage house CLSA about Jet Airways said that the fall in ATF [fuel] prices has brought down the load factors (flight occupancy) required for the airline to break even from 78 percent to 63 percent.” What important assumptions and limitations should be considered when using this piece of information? (The load factor is the percentage of available seats on a flight that are occupied.)

Exercises
(L.O. 1)

accounting

3-19. Profit Equation Components Identify each of the following profit equation components on the graph that follows: a. The total cost line. b. The total revenue line. c. The total variable costs area. d. Variable cost per unit. e. The fixed costs area. f. The break-even point. g. The profit area (range of volumes leading to profit). h. The loss area (range of volumes leading to loss).

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$

0

Volume (L.O. 1)

3-20. Profit Equation Components Identify the letter of each profit equation component on the graph that follows. $ Line d c Area e b Area f

g

a Volume 3-21. Basic Decision Analysis Using CVP Anu’s Amusement Center has collected the following data for operations for the year:
Total revenues . . . . . . . . . . . . . . . . . . Total fixed costs. . . . . . . . . . . . . . . . . Total variable costs . . . . . . . . . . . . . . Total tickets sold . . . . . . . . . . . . . . . . $800,000 $218,750 $450,000 50,000

(L.O. 1)

S

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Required a. What is the average selling price for a ticket? b. What is the average variable cost per ticket? c. What is the average contribution margin per ticket? d. What is the break-even point? e. Anu has decided that unless the operation can earn at least $43,750 in operating profits, she will close it down. What number of tickets must be sold for Anu’s Amusements to make a $43,750 operating profit for the year on ticket sales? (L.O. 1) 3-22. Basic CVP Analysis The manager of Kima’s Food Mart estimates operating costs for the year will include $900,000 in fixed costs. Required a. Find the break-even point in sales dollars with a contribution margin ratio of 40 percent. b. Find the break-even point in sales dollars with a contribution margin ratio of 25 percent. c. Find the sales dollars required to generate a profit of $200,000 for the year assuming a contribution margin ratio of 40 percent. (L.O. 1) 3-23. CVP Analysis—Ethical Issues Mark Ting desperately wants his proposed new product, DNA-diamond, to be accepted by top management. DNA-diamond is a piece of jewelry that contains the DNA of a boy or girl friend, spouse, or other loved one. Top management will not approve this product in view of its high break-even point. Mark knows that if he can reduce the fixed costs in his proposal, then the break-even point will be reduced to a level that top management finds acceptable. Working with a friend in the company’s finance department, Mark finds ways to credibly misstate the estimated fixed costs of producing DNA-diamonds below those that any objective person would estimate. Mark knows that if the product is successful (and he is certain that it will be), then top management will not find out about the understatement of fixed costs. Mark believes that this product, once it is successful, will benefit the shareholders and employees of the company. Required Are Mark’s actions ethical? Explain. (L.O. 1) 3-24. Basic Decision Analysis Using CVP Cambridge, Inc., is considering the introduction of a new calculator with the following price and cost characteristics:
Sales price . . . . . . . . . . . . . Variable costs . . . . . . . . . . . Fixed costs . . . . . . . . . . . . . . . . $ 18 each 10 each 20,000 per month

Required a. What number must Cambridge sell per month to break even? b. What number must Cambridge sell to make an operating profit of $16,000 for the month? (L.O. 1) 3-25. Basic Decision Analysis Using CVP Refer to the data for Cambridge, Inc., in Exercise 3-24. Assume that the projected number of units sold for the year is 7,000. Consider requirements (b), (c), and (d) independently of each other. Required a. What will the operating profit be? b. What is the impact on operating profit if the sales price decreases by 10 percent? Increases by 20 percent? c. What is the impact on operating profit if variable costs per unit decrease by 10 percent? Increase by 20 percent? d. Suppose that fixed costs for the year are 10 percent lower than projected, and variable costs per unit are 10 percent higher than projected. What impact will these cost changes have on operating profit for the year? Will profit go up? Down? By how much?

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3-26. Basic Decision Analysis Using CVP Balance, Inc., is considering the introduction of a new energy snack with the following price and cost characteristics:
Sales price . . . . . . . . . . . Variable costs . . . . . . . . . Fixed costs . . . . . . . . . . . $ 1.00 per unit 0.20 per unit 400,000 per month

(L.O. 1)

Required a. What number must Balance sell per month to break even? b. What number must Balance sell per month to make an operating profit of $100,000? 3-27. Basic Decision Analysis Using CVP Refer to the data for Balance, Inc., in Exercise 3-26. Assume that the company plans to sell 700,000 units per month. Consider requirements (b), (c), and (d) independently of each other. Required a. What will be the operating profit? b. What is the impact on operating profit if the sales price decreases by 10 percent? Increases by 20 percent? c. What is the impact on operating profit if variable costs per unit decrease by 10 percent? Increase by 20 percent? d. Suppose that fixed costs for the year are 10 percent lower than projected, and variable costs per unit are 10 percent higher than projected. What impact will these cost changes have on operating profit for the year? Will profit go up? Down? By how much? 3-28. Analysis of Cost Structure The Dollar Store’s cost structure is dominated by variable costs with a contribution margin ratio of .30 and fixed costs of $30,000. Every dollar of sales contributes 30 cents toward fixed costs and profit. The cost structure of a competitor, One-Mart, is dominated by fixed costs with a higher contribution margin ratio of .80 and fixed costs of $280,000. Every dollar of sales contributes 80 cents toward fixed costs and profit. Both companies have sales of $500,000 for the month. Required a. Compare the two companies’ cost structures using the format shown in Exhibit 3.5. b. Suppose that both companies experience a 15 percent increase in sales volume. By how much would each company’s profits increase? 3-29. Analysis of Cost Structure Foxx Company’s cost structure is dominated by variable costs with a contribution margin ratio of .25 and fixed costs of $100,000. Every dollar of sales contributes 25 cents toward fixed costs and profit. The cost structure of a competitor, Beyonce, Inc., is dominated by fixed costs with a higher contribution margin ratio of .80 and fixed costs of $400,000. Every dollar of sales contributes 80 cents toward fixed costs and profit. Both companies have sales of $600,000 per month. Required a. Compare the two companies’ cost structures using the format shown in Exhibit 3.5. b. Suppose that both companies experience a 20 percent increase in sales volume. By how much would each company’s profits increase? 3-30. CVP and Margin of Safety Rainbow Tours gives walking tours of Springfield. Rainbow charges $40 per person for the tour and incurs $16 in variable costs for labor, drinks, and maps. The monthly fixed costs for Rainbow Tours are $3,600. Required a. How many tours must Rainbow sell every month to break even? b. Rainbow Tours’s owner believes that 175 people a month will sign up for the walking tour. What is the margin of safety in terms of the number of people signing up for the tour? (L.O. 1, 2) (L.O. 2) (L.O. 2) (L.O. 1)

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(L.O. 3)

3-31. Using Microsoft Excel to Perform CVP Analysis Refer to the data for Cambridge, Inc., in Exercise 3-24. Required Using the Goal Seek function in Microsoft Excel, a. What number must Cambridge sell to break even? b. What number must Cambridge sell to make an operating profit of $6,000 per month?

(L.O. 3)

3-32. Using Microsoft Excel to Perform CVP Analysis Refer to the data for Balance, Inc., in Exercise 3-26. Required Using the Goal Seek function in Microsoft Excel, a. What number must Balance, Inc., sell to break even? b. What number must Balance, Inc., sell to make an operating profit of $8,000 per month?

(L.O. 4)

3-33. CVP with Income Taxes Crest Industries sells a single model of satellite radio receivers for use in the home. The radios have the following price and cost characteristics:
Sales price . . . . . . . . . . . Variable costs . . . . . . . . . Fixed costs . . . . . . . . . . . $ 80 per radio $ 32 per radio $360,000 per month

Crest is subject to an income tax rate of 40 percent. Required a. How many receivers must Crest sell every month to break even? b. How many receivers must Crest sell to earn a monthly operating profit of $90,000 after taxes? (L.O. 4) 3-34. Multiproduct CVP Analysis Rio Coffee Shoppe sells two coffee drinks, a regular coffee and a latte. The two drinks have the following prices and cost characteristics:
Regular Coffee Sales price (per cup) . . . . . . . . . . . . . . Variable costs (per cup) . . . . . . . . . . . . $1.50 .70 Latte $2.50 1.30

The monthly fixed costs at Rio are $6,720. Based on experience, the manager at Rio knows that the store sells 60 percent regular coffee and 40 percent lattes. Required How many cups of regular coffee and lattes must Rio sell every month to break even? (L.O. 4) 3-35. Multiproduct CVP Analysis Mission Foods produces two flavors of tacos, chicken and fish, with the following characteristics:
Chicken Selling price per taco . . . . . . . . . . . Variable cost per taco. . . . . . . . . . . Expected sales (tacos). . . . . . . . . . $3.00 $1.50 200,000 Fish $ 4.50 $ 2.25 300,000

Required The total fixed costs for the company are $117,000. a. What is the anticipated level of profits for the expected sales volumes? b. Assuming that the product mix would be 40 percent chicken and 60 percent fish at the breakeven point, compute the break-even volume. c. If the product sales mix were to change to four chicken tacos for each fish taco, what would be the new break-even volume?

