A local store, Waterway, has sold out of its signature item, the classic rocking chair, for the past five years straight. Waterway has capitalized on a product that appeals to nostalgic consumers of all ages. To evaluate its performance for the year just ended, where 3,400 units were produced compared to the 3,100 planned units, the accounting team gathered the following information. . . (a) Actual board feet purchased, 186.700; actual board feet used, 168,300; budgeted board feet per unit, 50. Actual price per board foot, $1.18; budgeted price per board foot, $1.20. Actual DL hours used, 6,700; budgeted DL hours per unit, 2. Actual DL rate per hour, $20.10; budgeted DL rate per hour, $20. Actual variable-MOH cost, $23,450; budgeted variable-MOH rate. $3.60 per DL hour. Actual fixed-MOH cost, $52.595; budgeted fixed-MOH rate, $8.50 per DL hour. Prepare a standard cost card for each product cost, and conduct a variance analysis for each. Specifically, determine the amount and sign of the following variances: (1) DM price and efficiency variances, (2) DL price and efficiency variances, (3) variable SUPPOR price and efficiency variances, and (4) fixed-MOH price and volume variances. Show Transcribed Text DM DM J

A local store, Waterway, has sold out of its signature item, the classic rocking chair, for the past five years straight. Waterway has capitalized on a product that appeals to nostalgic consumers of all ages. To evaluate its performance for the year just ended, where 3,400 units were produced compared to the 3,100 planned units, the accounting team gathered the following information. . . (a) Actual board feet purchased, 186.700; actual board feet used, 168,300; budgeted board feet per unit, 50. Actual price per board foot, $1.18; budgeted price per board foot, $1.20. Actual DL hours used, 6,700; budgeted DL hours per unit, 2. Actual DL rate per hour, $20.10; budgeted DL rate per hour, $20. Actual variable-MOH cost, $23,450; budgeted variable-MOH rate. $3.60 per DL hour. Actual fixed-MOH cost, $52.595; budgeted fixed-MOH rate, $8.50 per DL hour. Prepare a standard cost card for each product cost, and conduct a variance analysis for each. Specifically, determine the amount and sign of the following variances: (1) DM price and efficiency variances, (2) DL price and efficiency variances, (3) variable SUPPOR price and efficiency variances, and (4) fixed-MOH price and volume variances. Show Transcribed Text DM DM J

Essentials of Business Analytics (MindTap Course List)

2nd Edition

ISBN:9781305627734

Author:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Publisher:Jeffrey D. Camm, James J. Cochran, Michael J. Fry, Jeffrey W. Ohlmann, David R. Anderson

Chapter6: Statistical Inference

Section: Chapter Questions

Problem 43P: The Port Authority sells a wide variety of cables and adapters for electronic equipment online. Last...

