Cost Management Test Questions and Suggested Solutions

SREERAM COACHING POINT
COST Management Test Questions & Suggested Solutions

by L. Muralidharan, FCA., Grad. CWA.,
COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

Question: 1 Bharata Ltd is considering proposals for design changes in one of a range of soft toys. The proposals are as follows: (a) Eliminate some of the decorative stitching from the toy. (b) Use plastic eyes instead of glass eyes in the toys (two eyes per toy). (c) Change the filling material used. It is proposed that scrap fabric left over from the body manufacture be used instead of the synthetic material which is currently used. The design change proposals have been considered by the management team and the following information has been gathered: (a) Plastic eyes will cost Rs.15 per hundred whereas the existing glass eyes cost Rs.20 per hundred. The plastic eyes will be more liable to damage on insertion into the toy. It is estimated that scrap plastic eyes will be 10% of the quantity issued from stores as compared to 5% of issues of glass eyes at present. (b) The synthetic filling material costs Rs.80 per tonne. One tonne of filling is sufficient for 2,000 soft toys. (c) Scrap fabric to be used as filling material will need to be cut into smaller pieces before as and this will cost Rs.0.05 per soft toy. There is sufficient scrap fabric for the purpose. (d) The elimination of the decorative stitching is expected to reduce the appeal of the product, with an estimated fall in sales by 10% from the current level. It is not felt that the change in eyes or filling material will adversely affect sales volume. The elimination of the stitching will reduce production costs by Rs.0.60 per soft toy. (e) The current sales level of the soft toy is 3,00,000 units per annum. Apportioned fixed costs per annum are Rs.4,50,000. The net profit per soft toy at the current sales level is Rs.3. Required: (i) Using the information given in the question, prepare an analysis which shows the estimated effect on annual profit if all three proposals are implemented, and which enables management to check whether each proposal will achieve an annual target profit increase of Rs.25,000. The proposals for plastic eyes and the use of scrap fabric should be evaluated after the stitching elimination proposal has been evaluated. (ii) Calculate the percentage reduction in sales due to the stitching elimination at which the implementation of all three design change proposals would result in the same total profit from the toy as that earned before the implementation of the changes in design. Question:2 ABC Ltd manufactures a simple garden tool. At present the company is working at full capacity producing the three components A,B,C one of each being required for the assembly of the tool. All the machines are capable of making all the components. Current cost data concerning and hundred tools are as follows: Machine Hours 10 16 20 46 Variable Cost Rs. 26 32 32 42 142 Fixed Cost Rs. 10 2 32 22 76 Total Rs. 36 44 64 74 218 250
Components - A Components - B Components - C Assembly Selling Price
The management is engaged in preparing next year's budget an increase in sales is to be provided for. The factory already has to work at full machine capacity to meet current demand and no increase in the present machine capacity can be effected for over 12 months. Though facilities involving variable costs can be increase data very short notice. It is decided that one of the components will have to be bought out. The following quotations have been received:
L. Muralidharan, FCA., Grad. CWA., 1 Sreeram Coaching Point

Components A B C Price per 100 tools Price per 100 tools Price per 100 tools Rs 36 46 54
The Sales manager feels sure that he can sell at least 50% more tools than at present and probably 75% more provided the factory capacity is available. You are required to prepare a report for management giving your recommendations as to which component should be ordered from outside supplied for the coming year if production is increased by 50% and 75% respectively. Question : 3 The Chakrapani Ltd's Cost behaviour is as follows: Production range in units 0- 20000 20001 - 65000 65001 - 90000 90001 - 100000 Fixed cost Rs. 160000 Rs. 190000 Rs. 210000 Rs. 250000
At an activity of 70000 units per year, variable costs total 280000.Full capacity is 100000 units per year. Required: (1) Production is now set at 50000 units per year with a sales price of Rs.7.50 per unit. What is the minimum number of additional units needed to be sold in an unrelated market at Rs.5.50 per unit to show a net profit of Rs.3000 per year? (2) Production is now set at 60000 units per year. By how much may sales promotion costs be increased to bring production up to 80000 units and still earn a net profit of 5% of total sales if the selling price is held at Rs.7.50? (3) If net profit is currently Rs.10000 with fixed costs at Rs.160000 and a 2% increase in price will leave units sold unchanged but increase profits by Rs.5000.What is the present volume in units? Question: 4 The manager of a business has received enquiries about printing three different types of advertising leaflet. Information concerning these three leaflets is shown below: A Selling prices per 1000 leaf lets Estimated printing costs: Variable per 1000 leaflets Specific fixed costs per month 40 2,400 70 4,000 130 9,500 100 B 220 C 450
In addition to specific fixed costs a further Rs. 4,000/- per month would be incurred in renting special premises if any or all of the above three leaflets were printed. The minimum printing order would be for 30,000 of each type of leaflet per month and the maximum possible order is estimated to be 60,000 of each leaflet per month. Required (i) Examine and comment upon the potential profitability of leaflet printing. Make whatever calculations you consider appropriate. (ii) Assuming that orders have been received to print each month 50,000 of both leaflet A and leaflet B calculate the quantity of leaflet C which would need to be ordered to produce an overall profit, for all three leaflets of Rs. 1,800/- per month.
L. Muralidharan, FCA., Grad. CWA.,
Sreeram Coaching Point

(iii) It is possible that a special type of paper used in printing leaflets will be difficult to obtain during the first few months. Three estimated consumption of this special paper for each type of leaflet is: Leaflet Leaflet Leaflet A B C 2 packs per 6 packs per 6 packs per 1000 leaflets 1000 leaflets 1000 leaflets
Advise the manager on the quantity of each leaflet which should be printed in order to maximise profit in the first month, if 50,000 of each type of leaflet have been printed there remains unfulfilled order of 10,000 for each type of leaflet and there 170 packs of special paper available for the rest of the month. What will be your reaction if the printing quantity is to be pack of 1000 leaflets. Question: 5 For the past 20 years a charity organisation has held an annual dinner and dance with the primary intention of raising funds. This year there is concern that an economic recession may adversely affect both the number of persons attending the function and the advertising space that will be sold in the programme published for the occasion. Based on past experience and current prices and quotations, it is expected that the following costs and revenues will apply for the function. (Rs.) Costs: Dinner and dance: Hire of premises Band and entertainers Raffle prizes Photographer Food at Rs.12 per person (with a guarantee of 400 persons minimum) Programme: Revenues: Dinner and dance: A fixed cost of Rs.2,000, plus Rs.5 per page Price of tickets Average revenue from : Raffle Photographs Programme: Average revenue from advertising Rs.5 per person Re.1 per person Rs.70 per page Rs.20 per person 700 2,800 800 200
A sub-committee, formed to examine more closely the likely outcome of the function, discovered the following from previous records and accounts: No. of tickets sold 250 to 349 350 to 449 450 to 549 550 to 649 No. of past occasions 4 6 8 2 20
No. of programme pages sold 24 32 40 48
No. of past occasions 4 8 6 2 20
Several members of the sub-committee are in favour of using a market research consultant to carry out a quick enquiry into the likely number of tickets and the likely number of pages of advertising space that would be sold for this year's dinner and dance. You are required to: (a) Calculate the expected value of the profit to be earned from the dinner and dance this year; (b) Recommend, with relevant supporting financial and cost data, whether or not the charity should spent Rs.500 on the market research enquiry and indicate the possible benefits the enquiry could provide. NB: All workings for tickets should be in steps of 100 tickets and for advertising in steps of 8 pages. Question: 6 The budgeted production for period 7 in the finishing department of a pottery manufacturer is, 4,500 cups, 4,000 saucers and 6,250 plates. In one standard hour a direct operative is expected to be able to finish either, 30 cups, or 40 saucers, or 25 plates. During period 7, 400 direct labour hours were worked and actual production was, 4,260 cups, 6,400 saucers and 3,950 plates. Required: Using the above information calculate for period 7: (i) The productivity of the direct operatives; (ii) An appropriate ratio expressing the department's actual production relative to that budgeted; (iii)Another ratio which you consider may be useful to management and explain the meaning of the ratio you have calculated. Question: 7 The Bashyam Co Ltd manufactures a variety of products of basically similar composition. Production is carried on by subjecting the various raw materials to a number of standardised operations, each major series of operations being carried out in a different department. All products are subject to the same initial processing which is carried out in departments A, B and C; the order and extent of further processing then depending upon the type of end product to be produced. It has been decided that a standard costing system could be usefully employed within Bashyam and pilot schemed to be operated for six months based initially only on department B, the second department in the initial common same of operations. If the pilot scheme produces useful results then a management accountant will be employed and the system would be incorporated as appropriate throughout the whole firm. The standard cost per unit of output of department B is: Rs. Direct labour (14 hours at Rs.2 per hour) Direct material (i) (ii) Output of department A (3 kg at Rs.9 per kg) Acquired by and directly input to department
4 Sreeram Coaching Point
Rs. 28
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B material X (4 kg at Rs.5 per kg) Variable overhead (at Rs.1 per direct labour hours worked) Fixed production overheads (i) Directly incurred by department B - (note 1) manufacturing overhead (per unit) (ii) Allocated to department B general factory overhead (per unit) 3 8 11 14 20 47
Note 1. Based on normal monthly production of 400 units. In the first month of operation of the pilot study (month 7 of the financial year), department B had no work in progress at the beginning and the end of the month. The actual costs allocated to department B in the first month of operation were: Rs. Direct labour (6,500 hours) Direct materials (i) (ii) Output of department A (1,400 kg) - (note 2) Material X (1,000 kg) Variable overhead Fixed overhead (i) (ii) Directly incurred manufacturing overhead Allocated to department B - (note 3) 1,600 2,900 4,500 Rs.59,000 Note 2. Actual cost of output of department A. Note 3. Based on the actual expenditure on joint manufacturing overheads and allocated to departments in accordance with labour hours worked The production manager feels that the actual costs of Rs.59,000 for production of 500 units indicates considerable inefficiency on the part of department B. he says, 'I was right to request that the pilot standard costing system be carried out in department B as I have suspected that they are inefficient and careless - this overspending of Rs.9,000 proves I am right'. Required: Prepare a brief statement which clearly indicates the reasons for the performance of department B and the extent to which that performance is attributable to department B. the statement should utilize variance analysis to the extent it is applicable and relevant. Question: 8 (i) Mathanakesari Ltd manufactures and sells a single product. In the quarter to 30 November 2002 sales of 10,000 units were budgeted at a unit selling price of Rs.5 and a unit contribution of Rs.1 (after charging variable costs). The budget had been prepared in the previous spring, and proved to be inaccurate. Actual sales for the November quarter were 7,000 units at a unit selling price of Rs.8, giving a unit contribution of Rs.3. You are required to calculate appropriate sales margin variances on the basis of this information. (ii) When reviewing the results for the quarter to 30 November the sales manager ascertained several additional facts. The total market for the product nationally had been only 45,000 units during the quarter, and not 50,000 units as Mathanakesari had originally anticipated. Mathanakesari had previously maintained a 20% share
Rs. 14,000
21,000 11,500 32,500 8,000

of the market for many years, adopting a policy of matching the market price. An index of the selling price levels of competitors' products had risen to 140, instead of remaining at the level of 100 as originally budgeted. Mathanakesari's variable costs (all materials) had risen in line with the change in the appropriate commodity price index, which had gone up from the expected level of 100 to an actual level of 125. You are required to calculate a set of variances to take appropriate notice of this additional information, and to discuss their significance. Question: 9 From past experience a company operating a standard cost system has accumulated the following information in relation to variances in its monthly management accounts: Percentage of total number of variances. (1) Its variances fall into two categories: Category 1: those which are not worth investigating Category 2: those which are worth investigating 64 36 100 (2) Of category 2, corrective action has eliminated 70% of the variances, but the remainder have continued. (3) The cost of investigation averages Rs.350 and that of correcting variances averages Rs.550. (4) The average size of any variance not corrected is Rs.525 per month and the company's policy is to assess the present value of such costs at 2% per month for a period of five months. You are required to: (a) Prepare two decision trees, to represent the position if an investigation is: (i) Carried out; (ii) Not carried out; (b) Recommend, with supporting calculations, whether or not the company should follow a policy of investigating variances as a matter of routine; (c) Explain briefly two types of circumstance that would give rise to variances in Category 1 and two to those in Category 2; (d) Mention any one variation in the information used that you feel would be beneficial too the company if you wished to improve the quality of the decision-making rule recommended in (b) above. Explain briefly why you have suggested it. Question: 10 Vishwakarma is a builder. His business will have spare capacity over the coming six months and he has been investigating two projects. Project A Vishwakarma is tendering for a school extension contract. Normally he prices a contract by adding 100% to direct costs, to cover overheads and profit. He calculates direct costs as the actual cost of materials valued on a first-in-first-out basis, plus the estimated wages of direct labour. But for this contract he has prepared more detailed information. Four types of material will be needed: Matl. Quantity (units): Needed Already for contract in stock 1,100 150 600 200 100 200 300 400
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Price per unit: (in Rs.) Purchase Current Current price of Purchase resale units in stock price price 7.00 40.00 35.00 20.00 10.00 44.00 33.00 21.00 8.00 38.00 25.00 10.00
Z Y X W