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accounting

Problems
(L.O. 1)

3-36. CVP Analysis and Price Changes Argentina Partners is concerned about the possible effects of inflation on its operations. Presently, the company sells 60,000 units for $30 per unit. The variable production costs are $15, and fixed costs amount to $700,000. Production engineers have advised management that they expect unit labor costs to rise by 15 percent and unit materials costs to rise by 10 percent in the coming year. Of the $15 variable costs, 50 percent are from labor and 25 percent are from materials. Variable overhead costs are expected to increase by 20 percent. Sales prices cannot increase more than 10 percent. It is also expected that fixed costs will rise by 5 percent as a result of increased taxes and other miscellaneous fixed charges. The company wishes to maintain the same level of profit in real dollar terms. It is expected that to accomplish this objective, profits must increase by 6 percent during the year. Required a. Compute the volume in units and the dollar sales level necessary to maintain the present profit level, assuming that the maximum price increase is implemented. b. Compute the volume of sales and the dollar sales level necessary to provide the 6 percent increase in profits, assuming that the maximum price increase is implemented. c. If the volume of sales were to remain at 60,000 units, what price increase would be required to attain the 6 percent increase in profits? 3-37. CVP Analysis and Price Changes Scholes Systems supplies a particular type of office chair to large retailers such as Target, Costco, and Office Max. Scholes is concerned about the possible effects of inflation on its operations. Presently, the company sells 80,000 units for $60 per unit. The variable production costs are $30, and fixed costs amount to $1,400,000. Production engineers have advised management that they expect unit labor costs to rise by 15 percent and unit materials costs to rise by 10 percent in the coming year. Of the $30 variable costs, 50 percent are from labor and 25 percent are from materials. Variable overhead costs are expected to increase by 20 percent. Sales prices cannot increase more than 10 percent. It is also expected that fixed costs will rise by 5 percent as a result of increased taxes and other miscellaneous fixed charges. The company wishes to maintain the same level of profit in real dollar terms. It is expected that to accomplish this objective, profits must increase by 6 percent during the year. Required a. Compute the volume in units and the dollar sales level necessary to maintain the present profit level, assuming that the maximum price increase is implemented. b. Compute the volume of sales and the dollar sales level necessary to provide the 6 percent increase in profits, assuming that the maximum price increase is implemented. c. If the volume of sales were to remain at 80,000 units, what price change would be required to attain the 6 percent increase in profits? 3-38. CVP Analysis—Missing Data Durant Manufacturers has performed extensive studies on its costs and production and estimates the following annual costs based on 150,000 units (produced and sold):
Total Annual Costs (150,000 units) Direct material . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Manufacturing overhead . . . . . . . . . . . . . . . . . . Selling, general, and administrative . . . . . . . . . . Total . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $300,000 270,000 225,000 150,000 $945,000

(L.O. 1)

(L.O. 1)

Required a. Compute Durant’s unit selling price that will yield a profit of $300,000, given sales of 150,000 units.

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b. c.

Compute Durant’s dollar sales that will yield a projected 20 percent profit on sales, assuming variable costs per unit are 60 percent of the selling price per unit and fixed costs are $420,000. Management believes that a selling price of $8 per unit is reasonable given current market conditions. How many units must Durant sell to generate the revenues (dollar sales) determined in requirement (b)?

(L.O. 1)

S
(L.O. 1)

3-39. CVP Analysis with Subsidies Suburban Bus Lines operates as a not-for-profit organization providing local transit service. As a not-for-profit, it refers to an excess of revenues over costs as a “surplus” and an excess of costs over revenues as a “deficit.” Suburban charges $1.00 per ride. The variable costs of a ride are $1.50. The fixed costs of Suburban are $200,000 annually. The county government provides Suburban with a flat subsidy of $250,000 annually. Required a. What is the break-even point for Suburban? b. Suburban expects 75,000 riders this year. Will it operate at a surplus or deficit? 3-40. CVP Analysis—Sensitivity Analysis (spreadsheet recommended) Alameda Tile sells products to many people remodeling their homes and thinks that they could profitably offer courses on tile installation, which might also increase the demand for their products. The basic installation course has the following (tentative) price and cost characteristics:
Tuition . . . . . . . . . . . . . . . . . . . . . . . Variable costs (tiles, supplies, and so on) . . . . . . Fixed costs (advertising, salaries, and so on) . . . . . . . . . . . $ 400 per student 240 per student 80,000 per year

Required a. What enrollment will enable Alameda Tile to break even? b. How many students will enable Alameda Tile to make an operating profit of $40,000 for the year? c. Assume that the projected enrollment for the year is 800 students for each of the following (considered independently): 1. What will be the operating profit (for 800 students)? 2. What would be the operating profit if the tuition per student (that is, sales price) decreased by 10 percent? Increased by 20 percent? 3. What would be the operating profit if variable costs per student decreased by 10 percent? Increased by 20 percent? 4. Suppose that fixed costs for the year are 10 percent lower than projected, whereas variable costs per student are 10 percent higher than projected. What would be the operating profit for the year? (L.O. 4) 3-41. Extensions of the CVP Model—Semifixed (Step) Costs Sam’s Sushi serves only a fixed-price lunch. The price of $10 and the variable cost of $4 per meal remain constant regardless of volume. Sam can increase lunch volume by opening and staffing additional check-out lanes. Sam has three choices:
Monthly Volume Range (Number of Meals) 1 Lane . . . . . . . . . . . 2 Lanes . . . . . . . . . 3 Lanes . . . . . . . . . 0–5,000 5,001–8,000 8,001–10,000 Total Fixed Costs $33,000 39,000 52,500

Required a. Calculate the break-even point(s). b. If Sam can sell all the meals he can serve, should he operate at one, two, or three lanes? Support your answer.

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3-42. Extensions of the CVP Model—Semifixed (Step) Costs Cesar’s Bottlers bottles soft drinks in a factory that can operate either one shift, two shifts, or three shifts per day. Each shift is eight hours long. The factory is closed on weekends. The sales price of $2 per case bottled and the variable cost of $0.90 per case remain constant regardless of volume. Cesar’s Bottlers can increase volume by opening and staffing additional shifts. The company has the following three choices:
Daily Volume Range Total Fixed Costs (Number of Cases Bottled) per Day 1 Shift . . . . . . . . . . . 2 Shifts . . . . . . . . . . 3 Shifts . . . . . . . . . . (0–2,000) (2,001–3,600) (3,601–5,000) $1,980 3,740 5,170

(L.O. 4)

Required a. Calculate the break-even point(s). b. If Cesar’s Bottlers can sell all the units it can produce, should it operate at one, two, or three shifts? Support your answer. 3-43. Extensions of the CVP Model—Taxes Odd Wallow Drinks is considering adding a new line of fruit juices to its merchandise products. This line of juices has the following prices and costs:
Selling price per case (24 bottles) of juice . . . . . . . . $ 50 Variable cost per case (24 bottles) of juice . . . . . . . $ 24 Fixed costs per year associated with this product . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $8,112,000 Income tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40%

(L.O. 4)

Required a. Compute Odd Wallow Drinks’s break-even point in units per year. b. How many cases must Odd Wallow Drinks sell to earn $1,872,000 per year after taxes on the juice? 3-44. Extensions of the CVP Model—Taxes Frightproof Commuter Airlines is considering adding a new flight to its current schedule from Metro to Hicksville. This route has the following prices and costs:
Selling price per passenger per flight. . . . . . . . . . . . $ 80 Variable cost per passenger per flight . . . . . . . . . . . $ 20 Fixed cost per flight . . . . . . . . . . . . . . . . . . . . . . . . . $2,400 Income tax rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30%

(L.O. 4)

S

Required a. Compute Frightproof’s break-even point in number of passengers per flight. b. How many passengers per flight must Frightproof have to earn $1,050 per flight after taxes? c. Each aircraft has the capacity for 70 passengers per flight. In view of this capacity limitation, can Frightproof carry enough passengers to break even? Can the company carry enough passengers to earn $1,050 per flight after taxes? 3-45. Extensions of the CVP Model—Taxes Lomas Electronics manufactures a portable testing device for use in oil exploration. The product’s price and cost characteristics are:
Selling price per unit . . . . . . . . . . . Variable cost per unit . . . . . . . . . . . Fixed cost per year . . . . . . . . . . . . $ 130 70 420,000

(L.O. 4)

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Required The company must sell 10,000 units annually in order to earn $117,000 in profits after taxes. What is Lomas Electronics’s tax rate? (L.O. 4) 3-46. Extensions of the CVP Model—Taxes Action Games has developed a new computer game that it plans to sell for $32. The variable costs associated with each game (for materials, shipping, and packaging) amount to $7. The fixed costs associated with the game amount to $75,000 per year. Required a. Compute the break-even point in units for the game. b. Assuming that the tax rate is 40 percent and the desired profit level is $120,000 after tax, compute the required unit sales level. 3-47. Extensions of the CVP Analysis—Taxes Eagle Company makes the MusicFinder, a sophisticated satellite radio. Eagle has experienced a steady growth in sales for the past five years. However, Ms. Luray, Eagle’s CEO, believes that to maintain the company’s present growth will require an aggressive advertising campaign next year. To prepare for the campaign, the company’s accountant, Mr. Bednarik, has prepared and presented to Ms. Luray the following data for the current year, Year 1:
Variable costs: Direct labor (per unit) . . . . . . . . . . . . . . . . . . . . . . . . . Direct materials (per unit) . . . . . . . . . . . . . . . . . . . . . . Variable overhead (per unit) . . . . . . . . . . . . . . . . . . . . Total variable costs (per unit) . . . . . . . . . . . . . . . . . Fixed costs (annual): Manufacturing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Selling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Administrative . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total fixed costs (annual) . . . . . . . . . . . . . . . . . . . . Selling price (per unit) . . . . . . . . . . . . . . . . . . . . . . . . Expected sales revenues, Year 1 (25,000 units) . . . .

(L.O. 4)

$

100.00 45.00 20.00 165.00 400,000 300,000 800,000

$ $

$ 1,500,000 $400.00 $10,000,000

Eagle has an income tax rate of 35 percent. Ms. Luray has set the sales target for Year 2 at a level of $11,200,000 (or 28,000 radios). Required a. What is the projected after-tax operating profit for Year 1? b. What is the break-even point in units for Year 1? c. Ms. Luray believes that to attain the sales target (28,000 radios) will require additional selling expenses of $300,000 for advertising in Year 2, with all other costs remaining constant. What will be the after-tax operating profit for Year 2 if the firm spends the additional $300,000? d. What will be the break-even point in sales dollars for Year 2 if the firm spends the additional $300,000 for advertising? e. If the firm spends the additional $300,000 for advertising in Year 2, what is the sales level in dollars required to equal the Year 1 after-tax operating profit? f. At a sales level of 28,000 units, what is the maximum amount the firm can spend on advertising to earn an after-tax operating profit of $750,000? (CMA adapted) (L.O. 4) 3-48. Extensions of the CVP Model—Multiple Products On-the-Go, Inc., produces two models of traveling cases for laptop computers: the Programmer and the Executive. The bags have the following characteristics:
Programmer Selling price per bag . . . . . . . . . . . Variable cost per bag . . . . . . . . . . . Expected sales (bags) per year . . . $70 $30 8,000 Executive $100 $40 12,000

mhhe.com/lanen3e

The total fixed costs per year for the company are $819,000.

