you recommend that G.G. Toys change its existing cost system in the Chicago plant? In the Springfield plant? Why or why not? G.G. Toys should change its existing cost accounting system from traditional costing to activity-based costing (ABC) in the Chicago plant as it is allocating its entire manufacturing overhead on the basis of just one cost driver: production run direct labor cost. Since overhead at the Chicago plant is high‚ accurate cost accounting system is required. Different types of
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would decrease saving money on replacement bank staff. The department would be able to make use of all the equipment available to them specifically during busier periods and for staff training. The equipment would be safe. Smaller faulty items could be replaced immediately maintaining continuity of use. Delays on taking and testing samples would reduce resulting in few or no delays with patient treatment/procedures. Phlebotomists would not need to contact the I.T service desk as often so reducing
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use of a single burden rate. Burden costs of the testing rooms as well as other costs such as admin were grouped into a single cost pool and then divided by the total labor dollars. This resulted to a single burden rate of 145% of direct labor dollars (cost driver). This method is not appropriate for Seligram because the information on the case present that direct labor hours and machine hours vary by product line and activity. In addition‚ the burden cost of the main and test room also significantly
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Cost Benefit Analysis What is cost benefit analysis? Cost benefit analysis (COBA) is a technique for assessing the monetary social costs and benefits of a capital investment project over a given time period. The principles of cost-benefit analysis (CBA) are simple: 1. Appraisal of a project: It is an economic technique for project appraisal‚ widely used in business as well as government spending projects (for example should a business invest in a new information system) 2. Incorporates
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The Cost of Childcare “According to the U.S. Department of Health‚ between the years 2011 and 2012‚ 38 states and the District of Columbia‚ child-care costs exceed their recommendation of no more than 10 percent of a family’s income (Blair 4).” However for many parents child care is a must. Child care expenses are at a premium‚ changing work circumstances could benefit both parents and children. Financially‚ there are both risk and benefit to the overall future of events. While scheduling to be
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statements‚ so costs affect net profit of the company. In deciding whether to lease or purchase of the machine it is necessary to learn what each option‚ and the cash flows of the parameters to select will give the highest return of investment-related cash flow. Net present value (NPV) is used to decide whether to buy or lease of machines‚ and represents the cash flow associated with each option’s spreadsheet model to help. Here is the information considered by the management of the machine. Cost of machine:
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What’s your real cost of capital? By James J. McNulty‚ Tony D. Yeh‚ William s. Schulze‚ and Michael H. Lubatkin Harvard Business Review‚ October 2002 Issue of the article: valuing investment projects Number of pages: 12 Daniel Miravet Campos Part 1. Executive summary This article is fundamentally based on the exposition of a new method to calculate the cost of capital for a company (MCPM)‚ to meet the inefficiencies of the current one (CAPM). In valuing any investment project or
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UVA-C-2182 Rev. June 17‚ 2009 THE CRADDOCK CUP Jose Rivaldo shuffled through the papers on his desk and sighed. As the general manager of the Craddock Youth Soccer League (CYSL)‚ Rivaldo was committed to providing highquality soccer activities to boys and girls in the area. In addition to managing regular CYSL operations‚ Rivaldo was heavily involved in putting on a regional soccer tournament‚ the Craddock Cup‚ which brought approximately 32 premier high school soccer teams from throughout the
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Opportunity Cost Lets start with a small introduction to the topic Opportunity Cost. Opportunity cost is the cost of any activity measured in terms of the value of the next best alternative forgone (that is not chosen). It is the sacrifice related to the second best choice available to someone‚ or group‚ who has picked among several mutually exclusive choices. The opportunity cost is also the "cost" (as a lost benefit) of the forgone products after making a choice. Opportunity cost is a
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Q&As‚ part 2 This is the second in a series of two supplements providing Q&As on IAS 23R. Olivier Scherer‚ partner in Global ACS‚ looks at some of the issues arising from the application of the revised standard that PwC’s Global Accounting Consulting Services has addressed. IFRS 23R is effective for annual periods beginning on or after 1 January 2009 (in the EU‚ subject to EU endorsement). Earlier application is permitted. General scope and definitions The IASB has amended the list of costs that can
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