Z and Y are in regular use. Neither X nor W is currently used; X has no foreseeable use in the business, but W could be used on other jobs in place of material currently costing Rs.16 per unit. The contract will last for six months and requires two craftsmen, whose basic annual wage cost is Rs.16,000 each. To complete the contract in time it will also be necessary to pay them a bonus of Rs.700 each. Without the contract they would be retained at their normal pay rate, doing work which will otherwise be done by temporary workers engaged for the contract period at a total cost of Rs.11,800. Three causal labourers would also be employed specifically for the contract at a cost of Rs.4,000 each. The contract will require two types of equipment: general- purpose equipment already owned by Vishwakarma, which will be retained at the end of the contract, and specialized equipment to be purchased second-hand, which will be sold at the end of the contract. The general-purpose equipment cost Rs.21,000 two years ago and is being depreciated on a straightline basis over a seven-year life (with assumed zero scrap value). Equivalent new equipment can be purchased currently for Rs.49,000. Second-hand prices for comparable general-purpose equipment, and those for the relevant specialized equipment, are shown below. General - purpose equipment Purchase Resale Price Price (Rs.) (Rs.) Current After 6 months: If used for 6 months If not used 15,000 19,000 12,600 16,400 7,000 8,000 5,800 6,500 20,000 17,200 Specialized equipment Purchase Resale Pricep Price (Rs.) (Rs.) 9,000 7,400
The contract will require the use of a yard on which Vishwakarma has a four-year lease at a fixed rental of Rs.2,000 per year. If Vishwakarma does not get the contract the yard will probably remain empty. The contract will also incur administrative expenses estimated at Rs.5,000. Project B If Vishwakarma does not get the contract he will buy a building plot for Rs.20,000 and build a house. Building costs will depend on weather conditions: Weather condition Probability Building costs (excluding land) A 0.4 Rs.60,000 B 0.4 Rs.80,000 C 0.2 Rs.95,000
Similarly the price obtained for the house will depend on market conditions: Market condition Probability Sale price (net of selling expenses) D 0.7 Rs.1,00,000 E 0.3 Rs.1,20,000
Vishwakarma does not have the resources to undertake both projects. The costs of his supervision time can be ignored. Requirements: (a) Ignoring the possibility of undertaking project B, calculate: (i) The price at which Vishwakarma would tender for the school extension contract if he used his normal pricing method, and (ii) The tender price at which you consider Vishwakarma would neither gain nor lose by taking the contract. (b) Explain, with supporting calculations, how the availability of project B should affect Vishwakarma's tender for the school extension contract.

Question: 11 Narendran Products has two main products. X and Y, which have unit costs of Rs.12 and Rs.24 respectively. The company uses a markup of 33?% in establishing its selling prices and the current prices are thus Rs.16 and Rs.32. With these prices, in the year which is just ending, the company expects to make a profit of Rs.3,00,000 from having produced and sold 15,000 units of X and 30,000 units of Y. This programme will have used all the available processing time in the finishing department. Each unit of X requires an hour of processing time in this department and every unit of Y correspondingly requires half an hour. Fixed overhead was Rs.3,60,000 for the year and this has been charged to the products on the basis of the total processing hours used. All other cots may be assumed variable in relation to processing hours. In the current year it is estimated that Rs.60,000 of the fixed overhead will be absorbed by X and Rs.3,00,000 by Y. With the existing selling prices it is considered that the potential annual demand for X is 20,000 units and that for Y, 40,000 units. You are required to comment critically on the product mix adopted by Narendran Products. Calculate what would have been the optimal plan given that there was no intention of changing the selling prices. (a) For the forthcoming year increased capacity has been installed in the finishing department so that this will no longer be a constraint for any feasible sales programme. Annual fixed overhead will be increased to Rs.4,00,000 as a consequences of this expansion of facilities, but variable costs per unit are unchanged. A study commissioned by the Sales Director estimates the effect that alterations to the selling prices would have on the sales that could be achieved. The following table has been prepared: X Price Demand ('000) Rs.13.50 30 Rs.18.50 10 Rs.29.00 60 Y Rs.35.00 20
It is thought reasonable to assume that the price/demand relationship is linear. Assuming that the company is now willing to abandon its cost plus pricing practices, if these can be shown to be deficient, you are required to calculate the optimal selling price for each product and the optimal output levels for these prices. State clearly any assumptions that you find it necessary to make. Question: 12 Division A of a large divisionalized organization manufactures a single standardized product. Some of the output is sold externally whilst the remainder is transferred to Division B where it is a subassembly in the manufacture of that division's product. The unit costs of Division A's product are as follows: (Rs.) Direct material Direct labour Direct expense Variable manufacturing overheads Fixed manufacturing overheads Selling and packing expense - variable 4 2 2 2 4 1 17 Annually 10,000 units of the product are sold externally at the standard price of Rs.30. In addition to the external sales, 5,000 units are transferred annually to Division B at an internal transfer charge of Rs.29 per unit. This transfer price is obtained by deducting variable selling and packing expense from the external price since this expense is not incurred for internal transfers. Division B incorporates the transferred-in goods into a more advanced product. The unit costs of this product are as follows:

(Rs.) Transferred-in term (from Division A) Direct material and components Direct labour Variable overheads Fixed overheads Selling and packing expense variable 29 23 3 12 12 1 80 Division B's manager disagrees with the basis used to set the transfer price. He argues that the transfers should be made at variable cost plus an agreed (minimal) mark-up since he claims that his division is taking output that Division A would be unable to sell at the price of Rs.30. Partly because of this disagreement, a study of the relationship between selling price and demand has recently been made for each division by the company's sales director. The resulting report contains the following table: Customer demand at various selling prices: Division A Selling price Demand Division B Selling price Demand Rs.80 7,200 Rs.90 5,000 100 2,800 Rs.20 15,000 Rs.30 10,000 Rs.40 5,000
The manager of Division B claims that this study supports his case. He suggests that a transfer price of Rs.12 would give Division A a reasonable contribution to its fixed overheads while allowing Division B to earn a reasonable profit. He also believes that it would lead to an increase of output and an improvement in the overall level of company profits. You are required: (a) To calculated the effect that the transfer pricing system has had on the company's profits, and (b) To establish the likely effect on profit of adopting the suggestion by the manager of Division B of a transfer price of Rs.12. Question: 13 Companies RP, RR, RS and RT are members of a group. RP wishes to buy an electronic control system for its factory and, in accordance with group policy, must obtain quotations from companies inside and outside of the group. From outside of the group the following quotations are received: Company A quoted Rs.33,200. Company B quoted Rs.35,000 but would buy a special unit from RS for Rs.13,000. To make this unit, however, RS would need to buy parts from RR at a price of Rs.7,500.The inside quotation was from RS whose price was Rs.48,000. This would require RS buying parts from RR at a price of Rs.8,000 and units from RT at a price of Rs.30,000. However, RT would need to buy parts from RR at a price of Rs.11,000. Additional data are as follows: (1) RR is extremely busy with work outside the group and has quoted current market prices for all its products. (2) RS costs for the RP contract, including purchases from RR and RT, total Rs.42,000. For the Company B contract it expects a profit of 25% on the cost of its own work.

(3) (4) RT prices provide for a 20% profit margin on total costs. The variable costs of the group companies in respect of the work under consideration are: RR: 20% of selling price. RS: 70% of own cost (excluding purchases from other group companies) RT: 65% of own cost (excluding purchases from other group companies) You are required, from a group point of view, to: (a) Recommend, with appropriate calculations, whether the contract should be placed with RS or Company A or Company B; (b) State briefly two assumptions you have made in arriving at your recommendations. Question: 14 An industrial group of companies includes two divisions: A and B. the output of Division A is product A, two units of which are used by Division B for every one of its product B. Division B has first call on Division A's output but there is a separate market outside the group for the balance of Division A's output. All the output of Division B is sold outside the group. The maximum capacity of Division A is 1,30,000 units of A and that of Division B is 50,000 units of B per annum. Each division maintains a stable level of stocks throughout the year. The group would like to examine the results of using different bases of transfer pricing under different scenarios (ie situations that could be expected to arise). The bases of transfer pricing are Absorbed standard cost Market price Variable cost plus a lump sum of 80% of Division A's fixed cost Scenario Number Product A Market price Total Demand (per unit) (thousand units) Rs. 15 23 29 30 25 35 100 70 130 Product A Rs.20 Rs.5 Product B Rs.12 Rs.18 (Exclusive of 2 units of Product A) 100 90 90 AS MP VC
Product B Market price Total Demand (per unit) (thousand units) Rs. 40 30 30
Costs per unit are: Variable cost Fixed cost Budgeted volume in units per annum Part 1
1,00,000
40,000
You are required to calculate the profits shown by Division A and by Division B for the following seven situations: Scenario 15 23 29 MP MP Basis of Transfer pricing VC VC VC AS AS
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Part 2 Assume that Division B receives an overseas order for 20,000 units of B that will in no way influence its other clientele. (a) As manager of Division B state, with supporting calculations, whether you would recommend acceptance of the order in the following two situations: Scenario (i) 23 (ii) 29 Price per unit (ex factory) Rs.55 Rs.65 Basic of transfer pricing AS MP
(b) If you were Managing Director of the whole group state, with very brief reasons, whether you would recommend acceptance of the orders in (a) (i) and (a) (ii) above. Question: 15 Vista Electronics manufactures two different types of coils used in electric motors. In the falls of the current year. Erica Becker, the controller, compiled the following data. Sales forecast for 2000 (all units to be shipped in 2000): Product Light coil Heavy coil Raw material prices and inventory levels: Raw Material Expected Inventories January 1, 2000 32,000 lb. 29,000 lb 6,000 units Desired Inventories December 31, 2000 36,000 lb. 32,000 lb. 7,000 units Anticipated Purchase Price in Rs. 8 5 3 Units 60,000 40,000 Price Rs.65 Rs. 95
Sheet metal Copper wire Platform Use of raw material: Raw Material Sheet metal Copper wire Platform Direct-labor requirements and rates: Product Light coil Heavy coil
Amount Used per Unit Light Coll Heavy Coll 4 lb 2 5 lb 3 1 unit
Hours per Unit 2 3
Rate per Hour Rs.15 20
Overhead is applied at the rate of Rs.2 per direct-labor hour. Finished-goods inventories (in units): Product Expected January 1, 2000 20,000 8,000 Desired December 31, 2000 25,000 9,000
Light coil Heavy coil
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Manufacturing overhead: Overhead Cost Item Purchasing and material handling Depreciation, utilities and inspection Activity-Based Budget Rate Rs.25 per Rupee of sheet metal and cooper wire purchased. Rs.4.00 per coil produced (either type) Shipping Rs.1.00 per coil shipped (either type) Rs.3.00 per direct-labor hour
General manufacturing overhead
Required: Prepare the following budgets for 2000. 1) Sales budget (in Rupees). 2) Production budget (in units). 3) Raw-material purchases budget (in quantities). 4) Raw-material purchases budget (in Rupees). 5) Direct-labor budget (in Rupees). 6) Manufacturing overhead budget (in Rupees). Question: 16 Toronto Business Associates, a division of Maple Leaf Services Corporation, offers management and computer consulting services to clients throughout Canada and the northeastern United states. The division specializes in website development and other Internet applications. The corporate management at Maple Leaf Services is pleased with the performance of Toronto Business Associates for the first nine months of the current year and has recommended that the division manager. Ramachandran, submit a revised forecast for the remaining quarter, as the division has exceeded the annual plan year-to-date by 20 percent of operating income. An unexpected increase in billed hour volume over the original plan is the main reason for this increase in income. The original operating budget for the first three quarters for Toronto Business Associates follows. TORONTO BUSINESS ASSOCIATES 20x1 Operating Budget 1st Quarter 2nd Quarter 3rd Quarter Total for first three Quarters
Revenue: Consulting fees: Computer system consulting Management consulting Total consulting fees Other revenue Total revenue Expenses: Consultant salary expenses Travel and related expense General and administrative expenses Depreciation expense Corporate expense allocation Total expenses Operating income 3,86,750 45,625 1,00,000 40,000 50,000 6,22,375 1,24,500 3,86,750 45,625 1,00,000 40,000 50,000 6,22,375 1,24,500 3,86,750 45,625 1,00,000 40,000 50,000 6,22,375 1,24,500 11,60,250 1,36,875 3,00,000 1,20,000 1,50,000 18,67,125 3,73,500 4,21,875 3,15,000 7,36,875 10,000 7,46,875 4,21,875 3,15,000 7,36,875 10,000 7,46,875 4,21,875 3,15,000 7,36,875 10,000 7,46,875 12,65,625 9,45,000 22,10,625 30,000 22,40,625
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Howell will reflect the following information in his revised forecast for the fourth quarter. Toronto Business Associates currently has 25 consultants on staff, 10 for management consulting and 15 for computer systems consulting. Three additional management consultant have been hired to start work at the beginning of the fourth quarter in order to meet the increased client demand. The hourly billing rate for consulting revenue will remain at 90 per hour for each management consultant and 75 per hour for each computer consultant. However, due to the favorable increase in billing hour volume when compared to the plan, the hours for each consultant will be increased by 50 hours per quarter. The budgeted annual salaries and actual annual salaries, paid monthly, are the same: 50,000 for a management consultant and 46,000 for a computer consultant. Corporate management has approved a merit increase of 10 percent at the beginning of the fourth quarter for all 25 existing consultants, while the new consultants will be compensated at the planned rate. The planned salary expense includes a provision for employee fringe benefits amounting to 30 percent of the annual salaries. However, the improvement of some corporate wide employee programs will increase the fringe benefits to 40 percent. The original plan assumes a fixed hourly rate for travel and other related expenses for each billing hour of consulting. These are expense that are not reimbursed by the client, and the previously determined hourly rate has proven to be adequate to cover these costs. Other revenue is derived from temporary rentals and interest income and remains unchanged for the fourth quarter. General and administrative expense have been favourable at 7 percent below the plan; this 7 percent savings on fourth quarter expenses will be reflected in the revised plan. Depreciation of office equipment and personal computers will stay constant at the projected straight-line rate. Due to the favourable experience for the first three quarters and the division's increased ability to absorb costs, the corporate management at Maple Leaf Services has increased the corporate expenses allocation by 50 percent. Required: 1) Prepare a revised operating budget for the fourth quarter for Toronto Business Associates that Ramachandran will present to corporate management. 2) Discuss the reasons why an organization would prepare a revised operating budget. Question: 17 Ford ltd. manufactures and sells 15,000 units of a raft, RF17, in 2001. The full cost per unit is Rs.200. Ford earns a 20% return on an investment of Rs.18,00,000 in 2001. Required: (1) Calculate the selling price of RF17 in 2001. Calculate the markup percentage on the full cost per unit of RF17 in 2001. (2) If the selling price in requirement 1 represents a markup percentage of 40% on variable costs per unit, calculate the variable cost per unit of RF17 in 2001 (3) Calculate ford's operating income if it had increased the selling price to Rs.230. at this price ford would have sold 13,500 units of RF17. Assume no change in total fixed costs. Should ford have increased the selling price of RF17 to Rs.230? (4) In response to competitive pressure, ford must reduce the price of RF17 to Rs.210 in 2002, in order to achieve sales of 15,000 units. Ford plans to reduce its investment to Rs.16,50,000. If ford wants to maintain a 20% return on investment, what is the target cost per unit in 2002?