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Required a. What is the anticipated level of profits for the expected sales volumes? b. Assuming that the product mix is the same at the break-even point, compute the break-even point. c. If the product sales mix were to change to nine Programmer-style bags for each Executivestyle bag, what would be the new break-even volume for On-the-Go? 3-49. Extensions of the CVP Model—Multiple Products Sundial, Inc., produces two models of sunglasses: AU and NZ. The sunglasses have the following characteristics: (L.O. 4)

AU Selling price per unit . . . . . . . . Variable cost per unit . . . . . . . . Expected units sold per year . . $80 $30 60,000

NZ $80 $40 40,000

The total fixed costs per year for the company are $1,104,000. Required a. What is the anticipated level of profits for the expected sales volumes? b. Assuming that the product mix is the same at the break-even point, compute the break-even point. c. If the product sales mix were to change to four pairs of AU sunglasses for each pair of NZ sunglasses, what would be the new break-even volume for Sundial, Inc.? 3-50. Extensions of the CVP Model—Multiple Products Sell Block prepares three types of simple tax returns: individual, partnerships, and (small) corporations. The tax returns have the following characteristics: (L.O. 4)

S

Individuals Price charged per tax return . . . . . . . . . . . . Variable cost per tax return (including wage paid to tax preparer) . . . . . . . . . . . Expected tax returns prepared per year . . $200 $180 60,000

Partnerships $1,000 $900 4,000

Corporations $2,000 $1,800 16,000

The total fixed costs per year for the company are $3,690,000. Required a. What is the anticipated level of profits for the expected sales volumes? b. Assuming that the product mix is the same at the break-even point, compute the break-even point. c. Suppose the product sales mix changes so that, for every ten tax returns prepared, six are for individuals, one is for a partnership, and three are for corporations. Now what is the breakeven volume for Sell Block? 3-51. Extensions of CVP Analysis—Multiple Products (finding missing data) Clovis Supply sells two models of saddles to retail outfitters—basic and custom. Basic saddles sell for $1,000 each and custom saddles sell for $1,500. The variable cost of a basic saddle is $600 and that of a custom saddle is $750. Annual fixed costs at Clovis are $280,500. The break-even point at the current sales mix is 500 total units. Required How many basic saddles and how many custom saddles are sold at the break-even level? In other words, what is the assumed sales mix? (L.O. 4)

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3.52. Extensions of the CVP Basic Model—Multiple Products and Taxes Assume that Ocean King Products sells three varieties of canned seafood with the following prices and costs:
Selling Price per Case Variety 1 . . . . . . . . Variety 2 . . . . . . . . Variety 3 . . . . . . . . Entire firm. . . . . . . $3 5 10 – Variable Cost per Case $2 3 6 – Fixed Cost per Month – – – $46,200

mhhe.com/lanen3e

(L.O. 4)

The sales mix (in cases) is 40 percent Variety 1, 35 percent Variety 2, and 25 percent Variety 3. Required a. At what sales revenue per month does the company break even? b. Suppose the company is subject to a 35 percent tax rate on income. At what sales revenue per month will the company earn $40,950 after taxes assuming the same sales mix?

(L.O. 4)

S

3.53. Extensions of the CVP Model—Multiple Products and Taxes Assume that Limitless Labs, Inc., offers three basic drug-testing services for professional athletes. Here are its prices and costs:
Price per Unit Basic . . . . . . . . . . . . . Retest . . . . . . . . . . . . Vital . . . . . . . . . . . . . . $ 500 800 4,000 Variable Cost per Unit $ 120 400 2,800 Units Sold per Year 850 100 50

Variable costs include the labor costs of the medical technicians at the lab. Fixed costs of $390,000 per year include building and equipment costs and the costs of administration. A basic “unit” is a routine drug test administered. A retest is given if there is concern about the results of the first test, particularly if the test indicates that the athlete has taken drugs that are on the banned drug list. Retests are not done by the laboratory that performed the basic test. A “vital” test is the laboratory’s code for a high-profile case. This might be a test of a famous athlete and/ or a test that might be challenged in court. The laboratory does extra work and uses expensive expert technicians to ensure the accuracy of vital drug tests. Limitless Labs is subject to a 40 percent tax rate. Required a. Given the above information, how much will Limitless Labs earn each year after taxes? b. Assuming the above sales mix is the same at the break-even point, at what sales revenue does Limitless Labs break even? c. At what sales revenue will the company earn $180,000 per year after taxes assuming the above sales mix? d. Limitless Labs is considering becoming more specialized in retests and vital cases. What would be the company’s break-even revenues per year if the number of retests increased to 400 per year and the number of vital tests increased to 200 per year, while the number of basic tests dropped to 100 per year? With this change in product mix, the company would increase fixed costs to $420,000 per year. What would be the effect of this change in product mix on Limitless Labs’s earnings after taxes per year? If the laboratory’s managers seek to maximize the company’s after-tax earnings, would this change be a good idea?

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3.54. Extensions of the CVP Model—Multiple Products and Taxes Assume that Painless Dental Clinics, Inc., offers three basic dental services. Here are its prices and costs:
Price per Unit Cleaning . . . . . . . . . . . . Filling . . . . . . . . . . . . . . Capping . . . . . . . . . . . . $ 120 400 1,200 Variable Cost per Unit $ 80 300 500 Units Sold per Year 9,000 900 100

(L.O. 4)

S

Variable costs include the labor costs of the dental hygienists and dentists. Fixed costs of $400,000 per year include building and equipment costs, marketing costs, and the costs of administration. Painless Dental Clinics is subject to a 30 percent tax rate on income. A cleaning “unit” is a routine teeth cleaning that takes about 45 minutes. A filling “unit” is the work done to fill one or more cavities in one session. A capping “unit” is the work done to put a crown on one tooth. If more than one tooth is crowned in a session, then the clinic counts one unit per tooth (e.g., putting crowns on two teeth counts as two units). Required a. Given the above information, how much will Painless Dental Clinics, Inc., earn each year after taxes? b. Assuming the above sales mix is the same at the break-even point, at what sales revenue does Painless Dental Clinics, Inc., break even? c. Assuming the above sales mix, at what sales revenue will the company earn $140,000 per year after taxes? d. Painless Dental Clinics, Inc., is considering becoming more specialized in cleanings and fillings. What would be the company’s revenues per year if the number of cleanings increased to 12,000 per year, the number of fillings increased to 1,000 per year, while the number of cappings dropped to zero? With this change in product mix, the company would increase its fixed costs to $450,000 per year. What would be the effect of this change in product mix on the clinic’s earnings after taxes per year? If the clinic’s managers seek to maximize the clinic’s after-tax earnings, would this change be a good idea?

Integrative Case
3-55. Financial Modeling Three entrepreneurs were looking to start a new brewpub near Sacramento, California, called Roseville Brewing Company (RBC). Brewpubs provide two products to customers—food from the restaurant segment and freshly brewed beer from the beer production segment. Both segments are typically in the same building, which allows customers to see the beer-brewing process. After months of research, the owners created a financial model that showed the following projections for the first year of operations:
Sales Beer sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Food sales. . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total sales . . . . . . . . . . . . . . . . . . . . . . . . . . . Less cost of sales . . . . . . . . . . . . . . . . . . . . . . . . . Gross margin . . . . . . . . . . . . . . . . . . . . . . . . . . . . Less marketing and administrative expenses . . . . Operating profit . . . . . . . . . . . . . . . . . . . . . . . . . . .

(L.O. 1, 2, 3, 4, 5)

$ 781,200 1,074,150 97,650 $1,953,000 525,358 $1,427,642 1,125,430 $ 302,212

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In the process of pursuing capital through private investors and financial institutions, RBC was approached with several questions. The following represents a sample of the more common questions asked: • • • • • • What is the break-even point? What sales dollars will be required to make $200,000? To make $500,000? Is the product mix reasonable? (Beer tends to have a higher contribution margin ratio than food, and therefore product mix assumptions are critical to profit projections.) What happens to operating profit if the product mix shifts? How will changes in price affect operating profit? How much does a pint of beer cost to produce?

It became clear to the owners of RBC that the initial financial model was not adequate for answering these types of questions. After further research, RBC created another financial model that provided the following information for the first year of operations:
Sales Beer sales (40% of total sales) . . . . . . . . . . . . . . . . . . Food sales (55% of total sales) . . . . . . . . . . . . . . . . . . Other sales (5% of total sales) . . . . . . . . . . . . . . . . . . . Total sales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable Costs Beer (15% of beer sales) . . . . . . . . . . . . . . . . . . . . . . . Food (35% of food sales) . . . . . . . . . . . . . . . . . . . . . . . Other (33% of other sales) . . . . . . . . . . . . . . . . . . . . . . Wages of employees (25% of sales) . . . . . . . . . . . . . . Supplies (1% of sales) . . . . . . . . . . . . . . . . . . . . . . . . . Utilities (3% of sales) . . . . . . . . . . . . . . . . . . . . . . . . . . Other: credit card, misc. (2% of sales) . . . . . . . . . . . . . Total variable costs . . . . . . . . . . . . . . . . . . . . . . . . . . Contribution margin . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed Costs Salaries: manager, chef, brewer . . . . . . . . . . . . . . . . . Maintenance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Other: cleaning, menus, misc. . . . . . . . . . . . . . . . . . . . Insurance and accounting . . . . . . . . . . . . . . . . . . . . . . Property taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Depreciation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Debt service (interest on debt) . . . . . . . . . . . . . . . . . . . Total fixed costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . Operating profit. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

$ 781,200 1,074,150 97,650 $1,953,000 $ 117,180 375,953 32,225 488,250 19,530 58,590 39,060 $1,130,788 $ 822,212 $ 140,000 30,000 20,000 40,000 40,000 24,000 94,000 132,000 $ 520,000 $ 302,212

Required a. What were potential investors and financial institutions concerned with when asking the questions listed in the case? b. Why was the first financial model prepared by RBC inappropriate for answering most of the questions asked by investors and bankers? Be specific. c. If you were deciding whether to invest in RBC, how would you quickly check the reasonableness of RBC’s projected operating profit? d. Why is the question “How much does a pint of beer cost to produce?” difficult to answer? e. Perform sensitivity analysis by answering the following questions. 1. 2. 3. 4. What is the break-even point in sales dollars for RBC? What is the margin of safety for RBC? Why can’t RBC find the break-even point in units? What sales dollars would be required to achieve an operating profit of $200,000? $500,000? What assumptions are made in this calculation? (© Kurt Heisinger, 2009)

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Solutions to Self-Study Questions
1. a. Operating profit: Profit PX VX $360,000 $60,000 F $240,000 $60,000

b.