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Heavenly Chocolates manufactures and sells quality chocolate products at its plant and retail store located in Saratoga Springs, New York. Two years ago, the company developed a web site and began selling its products over the Internet. Web-site sales have exceeded the company’s expectations, and management is now considering strategies to increase sales even further. To learn more about the web-site customers, a sample of 50 Heavenly Chocolate transactions was selected from the previous month’s sales. Data showing the day of the week each transaction was made, the type of browser the customer used, the time spent on the web site, the number of web pages viewed, and the amount spent by each of the 50 customers are contained in the file named Heavenly Chocolates. A portion of the data is shown in the table that follows: Heavenly Chocolates would like to use the sample data to determine whether online shoppers who spend more time and view more pages also spend more money during their visit to the web site. The company would also like to investigate the effect that the day of the week and the type of browser have on sales. Managerial Report Use the methods of descriptive statistics to learn about the customers who visit the Heavenly Chocolates web site. Include the following in your report. Graphical and numerical summaries for the length of time the shopper spends on the web site, the number of pages viewed, and the mean amount spent per transaction. Discuss what you learn about Heavenly Chocolates’ online shoppers from these numerical summaries. Summarize the frequency, the total dollars spent, and the mean amount spent per transaction for each day of week. Discuss the observations you can make about Heavenly Chocolates’ business based on the day of the week? Summarize the frequency, the total dollars spent, and the mean amount spent per transaction for each type of browser. Discuss the observations you can make about Heavenly Chocolates’ business based on the type of browser? Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the time spent on the web site and the dollar amount spent. Use the horizontal axis for the time spent on the web site. Discuss your findings. Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the number of web pages viewed and the amount spent. Use the horizontal axis for the number of web pages viewed. Discuss your findings. Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the time spent on the web site and the number of pages viewed. Use the horizontal axis to represent the number of pages viewed. Discuss your findings.
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Gaston Company manufactures furniture. One of its product lines is an economy-line kitchen table. During the last year, Gaston produced and sold 100,000 units for 100 per unit. Sales of the table are on a bid basis, but Gaston has always been able to win sufficient bids using the 100 price. This year, however, Gaston was losing more than its share of bids. Concerned, Larry Franklin, owner and president of the company, called a meeting of his executive committee (Megan Johnson, marketing manager; Fred Davis, quality manager; Kevin Jones, production manager; and Helen Jackson, controller). LARRY: I dont understand why were losing bids. Megan, do you have an explanation? MEGAN: Yes, as a matter of fact. Two competitors have lowered their price to 92 per unit. Thats too big a difference for most of our buyers to ignore. If we want to keep selling our 100,000 units per year, we will need to lower our price to 92. Otherwise, our sales will drop to about 20,000 to 25,000 per year. HELEN: The unit contribution margin on the table is 10. Lowering the price to 92 will cost us 8 per unit. Based on a sales volume of 100,000, wed make 200,000 in contribution margin. If we keep the price at 100, our contribution margin would be 200,000 to 250,000. If we have to lose, lets just take the lower market share. Its better than lowering our prices. MEGAN: Perhaps. But the same thing could happen to some of our other product lines. My sources tell me that these two companies are on the tail end of a major quality improvement programone that allows them significant savings. We need to rethink our whole competitive strategyat least if we want to stay in business. Ideally, we should match the price reduction and work to reduce the costs to recapture the lost contribution margin. FRED: I think I have something to offer. We are about to embark on a new quality improvement program of our own. I have brought the following estimates of the current quality costs for this economy line. As you can see, these costs run about 16 percent of current sales. Thats excessive, and we believe that they can be reduced to about 4 percent of sales over time. LARRY: This sounds good. Fred, how long will it take for you to achieve this reduction? FRED: All these costs vary with sales level, so Ill express their reduction rate in those terms. Our best guess is that we can reduce these costs by about 1 percent of sales per quarter. So it should take about 12 quarters, or three years, to achieve the full benefit. Keep in mind that this is with an improvement in quality. MEGAN: This offers us some hope. If we meet the price immediately, we can maintain our market share. Furthermore, if we can ever reach the point of reducing the price below the 92 level, then we can increase our market share. I estimate that we can increase sales by about 10,000 units for every 1 of price reduction beyond the 92 level. Kevin, how much extra capacity for this line do we have? KEVIN: We can handle an extra 30,000 or 40,000 tables per year. Required: 1. Assume that Gaston immediately reduces the bid price to 92. How long will it be before the unit contribution margin is restored to 10, assuming that quality costs are reduced as expected and that sales are maintained at 100,000 units per year (25,000 per quarter)? 2. Assume that Gaston holds the price at 92 until the 4 percent target is achieved. At this new level of quality costs, should the price be reduced? If so, by how much should the price be reduced, and what is the increase in contribution margin? Assume that price can be reduced only in 1 increments. 3. Assume that Gaston immediately reduces the price to 92 and begins the quality improvement program. Now, suppose that Gaston does not wait until the end of the three-year period before reducing prices. Instead, prices will be reduced when profitable to do so. Assume that prices can be reduced only by 1 increments. Identify when the first future price change should occur (if any). 4. Discuss the differences in viewpoints concerning the decision to decrease prices and the short-run contribution margin analysis done by Helen, the controller. Did quality cost information play an important role in the strategic decision making illustrated by the problem?
Sandhill Decor sells home decor items through three distribution channels—retail stores, the Internet, and catalog sales. Each distribution channel is evaluated as an investment center. Selected results from the latest year are as follows: Retail Stores Internet Catalog Sales Sales revenue $12,000,000 $3,700,000 $6,600,000 Variable expenses 4,000,000 1,355,000 1,950,000 Direct fixed expenses 5,960,000 994,500 4,188,000 Average assets 8,000,000 3,700,000 2,000,000 Required rate of return 12% 12% 12% (a1) Calculate the margin and asset turnover for each of the three distribution channels. (Round answers to 2 decimal places, e.g. 5.12% or 5.12.) Retail Stores Internet Catalog Sales Margin enter percentages % enter percentages % enter percentages % Asset turnover enter a ratio enter a ratio enter a ratio