Question: 18 Amrutha, president of PAL Electronics (PE), is concerned about the prospects of one of its major products. The president has been reviewing a marketing report with Krishna, marketing product manager, for their 10-disk car compact disk (CD) changer. The report indicates another price reduction is needed to meet anticipated competitors' reductions in sales prices. The current selling price for their 10-disk car CD changers is Rs.350 per unit. It is expected that within three months PE's two major competitors will be selling their 10-disk car CD changers for Rs.300 per unit. This concerns Amrutha because their current cost of producing the CD changers is Rs.315, which yields a Rs.35 profit on each unit sold. The situation is especially disturbing because PE had implemented an activity-based costing (ABC) system about two years ago. The ABC system helped them better identify costs, cost pools, cost drivers, and cost reduction opportunities. Changes made when adopting ABC reduced costs on this product by approximately 15 percent during the last two years. Now it appears that costs will need to be reduced considerably more to remain competitive and to earn a profit on the 10-disk car CD changers. Total costs to produce, sell, and service the CD changer units are as follows: 10-Disk Car CD Changer Per Unit Material Purchased components All other material Labor Manufacturing, direct Setups Materials handling Inspection Machining Cutting, shaping, and drilling Bending and finishing Other Finished-goods warehousing Warranty Total unit cost Rs.110 40 65 9 18 23 21 14 5 10 Rs.315
Amrutha has decided to hire Damodar, a consultant, to help decide how to proceed. After two weeks of review, discussion, and value engineering analysis, Chandran suggested that PE adopt a just-intime (JIT) cell manufacturing process to help reduce costs. He also suggested that using target costing would help in meeting the new target price. By changing to a JIT cell manufacturing system, PE expects that manufacturing direct labor will increase by Rs.15 per finished unit. However, setup, material handling, inspection, and finished goods warehousing will all be eliminated. Machine costs will be reduced from Rs.35 to Rs.30 per unit, and warranty costs are expected to be reduced by 40 percent. Required: (1) Determine PAL Electronics' unit target cost the Rs.300 competitive sales price while maintaining the same percentage of profit on sales as is earned on the current Rs.350 sales price. (2) If the just-in-time cell manufacturing process is implemented with the changes noted, will PAL Electronics meet the unit target cost you determined in requirement (3)? Prepare a schedule detailing cost reductions and the unit cost under the proposed JIT cell manufacturing process. Question: 19 The management of Alliance Enterprises recently decided to adopt a just-in-time inventory policy to curb steadily rising costs and free up cash for purposes of investment. The company anticipates that inventory will decrease from Rs.36,00,000 to Rs.6,00,000, with the released funds to be invested at a 12 percent return for the firm. Additional data follow:

Reduced inventories should produce savings in insurance and property taxes of Rs.27,000. Alliance will lease 75 % of an existing warehouse to another firm for Rs.2 per square foot. The warehouse has 30,000 square feet. Because of the need to handle an increased number of small shipments from suppliers, Alliance will remodel production and receiving-dock facilities at a cost of Rs.6,00,000. The construction costs will be depreciated over a 10-year life. A shift in suppliers is expected to result in the purchase and use of more expensive raw materials. However, these materials should give rise to fewer warranty and repair problems after Alliance's finished product is sold, resulting in a net savings for the firm of Rs.25,000. Three employees who currently earn Rs.30,000 each will be directly affected by the just-in-time adoption decision. Two employees will be transferred to other positions with Alliance; one will be terminated. Reduced raw material inventory levels and accompanying stockouts will cost Alliance Rs.70,000. Required: (1) Compute the annual financial impact of Alliance's decision to adopt a just-in-time inventory system. (2) If the just-in-time system is implemented in proper fashion, what is the likelihood of excessive raw material stockouts? Briefly explain. (3) Adoption of a just-in-time purchasing system will often result in less need for the inspection of incoming materials and parts. Why? (4) In comparison with a traditional purchasing system, why does a just-in-time system give rise to an increased number of small shipments to the buying firm? Question: 20 The product structure and the lead times for a finished product 'X' are given in figure below If 100 units of X are required in week 12 and if none of the components, sub-assemblies and the end product are either on hand or on order, compute the amounts and dates of the planned order releases for all the components and sub-assemblies. Assume that there is no particular order size and therefore all the order quantities are lot for lot. X, LT = 2
P (1), LT = 3
Q (2), LT = 1
R (3), LT = 3
S (2), LT = 3 P (2), LT = 3
R (3), LT = 3 Question: 21
S (2), LT = 3
The lead time to procure Paracetamol from a supplier is four weeks. At present, 54 kg of the drug is available with us. There is also a scheduled receipt of 45 kg of it in four weeks. The production requirements of paracetamol over the next nine weeks are as: Week Amount in kg 1 24 2 3 29 4 11
15
5 -
6 5
7 19
8 27
9 18

If we use an order quantity of 45 kg, when shall we release the orders for Paracetamol? Question: 22 Having attended a CIMA course on activity-based costing (ABC) you decide to experiment by applying the principles of ABC to the four products currently made and sold by your company. Details of the four products and relevant information are given below for one period: Product Output in units Costs per unit: Direct material Direct labour Machine hours (per unit) A 120 (Rs.) 40 28 4 B 100 (Rs.) 50 21 3 C 80 (Rs.) 30 14 2 D 120 (Rs.) 60 21 3
The four products are similar and are usually produced in production runs of 20 units and sold in batches of 10 units. The production overhead is currently absorbed by using a machine hour rate, and the total of the production overhead for the period has been analysed as follows: (Rs.) Machine department costs (rent, business rates, depreciation and supervision) Set-up costs Stores receiving Inspection / Quality control Materials handling and despatch 10,430 5,250 3,600 2,100 4,620
You have ascertained that the 'cost drivers' to be used are as listed below for the overhead cost shown: Cost Set up costs Stores receiving Inspection / Quality control Materials handling and despatch Cost Driver Number of production runs Requisition raised Number of production runs Orders executed
The number of requisition raised on the stores was 20 for each product and the number of orders executed was 42, each orders being for a batch of 10 of a product. You are required. (a) To calculate the total costs for each product if all overhead costs are absorbed on a machine hour basis; (b) To calculate the total costs for each product, using activity-based costing; (c) To calculate and list the unit product cost from your figures in (a) and (b) above, to show the differences and to comment briefly on any conclusions which may be drawn which could have pricing and profit implications. Question: 23 Sumantra Technology Ltd.,. manufactures several different types of printed circuit boards; however, two of the boards account for the majority of the company's sales. The first of these boards, a television circuit board, has been a standard in the industry for several years. The market for this type of board is competitive and price-sensitive. Sumantra plans to sell 65,000 of the TV boards in 2001 at a price of Rs.150 per unit. The second high-volume product, a personal computer circuit board, is a recent addition to Sumantra's product line. Because the PC board incorporates the latest technology it can be sold at a premium price. The 2001 plans include the sale of 40,000 PC boards at Rs.300 per unit.
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Sumantra's management group is meeting to discuss how to spend the sales and promotion Rupees for 2001. The sales manager believes that the market share for the TV board could be expanded by concentrating Sumantra's promotional efforts in this area. In response to this suggestion, the production manager said, "Why don't you go after a bigger market for the PC board? The cost sheets that I get show that the contribution from the PC board is more than double the contribution from the TV board. I know we get a premium price for the PC board. Selling it should help overall profitability." The cost-accounting system shows that the following costs apply to the PC and TV boards. PC Board Direct material Direct labour Machine time Rs.140 4 hr. 1.5 hr. TV Board Rs.80 1.5 hr. .5 hr.
Variable manufacturing overhead is applied on the basis of direct-labor hours. For 2001, variable overhead is budgeted at Rs.11,20,000, and direct-labor hours are estimated at 2,80,000. The hourly rates for machine time and direct labor are Rs.10 and Rs.14, respectively. The company applies a material-handling charge at 10 percent of material cost. This material-handling charge is not included in variable manufacturing overhead. Total 2001 expenditures for direct material are budgeted at Rs.1,06,00,000. Andrew Fulton, Sumantra's controller, believes that before the management group proceeds with the discussion about allocating sales and promotional Rupees to individual products, it might be worth while to look at these products on the basis of the activities involved in their production. Fulton has prepared the following schedule to help the management group understand this concept. "Using this information," Fulton explained, "we can calculate an activity-based cost for each TV board and each PC board and then compare it to the standard cost we have been using. The only cost that remains the same for both cost methods is the cost of direct material. The cost drivers will replace the direct labor, machine time, and overhead costs in the old standard cost figures." Budgeted Cost Procurement Production scheduling Packaging and shipping Total Machine setup Hazardous waste disposal Quality control General supplies Total Machine insertion Manual insertion Wave-soldering Total In Rs. 4,00,000 2,20,000 4,40,000 10,60,000 4,46,000 48,000 5,60,000 66,000 11,20,000 12,00,000 40,00,000 1,32,000 53,32,000 Required per Unit Parts: Machine insertions Manual insertions Machine setups Hazardous waste disposal Inspections
L. Muralidharan, FCA., Grad. CWA., 17
Cost Driver Number of parts Number of boards Number of boards Number of setups Rupees of waste Number of inspections Number of boards Number of insertions Numbers of insertions Number of boards
Budgeted Annual Activity for Cost Driver 40,00,000 parts 1,10,000 boards 1,10,000 boards 2,78,750 setups 16,000 Rupees 1,60,000 inspections 1,10,000 boards 30,00,000 insertions 10,00,000 insertions 1,10,000 boards
PC Board 55 35 20 3 .35 lb. 2
TV Board 25 24 1 2 .02 lb. 1