Break-even point: P V $60,000 ($90 X F ______

$55

$5)

$60,000

$30

2,000 units

c.

Target volume in units: Profit X P V

$120,000

F Target profit _______________ ($60,000 $120,000) $30 $30 6,000 units $90 .333 (rounded)

d. Target volume in sales dollars: Profit

$20,000

Contribution margin ratio PX

F Target profit _____________________ Contribution margin ratio $20,000) 4,000 units ($60,000 .333 $240,000

e. Number of units sold in March X $360,000 $90 f. Number of units sold to produce an operating profit of 20 percent of sales PX VX F 20%PX $90X $60X (20%)($90)X $60,000 ($90 $60 $18)X $60,000 X $60,000 $12 5,000 units 2. After-tax profits $48,750 $48,750 ($48,750 .65) $75,000 $60,000 $8X X X [(P V)X F](1 t) [($15 $7)X $60,000](1 ($8X $60,000)(.65) $8X $60,000 $8X $135,000 $135,000 $8 16,875 units .35)

3.

Based on the current mix of tent spaces and RV spaces, the sales mix at HDC is 40% ( 6,000 15,000) tent spaces and 60% ( 9,000 15,000) RV spaces. The weighted-average contribution margin for HDC is: .40 X ($6 $3) .60 ($15 $7) $6 The multiple-product break-even point can be determined by the break-even formula: Fixed costs Weighted-average contribution margin per unit $60,000 $6 10,000 units

At the current sales mix, this would be 4,000 tent spaces (40% of 10,000 units) and 6,000 RV spaces (60% of 10,000 units).

Chapter Four

4

Fundamentals of Cost Analysis for Decision Making
LEARNING OBJECTIVES
After reading this chapter, you should be able to:

L.O.1 Use differential analysis to analyze decisions. L.O.2 Understand how to apply differential analysis to pricing decisions. L.O.3 Understand several approaches for establishing prices based on costs for long-run pricing decisions.

L.O.4 Understand how to apply differential analysis to production decisions. L.O.5 Understand the theory of constraints.

The CVP (cost-volume-profit) analysis that I learned in Chapter 3 was really helpful in understanding my business when I first started and I still use it for quick assessments when I am considering new ideas. But as U-Develop has expanded beyond photo developing and now includes other photo services and frames, I find myself making decisions about pricing and production routinely. I would like to have a structured way to analyze some of the common decisions I face almost daily about pricing and operations. U-Develop, the photo-finishing business introduced in Chapter 3, has grown and expanded. Jamaal Kidd, the owner and founder of U-Develop, has added a second store downtown. Some common decisions that he must make include:

• • • • •

How much business is required to be profitable? How should I price special orders? Should I do something myself or outsource it to another firm? Should I drop one of the products? What is the right product mix? As an owner of a small business, I will have to be especially careful managing costs. Recently, I read an article describing how small-business managers like me were able to save money by analyzing costs to identify better, more efficient ways of doing business. After learning more about cost analysis, I expect to be able to do the same.

What do all of these decisions have in common? They all require an understanding of (1) the effect of the decision on the organization’s revenues and costs and (2) the business and competitive environment. In this chapter, we will build on the CVP analysis of Chapter 3 by considering some common business decisions managers face. We will focus on the use of differential analysis, which compares alternative actions with the status quo to make decisions. Our purpose in this chapter is simple. By understanding the types of decisions managers make and how they think about the issues, you will be ready in later chapters to ensure that the cost accounting systems you design will be useful for managers. As a manager who makes the decisions, you will have a better understanding of the strengths and weaknesses of the cost accounting data you will use.

Cost Analysis and the Choice of Office Space for a Small Business
Economic recessions often prompt managers to consider alternatives to current operations that will allow their organizations to continue their business and remain competitive. How much cost can be saved, however, depends in part on the size of the organization. Managers in small organizations must be especially creative in identifying cost-saving ideas. One reporter comments that: When it comes to cutting costs during tough economic times, many small businesses start out with a disadvantage: They don’t have all that many costs to cut. Even during good times, small businesses tend to keep expenses pretty tight. The result is that small companies often have to get creative in their efforts to find waste in places where little exists. An example is Alliance Home Mortgage, a small mortgage provider in Florida. With the slowdown in the housing market and office rental expenses of $10,500 each month, the president considered alternatives to staying in the current location.

In Action

At first, he looked into a lower-cost alternative, executive suites, which are small offices that house one or two desks and cost about $800 per month. But he would have needed two or three to fit all of the company’s staff, an arrangement that wasn’t ideal. Instead, the president decided to forgo office space altogether. He signed up with CES Virtual Offices, a company that offers clients a receptionist to answer calls, a corporate mailing address, and e-mail and fax services—all while the staff members work from their homes. [He] spends about $500 per month altogether for the virtual-office setup. He doesn’t cover employees’ home-office expenses, but he does offer an extra 5 percent commission to his salespeople as compensation—which generally comes to between $1,000 and $2,000 per month. Because that expense is correlated with sales, it’s easier to manage than extra rent, he adds.
Source: Simona Coval, “Looking for Cost Cuts in Lots of New Places,” The Wall Street Journal, October 16, 2008.

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Differential Analysis
L.O. 1

Use differential analysis to analyze decisions.

differential analysis Process of estimating revenues and costs of alternative actions available to decision makers and of comparing these estimates to the status quo. short run Period of time over which capacity will be unchanged, usually one year.

differential costs With two or more alternatives, costs that differ among or between alternatives.

sunk costs Costs incurred in the past that cannot be changed by present or future decisions.

We start by describing the general approach of differential analysis and identifying decision situations in which it is appropriate. We then illustrate its use with two general applications, pricing and production decisions. Every decision that a manager makes requires comparing one or more proposed alternatives with the status quo. (If there is only one alternative and the status quo is unacceptable, there really is no decision to make.) The task is to determine how costs in particular and profits in general will be affected if one alternative is chosen over another. This process is called differential analysis. Although decision makers are usually interested in all differences between alternatives, including financial and nonfinancial ones, we focus on financial decisions involving costs and revenues. Differential analysis is used for both short-run decisions, such as the ones we discuss in this chapter, and long-run decisions, such as those discussed in the Appendix to the book. Generally, when the term short run is applied to decision horizons over which capacity will be unchanged, one year is used for convenience.. One important distinction between short-run and long-run decisions is whether the timing of cash receipts and cash disbursements is important, that is, whether the time value of money is a significant factor. Short-run decisions affect cash flow for such a short period of time that the time value of money is immaterial and hence ignored. Thus, the amount of cash flows is important for short-run analysis, but the timing of the flows is assumed to be unimportant. If an action affects cash flows over a longer period of time (usually more than one year), the time value of money is considered, as discussed in the Appendix to this book. Decisions by companies to enter markets in China involve long-run differential analysis. Decisions by automobile companies to offer incentives and rebates to boost sales are generally made as if they are short run (companies often discover, however, that these decisions have long-run pricing implications). Differential costs change in response to alternative courses of action. Both variable costs and fixed costs may be differential costs. Variable costs are differential when a decision involves possible changes in volume. For example, a decision to close a plant reduces variable costs and usually some fixed costs. All of the affected costs are termed differential. On the other hand, if a machine replacement does not affect either the volume of output or the variable cost per unit, variable costs are not differential. An important category of costs to identify when making decisions includes costs that were incurred in the past and cannot be changed regardless of the decision made. These costs are called sunk costs and are not relevant for the decision. By definition, they cannot be differential because they will be the same for all decisions. Examples of sunk costs include material and equipment already purchased, for which there are no markets for used or preowned goods. As the examples in this chapter are presented, you will find that differential analysis requires examining the facts for each option relevant to the decision to determine which costs will be affected. Differential and variable costs have independent meanings and applications and should not be considered interchangeable.

Differential Costs versus Total Costs
Although we are focusing on differential costs, the information presented to management can show the detailed costs that are included for making a decision, or it can show just the differences between alternatives, as in the following right-hand column (in thousands).
Status Quo Sales revenue . . . . . . . . . . . . . . . . . . . . Variable costs . . . . . . . . . . . . . . . . . . . . . Contribution margin . . . . . . . . . . . . . . Fixed costs . . . . . . . . . . . . . . . . . . . . . . . Operating profit . . . . . . . . . . . . . . . . . . $750 (250) 500 (350) $150 Alternative $900 (300) 600 (350) $250 Difference $150 (50) 100 –0– $100

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The first two columns show the total operating profit under the status quo and the alternative. This part of the presentation is referred to as the total format. The third column shows only the differences; this presentation is called the differential format. An advantage of the total format is that, first, all the information is available so it is easy to derive the differential format if desired. Second, the total format provides information to managers about the total resources required if one alternative is chosen. The advantage of the differential format is that it highlights the differences between alternatives.

Differential Analysis and Pricing Decisions
The differential approach is useful for many decisions that managers make about pricing because it provides information about the likely impact of these decisions on profit. We learn in economics that prices are determined by supply and demand. Why do we study pricing decisions in cost accounting? Managers make pricing decisions in part to determine whether they wish to participate in the market, that is, whether to make their products and services available. This is where the supply curve comes from. Thus, we do not say that managers (or firms) set the price; we say that they decide at what price they would be willing to enter the market.

L.O. 2

Understand how to apply differential analysis to pricing decisions.

