Managerial Accounting 1B Ch22

Managerial Accounting 1B

Financial and Managerial Accounting

Chapter 22

1.

   

   Exercise 22-1

Department

al expense allocations L.O. C1

Won Han Co. has four departments: materials, personnel, manufacturing, and packaging. In a recent month, the four departments incurred three shared indirect expenses. The amounts of these indirect expenses and the bases used to allocate them follow.

 

Indirect Expense

 

Cost

Allocation Base

  Supervision

$

75,000  

 Number of employees

  Utilities

 

60,000

 

 Square feet occupied

  Insurance

 

16,

500  

 Value of assets in use

 

 

  

Total

$

15

1,500  

   

 

 

Departmental data for the company’s recent reporting period follow.

 

 

   

  $

 

 

   

   

 

 

   

   

 

 

   

   

 

              Total  

   

  $ 60,000  

       

 

 

Department

Employees

Square Feet

Asset Values

  Materials

18

27,000

6,000

  Personnel

6

4,500

1,200

  Manufacturing

66

45,000

37,800

  Packaging

30

13,500

15,000

120

90,000

 

(1)

Use this information to allocate each of the three indirect expenses across the four departments. (Omit the “$” & “%” signs in your response.)

       

(2)

Prepare a summary table that reports the indirect expenses assigned to each of the four departments.(Omit the “$” sign in your response.)

 

2.

Exercise 22-12B Joint real estate costs assigned L.O. C4

Tidy Home Properties is developing a subdivision that includes 300 home lots. The 225 lots in the Garden section are below a ridge and do not have views of the neighboring gardens and hills; the 75 lots in the Premier section offer unobstructed views. The expected selling price for each Garden lot is $50,000 and for each Premier lot is $100,000. The developer acquired the land for $2,500,000 and spent another $2,000,000 on street and utilities improvements.

  

Assign the joint land and improvement costs to the lots using the value basis of allocation and determine the average cost per lot. (Omit the “$” sign in your response.)

   

Exercise 22-13B Joint product costs assigned L.O. C4

[The following information applies to the questions displayed below.]

Pike Seafood Company purchases lobsters and processes them into tails and flakes. It sells the lobster tails for $20 per pound and the flakes for $15 per pound. On average, 100 pounds of lobster are processed into 57 pounds of tails and 24 pounds of flakes, with 19 pounds of waste. Assume that the company purchased 3,000 pounds of lobster for $6.00 per pound and processed the lobsters with an additional labor cost of $1,800. No materials or labor costs are assigned to the waste. The company sold 1,510 pounds of tails and 710 pounds of flakes.

   

 3.
Exercise 22-13B Part 1

(1)

What is the allocated cost of the sold items? The company allocates joint costs on a value basis.(Round your cost per pound to 2 decimal places. Omit the “$” sign in your response.)

   

 

 

 

Cost of goods sold

  Lobster tails

  Lobster flakes

  4.

Exercise 22-13B Part 2

(2)

What is the allocated cost of the ending inventory? The company allocates joint costs on a value basis.(Round your cost per pound to 2 decimal places. Omit the “$” sign in your response.)

   

 

  Lobster tails     Lobster flakes  

Cost of the ending inventory

 

Problem 22-1A Allocation of building occupancy costs to departments L.O. P1

[The following information applies to the questions displayed below.]

City Bank has several departments that occupy both floors of a two-story building. The departmental accounting system has a single account, Building Occupancy Cost, in its ledger. The types and amounts of occupancy costs recorded in this account for the current period follow.

 

 

$

 

 

 

 

 

 

$

 

  Depreciation—Building

1

8,000  

  Interest—Building mortgage

2

7,000  

  Taxes—Building and land

8,000  

  Gas (heating) expense

2,500  

  Lighting expense

3,000  

  Maintenance expense

5,500  

  Total occupancy cost

6

4,000  

 

The building has 4,000 square feet on each floor. In prior periods, the accounting manager merely divided the $64,000 occupancy cost by 8,000 square feet to find an average cost of $8 per square foot and then charged each department a building occupancy cost equal to this rate times the number of square feet that it occupied.