Required: (1) Identify at least four general advantages associated with activity-based costing. (2) On the basis of Sumantra's unit cost data given in the problem, calculate the total contribution margin expected in 2001 for the PC board and the TV board. (3) On the basis of an activity-based costing system, calculate the total contribution margin expected in 2001 for the PC board and the TV board. (4) Explain how a comparison of the results of the two costing methods may impact the decisions made by Sumantra's management group. Question: 24 Calton Ltd. make and sell a single product. The existing product unit specifications are as follows: Direct material X: Machine time: Machine cost per gross hour: Selling price: 8 sq. metres at Rs.4 per sq. metre 0.6 running hours Rs.40 Rs.100
Calton Ltd., require to fulfil orders for 5,000 product units per period. There are no stocks of product units at the beginning or end of the period under review. The stock level of material X remains unchanged throughout the period. The following additional information affects the costs and revenues: (1) (2) (3) (4) (5) 5% of incoming material from suppliers is scrapped due to poor receipt and storage organisation. 4% of material X input to the machine process is wasted due to processing problems. Inspection and storage of material X costs Rs.0.10 pence per sq. metre purchased. Inspection during the production cycle, calibration checks on inspection equipment, vendor rating and other checks costs Rs.25,000 per period Production quantity is increased to allow for the downgrading of 12.5% of product units at the final inspection stage. Downgraded units are sold as 'second quality' units at a discount of 30% on the standard selling price. Production quantity is increased to allow for returns from customers which are replaced free of charge. Returns are due to specification failure and account for 5% of units initially delivered to customers. Replacement units incur a delivery cost of Rs.8 per unit. 80% of the returns from customers are rectified using 0.2 hours of machine running time per unit and are re-sold as 'third quality' products at a discount of 50% on the standard selling price. The remaining returned units are sold as scrap for Rs.5 per unit. Product liability and other claims by customers is estimated at 3% of sales revenue from standard product sales. Machine idle time is 20% of gross machine hours used (i.e. running hours = 80% of gross hours). Sundry costs of administration, selling and distribution total Rs.60,000 per period. Calton Ltd is aware of the problem of excess costs and currently spends Rs.20,000 per period in efforts to prevent a number of such problems from occurring.
(6)
(7) (8) (9) (10)
Calton Ltd. is planning a quality management programme which will increase its excess cost prevention expenditure from Rs.20,000 to Rs.60,000 per period. It is estimated that this will have the following impact. (1) A reduction in stores losses of material X to 3% of incoming material. (2) A reduction in the downgrading of product units at inspection to 7.5% of units inspected. (3) A reduction in material X losses in process to 2.5% of input to the machine process.

(4) A reduction in returns of products from customers to 2.5% of units delivered. (5) A reduction in machine idle time to 12.5% of gross hours used. (6) A reduction in product liability and other claims to 1% of sales revenue from standard product sales. (7) A reduction in inspection, calibration, vendor rating and other checks by 40% of the existing figure. (8) A reduction in sundry administration, selling and distribution costs by 10% of the existing figure. (9) A reduction in machine running time required per product unit to 0.5 hours. Required: (a) Prepare summaries showing the calculation of (I) total production units (pre-inspection), (ii) purchases of material X (sq. metres), (iii) gross machine hours. In each case the figures are required for the situation both before and after the implementation of the additional quality management programme, in order that the orders for 5,000 product units may be fulfilled. (b) Prepare profit and loss account for Calton Ltd for the period showing the profit earned both before and after the implementation of the additional quality management programme. (c) Comment on the relevance of a quality management programme and explain the meaning of the terms internal failure costs, external failure costs, appraisal costs and preventation costs giving examples for each, taken where possible from the information in the question. Question: 25 Destiny Products makes digital watches. Destiny is preparing a product life-cycle budget for a new watch, MX3. Development on the new watch is to start shortly. Estimates about MX3 are as follows: Life-cycle units manufactured and sold Selling price per watch Life-cycle costs R & D and design costs Manufacturing Variable costs per watch Variable costs per batch Watches per batch Fixed costs Marketing Variable costs per watch Fixed costs Distribution Variable costs per batch Watches per batch Fixed costs Customer-service costs per watch Ignore the time value of money. Required: (1) Calculate the budgeted life-cycle operating income for the new watch. (2) What percentage of the budgeted total product life-cycle costs will be incurred by the end of the R & D and design stages? Rs.280 160 Rs.7,20,000 Rs.1.50 Rs.3.20 Rs.10,00,000 Rs.15 Rs.600 500 Rs.18,00,000 Rs.10,00,000 4,00,000 Rs.40
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(3) An analysis reveals that 80% of the budgeted total product life-cycle costs of the new watch will be locked in at the end of the R & D and design stages. What implications does this finding have for managing MX3's costs? (4) Destiny's Market Research Department estimates that reducing MX3's price by Rs.3 will increase life-cycle unit sales by 10 percent. If unit sales increase by 10%, Destiny plans to increase manufacturing and distribution batch sizes by 10% as well. Assume that all variable costs per watch, variable costs per batch, and fixed costs will remain the same. Should Destiny reduce MX3's price by Rs.3? Show your calculations. Question: 26 A first batch of 25 transistor radios took a total of 250 direct labour hours. It is proposed to assemble another 40 units. What will be the average labour per unit in this lot? Assume that there is 85% learning rate. Question: 27 Bhakatavatsala & Co, a fire arms manufacturer, has designed a new type of gun and a first lot of 25 guns assembled for test purposes had the following costs: Direct materials Direct labour Variable overheads Fixed overheads Total costs 24,500 22,500 16,875 11,250 75,125 Proportional to direct labour
BSF being satisfied with this gun have asked the lowest bid for supply of 1,000 guns. The company will pass on the benefits of learning of 85% to the client in setting the bid. The company will set a selling price to earn 40% gross profit margin. Determine the unit price that should be bid. Question: 28 One unit of product A contributes Rs.7 and requires 3 units of raw material and 2 hours of labour. One unit of product B contributes Rs.5 and requires one unit of raw material and one hour of labour. Availability of the raw material at present is 48 units and there are 40 hours of labour. (a) Formulate it as a linear programming problem. (b) Write its dual. (c) Solve the dual with Simplex method and find the optimal product mix and shadow prices of the raw material and labour. Question: 29 The simplex tableau for a maximization problem of linear programming is given here: Product Mix Cj 5 0 xj x2 S2 cj zj cj - zj Xl 1 1 4 5 -1 x2 1 0 5 5 0 S1 1 -1 0 5 -5 S2 0 1 0 0 0 Quantity (bi) 10 3
Answer the following questions, giving reasons in brief: (a) Is this solution optimal? (b) Are there more than one optimal solution? (c) Is this solution degenerate?

(d) Is this solution feasible? (e) If S1 is slack in machine A (in hours / week and S2 is slack in machine B (in hours / week), which of these machines is being used to the full capacity when producing according to this solution? (f) A customer would like to have one unit of product x1 and is willing to pay in excess of the normal price in order to get it. How much should the price be increased in order to ensure no reduction of profits? Question: 30 Management of Ranga Ltd are very much worried about the continuing recession in the country. The company has 7 divisions (A to G). they have decided to close four divisions namely A,B,C and D and transfer some of the employees to the remaining divisions.Personnel at the units to be closed have signified a willingness to move to any of the three remaining units and the company is willing to provide them with removal costs. The technology of production is different to some degree at each unit and retraining expenses will be incurred on transfer. Not all existing personnel can be absorbed by transfer and a number of redundancies will arise. Cost of redundancy is given as a general figure at each unit is to be closed. Number employed A-200 B-400 C-300 D-200 Rs. thousands per person Retraining costs Transfer to : Unit E Unit F Unit G Removal costs: Transfer to : Unit E Unit F Unit G Redundancy payments 2.5 2.4 2.5 6.0 3.6 4.6 2.7 5.0 3.4 3.4 3.3 6.0 3.7 1.7 2.7 7.0 0.5 0.6 0.5 0.4 0.4 0.3 0.6 0.6 0.7 1.3 0.3 0.3 A B C D
Additional personnel required at units remaining open: E-350 F-450 G-200. To use the transportation method to obtain an optimal solution to the problem of the cheapest means to transfer personnel from the units to be closed to those which will be expanded. Question: 31 A management consulting firm has a backlog of 4 contracts. Work on these contracts must be started immediately. 3 project leaders are available for assignment to the contracts. Because of the varying work experience of the leaders, the profit to consulting firm will vary based on the assignment as shown below. The unassigned contract can be completed by subcontracting the work to an outside consultant. The profit on the subcontract is zero. Finds the optimal assignment. Contract Project Leader A B C
1 13 15 6
21
2 10 17 8
3 9 13 11
4 11 20 7