The Full-Cost Fallacy in Setting Prices In making pricing decisions, it is tempting to consider all costs incurred by the firm, divide them by total volume, and consider the resulting number a minimum price. The terms full cost or full product cost describe a product’s cost that includes both (1) the variable costs of producing and selling the product and (2) a share of the organization’s fixed costs. Sometimes decision makers use these full costs, mistakenly thinking that they are variable costs, and fall victim to the full-cost fallacy. For example, during the first year of business an employee of U-Develop claimed that accepting a special order from a customer for 40 cents a copy would be a mistake. “Since our variable costs are $.36 per print and our fixed costs are $1,500 per month, our total costs for the month without the special order are $5,100 for 10,000 prints. That is 51 cents per print ($5,100 10,000), which is more than the 40 cents per copy offered by the customer. We’d be losing 11 cents per print!” By considering fixed costs in the analysis, the employee might be including irrelevant information. If the fixed costs will be incurred whether the special order is accepted or rejected, these costs should not bear on the decision. Instead, the employee should focus on the variable costs of 36 cents per print in deciding whether to accept the special order from the customer. This is a common mistake in short-run decisions. All costs must be covered in the long run or the company will fail. In the short run, it will be profitable to accept the order because the price of 40 cents per print exceeds variable costs of 36 cents per print, assuming that this price does not affect other business at the company. Full product costs serve a wide variety of important purposes, but they are generally not relevant to the type of short-run operating decision described in this example.

full cost Sum of all fixed and variable costs of manufacturing and selling a unit.

special order Order that will not affect other sales and is usually a short-run occurrence.

Short-Run versus Long-Run Pricing Decisions
The time horizon of the decision is critical in computing the relevant costs in a pricing decision. The two ends of the time-horizon spectrum are as follows:
Short-run pricing decisions Years 0 Shorter than 1 year 1 Longer than 1 year Long-run pricing decisions

Short-run decisions include (1) pricing for a one-time-only special order with no long-term implications and (2) adjusting product mix and volume in a competitive

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Exhibit 4.1
Framework for Decision Making

Option 1 Value of option 1 Accept special order? Status quo: Reject special offer Is option 1 > option 2?

Alternative: Accept special offer Value of option 2

Option 2

S

market. The time horizon is typically one year or less. Long-run decisions include pricing a main product in a large market in which there is considerable leeway to set prices. Managers often use a time horizon of longer than a year for these long-run decisions. For example, a college’s order for shipping athletic equipment to a football bowl site involves a short-run pricing decision by FedEx. Determining prices for a new ground package delivery service is, however, a long-run pricing decision.

Short-Run Pricing Decisions: Special Orders
The differential approach particularly helps in making decisions regarding special orders where the order will not affect other sales and is not expected to recur. Determining which costs are relevant depends on the decision being considered. A framework for decision making, based on a company that receives a special order, is diagrammed in Exhibit 4.1. Each alternative is stated as a branch of a decision tree and then the value of each alternative is determined. Finally, the alternative with the highest value is chosen. U-Develop now has a machine in a stand-alone kiosk where customers can bring various digital photo media (cartridges, sticks, etc.) and make paper prints of their pictures. The machine is usually idle about two hours each day. The art teacher at the local high school asks U-Develop to allow the students in the photography club to come in during idle periods to print pictures taken for a school contest. U-Develop has idle capacity adequate for this job, which will not affect other sales. The teacher, who has a limited budget, asks Jamaal Kidd, the U-Develop owner, for a special price of 40 cents a print for the 500 pictures the students have taken. The regular price is 50 cents. In deciding whether to accept the special order, Jamaal estimates the following operating data for the week in question:
A Sales (5,000 prints at 50¢) Variable costs, including paper, maintenance, and usage payment to machine owner (5,000 copies at 20¢) Total contribution margin Fixed costs (supplies, plus allocated costs of the print shop) Operating profit B $ 2,500 1,000 $ 1,500 1,200 $ 300 C

1 2 3 4 5 6

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A 1

2 3 4 5 6 7 8 9 10 11 12 13

B Status Quo: Reject Special Order $ 2,500 (1,000) $ 1,500 (1,200) $ 300

C Alternative: Accept Special Order $ 2,700 (1,100) $ 1,600 (1,200) $ 400 $ $ 200 100 100

D

E

Exhibit 4.2
Analysis of Special Order—U-Develop

Difference $ 200 (100) $ 100 –0– $ 100

Comparison of Totals Sales revenue Variable costs Total contribution Fixed costs Operating profit Alternative Presentation: Differential Analysis Differential sales, 500 at 40¢ Less differential costs, 500 at 20¢ Differential operating profit (before taxes)

To make the decision, the owner identifies the alternatives, determines the value of each alternative to the company, and selects the alternative with the highest value to the company. The values of the alternatives are shown in Exhibit 4.2. The best economic decision is to accept the order because the company will gain $100 from it. Fixed costs are not affected by the decision because they are not differential in this situation. Therefore, they are not relevant. The differential approach to pricing works well for special orders, but some criticize its use for pricing a firm’s regular products. Critics suggest that following the differential approach in the short run leads to underpricing in the long run because the contribution to covering fixed costs and generating profits will be inadequate. A second criticism of the differential approach is that it may be difficult to sell a product to a customer at a reduced price on a particular day when capacity utilization happens to be low if that customer might return on another day when capacity utilization happens to be high. For example, many analysts worry that the U.S. auto industry’s cycle of discounting cars will be difficult to break, even after capacity is cut to be more in line with demand. We see similar behavior in the airline industry, where customers strategically withhold purchases until the last minute, expecting carriers to discount fares. The root of the problem is that pricing is dynamic, not just a static optimization of profits during the period of low demand. Others respond to these criticisms in two ways. First, the differential approach does lead to correct short-run pricing decisions. Once the firm has set plant capacity and incurred fixed costs, the fixed costs become irrelevant to the short-run pricing decision. Clearly, airlines understand this with their discount fares. The firm must attempt to set a price that at least equals the differential, or variable, costs. Second, in both the short and long runs, the differential approach indicates only the minimum acceptable price. The firm always can charge a higher amount, depending on its customers and competitors. Some of these issues are pursued in this chapter’s questions and exercises. The U-Develop example also illustrates a limitation in using financial analyses for many business decisions. There are several benefits that are difficult to quantify and are, therefore, excluded from the analysis. By offering this discount to the school club, Jamaal is encouraging an interest in photography and contributing to the development of the students. These are factors that Jamaal can and should consider before deciding whether to accept the offer.

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Self-Study Question
1. Live Oak Products has an annual plant capacity to produce 50,000 units. Its predicted operations for the year follow:
Sales revenue (40,000 units at $20 each) . . . . . $800,000 Manufacturing costs Variable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $8 per unit Fixed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $200,000 Selling and administrative costs Variable (commissions on sales). . . . . . . . . . $2 per unit Fixed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $40,000

Should the company accept a special order for 4,000 units at a selling price of $15 each, which is subject to half the usual sales commission rate per unit? Assume no effect on fixed costs or regular sales at regular prices. What is the effect of the decision on the company’s operating profit?
The solution to this question is at the end of the chapter on page 152.

Long-Run Pricing Decisions
L.O. 3

Understand several approaches for establishing prices based on costs for long-run pricing decisions.

Most firms rely on full cost information reports when setting prices. Full cost is the total cost to produce and sell a unit; it includes all costs incurred by the activities that make up the value chain. Typically, the accounting department provides cost reports to the marketing department, which then adds appropriate markups to determine benchmark or target prices for all products the firm normally sells. This approach is often called cost-plus. Using full costs for pricing decisions can be justified in three circumstances: • When a firm enters into a long-term contractual relationship to supply a product, most activity costs depend on the production decisions under the long-term contract. Therefore, full costs are relevant for the long-term pricing decision. Many contracts for developing and producing customized products and those entered into with governmental agencies specify prices as full costs plus a markup. Prices set in regulated industries such as electric utilities also are based on full costs. Firms initially can set prices based on full costs and then make short-term adjustments to reflect market conditions. Accordingly, they adjust the prices of the product downward to acquire additional business. Conversely, when demand for their products is high, firms recognize the greater likelihood that the existing capacity of activity resources is inadequate to satisfy all of the demand. Accordingly, they adjust the prices upward based on the higher incremental costs when capacity is fully utilized.

•

•

Long-Run versus Short-Run Pricing: Is There a Difference?
When used in pricing decisions, the differential costs required to sell and/or produce a product provide a floor. In the short run, differential costs may be very low, as when selling one additional seat on an already scheduled airline flight or allowing one more student into an already scheduled college course. In the long run, however, differential costs are much higher than in the short run. For an airline, long-run differential costs include the costs to buy and maintain the aircraft and to pay crew salaries, landing fees, and so forth. In the long run, these costs must be covered. To simplify this type of analysis, the full product costs to make and/or sell a product are often used to estimate long-run differential costs. Hence, a common saying in business is: I can drop my prices to just cover variable costs in the short run, but in the long run, my prices have to cover full product costs.

Cost Analysis for Pricing
To this point, we have discussed differential analysis and its usefulness for short-run and long-run pricing decisions. Several other approaches are used, however, to establish prices based on costs. In addition to the cost-plus or full-cost approach described earlier,

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two approaches—life-cycle product costing and pricing and target costing from target pricing—are discussed here. In general, these approaches are especially useful in making long-run pricing decisions. The product life cycle covers the product life cycle time from initial research and development to the time at which support to the customer is Time from initial research and withdrawn. For pharmaceuticals, this time span may be several years. For some electronic development to the time that support to the customer ends. goods, it may be less than one year. Managers estimate the revenues and costs for each product from its initial research and development to its final customer support. Life-cycle costing tracks costs attributable to each product from start to finish. The term cradle-to-grave costing conveys the sense of capturing all life-cycle costs associated with a product. Life-cycle costs provide important information for pricing. For some companies, such as Merck and Pfizer in pharmaceuticals and Boeing and Airbus in aircraft, the development period is relatively long, and many costs are incurred prior to manufacturing. A product life-cycle budget highlights for managers the importance of setting prices that will cover costs in all value-chain categories, not just in the production through customer service categories. To be profitable, companies must generate enough revenue to cover costs incurred in all The life-cycle costs for aircraft include many costs incurred prior to manufacturing. categories of the value chain. Life-cycle costing is becoming increasingly important as environmental regulations that require firms to “take back” and dispose of the product at the end of the life cycle are adopted. These regulations give literal meaning to the phrase “cradle-to-grave.” The costs of recycling used products are especially important for certain companies—for example, refrigerator manufacturers, such as Whirlpool and GE, and producers of toner cartridges for printers, such as Hewlett-Packard and Epson. These firms need to consider these additional costs at the end of the useful life of the product in making pricing decisions. Life-cycle costing includes the cost of taking back used As described in the In Action feature, Take-Back Laws products. in Europe, these laws make the costs of recycling and disposal of products the responsibility of the manufacturer. This, in turn, can affect product design as manufacturers trade off the cost of manufacture and disposal. For example,

Life-Cycle Product Costing and Pricing

Take-Back Laws in Europe
In 2003, the European Union approved a directive on Waste Electrical and Electronic Equipment (WEEE). Under this directive, which member states were supposed to implement by 2004, producers must pay the cost of taking back old equipment and recycling a large percentage of its weight. Only one member state (Cyprus) met the deadline. Other states have developed or are developing guidelines for meeting the directive. For example, as of July 1, 2007, producers in the U.K. will be responsible “for the costs of treating household WEEE.” One result of these laws is that firms are looking at cost information for ways to economically reclaim, recondition,

In Action

and resell products that have been used by consumers. Guide and Wassenhove describe how Bosch remanufactures and resells power hand tools. Due to this “reverse supply chain,” Bosch considers the cost to reclaim and remanufacture the tool in the initial product design.
Sources: Economist, March 15, 2003; V.D.R. Guide, Jr., and L.N. Wassenhove, “The Reverse Supply Chain,” Harvard Business Review, 2002; and http://www.netregs.gov.uk/netregs/legislation/ 380525/473094/?lang _e.