    Laura Diaz manages a first-floor department that occupies 1,000 square feet, and Lauren Wright manages a second-floor department that occupies 1,800 square feet of floor space. In discussing the departmental reports, the second-floor manager questions whether using the same rate per square foot for all departments makes sense because the first-floor space is more valuable. This manager also references a recent real estate study of average local rental costs for similar space that shows first-floor space worth $30 per square foot and second-floor space worth $20 per square foot (excluding costs for heating, lighting, and maintenance).

 

     

 

 5.

Problem 22-1A Part 1

Required

:

 

1.

Allocate occupancy costs to the Diaz and Wright departments using the current allocation method.(Omit the “$” sign in your response.)

  

Department

 

 

Total

  Diaz’s Dept.

  Wright’s Dept.

 6.

Problem 22-1A Part 2

2.

Allocate the depreciation, interest, and taxes occupancy costs to the Diaz and Wright departments in proportion to the relative market values of the floor space. Allocate the heating, lighting, and maintenance costs to the Diaz and Wright departments in proportion to the square feet occupied (ignoring floor space market values). (Round your cost per Sq. ft rate to 2 decimal places and final answers to the nearest whole number. Omit the “$” sign in your response.)

  

Department Total

  Diaz’s Dept.

  Wright’s Dept. $ [removed]  

$ [removed]  

  8.

Problem 22-3A Departmental income statements; forecasts L.O. P1

Time-To-See Company began operations in January 2011 with two operating (selling) departments and one service (office) department. Its departmental income statements follow.

  

   

   

 

$

  $

  $

 

   

   

       

 

   

   

               

 

   

   

27,000  

 

   

   

 

   

   

 

   

   

      

 

   

   

               

 

   

   

 

   

   

 

   

   

      

 

   

   

      

 

   

   

      

$

  $

  $

      

TIME-TO-SEE COMPANY Departmental Income Statements For Year Ended December 31, 2011

Clock

Mirror

Combined

  Sales

122,500  

52,500  

175,000  

  Cost of goods sold

60,000  

32,000  

 92,000  

  Gross profit

62,500  

20,500  

83,000  

  Direct expenses

    Sales salaries

20,000  

7,000  

    Advertising

1,200  

500  

1,700  

    Store supplies used

900  

400  

1,

300  

    Depreciation—Equipment

1,500   300  

1,800  

    Total direct expenses

23,600  

8,200  

31,800  

  Allocated expenses

    Rent expense

7,020  

3,780  

10,800  

    Utilities expense

2,600  

1,400  

4,000  

    Share of office department expenses 

10,500  

4,500  

15,000  

    Total allocated expenses

20,120  

9,680  

29,800  

  Total expenses

43,720  

17,880  

61,600  

  Net income

18,780  

2,620  

21,400  

  

Time-To-See plans to open a third department in January 2012 that will sell paintings. Management predicts that the new department will generate $35,000 in sales with a 55% gross profit margin and will require the following direct expenses: sales salaries, $8,000; advertising, $800; store supplies, $500; and equipment depreciation, $200. It will fit the new department into the current rented space by taking some square footage from the other two departments. When opened the new painting department will fill one-fifth of the space presently used by the clock department and one-sixth used by the mirror department. Management does not predict any increase in utilities costs, which are allocated to the departments in proportion to occupied space (or rent expense). The company allocates office department expenses to the operating departments in proportion to their sales. It expects the painting department to increase total office department expenses by $7,000. Since the painting department will bring new customers into the store, management expects sales in both the clock and mirror departments to increase by 7%. No changes for those departments’ gross profit percents or their direct expenses are expected except for store supplies used, which will increase in proportion to sales.

  

Required

Prepare departmental income statements that show the company’s predicted results of operations for calendar year 2012 for the three operating (selling) departments and their combined totals. (Input all amounts as positive values. Round your percentage values to 1 decimal place, intermediate and final answers to the nearest whole dollar amount. Omit the “$” sign in your response.)

  

rev: 05_12_2012
     

 

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