Question: 32 The tit-fit Scientific Laboratories is engaged in producing different types of High-class equipments for use in Science labs. The company has two different assembly lines to produce its popular product "P". Processing time (minutes) Assembly A1 Assembly A2 10 0.10 0.20 11 0.15 0.40 12 0.40 0.20 13 0.25 0.15 14 0.10 0.05
Use the following Random(Rn.) no's, generate data on the process times for 15units of the item and complete the expected process time for the product. 4134 7476 4943 Question: 33 A project consists of 7 activities. The time for performance of each of the activity is as follows:Activity A Immediate Time 3 4 5 B 4 4 4 4 4 C A 1 1 1 D B,C 4 5 E D 3 4 5 6 F D 5 7 G E,F 2 3 Probability 0.2 0.6 0.2 0.1 0.3 0.3 0.2 0.1 0.15 0.75 0.10 0.8 0.2 0.1 0.3 0.3 0.3 0.20 0.80 0.5 0.5 8343 1183 1915 3602 9445 5415 7505 0089 0880 7428 3424 9309
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a) Draw a network and identify critical path using expected time. b) Simulate the project for 5 times using Rn.no's and find critical paths? 68 99 57 57 77 Question: 34 A small maintenance project consist of jobs in the table below. With each job is listed its normal time and a minimum or crash time in days. The cost in Rs. Per day of each job is also given: Job(i-j) 1-2 1-3 1-4 2-4 3-4 4-5 Normal days 9 8 15 5 10 2 Crash days 6 5 10 3 6 1 Cost/Day 40 50 60 20 30 80 13 93 33 12 37 09 18 49 31 34 20 24 65 96 11 73 22 92 85 27 07 07 98 92 10 72 29 00 91 59
a) What is the normal project length and minimum project length? b) Determine the minimum crashing cost of schedules ranging from normal length down to, and including, the minimum length schedule. c) Overhead costs total Rs.115/day. What is the optimum length schedule in terms of both crashing and overhead cost? Question: 35 Allocate the men efficiently to the jobs given below and Find out the time required to complete the project. No. of persons: 4 Job (I-j) 1-2 1-3 1-5 2-3 2-6 3-4 4-7 5-6 6-7 tn 10 6 5 0 8 10 10 7 5 Men 1 2 3 0 1 2 3 1 2
23
Suggested Solutions
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Answer to Question No.1: Elimination of decorative stitching cost. Cost Loss of contribution due to fall in sales (WN-1) 1,35,000 Net benefit = 27,000/(a) Substituting glass eyes by plastic eyes. Cost of Glass eyes = 2,70,000 x 2 x 100/95 x 20/100 = 1,13,684/90,000/23,684/Benefit Reduction in production cost 2,70,000 x 0.6 = 1,62,000/-
Cost of Plastic eyes= 2,70,000 x 2 x 100/95 x 15/100 = Saving in cost (b) Cost of synthetic material = Cost of Scrap fabric = Change the filling material: 2,70,000 x 80/2000 = 2,70,000 x 0.05 = Additional Cost Net effect on the profit (increase) = (27,000 + 23,684 - 2,700) = 47,984/-
10,800 13,500 2,700
Effect of implementation of 3 proposals on unit contribution = 4.5+0.6+(23,684-2,700) / 2,70,000 = 5.177/Sales necessary to earn contribution of Rs.13,50,000 = 13,50,000/5.177 = 2,60,769 Percentage of decrease in sales that can be tolerated = (3,00,000-2,60,769/3,00,000) x 100 = 13.08% Working note 1 (i) (ii) (iii) (iv) (v) (vi) (vii) Net Profit = Fixed cost = Total contribution = Units = Unit contribution = Decrease in sales = Contribution lost = 3,00,000 x 10% = 30,000 x 4.5 = 3,00,000 x 3 = 9,00,000 4,50,000 13,50,000 3,00,000 4.5/30,000 units 1,35,000/-
Answer to Question No. 2 Increase Production by 50% Purchase Purchase Purchase ABCOutside Outside Outside 1) Hours released 10 16 30 20 26 Increase Production by 75% Purchase Purchase Purchase ABCOutside Outside Outside 10 36 16 30 20 26
2) Hours for other components 36 3) Capacity increase possible
(10/36) x 100 = 27.78%
(16/30) x 100 = 53.33 restricted to 50%
(20/26) x 100 = 76.92 restricted to 50%
27.78%
53.33%
76.92% restricted to 75%
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4) Additional contribution (Same cost is assumed incremental cost considered separately) 5) Incremental Cost 6) Net benefit 7) Strategy 30 (108 x 27.78%) 54 (108 x 50%) 54 (108 x 50%) 30 57.60 (108 x 53.33%) 81 (108 x 75%)
(36-26) x 127.78% = 12.78% 17.22 (III) Make
(46-32) x 150% = 21 33 (I) Buy
(54-32) x 150% = 33 21 (II) Make
12.78
(46-32) x 153.33% = 21.46 36.13 (II) Make
(54-32) x 175% = 38.5 42.5 (I) Buy
17.22 (III) Make
Answer to Question No. 3 (i) Local market Production = 50,000 units (p.a.) SP = 7.5/Unrelated market SP = 5.5/ Total net profit requirement = 3,000 variable cost (P.U.) = 2,80,000/70,000 = 4/Profit / Loss from current production Increase in profit necessary (to reach a total profit = 3,000) Unit contribution (from unrelated market) No. of additional required units Note: Total units = 50,000 + 12,000 = 62,000 Since 62,000 < 65,000 (II range - max), there will be no additional units to be sold. (ii) SP = 7.5/Current production = 60,000 units p.a. Additional production requirement = 20,000 units Net profit = 5% on (80,000 x 7.5) = 30,000/Sales VC (80,000 x 4) Contribution Profit Fixed Cost (Estimated) Actual Fixed Cost Sales promotion (Balancing Figure) 6,00,000 3,20,000 2,80,000 30,000 2,50,000 2,10,000 40,000 = 50,000 x (7.5 - 4) - 1,90,000 = (15,000/-)
15,000 + 3,000
18,000
= =
5.5 - 4 18,000 /1.5
= =
1.5/- (P.U) 12,000 units
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(iii) NP Currently FC 10,000 /1,60,000 /-
2% increase in SP increase in profits 5,000. Current sales = 5,000/0.02 = 2,50,000/Current Sales (-) VC 1,70,000 (-) FC 1,60,000 10,000 X - VC 1.2x - VC = 1,70,000 = 1,75,000 = 2,50,000/= 2,50,000 - 1,70,000 = 2,80,000 / 70,000 = 80,000 / 4 = 80,000/=4 = 20,000 units 1,75,000 1,60,000 5,000 X After 2% increase (x * 1.02)
Solving these 2 equations x Variable cost Unit variable cost Sales units Answer to Question No. 4 (i) Particulars (1) SP (per 1,000 LL) (2) VC (per 1,000 LL) (3) Contribution (per 1,000LL) (1-2) (4) Specific FC Add General Fixed Cost Assuming A or B or C the only product (5) BEP (in 1,000s) (Assuming - A, B, or C as the only product) (4 3) (6) Maximum output possible (7) BEP - achievable at peak (8) Conclusion 106.66 60 No (106.66 > 60) A - Cannot be a stand alone Product 2,400/60 = 40 30 Takeup only if the minimum order is 40 and not as a stand alone product A 100 40 60 2,400 4,000 6,400
B 220 70 150 4,000 4,000 8,000 53.33 60 Yes Can be a stand alone Product 4,000/150 = 26.66 30 Can be taken up as a stand alone and as well as jointly
C 450 130 320 9,500 4,000 13,500 42.1875 60 Yes Can be a stand alone product 9,500/320 = 29.6875 30 Can be taken up as a stand alone as well as jointly
(9) BEP (if it is performed with other products) (in 000s) (10) Minimum output necessary (11) Conclusion
27

(ii) Product A B C (000s) 50 50 35 Contribution 60 150 320 Contribution to General FC General FC Profit (iii) Packs of special paper required Units A B C Total required Availability = 170 Packs Availability < required (Packs are the Limiting Factor) Contribution A B C Allocation - I Upon allocation of remaining 90 packs only 5625 nos of C can be printed. But this will violate the basic condition of printing to be made in multiples of 1000 nos. So, only 5000 nos can be printed. This would leave 10 packs not utilized at all. (90 - 5 x 16). This is a problem on limiting factor involving the best utilization of limited resource of 170 packs. It should not result in 10 packs unutilized. One should find better combination of printing the final product ensuring the fullest utilization of all 170 packs. In the process of reallocation some give and take adjustment shall be carried out between the last ranked product C and second ranked product B. Why such adjustment between second and last ranked product should be made? The amount of sacrifice between 2nd ranked product and the last ranked product shall be minimal. If the sacrifice were to be between first ranked and the last ranked then the sacrifice per pack will be as maximum of Rs.10 (30 -20). The sacrifice between the second ranked and the last ranked product shall only be Rs.5 (25 -20). One (000s) units of B upon sacrificed will result in 6 packs released in favour of C. The released 6 packs and the remaining 10 will make out one (000s) units of C and thereby the entire 170 units shall be fully utilized. It is to be seen whether this combination would show a better profit than the profit when 10 packs went unutilized. Before adjustmentAfter adjustment Products A B C Contribution/ Pack 30 25 20 No of packs 10 x 2 =20 10 x 6 =60 5 x 16 =80 160
Total 3,000 7,500 11,200 5,800 4,000 1,800
SP FC 2,400 4,000 9,500
Profit 600 3,500 1,700
Required 2 6 16
Total required 20 60 160 240 Packs
10 10 10
Packed required Contribution/pack 20 6 16 30 25 20
Rank I II III
60 150 320
Contribution 600 1500 1600 3700
No of packs Contribution 10 x 2 = 20 9 x 6 = 54 6 x 16=96 170 600 1350 1920 3870

It is very clear that such an adjustment between B and C had resulted in a better profit and the scarce resources are fully utilized. Answer to Question No. 5 Computation of expected value of profit to be earned from the dinner & dance:
Revenue (Raffle) @ Rs. 5 Revenue (Photo) @ Re. 1 Food @ Rs. 12 Mini. 400 Nos. Revenue (Tickets) @ 20
Total Cost
Profitability
300 400 500 600
6,000 1,500 8,000 2,000 10,000 2,500 12,000 3,000
300
7,800 700 2,800
800 200 4,800 9,300 (1,500) 800 200 4,800 9,300 800 200 6,000 10,500 800 200 7,200 11,700 1,100 2,500 3,900
Photo
Hire
Net Profit
Raffle Prizes
0.2 0.3 0.4 0.1
400 10,400 700 2,800 500 13,000 700 2,800 600 15,600 700 2,800
1,000 390 1,420
Programme advertising No. of Pages 24 32 40 48 Revenue @ Rs. 70 1,680 2,240 2,800 3,360 Fixed Cost 2,000 2,000 2,000 2,000 Variable @ Rs. 5 Cost 120 160 200 240 Total Cost 2,120 2,160 2,200 2,240 Net Revenue (440) 80 600 1,120 Prob. 0.2 0.4 0.3 0.1 Profit/ Loss (88) 32 180 112 236
Expected profit Total expected profits = 1,420 + 236 = 1,656. Company
Has policy of conduting dinner & dance irrespective of the fact whether it results in profit or loss.
Has no such policy
Then the market research is not relevant
Then the market research is relevant.
If Dance & dinner
Results in Profits
Does not result in profit
Then the market research is not useful.
Then the market research is useful (since the dance programme can be cancelled to avoid loss)
Note: The institution incurs loss only when it sells 300 tickets. Expected loss from sale of 300 tickets.
29
Expected loss/profit
Tickets
Band & entertainment
Total Revenue
(300) 330

Dance & Dinner (1,500) (1,500) (1,500) (1,500) Program Advt. (440) 80 600 1120 Net Profit (1,940) (1,420) (900) (380) Joint Probability 0.2 x 0.2 = 0.04 0.2 x 0.4 = 0.08 0.2 x 0.3 = 0.06 0.2 x 0.1 = 0.02 Expected Value (77.6) (113.6) (54) (7.6) (252.8)
Expected value of loss avoided (This is the benefit from market research) Since cost > benefit - the market research is not justified. Working notes on Probability - Tickets Tickets sold 250 to 349 350 to 449 450 to 549 550 to 649 Nos 4 6 8 2 20 Working notes on Probability - Programme No of Programmes 24 32 40 48 Nos 4 8 6 2 20 Answer to Question No. 6 Actual Production 4260 6400 3950 Probability 4/20 = 0.2 8/20 = 0.4 6/20=0.3 2/20 =0.1 1.0 Mean 300 400 500 600 Probability 4/20 = 0.2 6/20 = 0.3 8/20 = 0.4 2/20 = 0.1 1.0
Cups Saucers Plates Total standard hours produced (for actual production) Standard hours for budgeted production Items
Output per Standard hours Standard hour Produced 30 142 40 25 160 158 460
Budgeted production 4500 4000 6250
Output per per standard hour 30 40 25
Standard hours produced 150 100 250 500
Cups Saucers Plates Standard hours required for Budgeted production
30

i) Ratio for the productivity of the direct operatives = Standard hour equivalent of actual production Actual hours worked = 460/400 x 100 = 115% = Standard hour equivalent of actual Production Standard hour equivalent of budgeted production = 460/500 = 92% iii) Capacity utilisation ratio = Actual hours worked Std. hours equivalent to budgeted production = 400/500 = 80%
ii) Ratio appropriate expressing the depts. Actual production relative to that budgeted
Answer to Question No. 7 Directly not attributable to department-B a. Price variance relating to material transferred from department - A = 9 x 1400 - 21000 = 8400 A b. Allocated fixed overhead expenditure variance Budgeted (400 x 8) Actual = = 3200 2900 300 F
Directly attributable to department-B a) Usage variance relating to materials transferred from department - A = 9 x 500 x 3 - 9 x 1400 = 900 F b) Allocated fixed overhead volume variance = 500 x 8 - 3200 = 800 F c) Variance relating to material consumed in Department B SP X SQ 5 x 500 x 4 = 10000 MPV MUV MCV d) =3-2 =1-3 AP X AQ 6.05 x 1900 = 11500 = 2000 A = 500 F = 1500 A SP X AQ 5 x 1900 = 9500
= 9500 - 11500 = 10000 - 9500
Direct labour variance SRX SH 2 x 500 x 14 = 14000 DLRV DLEV DLCV =3-2 =1-3 e) AQ x SR 500 x 14 = 7000 ARX AH 14000 (given) SRX AH 2 x 6500 = 13000
= 13000 - 14000 = 1000 A = 14000 - 13000 = 1000 F _ 0 Variable overhead variance AVO 8000 AH x SR 6500 X 1 = 6500
31

VOEV =3-2 = 6500 - 8000 = 1500 A = 500 F = 1000 A
VO Eff.V = 1 - 3 = 7000 - 6500
f) Fixed overhead variance AO X SR 500 x 3 = 1500 FOEV FOVV =3-2 =1-3 AFO 1600 = 400 A = 300 F = 100 A BFO 1200 (400 X 3) AH X SR 6500 x (3/14) = 1393
= 1200 - 1600 = 1500 - 1200
Summary Non-attributable variances = 8100 A (8400 A - 300 F) Attributable variances (900 + 800 - 1500 - 1000 - 100) = 900 A Total variances = 9000 A NOTE It is assumed that department - B has control over all items except the material transferred and allocated fixed overheads
Answer to Question No. 8 (i) Computation of sales margin variances (1) BQ x BM 10,000 x 1 = 10,000 Sales margin volume variance Sales margin price variance Total sales margin variance Note: Budgeted contribution (10,000 x 1) = Add: Favourable Sales Margin variance 10,000 18,000 28,000 Less: Adverse variable cost variance (4-5 ) x 7,000 Actual contribution (ii) Units Original ex-ante Ex-post (45,000 x 20%) Actual
(2) AQ x AM 7,000 x 4 = 28,000 = 1 - 3 = 3,000 A = 3 - 2 = 21,000 F = 1 - 2 = 18,000 F
(3) AQ x BM 7,000 x 1 = 7,000
(7,000) 21,000
SP 5 7 8
32
VC 4 5 5
C 1 2 3
Total contribution 10,000 18,000 21,000