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some materials may be easier to work with in manufacturing the product but are more difficult to dispose of or recycle. target price Price based on customers’ perceived value for the product and the price that competitors charge. target cost Equals the target price minus the desired profit margin.

Target Costing from Target Pricing Simply stated, target costing is the concept of “price-based costing” instead of “cost-based pricing.” A target price is the estimated price for a product or service that potential customers will be willing to pay. A target cost is the estimated long-run cost of a product or service whose sale enables the company to achieve targeted profit. We derive the target cost by subtracting the target profit from the target price. For instance, assume that Dell can sell an MP3 player for $200 and wants profits of at least $20; this means that Dell needs to find a way to limit costs to $180. Target costing is widely used by companies including Mercedes Benz and Toyota in the automobile industry, Panasonic and Sharp in the electronics industry, and Apple and Toshiba in the personal computer industry.

Legal Issues Relating to Costs and Sales Prices
Predatory Pricing
Laws in many countries, including the United States, require managers to take costs into account when they set sales prices. For example, managers will face charges of predatory pricing if they set prices below costs. Predatory pricing is the practice of setting the selling price of a product at a low price with the intent of driving competitors out of the market or creating a barrier to entry for new competitors. For the practice to be predatory, managers must set the price below cost and intend to harm competition. In many countries, including the United States, predatory pricing is anticompetitive and illegal under antitrust laws. At first, you might wonder what is wrong with setting prices low and intending to harm competition. It sounds like free enterprise, and setting prices low is normally good for consumers. The legal problem arises when prices are set sufficiently low to drive competitors out of the market or keep competitors out of the market. With little competition left in the market, the company that has set predatory prices is able to act like a monopolist and hit consumers with high prices. From the consumers’ point of view, they benefit in the short run when the “predators” set prices low, but these same consumers suffer in the long run when they face monopoly prices. One usually finds evidence of predatory pricing when larger companies drive out smaller companies. For example, a small airline recently added several routes to compete with one of the large, international airlines. In response, the large airline dropped its prices below those of the small airline. The small airline went bankrupt and stopped flying those routes. The large airline then raised its prices. To qualify as predatory pricing, the “predator” must drop its prices below costs. In theory, pricing below marginal costs is irrational because the marginal revenue from each unit sold is less than the marginal cost. Why would a manager set prices below marginal cost, thereby incurring a loss on each unit sold? Regulators argue that managers who set prices below marginal costs are likely to do so to drive out competition so they can later raise prices to recoup the losses. If you combine the act of setting prices below costs with intent to harm competition, then you have predatory pricing. In theory, setting prices below marginal costs is one of the tests for predatory pricing. In practice, however, marginal costs are difficult to measure. Therefore, courts have generally used average variable costs as the floor below which prices should not be set.1

predatory pricing Practice of setting price below cost with the intent to drive competitors out of business.

Dumping dumping Exporting a product to another country at a price below domestic cost.

Dumping occurs when a company exports its product to consumers in another country at an export price that is below the domestic price. The harm to consumers is similar to that imposed by predatory pricing. For example, suppose an electronics company in a foreign
For an authoritative work on antitrust law, see P.E. Areeda and H. Hovenkamp, Antitrust Law: An Analysis of Antitrust Principles and Their Application (Aspen Publishers, 2006).
1

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country sells its products in the United States at a price below what it charges in its domestic market. Eventually, U.S. electronics companies will be unable to compete and will go out of business. Now the foreign company has an opportunity to raise its prices above what consumers in the United States paid prior to the foreign company’s practice of dumping. Consumers may appear to have a good deal when foreign companies dump their products at a discount, but these same consumers would suffer if the U.S. companies no longer existed. Market prices would no longer be competitive. Many industries, such as airlines, steel, and navigational electronics equipment, provide goods and services that are important to the U.S. national defense. The U.S. federal government considers it important to keep at least the capability to produce such goods and services in the United States. Policymakers disagree on the merits of prohibiting dumping. On the one hand, protection of domestic industry has national security benefits and it benefits the employees of those protected industries. On the other hand, dumping is simply a practice of free trade and free markets. Restrictions that create oligopoly power generally hurt consumers. Managers in many industries have sought protection against dumping, including producers of semiconductors, shoes, automobiles, textiles, computers, and lumber. The remedies to domestic producers are usually tariffs on the dumped products that bring their prices up to the level of prices charged by domestic companies. While we have used the United States to demonstrate how dumping works, many countries must deal with dumping. For example, the European Union (EU) recently assigned tariffs to shoes imported from China and Vietnam because shoe producers in those countries were dumping their goods in the EU.

Price Discrimination
Price discrimination is the practice of selling identical goods or services to different customers at different prices. Price discrimination requires market segmentation. For example, a movie theater may sell tickets to the same movie at the same time to students for $7 and nonstudents for $14. In this case, student status segments the market. Airlines use price discrimination when they sell tickets to different customers at different prices for the same flight. Customers who stay at a destination over Saturday night are sometimes charged a lower fare than customers who fly the same flights but do not stay over Saturday night. The airlines’ idea is to segment customers into a group that is more price sensitive and a group that is less price sensitive. Business travelers are usually less price sensitive than pleasure travelers and generally do not stay over Saturday night at their destinations. Managers of movie theaters segment the market of movie goers into a price-sensitive segment—students—and a less price-sensitive segment—nonstudents. Price discrimination benefits companies because it enables them to sell products to customers who might not otherwise purchase them. For example, if an airline has empty seats, it would rather sell those seats at a discount than not at all. Certain types of price discrimination are illegal. For example, price discrimination on the basis of race, religion, disability, or gender is illegal. Some companies take advantage of people who have been struck by tragedies, such as tornadoes, hurricanes, or personal disasters. Even if not illegal, discriminating against victims of natural or personal disasters is often considered to be unethical. price discrimination Practice of selling identical goods to different customers at different prices.

Peak-Load Pricing
Peak-load pricing is the practice of setting prices highest when the quantity demanded for the product approaches the physical capacity to produce it. Many companies, such as electrical and telephone utilities, engage in peak-load pricing in providing service at high demand levels. For example, in warm weather geographic locations, peak loads for electricity occur in the late afternoon hours when the temperature is highest. For providers of telephone services, the peak loads are often during the weekdays and daytime hours. Prices are highest per unit of service at those times and lower at other times. Hence, you can get lower rates for telephone and electricity services at off-peak times. peak-load pricing Practice of setting prices highest when the quantity demanded for the product approaches capacity.

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Price Fixing price fixing Agreement among business competitors to set prices at a particular level.

Price fixing is the agreement among business competitors to set prices at a particular level. Generally, the idea is to “fix” prices at a level higher than equilibrium prices in competitive markets. The Organization for Petroleum Exporting Countries (OPEC) provides us with a daily reminder of the effects of price fixing. OPEC sets prices for its members that are likely above equilibrium prices in a competitive market for oil. Price fixing is a particular legal and ethical problem because it is not universally illegal. In many developing countries, price fixing is not illegal. Companies with business units in both developed and developing countries face different sets of rules depending on where managers are doing business. OPEC, for example, operates legally in setting oil prices because its activities are not illegal in its member countries. Managers must be particularly alert to price fixing because the activities that law enforcement officials regard as illegal include even informal or unspoken agreements to fix prices. This appears to be the case in recent allegations of price fixing in the market for dynamic random access memory (DRAM) chips. Companies from Germany, South Korea, and Japan were charged with price fixing in their U.S. operations.

Use of Differential Analysis for Production Decisions
L.O. 4

Understand how to apply differential analysis to production decisions.

We now apply our cost analysis concepts to production and operating decisions. The following are typical production and operating questions that managers often ask: • • • Should we make the product internally or buy it from an outside source (called outsourcing)? Should we add to or drop parts of our operations? Which products should we continue to produce and which should we drop?

This chapter provides several approaches to addressing these questions. As you go through each, ask yourself what costs and revenues will differ as a result of the choices made and which course of action would be the most profitable for the company.

Make-It or Buy-It Decisions make-or-buy decision Decision concerning whether to make needed goods internally or purchase them from outside sources.

A make-or-buy decision is any decision by a company to acquire goods or services internally or externally. A restaurant that uses its own ingredients in preparing meals “makes”; one that serves meals from frozen entrees “buys.” A steel company that mines its own iron ore and processes it into pig iron makes; one that purchases it for further processing buys. The make-or-buy decision is often part of a company’s long-run strategy. Some companies choose to integrate vertically (own the firms in the supply chain) to control the activities that lead to the final product; others prefer to rely on outsiders for some inputs and specialize in only certain steps of the total manufacturing process. Aside from strategic issues, the make-or-buy decision is ultimately a question of which firm in the value chain can produce the product or service at the lowest cost. Whether to rely on outsiders for a substantial amount of materials depends on both differential cost comparisons and other factors that are not easily quantified, such as suppliers’ dependability and quality control. Although make-or-buy decisions sometimes appear to be simple one-time choices, frequently they are part of a more strategic analysis in which top management makes a policy decision to move the company toward more or less vertical integration.

