Thompson Industrial Products Inc. (TIPI) is a diversified industrial-cleaner processing company. The company's Dargan plant produces two products: a table cleaner and a floor cleaner from a common set of chemical inputs (CDG). Each week, 945,000 ounces of chemical input are processed at a cost of $213,000 into 630,000 ounces of floor cleaner and 315,000 ounces of table cleaner. The floor cleaner has no market value until it is converted into a polish with the trade name FloorShine. The additional processing costs for this conversion amount to $244,200,

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Chapter1: Financial Statements And Business Decisions
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Thompson Industrial Products Inc. (TIPI) is a diversified industrial-cleaner processing company. The company's Dargan plant produces two products: a table cleaner and a floor cleaner from a common set of chemical inputs (CDG). Each week, 945,000 ounces of chemical input are processed at a cost of $213,000 into 630,000 ounces of floor cleaner and 315,000 ounces of table cleaner. The floor cleaner has no market value until it is converted into a polish with the trade name FloorShine. The additional processing costs for this conversion amount to $244,200,

Floor Shine sells at $20 per 30-ounce bottle. The table cleaner can be sold for $21 per 25-ounce bottle. However, the table cleaner can be converted into two other products by adding 315,000 ounces of another compound (TCP) to the 315,000 ounces of table cleaner.

This joint process will yield 315,000 ounces each of table stain remover (TSR) and table polish (TP). The additional processing costs for this process amount to $102,000. Both table products can be sold for $15 per 25-ounce bottle.

The company decided not to process the table cleaner into TSR and TP based on the following analysis.

Determine if management made the correct decision to not process the table cleaner further by doing the following.
(1) Calculate the company's total weekly gross profit assuming the table cleaner is not processed further.
Total weekly gross profit $
(2) Calculate the company's total weekly gross profit assuming the table cleaner is processed further.
Total weekly gross profit $
(3) Compare the resulting net incomes and comment on management's decision.
Management made the
decision by choosing to not process table cleaner further.
Transcribed Image Text:Determine if management made the correct decision to not process the table cleaner further by doing the following. (1) Calculate the company's total weekly gross profit assuming the table cleaner is not processed further. Total weekly gross profit $ (2) Calculate the company's total weekly gross profit assuming the table cleaner is processed further. Total weekly gross profit $ (3) Compare the resulting net incomes and comment on management's decision. Management made the decision by choosing to not process table cleaner further.
Production in ounces
Revenues
Costs:
CDG costs
TCP costs
Total costs
Weekly gross profit
Table
Cleaner
315,000
$264,600
71,000
0
71,000
$193,600
Table
Stain
Remover
(TSR)
315,000
$189,000
53,250
51,000
104,250
$84,750
Process Further
Table
Polish (TP)
315,000
$189,000
53,250
51,000
104,250
Total
$378,000
106,500
102,000
208,500
$84,750 $169,500
*If table cleaner is not processed further, it is allocated 1/3 of the $213,000 of CDG cost, which is equal to 1/3 of the total physical
output.
**If table cleaner is processed further, total physical output is 1,260,000 ounces. TSR and TP combined account for 50% of the total
physical output and are each allocated 25% of the CDG cost.
Transcribed Image Text:Production in ounces Revenues Costs: CDG costs TCP costs Total costs Weekly gross profit Table Cleaner 315,000 $264,600 71,000 0 71,000 $193,600 Table Stain Remover (TSR) 315,000 $189,000 53,250 51,000 104,250 $84,750 Process Further Table Polish (TP) 315,000 $189,000 53,250 51,000 104,250 Total $378,000 106,500 102,000 208,500 $84,750 $169,500 *If table cleaner is not processed further, it is allocated 1/3 of the $213,000 of CDG cost, which is equal to 1/3 of the total physical output. **If table cleaner is processed further, total physical output is 1,260,000 ounces. TSR and TP combined account for 50% of the total physical output and are each allocated 25% of the CDG cost.
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