10,000 9,000 7,000

Variance (11,000 F)
Planning Variance (not controllable)
Operating variance (Controllable)
Sales Margin Valume Variance 1,000 x (1) = 1,000 A
Sales Margin Price Variance = (5 - 7) x 9,000 = 18,000 F
Variable Cost Variance = 9,000 x (5 - 4) = 9,000 A
Sales Margin Volume Variance 2,000 x 2 = 4,000 A
Sales Margin Price Variance (8 - 7) x 7,000 = 7,000
8,000 F
3,000 F
Answer to Question No. 9 a) (i) Decision Tree if an investigation is carried out Investigation Undertaken Cost =Rs 350 Worth investigating and corrective Action taken (0.36) Cost Rs.550 Expected cost = (ii) (a) Fault not eliminated 0.3 Not worth investigating further 0.64 Fault eliminated 0.7
350 + (0.36 x 550) + (0.36 x 0.3 x 525 x (4.7135)) = Rs.815
Decision tree if an investigation in not carried out No investigation Undertaken Worth investigating and corrective action taken 0.36 Not worth investigating further 0.64
Expected cost = 0.36 x 525 x 4.7135 = 891 b) investigate the variances (based on the criterion of expected cost) c) Not worth investigating Worth investigating i) Variance is due to random uncontrollable factors i) excessive usages of labour and material due to wrong working practices on a repetitive operations which is likely continue if not corrected. ii) Where the variance is signifi cant and exceeds standard limits.
ii) Where the cause is obvious and future action has been taken to remedy the situation d) Indifference point 'X' = variance
350 + (0.36 x 550) + (0.36 x 0.3 x 4.7135x) [expected cost of investigation] = 0.36 x 4.7135X [Expected cost of no investigation] x = 461
33

Answer to Question No. 10 (a) (i) Ascertainment of tenderprice for school extension contract using normal pricing method. Tender price Direct cost = Direct cost + 100% of direct cost = Direct material + Direct labour.
Direct material Z (100 x 7 + 1000 x 10) Y (150 x 40) X (300 x 35 + 300 x 33) W (200 x 20) Direct labour Craftsmen (2 x 16,000 x 6/12) Bonus (2 x 700) Causal labour (4,000 x 3) Total direct cost Tender price = 70,500 + 70,500 = 1,41,000/(ii) Ascertainment of Break-even tender price using relevant cost approach. Direct Materials. Z (1,100 x 10) Y (150 x 44) X (300 x 33 + 300 x 25) W (200 x 16) Direct labour Craftsmen Bonus (700 x 2) Casual Labour (4,000 x 3) General purpose equipment (16,400 - 12,600) 3,800 Special purpose equipment (9,000 - 5,800) Administrative expenses Total cost Note: (1) (2) (3) (4) (5) Salary paid to craftmen is not relevant since they are going to be retained anyway. Temporary workers are hired only because the craftmen are used in the contract. Therefore the wages to temporary workers should be included in computation of the project cost. Anyway general purpose equipment is going to be retained. Therefore the relevant cost is the fall in the realisable value after 6 months (due to usage). Special purpose equipment is to be purchased second hand and it could be sold after the end of the project the relevant cost is (9,000 - 5,800) = 3,200/The company had already entered into lease agreement. Therefore there is not going to be any additional commitment due to this project.
= = = =
10,700 6,000 20,400 4,000 41,100
= = =
16,000 1,400 12,000 29,400 70,500
Rs. = = = = 11,000 6,600 17,400 3,200 38,200
11,800 1,400 12,000 25,200
3,200 5,000 75,400

(b) Expected profit from project-B. Expected Revenue = (1,00,000 x 0.7 + 1,20,000 x 0.3) Less: Building cost (60,000 x 0.4 + 80,000 x 0.4 + 95,000 x 0.2) Less: Land cost Expected profit = = = (1,06,000) 75,000 20,000 11,000
When school extension contract is accepted, we will be losing the profit from project-B. Therefore It is the opportunity cost. Relevant cost of school extension profit Answer to Question No. 11 (a) Ascertainment of Processing time available:Products X Y Units 15,000 30,000 Req. (hrs) 1.00 0.5 Total Available 15,000 15,000 30,000 Ascertainment of hours reqd. Products X Y Units 20,000 40,000 Req. (Grs.) 1 0.5 Total req. (grs) 20,000 20,000 40,000 Availability < Requirement. Therefore the processing time is the limiting factor. Particulars (1) Unit costs (2) Fixed OH (3) Units (4) FOH (P.U) (5) VC (P.U) (6) SP (P.U) (7) Contribution (P.U.) (8) Hours (P.U) (9) Contribution (Per Hour) (10) Rank (11) Allocation of hours (12) Contribution (11 x 9) (b) Product - X SP = 21 - 0.00025x (where 'x' is the demand for Product X; SP = Selling Price) TR = 21x - 0.00025x2 (TR = Total Revenue) MR = dTR/dx = 21-0.0005x (MR = Marginal revenue) MC = Rs.8 Optimum output level is the output level at which MR = MC X 12 60,000 15,000 4 8 16 8 1 8 II 10,000 hrs (balancing figure) 80,000 Y 24 3,00,000 30,000 10 14 32 18 0.5 36 I 40,000 x 0.5 = 20,000 hrs 7,20,000 Total 30,000 hrs. 8,00,000. = 86,400 (75,400 + 11,000)
35

21-0.0005x = 8 x = 26,000 units (optimum output level) SP = 21 - (26,000 x 0.00025) = 14.5 (Optimum selling price) Product - Y SP = 38 - 0.00015x (where 'x' is the demand for product - Y & SP = Selling Price) TR = 38x - 0.00015x2 MR = dTR/dx = 38-0.0003x MC = Rs.14. 38-0.0003x = 14; optimum output level = x = 80,000 units SP = Optimum selling price = 38 - (0.00015 x 80,000) = 26/Assumptions: (1) Price-demand relationship is linear (2) (3) Marginal cost per unit is constant at all output levels. Fixed cost is constant throughout the range.
Answer to Question No. 12 Pictorial representation of facts
Company
Division A
Division B
Ezxternal Market 1000 units
Additional Internal Transfers to B
Dependent only on Division A for its input
a) Effect of the current transfer pricing system on company's profit: Current transfer price - Rs 29 (- external price Rs. 30 selling and pack Expenses avoided Re. 1) i) Optimal output (for DIV - A) SP 20 30 40 VC 11 11 11 C 9 19 39 Demand 15000 10000 5000 Total Contribution 135000 190000 145000 Remarks ContributionDivision A will Decided to sell 10000 units to external market
ii) Optimal output (for DIV - B Transfers price 39) SP 80 90 100 VC 39 39 39 TP 29 29 29 C 12 22 32 Demand 7200 5000 2800 Total contribution 86400 110000 89600 Remarks Division B will Decided to sell5000 units to Customers
36

Note: Optimal output (for final product) company on a whole SP 80 90 100 Summary Units 7200 5000 2800 Comments Division A has decided its output level where its profit is maximum. Division B has also followed the foot steps of division A. But this has resulted in a loss of Rs (223200-205000) = 18200 to the company as a whole. b) Transfer price is Rs 12 Units 7200 2800 5000 Comment Division A Optimal output is 7200 Division B Optimal output is 7200 Optimal output from Company's view point is also 7200 Thus if the TP is 12/- there is perfect goal congruence Assumptions i) division A has abundant capacity ii) Its existing 10000 units sale to external market is unaffected Division A Contribution to FC (12-10) x 7200 = 14400 (12-10) x 2800 = 5600 (12-10) x 5000 = 10000 Division B 7200 x (80-39-12) = 208800 2800 x (100-39-12) = 37200 5000 x (90-39-12) = 195000 Company as a whole 223200 142800 205000 Div A Cont. 7200 x (29-10) = 136800 5000 x (29-10) = 95000 2800 x (29-10) = 53200 Div B Cont. 7200 x 12 = 86400 5000 x 22 = 110000 2800 x 32 = 89600 Total Contribution 223200 205000 142800 VC (div. B) 39 39 39 VC (Div. A) 10 10 10 TVC 49 49 49 UC 31 41 51 Demand 7200 5000 2800 Total Contribution 223200 205000 142800 Remarks The optimal output for div. B 7200 units
Answer to Question No. 13
Group RP RR Wishes to buy electronic control system
Member company RS RT
37

Inside/outside quotation Inside quotation from RS - 48000 Own cost and profit Rs. 10000 Cost of parts from RR - 8000 Out side quotation Cost of Units from RT - 30000 Company B 35000 Company A 332000 Purchase of SP. Unit from Rs. 13000 Purchase of SP. Unit from Rs. 13000
Own cost 4000
Profit 48000 - 42000 = 6000
RTs cost and profit 19000
RRs cost 11000
Bs own cost & profit 22000
Variable 70% 28000
Fixed 30% 1200
Cost 14000
Profit 30000 x 20/100 = 5000
Bs own cost & profit 22000
Variable 65% 91000
Fixed 35% 4900
Cost 5500 x 100/125 = 4400
Profit Rs. 1100
Variable 70% 3080 Evaluation of Quotations Company A B (22000 + 13000 - 1100 - 1320) RS (48000 - 1200 - 6000 - 5000 - 49000)
Fixed 30% 1320 Quotation 33200 32580 30900
Conclusion:Buy from RS (Since the cost is the lowest) NOTE: Since RR is extremely busy with work outside the group the correct transfer price is the current market price. Assumptions involved a) VC-are linear with respect to output changes b) RS and RT have sufficient spare capacity Therefore the opportunity Cost is zero c) RP is not free to select its own source of supply Answer to Question 14 (1) Scenario - 15; TP = MP Division - A Revenue - Internal (80 x 30) = - External (20 x 30) = 2400 600 3000 Less: Variable cost (100 x 20) Less: Fixed Cost Profit 2000 500 500 Less: Variable cost (40 x 12) = Less: Fixed cost 480 720 400 900 Revenue (40 x 100) = Less: Transfer Price (80 x 30) = 4000 2400 Division - B Total
38

(2) Scenario - 15; TP = VC Division - A Revenue - External (20 x 30) = - Internal (80 x 20 + 400) = Less: Variable cost (100 x 20) = Less: Fixed Cost (3) Scenario - 23; TP = VC Division - A Revenue - External (10 x 25) = - Internal (60 x 20 + 400) = 250 1,600 1,850 Less: Variable cost (70 x 20) = Less: Fixed cost (4) Scenario - 23; TP = AS Division - A Revenue - External (10 x 25) = - Internal (60 x 25) = Less: Variable cost (70 x 20) = Less: Fixed Cost Loss (5) Scenario - 29; Division - A Revenue - External (70 x 35) = - Internal (60 x 35) = Less: Variable costs (130 x 20) = Less: Fixed costs 2,600 500 1,450 2,450 2,100 4,550 Less: Variable cost (60 x 12) = Less: Fixed Cost 360 720 (480) 970 K Revenue (30 x 90) = Less: Transfer price (60 x 35) = 2,700 2,100 1,400 (500) (150) TP = MP Division - B Total Less: Fixed Cost (720) (120) (30k) 250 1,500 1,750 Less: Variable cost (30 x 12) Division - B Revenue (30 x 90) Less: Transfer price (60 x 25) = 2,700 1,500 1,200 360 Total 1,400 500 (50) Less: Variable cost (30 x 12) = Less: Fixed cost 360 720 20 30 Revenue (30 x 90) Less: Transfer Price (60 x 20 + 400) = 1,600 2,700 Division - B Total 2,000 500 100 Less: Fixed Cost = 720 800 900 600 2,000 2,600 Revenue (40 x 100) = Less: Transfer Price (80 X 20 + 400) = Less: Variable cost (40 x 12) = 2,000 480 4,000 Division - B Total
39

(6) Scenario - 29 TP = VC. Division - A Revenue - External (70 x 35) 2,450 Division - B Revenue (30 x 90) Less: Transfer Price (60 x 200 + 400) = Less: Variable cost (30 x 12) 4,050 Less: Variable cost (130 x 20) Less: Fixed Costs 2,600 500 950 (7) Scenario - 29 TP = AS Division - A Revenue External (70 x 35) = Internal (60 x 25) = 2,450 1,500 3,950 Less: Variable cost Less: Fixed Cost 2,600 500 850 Part - 2 (a) Scenario - 23 TP = AS; SP = 55 (B) (i) (From division -B's point of view) SP (B) Less: TP (A) (25 x 2) Less: VC (B) Loss Conclusion: Overseas order should not be accepted. Note: External & Internal demand Product A required to meet the overseas order (20 x 2) = = 70 40 110 Total requirement it is less than 130. (ii) Scenario - 29 TP=MP; SP(B) = 65; SP (B) Less: TP (A) (35 x 2) Less: VC(B) Loss = = = 65 70 12 (17) = = = 55 50 12 (7) Less: Variable cost (30 x 12) = Less: Fixed Cost 360 720 120 970 K Revenue Less: Transfer price Division - B 2,700 1,500 Total 20 970 K Less: Fixed Cost 1,600 360 720 2,700 Total
- Internal (60 x 20 + 400) 1,600
40