Make-or-Buy Decisions Involving Differential Fixed Costs
After several years in the business, U-Develop has grown significantly and offers a broad range of photographic supplies and services. Among other services, it continues

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to develop prints from film (nondigital) cameras. The current cost of developing prints follows:
Per Unit Costs that can be directly assigned to the product: Direct materials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Direct labor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Variable manufacturing overhead . . . . . . . . . . . . . . . . Fixed manufacturing overhead. . . . . . . . . . . . . . . . . . . Common costs allocated to this product line . . . . . . . . Total costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $0.05 0.12 .03 100,000 Units $ 5,000 12,000 3,000 4,000 10,000 $34,000

This year’s expected volume is 100,000 units, so the full cost of processing a print is $.34 ( $34,000 100,000 units). U-Develop has received an offer from an outside developer to process any desired volume of prints for $.25 each. The accounting department prepared this differential cost analysis for management: • • Differential costs are materials, labor, and variable overhead and definitely will be saved by outsourcing the processing of the prints. The direct fixed cost is the cost of leasing the machine to process the prints. Although the machine cost is fixed for levels of production ranging from 1 to 200,000 units, we can eliminate it if we stop processing prints. Thus, although the machine cost is a fixed cost of processing prints, it is a differential cost if we eliminate the product. No other costs are affected.

•

The accounting department also prepared cost analyses at volume levels of 50,000 and 100,000 units per year (see Exhibit 4.3). At a volume of 100,000 units, it is less costly

Status Quo: Process Prints 100,000 Units Direct materials . . . . Labor . . . . . . . . . . . . Variable overhead . . Fixed overhead . . . . Common costs . . . . . Total costs . . . . . . . . $ 5,000 12,000 3,000 4,000 10,000b $34,000

Alternative: Outsource Processing $25,000a –0– –0– –0– 10,000b $35,000

Exhibit 4.3
Difference $20,000 higher 12,000 lower 3,000 lower 4,000 lower –0– $ 1,000 higher Make-or-Buy Analysis U-Develop

Differential costs increase by $1,000, so reject alternative to buy. 50,000 Units $12,500d Direct materials . . . . $ 2,500c c –0– Labor . . . . . . . . . . . . 6,000 –0– Variable overhead . . 1,500c Fixed overhead . . . . 4,000 –0– 10,000b Common costs . . . . . 10,000b $22,500 Total costs . . . . . . . . $24,000 Differential costs decrease by $1,500, so accept alternative to buy.

$10,000 higher 6,000 lower 1,500 lower 4,000 lower –0– $ 1,500 lower

100,000 units purchased at $.25 $25,000. These common costs remain unchanged for these volumes. Because they do not change, they could be omitted from the analysis. c Total variable costs reduced by half because volume was reduced by half. d 50,000 units purchased at $.25 $12,500. a b

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for U-Develop to process the prints, but if the volume drops to 50,000, U-Develop would save money by outsourcing the processing. This decision is sensitive to volume. To see why, consider only the costs affected by the make-or-buy decision: direct materials, direct labor, variable overhead, and fixed overhead. By setting the costs to make equal to the costs to buy, we find that a unique volume exists at which U-Develop is indifferent (in terms of costs):
Make Direct Fixed Overhead $4,000 Variable Manufacturing Costs $.20X Buy Cost to Outsource Processing $.25X

where X equals the number of prints processed. Solve for X: $4,000 $4,000 $.20X $4,000 $.05 X $.25X $.05X X 80,000

Exhibit 4.4 shows the result graphically. At a volume higher than 80,000, the preferred alternative is to make; at a volume less than 80,000, the preferred alternative is to buy (i.e., outsource). We can also find the volume where the cost to make is the same as the cost to buy by using the Goal Seek formula in Microsoft Excel®. The method is the same one we used to solve for the break-even point in Chapter 3. We want to find the point at which the difference between the cost to make and the cost to buy is equal to zero. Exhibit 4.5, Panel A, shows how the spreadsheet is set up.

Exhibit 4.4
Graphical Analysis of Make-or-Buy Analysis— U-Develop Cost to buy

Cost of Prints

Cost to make Make better than buy

Buy better than make

$4,000

80,000 prints 0 Number of Prints

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A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Quantity Cost to make: Fixed cost Variable cost per unit Total cost to make

B 10,000

C

Exhibit 4.5, Panel A
Using Excel to Find the Quantity Where the Cost to Make Equals the Cost to Buy

$ 4,000 0.20 $ 6,000

Cost to buy: Fixed cost Variable cost per unit Total cost to buy Difference (Cost to make – Cost to buy)

– 0.25 $ 2,500 $ $ 3,500

We then use the Goal Seek function in Excel to find the quantity (in cell B1) that makes the difference between the cost to make and the cost to buy (in cell B14) exactly equal to zero. This is shown in Exhibit 4.5, Panel B.
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Quantity Cost to make: Fixed cost Variable cost per unit Total cost to make B 10,000 C D E F

Exhibit 4.5, Panel B
Setting Up the Goal Seek Solution

Goal Seek

?
$B$14 0 $B$1 Cancel

X

$ 4,000 0.20 $ 6,000

Set cell: To value: By changing cell: OK

Cost to buy: Fixed cost Variable cost per unit Total cost to buy Difference (Cost to make – Cost to buy)

– 0.25 $ 2,500 $ $ 3,500

The solution is shown in Exhibit 4.5, Panel C.
A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Quantity Cost to make: Fixed cost Variable cost per unit Total cost to make B 80,000 C D E F

Exhibit 4.5, Panel C
The Goal Seek Solution
X

Goal Seek Status

?
OK Cancel Step Pause

$ 4,000 0.20 $ 20,000

Goal Seeking with Cell B14 found a solution. Target value: Current value: 0 $-

Cost to buy: Fixed cost Variable cost per unit Total cost to buy Difference (Cost to make – Cost to buy)

$

– 0.25 $ 20,000 $ –

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Note the importance of separating fixed and variable costs for this analysis. Although determining differential costs usually requires a special analysis, the work can be made simpler if the accounting system routinely separates costs into fixed and variable components. The previous analysis would not have been possible for U-Develop had overhead costs not been separated into fixed and variable components.

Opportunity Costs of Making
Suppose that U-Develop’s volume is projected to be 100,000 prints. If it is expected to be more than 80,000 prints, the preceding analysis indicates that U-Develop should continue to produce them. However, that analysis has not considered the opportunity cost of using the facilities to process prints. Recall that opportunity costs are the forgone returns from not employing a resource in its best alternative use. Theoretically, determining opportunity cost requires considering every possible use of the resource in question. If U-Develop has no alternative beneficial use for its facilities, the opportunity cost is zero, in which case the previous analysis would stand. Suppose, however, that the facilities to process prints could be used to take passport and visa photos. This new service would provide a $2,000 differential contribution. If the passport and visa service is the best alternative use of the facility, the opportunity cost of using the facility to process prints is $2,000. In that case, U-Develop would be better off outsourcing the processing and using the facilities to offer the passport and visa service, as shown by the two alternative analyses of the problem in Exhibit 4.6.

Exhibit 4.6
Make-or-Buy Analysis with Opportunity Cost of Facilities—U-Develop

Panel A

Alternative: Outsource Processing; Use Facilities Status Quo: for Passport and Process Prints Visa Service $34,000 2,000 $36,000 $35,000 –0– $35,000

Difference $1,000 higher a 2,000 lower a $1,000 lower a

Method 1 Total cost of 100,000 prints . . . . Opportunity cost of using facilities to process prints . . . Total costs, including opportunity costs . . . . . . . . . .

Differential costs decrease by $1,000, so accept the alternative.

Panel B

Alternative: Outsource Processing; Use Facilities Status Quo: for Passport and Process Prints Visa Service $34,000 –0– $34,000 $35,000 (2,000) $33,000

Difference $1,000 highera 2,000 lower a $1,000 lowera

Method 2 Total cost of 100,000 prints . . . . Opportunity cost of using facilities to process prints . . . Total costs, including opportunity costs . . . . . . . . . .

Differential costs decrease by $1,000, so accept the alternative. a These indicate whether the alternative is higher or lower than the status quo.

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Determining opportunity cost is typically very difficult and involves considerable subjectivity. Opportunity costs are not routinely reported with other accounting cost data because they are not the result of completed transactions. Some opportunity costs, such as the alternative use of plant facilities as just described, can be estimated in monetary terms; others, like the loss of control over production, might not be so readily quantified. When a benefit is forgone, it is not possible to determine whether the opportunity cost estimate is realistic. The fact that they are difficult to estimate or subject to considerable uncertainty does not mean opportunity costs should be ignored (as they often are). Opportunity costs can represent a substantial part of the cost of an alternative, and the financial analyst has to be aware of the forgone opportunities when preparing the analysis.

Self-Study Question
2. EZ Stor, Inc., produces hard disk drives of various sizes for use in computer and electronic equipment. Costs for one product, EZ-5, follow for the normal volume of 5,000 per month.
Unit manufacturing costs Variable materials. . . . . . . . . . . . . . . . . . . . Variable labor . . . . . . . . . . . . . . . . . . . . . . . Variable overhead . . . . . . . . . . . . . . . . . . . Fixed overhead . . . . . . . . . . . . . . . . . . . . . Total unit manufacturing costs . . . . . . . . Unit nonmanufacturing costs Variable . . . . . . . . . . . . . . . . . . . . . . . . . . . Fixed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Total unit nonmanufacturing costs . . . . . . Total unit costs . . . . . . . . . . . . . . . . . . . . . . . .

$30 5 5 50 $ 90 $10 20 30 $120

A proposal is received from an outside supplier who will test, produce, and ship 1,000 units per month directly to EZ Stor’s customers as orders are received from EZ’s sales force. EZ Stor’s fixed and variable nonmanufacturing costs would be unaffected, but its variable manufacturing costs would be cut by 20 percent per unit for those 1,000 units shipped by the contractor. EZ Stor’s plant would operate at 80 percent of its normal level, and total fixed manufacturing costs per month would be cut by 10 percent. Should the proposal be accepted for a payment to the contractor of $38 per unit? (Revenue information is not needed to answer this question.)
The solution to this question is at the end of the chapter on page 153.

