LIFE CYCLE COSTING Question 1 Solaris specializes in the manufacture of solar panels. It is planning to introduce a new slim line solar panel specially designed for small houses. Development of the new panel is to begin shortly and Solaris is in the process of determining the price of the panel. It expects the new product to have the following costs. Particulars | Year 1 | Year 2 | Year 3 | Year 4 | Units manufactured and sold | 2‚000 units | 15‚000 units | 20‚000 units | 5‚000 units |
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Traditional costing versus Activity-based costing Advantages and disadvantages Costing systems are the programs that supply information about the value of direct labor hours and numbers of units produced. With the help of data such as product cost‚ the managers can generate estimation of cost associated with different activity carried in the organization. The costs systems operate by taking total cost as basic for calculation. Costing is essential for every organization‚ as every manufacturing and
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each product but must be ‘shared’ between all of the items produced by a business. There is more than one costing method that can be used to apportion these costs and‚ therefore‚ there may be more than one answer to the question: ‘How much does a product cost to produce?’ contribution costing method that only allocates direct costs to cost/profit centers not overhead costs. This approach to costing solves the problem of how to apportion or divide overhead costs between products – it does not apportion
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Chapter 2 Case 1: Greetings Inc.: Job Order Costing Solution: 1. As seen in the case‚ using a traditional job-order costing system Wall Décor charges the actual costs of direct materials and direct labor to its specific jobs- unframed prints‚ steel-framed and no matting prints‚ wood-framed and mating prints. Since costs of manufacturing overhead related to production operations as whole‚ these costs cannot be assigned to specific jobs on the basis of actual costs incurred. Instead‚ Wall
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This case study will look at Jokkmok Industries and one of its managers‚ Mr. Rosen‚ who is bucking for a promotion to CEO. His division uses absorption costing and has the ability to produce 50‚000 units a quarter with a fixed overhead amount of $600‚000. While the sales forecast shows that the company will only sell 25‚000 units during each of the next two quarters‚ Mr. Rosen wants to double his budgeted production for the second quarter from 25‚000 to 50‚000 units. We will look at Mr. Rosen’s
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Wendy’s Chili 3/3/2015 Andrea Rodgers 1. Does the cost of chili vary with the seasons? If so‚ should the price vary accordingly? Explain. The cost of chili does vary by season. Because in some seasons it is more likely that Wendy’s restaurants will have to utilize beef patties that were not “waste” from unused hamburger patties‚ the cost of chili would be higher during these seasons. Of course‚ this assumes that the beef patties that are being used for chili that are “waste” from the hamburgers
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1. Define and explain the meaning of a predetermined manufacturing overhead rate that is applied in a job-order costing system. The predetermined overhead rate is used for estimating the manufacturing overhead cost because companies cannot assign the actual overhead cost to specific job. From the case‚ Wall Décor uses a traditional job-order costing system. The actual costs of direct materials and direct labor are charged to its specific jobs which are unframed prints‚ steel-framed with no matting
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STANDARD COSTING VARIANCES Materials Actual Production X X X Vs. Standard Usage Standard Price Actual Usage Actual Production X X X Vs. Standard Usage Standard Price Actual Usage Actual Price Actual Price Total Variance Actual Production X X X Vs. Standard Price Actual Usage Actual Usage Actual Production X X X Vs. Standard Price Actual Usage Actual Usage Price Variance Actual Price Actual Price Standard Price Standard Price Actual Usage
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case 2 C. Greetings Inc. : Activity-Based Costing Developed by Thomas L. Zeller Loyola University Chicago‚ and Paul D. Kimmel‚ Univ ers ity of Wis consin-Milw aukee THE BUSINESS SITUATION Mr. Burns‚ president of Greetings Inc.‚ created the Wall Décor unit of Greetings three years ago to increase the company’s revenue and profits. Unfortunately‚ even though Wall Décor’s revenues have grown quickly‚ Greetings appears to be losing money on Wall Décor. Mr. Burns has hired you to provide consuìting
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Greeting Inc. has operated for many years as a nationally recoginzed retailer of greeting cards and small gift items. It has 1500 stores throughout the united States located in high-traffic malls. as the stock price of many other companies soared‚ Greeting’s stock price remained flat. as a result of a heated 2013 shareholders’meeting ‚ the president of Greetings‚ Robert Burns‚ came under pressure from shareholders to grow Greeting’s stock value. As a consequence of this pressure‚ in 2014 Mr. Burns
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