Conclusion: Overseas order should not be accepted. External & Internal requirement Product A required to meet the overseas demand (20 x 2) Total requirement it is less than 130 more (b) From company's point of view: (i) SP (B) Less: VC(A) (20 x 2) Less: VC(B) Contribution Conclusion: Overseas order should be accepted. (ii) SP (B) Less: VC(A) Less: VC(B) Gain = = = = 65 40 12 13 = = = 55 40 12 3 = = 130 40 170
Contribution lost: (35 - 20) x 2 = 30/(Since the capacity is the limiting factor) Loss = 30 - 13 = 17/- Order should not be accepted. Answer to Question No. 15 1) Sales Budget
Product Light coil Heavy coil
Units 60,000 40,000
Price 65 95 Total
Sales 39,00,000 38,00,000 77,00,000
2) Production budget (units) Light coil Sales (+) Closing stock 85,000 (-) Opening Stock Production 60,000 25,000 49,000 (20,000) 65,000 (8,000) 41,000 Heavy coil 40,000 9,000
3) Raw material budgeted purchase (Quantities) I sheet metal Production Requirement (+) Closing Stock (-) opening Stock Purchase Light Coil 2,60,000 Heavy Coil 2,05,000 Total 4,65,000 36,000 (32,000) 4,69,000
41
II Copper wire Production Requirement (+) Closing Stock (-) opening Stock Purchase III Platform Requirement (+) Closing Stock (-) opening Stock Purchase
Light Coil 130000
Heavy Coil 123000
Total 253000 32000 (29000) 256000
Light Coil -
Heavy Coil 41000
Total 41000 7,000 (6,000) 42,000
4) Raw material purchases Budget (Rupees) Sheet metal Copper wire Platform 469000 x 8 256000 x 5 42000 x 3 = 3752000 = 1280000 = 126000 = 5158000 5) Direct labour budget (Rupees) Light Coil Heavy Coil Total 6) Manufacturing overhead budget Purchasing and material handling (0.25 x 5032000) Depreciation Utilities and inspection 4 x 10600 coils Shipping (1 x 106000) General manufacturing OH(3 x 253000 hours) 1258000 424000 106000 75900 2547000 Answer to Question No. 16 (1) Revised Operating budget for the fourth quarter A Revenue a) consulting fees from computer consulting system (con-1) b) Consulting fees from management consulting (con-2) c) Other revenue B. Expenses a) Consultant salary expense (con-3) b) Travel of related expenses (con-4) c) General of administrative expenses (1,00,000 x 93%) d) Depreciation e) Corporate expense allocation (50,000 x 150%) C Revised operating income (for the fourth quarter) 510650 57875 93000 40000 75000 776525 179600 Rs. 478125 468000 10000 956125 2 x 65000 x 15 3 x 41600 x 20 = 1950000 = 2460000 = 4410000
42

Working note -1 1) Budgeted revenue (per quarter) - from computer consulting system =Rs. 421875 2) Hourly billing rate = Rs. 75 3) Hours = 5625 4) No. of computer consultants = 15 5) Hours per consultant = 375 6) Additional billing hours per consultant = 50 7) Revised total hours per consultant = 425 8) Revised total billing hour (7 x 14) =6375 9) Revised revenue (8x2) = 478125 Working note -2 1) Budgeted revenue (per quat.)-from management consulting system =Rs. 315000 2) Hourly billing rate = Rs. 90 3) Hours = 3500 4) No. of computer consultants = 10 5) Hours per consultant = 350 6) Additional billing hours per consultant = 50 7) Revised total hours per consultant = 400 8) Revised no of consultants = 13 9) Revised total billing hour = 5200 10) Revised revenue from management consulting system = 468000 Working note -3 (a) (1) Annual salary of a management consultant (2) Quarterly Salary (1 x ) (3) Increase in salary (10%) (4) Revised quarterly salary per excusive management (Without provision for Fringe benefits) (5) Fringe benefirs (40%) (6) Revised quarterly salary per existing management consultant (with fringe beniefits) (7) Revised quarterly salary for existing management consultants(6 x 10) (8) Quarterly salary for new management consultants (3 x 12500 x 140%) (9) Total quarterly salary for management consultants (b) (1) Annual budgeted salary of a computer consultant (2) Quarterly salary (3) Increase in salary (10%) (4) Revised quarterly salary (without fringle benefit) (5) Fringe benefits (40%) (6) Revised quarterly salary (with fringe benefits) (7) No. of Computer Consultants (8) Total revised quarterly salary (c) Total revised consultants quarterly salary =
= = = = = = = = =
Rs. 50000 Rs. 12500 1250 13750 5500 19250 192500 52500 245000 46,000 11,500 1,150 12,650 5,060 17,710 15 2,65,650 Rs.5,10,650

Working note: 4 (1) Budgeted quarterly travel & related expenses (2) Total Budgeted Billing hours ( 5,625 + 3,500) (3) Expenses per hour (4) Revised billing hours (6,375 + 5,200) (5) Total expenses (11,575 x 5) 45,625 9,125 Rs.5 11,575 57,875
(2) Any organization would prepare a revised operating budget when the assumption underlying the original budget are no longer valid. The assumption may involve factors outside/inside the company changes in assumptions involving external factors may include changes in demand for the companys product or services, changes is the cost of various inputs to the company, or changes in the economic / political environment in which the company operators. Changes in assumptions involving internal factors may include changes in company goals or objectives. Answer to Question No. 17 Ford Ltd. - sells 15,000 units of a raft: Full Cost (P.U.) = Rs.200/(a) Computation of SP (P.U.) Full cost (15,000 x 200) + Return (18,00,000 x 20%) = = 30,00,000 3,60,000 33,60,000 Units Unit SP Mark up (%) Profit = 24/200 x 100% = 12% = 24 x 15,000 = 3,60,000/15,000 224
(b)
Markup VC
= 40% on VC = 224/140 x 100 = 160/= 230 = 13,500 = 70/= = 9,45,000 6,00,000 3,45,000
(c)
SP Units
Contribution per unit = 230 - 160
Total contribution = 13,500 x 70 Less: FC (40 x 15,000)
(d) Targeted sales (15,000 x 210) Less: Targeted return (16,50,000 x 20%) Target cost Unit cost = 28,20,000/15,000 = 188/Answer to Question No. 18 (1) Competitive selling price Less: Profit on Sales (300 x 10%) Target cost
= =
31,50,000 3,30,000 28,20,000
= =
Rs.300/30/Rs.270/Sreeram Coaching Point

Working note: 1 Current Selling Price Less: Total unit cost Profit Profit on sales = 35/350 x 100 = 10% (2) Cost Lab cost increase = 15 Benefits Savings in setup, material handling, inspection flushed goods warehousing Savings in machine cost Net cost savings = 49 15 Total original unit cost Less: Benefits Revised unit cost Answer to Question No. 19: Alliance enterprises Costs (a) Depreciation on cost of re-modeled facilities (6,00,000/10) (b) Stock out costs 60,000 Adopts Benefits (a) Savings of interest on amount blocked in inventories (30,00,000 x 12%) = (b) Savings in insurance in prop. Taxes (c) Lease revenue (30,000 x 75% x 2) (d) Savings in warranty & repair costs (e) Salary earnings 1,30,000 Savings due to JIT = 3,57,000/36,00,000 JIT 315 49 266 < 270 target cost. Savings in warranty cost (10 x 40%) 55 = = 350 315 35
5 4 64
70,000
27,000 45,000
25,000 30,000 4,87,000
45

Answer to Question No. 20 Week Requirement of X Planned Order release for X Requirement of P & Q 12 11 100 Units 100 Units 100 Units (P) 200 Units (Q) 200 (Q) 100 (P) 300 (R) 200 (S) 300 (R) 200 (S) 400 (P) 400 (P) 1,200(R) 800(S) 1,200(R) 800(S) 12 11 10 9 8 7 100 (P) 6 400 (P) 5 4 3 10 9 8 7 6 5 4 3
Planned order release Requirement of R + S for (P) Planned order release Requirement of P for Q Planned order release Requirement of R & S for (P) Planned order release Summarised planned order release
100(x) 200 (Q) Answer to Question No. 21 LT = 4 EOQ = 45 kg Week Production requirement (in kg) Scheduled receipts Stock at the end (54) 1 24 30 (in kg) 2 3 30 29 1 4 11 45 35 45 5 35 -
300(R) 1,200 (S) 200(S) 800 (S)
6 5 30 -
7 19 11 -
8 27 45 -16/29 -
9 18 11 -
Planned order release -
Answer to Question No. 22 (a) Computation of total costs for each product (Assumption: Overheads are absorbed based on machine hour basis) Products Units (1) DM (2) DL (3) Overhead Machine Rs. Hour 480 300 160 360 9600 6000 3200 7200 (4) Total Cost 17760 13100 6720 16920 Unit Cost 148/131/84/141/-
A B C D
120 100 80 120
4800 5000 2400 7200
3360 2100 1120 2520 1300
46

Working note: 1 Total overheads = 26,000 (given) Total machine hours = 1,300 Recovery rate (per machine hour = 20/-) (b) Computation of total cost for each product (using ABC) No. of production runs Machine hours
Set up cost
Stores requisition
SR (Stores receiving)
Products
Ins./Qty Control
Cost
Unit
DM
MD
DL
A B C D
120 100 80 120
4800 5000 2400 7200
3360 2100 1120 2520
6 5 4 6
1500 1250 1000 1500
200 300 480 200
20 20 20 20
900 900 900 900
12 10 8 12
1320 1100 880 1320
480 300 160 3600
380 16330 136.08 2406 13256 132.56 1283 7983 99.78 2887 16927 141.06
Working note: 2 Cost Set up cost Stores receiving Insp / quality control Material handling & despatch MDC (a) A Unit costs under traditional system Unit cost under ABC 148 136 12 Over costed B 131 133 2 Under coated C 84 99 +1 = 100 16 Under coated D 141 141 4620 10430 Orders less Machine hours 42 1300 110 8.02 Amount 5250 3600 2100 Cost drives No. of production Requisition raised No. of production No. of Cost or 21 = 20 x 4 = 80 21 Cost per Unit of CD 250 45 100
If cost + pricing is followed the selling price will differ under ABC (when compared with traditional method). Answer to Question No. 23 (1) Advantages associated with ABC (a) Enables through understanding of complex product costs and product profitability for improved resource management and pricing decisions. (b) Allows management to focus on value added and non-value added activities. This results in eliminating non-value added activities and streamlining production process. (c) Highlights the relationship between activities and identifies opportunities to reduce costs. (d) Provides a more appropriate means of charging overheads/costs to products. (2) Computation of contribution margin under traditional system.
47
TC
Unit Cost
MH & D

Particulars PC Board (Rs.) (a) SP (per unit) (b) Direct material (P.U) (c) Direct labour (P.U) (d) Variable manufacturing overhead (P.U) - (wn-1) (e) Machine related overhead (f) Material handing cost (10% of direct materials) (g) Contribution (per unit) Working note - 1 (a) Variable management overhead (b) Direct labour hours (c) Variable manufacturing overhead per direct labour hour (b) Machine setup (c) Hazardous waste disposal (d) Machine insertions (e) Quality control (f) General supplies (g) Manual insertion (h) Wave soldering (i) Contribution (p.u.) (j) Total contribution (k) PVR (3) Computation of contribution margin under ABC System. Particulars PC Board Rs. (l) SP (per unit) (m) Direct material (P.U.) (n) Procurement (o) Production scheduling (p) Packaging & Shipping 300 140 5.5 2 4 TV Board Rs. 150 80 2.5 2 4 4.8 1.05 14 7 0.6 80 1.2 39.85 15,94,000 13.28% Rs.11,20,000 2,80,000 4/3.2 0.06 9.6 3.5 0.6 4 1.2 39.34 25,57,100 26.22% 300 140 56 16 15 14 59 TV Board (Rs.) 150 80 21 6 5 8 30
(4) The analysis using the previously reported costs shows that the unit contribution of the PC board is almost double that of the TV Board. On this basis, management in likely to accept the suggestion of the production manager and concentrate promotional efforts on expanding market for the PC Boards. However, the analysis using ABC does not support this decision. This analysis shows that the unit contribution form each of the board is almost equal, and the total contribution from TV board exceeds that of PC Board by almost 10,00,000. as a percentage of selling price, the contribution from the TV Board is double that of PC Board (26% Vs 13%).
48