Decision to Add or Drop a Product Line or Close a Business Unit
Managers often must decide whether to add or drop a product line or close a business unit. Product lines that were formerly profitable may be losing market share to newer products. For example, VCR production may be having difficulty competing with new DVD technology. As a result, companies are forced to rethink their approach to the market. Today, U-Develop sells film processing (prints), cameras, and frames. Jamaal Kidd, the owner, is deciding whether to drop processing because the volume of their sales has declined. Exhibit 4.7 shows the financial statements prepared by U-Develop’s accountant. Although the economics of dropping the prints appeared favorable, the manager asked the accountant to investigate which costs were differential (that is, avoidable in this case) if the prints were dropped. The accountant reported the following: • • • • All variable costs of goods sold for that line could be avoided. All salaries presently charged to prints, $1,000, could be avoided. None of the rent could be avoided. Marketing and administrative costs of $250 could be saved.

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Exhibit 4.7
Fourth Quarter Product Line Income Statement— U-Develop Sales revenue . . . . . . . . . . . . . . Cost of sales (all variable). . . . . . Contribution margin . . . . . . . . Less fixed costs: Rent . . . . . . . . . . . . . . . . . . . . Salaries. . . . . . . . . . . . . . . . . . Marketing and administrative . Operating profit (loss). . . . . . . . .

Total $80,000 53,000 $27,000 4,000 5,000 3,000 $15,000

Prints $10,000 8,000 $ 2,000 1,000 1,000 500 $ (500)

Cameras $50,000 30,000 $20,000 2,000 2,500 1,500 $14,000

Frames $20,000 15,000 $ 5,000 1,000 1,500 1,000 $ 1,500

Exhibit 4.8
Differential Analysis— U-Develop Sales revenue . . . . . . . . . . . . . . . . Cost of sales (all variable) . . . . . . . Contribution margin . . . . . . . . . . Less fixed costs: Rent . . . . . . . . . . . . . . . . . . . . . . Salaries. . . . . . . . . . . . . . . . . . . . Marketing and administrative . . . Operating profit (loss) . . . . . . . . . .

Status Quo: Keep Prints $80,000 53,000 $27,000 4,000 5,000 3,000 $15,000

Alternative: Drop Prints $70,000 45,000 $25,000 4,000 4,000 2,750 $14,250

Difference $10,000 decrease 8,000 decrease $ 2,000 decrease –0– 1,000 decrease 250 decrease $ 750 decrease

The accountant prepared the differential cost and revenue analysis shown in Exhibit 4.8 and observed the following: • • • • Assuming that the sales of the other product lines would be unaffected, sales would decrease by $10,000 from dropping the prints. Variable cost of goods sold of $8,000 would be saved by dropping the product line. Fixed costs of $1,250 ($1,000 in salaries and $250 in marketing and administrative expenses) would be saved. In total, the lost revenue of $10,000 exceeds the total differential cost saving by $750. Thus, the net income for U-Develop for the fourth quarter would have been $750 lower if prints had been dropped.

The discrepancy between what is shown on the product line financial statements and the differential analysis stems from the assumptions about differential cost. The financial statement presented in Exhibit 4.7 was designed to calculate department profits, not to identify the differential costs for this decision. Thus, managers relying on operating profit calculated after all cost allocations, including some that are not differential to this decision, would incorrectly conclude that the product line should be dropped. Financial statements prepared in accordance with generally accepted accounting principles do not routinely provide differential cost information. Differential cost estimates depend on unique information that usually requires separate analysis. The financial statement that was prepared on a contribution margin basis clearly reveals the revenues and variable costs that are differential to this decision. A separate analysis was required, however, to determine which fixed costs were differential. It is possible, of course, to prepare reports that reflect each division’s contribution to companywide costs and profits. This segment margin would include division revenues less all direct costs of the division and would exclude allocated costs.

Nonfinancial Considerations of Closing a Business Unit Dropping a product line in some companies is equivalent to closing a business unit. For example,

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many auto assembly plants are used for specific models and if those models are dropped, managers will consider closing the plant. In the analysis of U-Develop’s product line decision, we focused primarily on the financial aspects of the decision. When a business unit is closed, important nonfinancial impacts need to be considered. Plant closures, for example, have serious effects for the employees and communities involved. For example, when General Motors phased out the Oldsmobile brand, Lansing, Michigan, suffered thousands of job cuts. These nonfinancial considerations are often so important that they outweigh the financial issues.

Product Choice Decisions
Another common managerial decision is determining what products or services to offer. This choice directly affects costs. Many companies are capable of producing a large variety of goods and services but may be limited in the short run by available capacity. For instance, U-Develop had to decide whether to use its limited space to continue to sell prints or expand its sale of frames. In another case, staffing issues may cause a hospital to decide between adding a new intensive care unit and expanding its obstetrics ward. We usually think of product choices as short-run decisions because we have adopted the definition that in the short run, capacity is fixed, but in the long run, it can be changed. In the long run, the constraints on available capacity can be overcome by capacity addition, but, in the short run, capacity limitations require choices. For example, U-Develop makes two kinds of picture frames, wood and metal. For now, assume that the company can sell all the frames it produces. Its cost and revenue information is presented in Exhibit 4.9. U-Develop can sell 150 metal frames or 150 wooden frames or any combination totaling 150 to break even. The contribution margin of each product is the same, so the profit-volume relationship is the same regardless of the mix of products produced and sold. U-Develop’s objective is to maximize the contribution from its sale of frames, but which should it produce, metal or wood? Without knowing either U-Develop’s maximum production capacity or the amount of that capacity used to produce one product or the other, we might say that it doesn’t matter because both products are equally profitable. As production processes become more flexible, companies can change the product mix at lower cost. But because capacity is limited, that answer is incorrect if U-Develop uses its capacity at a different rate for each product. constraint Suppose that U-Develop’s capacity is limited to 200 machine-hours per month. This Activity, resource, or policy limitation is known as a constraint. Further assume that machines may be used to pro- that limits or bounds the duce either two metal frames or one wooden frame per machine-hour. attainment of an objective.
A 1 2 3 4 5 6 7 8 9 10 11 12 13
Price Less variable costs per unit Material Labor Overhead Contribution margin per unit Fixed costs Manufacturing Marketing and administrative Total

B

C D E F G Metal Frames Wood Frames
$ 50 8 8 4 $ 30 $ 80 22 24 4 $ 30

H

Exhibit 4.9
Revenue and Cost Information—U-Develop

$ 3,000 1,500 $ 4,500

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Exhibit 4.10
Screenshot of the Data for Metal and Wooden Frames
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

A
Price Less variable costs per unit Material Labor Overhead Contribution margin per unit Fixed costs Manufacturing Marketing and administrative Total

B

C D E F G Metal Frames Wood Frames
$ 50 8 8 4 30 $ 80 22 24 4 $ 30

H

I

$

$ 3,000 1,500 $ 4,500

Machine-hours per unit Machine-hours used Machine-hours available Quantity Profit

0.5

1.0 200 200

150 $ 3,750

125

contribution margin per unit of scarce resource Contribution margin per unit of a particular input with limited availability.

With a constrained resource, the important measure of profitability is the contribution margin per unit of scarce resource used, not the contribution margin per unit of product. In this case, metal frames are more profitable than wooden frames because metal frames contribute $60 per machine-hour ( $30 per metal frame 2 metal frames per hour), but wooden frames contribute only $30 per machine-hour ( $30 per wooden frame 1 wooden frame per machine-hour). The hours required to produce one frame times the contribution per hour equals the contribution per frame. For the month, U-Develop could produce 400 metal frames ( 2 per hour 200 hours) or 200 wooden frames ( 1 per hour 200 hours). If it produces only metal frames, U-Develop’s operating profit would be $7,500 ( 400 metal frames a contribution of $30 each fixed costs of $4,500). If only wooden frames are produced, UDevelop’s operating profit would be only $1,500 ( 200 wooden frames a contribution margin of $30 each $4,500). By concentrating on the product that yields the higher contribution per unit of scarce resource, U-Develop can maximize its profit. We can also use Microsoft Excel’s Solver function to find the optimal product mix when there are constraining resources, such as a limited number of machine-hours. Exhibit 4.10 shows the data for U-Develop’s decision regarding the production of wooden and metal frames. The data on machine-hours and the profit calculation are added to the basic product data in Exhibit 4.9. Before we use Solver to find the optimum product mix, we need to ensure that the Solver Add-In is installed in Excel. Click on the Data Tab. If “Solver” appears as an option, it is installed and you do not need to do anything. If Solver is not installed, click on the Office button and choose Excel options. Click on Add-ins. Select Solver Add-in in the section, “Inactive Application Add-ins.” Select “Go.” A dialog box will open as shown in Exhibit 4.11. Check the “Solver Add-in” box and click OK. You will be guided through the process required to add the Solver module. With Solver installed, we can use it to find the optimum product mix. The spreadsheet in Panel A of Exhibit 4.12 shows the setup for the problem. Click Tools ª Solver . . . from the menu bar and the dialog box shown in Panel A of Exhibit 4.12 will open. In the edit box “Set Target Cell” enter the cell address for the profit formula. In the next line, click the radio button “Max,” signifying you want to maximize profit. In the edit box “By Changing

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A 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

B

C

D
Add-Ins

E

F

G

H

I

Exhibit 4.11
Installing the Solver Module

?
OK Cancel Browse...

X

Add-Ins available:
Analysis ToolPak Analysis ToolPak - VBA Conditional Sum Wizard Euro Currency Tools Internet Assistant VBA Lookup Wizard Solver Add-in

Automation...

Analysis ToolPak - VBA VBA functions for Analysis ToolPak

Exhibit 4.12 The Solver Solution to the Optimum Product Mix
Panel A
A 1 2 3 4 5 6 7 8 9 Fixed costs 10 Manufacturing 11 Marketing and administrative 12 13 14 15 Machine-hours per unit 16 Machine-hours used 17 Machine-hours available 18 19 Quantity 20 21 Profit 22 $ 3,750 150 125 0.5 1.0 200 200 Price Less variable costs per unit Material Labor Overhead Contribution margin per unit $ 8 8 4 30 22 24 4 $ 30 B C Metal Frames $ 50 D E F G Wood Frames $ 80 H I J K L
? Solve Value of: 0 Close Guess Options Add Change Delete X

Solver Parameters
$C$21 Min

Set Target Cell: Equal To:

Max

By Changing Cells: $C$19,$F$19 Subject to the Constraints: $C$19 >= 0 $F$19 >= 0 Total $H$16