Answer to Question No. 24 (a) (i) Total production units (Pre-inspection) Total Sales requirement Add: Specification loss (5,000 x 5%) (5,000 x 2.5%) 5,250 Add: Down grading at inspection (5,250 x 12.5/87.5) (5,725 x 7.5/92.5) To total production units (pre-inspection) (ii) Purchase of material - x:Materials required to meet pre-inspection production requirements (6,000 x 8) (5,541 x 8) Processing losses (4/96 x 48,000) (2.5/97.5 x 44,328) Input to the process Scrapped materials (5/95 x 50,000) (3/97 x 45,465) Total purchases (iii) Gross machine hours:Existing Initial requirement (6,000 x 0.6) (5,541 x 0.5) Rectification hours (250 x 80% x 0.2 hours) (125 x 80% x 0.2 hours) 3,640 Idle time (3,640 x 20/80) (2,791 x 12.5/87.5) 4,550 910 399 3,190 40 20 2,791 3,600 2,771 Revised 52,632 2,632 1,406 46,871 50,000 2,000 1,137 45,465 48,000 44,328 6,000 750 416 5,541 250 125 5,125 Existing situation 5,000 Revised situation 5,000
49

(b) Profit & Loss Account (A) Revenue (a) First quality (5,000 x 100) (b) Second Quality (750 x 100 x 70%) (416 x 100 x 70%) (c) Third Quality (250 x 80% x 100 x 50%) = (125 x 80% x 100 x 50%) = (d) Scrap sales (50 x 5) (25 x 5) 5,62,750 250 125 5,34,245 10,000 5,000 52,500 29,120 Existing 5,00,000 Revised 5,00,000
(B)
Cost (a) Material - X (52632 x 4) (46871 x 4) (b) Inspection and storage cost (52632 x 0.1) (46871 x 0.1) (c) Machine costs (4,550 x 40) (3,190 x 40) (d) Delivery of replacements (250 x 8) (125 x 8) (e) Inspection & other cost (25,000 x 60%) (f) Product liability (3% of 5,00,000 /-) (1% of 5,00,000 /-) (g) Sundry fixed costs (60,000 x 90%) (h) Prevention programme costs Total Net Profit (A-B)
Existing
Revised
210528 187484
5263 4687
1,82,000 1,27,600
2,000 1,000 25,000 15,000
15,000 5,000 60,000 54,000 20,000 5,19,791 42,959 60,000 4,54,771 79,474
50

Quality Cost Internal failure costs In coming materials scrapped due to poor receipt & storage organization, and down grading products at the final inspection stage External failure costs Free replacement of goods. Appraisal costs Inspection checks of incoming materials and completed output. Prevention cost Training costs in quality prevention and preventative maintenance.
Product liability claims Loss of customer goodwill Answer to Question No. 25 (i) Computation of budgeted life-cycle operating income: Revenue: (4,00,000 x 40) Less: (a) (b) R&D and designcost Manufacturing cost Variable 4,00,000 x 15 Batch cost (4,00,000/500 x 600) Fixed cost 82,80,000 (c) Marketing costs Variable 4,00,000 x 3.2 Fixed 12,80,000 10,00,000 22,80,000 (d) Distribution costs Batch (4,00,000/160 x 280) Fixed 7,00,000 7,20,000 14,20,000 (e) (f) Customer related service costs (4,00,000 x 1.5) Total cost ( a to e) 6,00,000 1,35,80,000 24,20,000 60,00,000 4,80,000 18,00,000 10,00,000 1,60,00,000
Operating income: (ii) (iii)
% of budgeted product life cycle costs incurred till the R & D and design stage = 10,00,000/1,35,80,000 x 100 = 7.36%. The analysis reveals that 80% of the total product life cycle costs of the new watch will be locked in at the end of R & D and design stages when only 7.36% of the costs are incurred. The implication is that it will be difficult to alter/reduce the cost of Mx3 once design finalizes the design of Mx3. To reduce and manage total costs, Destiny must act to modify the design before the costs get locked in.
51

(iv) market research finding: Increase in SP by 3/- leads to increase in sales by 4,00,000 x 10% = 40,000 units. Batch size increases by 10%. Revenue 4,40,000 x 37 Less (a) R & D & design costs (b) Manufacturing costs Variable (4,40,000 x 5) Batch (600 x 4,40,000/550) Fixed 66,00,000 4,80,000 18,00,000 98,80,000 (c) Marketing costs Variable (3.20 x 4,40,000) Fixed 24,08,000 (d) Distribution costs Batch (280 x 4,40,000/176) Fixed 7,00,000 7,20,000 14,20,000 (e) (f) Customer service costs (1.50 x 4,40,000) Total cost (a to e) 6,60,000 1,43,68,000 19,12,000 14,08,000 10,00,000 10,00,000 1,62,80,000
Operating income Conclusion: Price should not be reduced. Answer to Question No. 26 Time taken for first batch=250 hours Learning effect - 85% Number of transistors in the batch = 25 nos. Number of units to be assembled = 40 units (in terms of batches) = 40/25 = 1.6 batches. Y=axb a = 250 hours; x = 2.6 batches b = log 0.85 = Log 2 y log y Log y Log y Y -1+0.9294 0.301 = -0.0706 0.301
= -0.2346 = 250 x (2.6)-0.2346 = log 250 - 0.2346 log 2.6 = 2.3979 - 0.2346(0.4150) = 2.300541 = antilog (0.300541) x 1000=199.7 = 250 hours = 269 = 6.73 hours (per unit) 40
Total hours required =199.7 x 2.6 = 519 hours Less hours for 1st batch Average hours per transistor (in the new batch)
Hours taken for 1.6 new batches = 269 hours

Answer to Question No. 27 Computation of Direct labour Y A x y Log y Log y Log y y = axb; Learning rate = Rs. 225000 b = 25+1000 25 = 22500 x (41)-0.2346 = log 22500 - 0.2346 log 41 = 4.3522 -0.2346 (1.6128) = 3.97383712 = antilog (0.97383712) x 10000 = 9414 = 385974 = 85% = -0.2346 = 41 batches
Total requirement
(9414 x 41) Assumption first 25 units are not intended for sale Less: His 1st 2T guns 22500
Direct labour for 1000 guns 363474
Direct labour per gun
= 363474 1000
= 363.474
Computation of unit selling price a) Direct material (24500/25) b) Direct labour c) Variable Overheads (75% of labour) = = = 980.00 363.41 272.60 Mark Up 1198.50 (40/60) 181.74
d) Fixed overheads (50% of direct labour)1 = Total Cost Selling price Answer to Question No. 28 a) Formulation: Maximize Z = 7x1 + 5x2 Subject to: 3x1 + x2 < 48 2x1 + x2 < 40 x1, x2 0 b) Dual Minimize 48y1 + 40y2 Subject to: 3y1 + 2y2 7 y1 + y2 5 y1, y2 0
= 1797.75 = 2996.25
53

Converting Inequalities into equalities
Minimize Z = 48y1 + 40y2 + 0.S2 + 0.S2 + M.A1+M.A2 Subject to: 3y1 + 2y2 -S1 + A1 = 7 y1 + y2 -S2 + A2 = 5 First table FR 1/2 I = Y2 0 = A1 PROG COST A1 A2 M M QTY 7 5 C Z C-Z (NER) I Iteration FR -1 I = S2 0 = A2 PROG Y1 A2 COST 40 M QTY 7/2 3/2 C Z C-Z (NER) A2 A B (IR X KR) II Iteration FR Y1 S2 Prog 40 0 Cost 5 3 QTY 1 -1 C Z C-Z (NER) Y1 A B A-B 7/2 -3/2 5 3/2 1 1 0 1 -1/2 -1/2 0 0 1 -1 0 0 -1 1 Y1 1 0 48 40 8 Y2 0 1 40 40 0 S1 -1 -2 0 0 0 S2 0 -1 0 -40 -40 A1 1 2 M 0 M M 40 M-40 A2 R/R 5 7/2 3/2 1 3/2 -1/2 1 1 0 0 -1/2 -1 0 -1 0 1-2 -1/2 1 0 1 Y1 3/2 -1/2 48 60-(M/2) (M/2)-12 Y2 1 0 40 40 0 S1 -1/2 1/2 0 (M/2)-20 20-(M/2) S2 0 -1 0 -M M A1 -1/2 M 20-(M/2) (3/2)M-20 A2 0 1 M M 0 R/R -7 3 Y1 3 1 48 4M Y2 2 1 40 3M S1 -1 0 0 -M M S2 0 -1 0 -M M A1 1 0 M M 0 A2 0 1 M M 0 R/R 7/2 5
48-4M 40-3M
54

a) optimal product mix:Product A:- 0 units Product B:- 40 units b) Shadow cost of Raw material = 0 Shadow cost of Labour hours = Rs. 5/hour Answer to Question No. 29 (a) This solution is optimal because all the numbers in NER is either negative or zero. (b) A Problem is said to be having multiple optimal solution if any of the non-basic variable has Zero as its value in the NER. Since this problem does not have Zero as the value of non-basic variable in NER, it has only one optimal solution. (c) The Problem also is not degenerate (d) A solution is said to be infeasible if the basic variable happens to be an artificial variable. In this solution both basic variables are not artificial variables and hence feasible. (e) Machine A has been used to its fullest capacity and has got an opportunity cost of Rs5/hour. (f) By producing 1 unit of x1, the profit will be reduced by Re.1 (See value of x1 in NER). So the price has to be increased by Re 1 to avoid reduction in profit. Answer to Question No. 30 I Formulation of Transportation Problem E A B C D Demand 3 4 4 5 350 F 3 5 4 2 450 G 3 3 4 3 200 R 6 5 6 7 100 Supply 200 400 300 200
II Obtaining IBFS using Vogel Method
Number of allocations = m + n - 1 : so optimality test can be done
55

III Modi's Optimality Test Allocated cells U1 + V2 U2 +V1 U2 + V3 U2 + V4 U3 + V1 U3 + V2 U4 + V2 Values of U1 to V4 assuming U1=0: U2 = 1: U3= 1: U4 = -1: V1 = 3: V2 = 3: V3 = 2: V4 = 4 Unallocated cells Zj U1 + V1 = 3 U1 + V3 = 2 U1 + V4 = 4 U2 + V2 = 4 U3 + V3 = 3 U3 + V4 = 5 U4 + V1 = 2 U4 + V3 = 1 U4 + V4 = 3 Cj-Zj(NER) 3-3=0 3-2=1 6-4=2 5-4=1 4-3=1 6-5 =1 5-2 =3 3-1 =2 7-3 =4 =3 =4 =3 =5 =4 =4 =2
The above solution is optimal since all the values in NER is either +ve (or) zero. It is also an example of Multiple-optimal solution. Answer to Question No. 31 I Balancing the unbalanced problem 1 A B C D 13 15 6 0 2 10 17 8 0 3 9 13 11 0 4 11 20 7 0
II conversion of maximization problem to minimization by deducting all the numbers in the matrix form highest number 1 A B C D 7 5 14 20 2 10 3 12 20 3 11 7 9 20 4 9 0 13 20
56

III Row operations 1 A B C D 0 5 5 0 2 3 3 3 0 3 4 7 0 0 4 2 0 4 0
IV Covering zero's in III with minimum number of lines:1 A B C D 0 5 5 0 2 3 3 3 0 3 4 7 0 0 4 2 0 4 0
No of lines = order of matrix so we can proceed to make allocations
V Allocation 1 A B C D 0 5 5 0 2 3 3 3 0 3 4 7 0 0 4 2 0 4 0
A 1: B 4: C 3: D 2: Total Profit
Rs 13 Rs 20 Rs 11 Rs 0 Rs 44
Answer to Question No. 32
Random Number coding Time Assembly A1 Prob Cum prob 1-3 1-4 2-4 3-4 4-5 0.1 0.15 0.40 0.25 0.10 0.10 0.25 0.65 0.90 1.00 RN. No 00-09 10-24 25-64 65-89 90-99 Assembly A2 Prob Cum prob 0.20 0.40 0.20 0.15 0.05 0.20 0.60 0.80 0.95 1.00 Rn. NO 00-19 20-59 60-79 80-94 95-99
57

II Simulation worksheet Assembly A1 R. No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 41 83 36 75 74 74 11 94 60 34 49 19 54 08 93 Time 12 13 12 13 13 13 11 14 10 12 12 11 12 10 14 Assembly A2 R. No 34 43 02 05 28 76 83 11 89 24 43 15 15 80 09 Time 11 12 10 10 11 12 13 11 13 11 11 10 10 13 10 23 25 22 23 24 25 24 25 23 23 23 21 22 23 24 304
S. no.
Total
Expected process time = 304/15 = 20.266 minutes Answer to Question No. 33
Random number coding Activity A time 3 4 5 D 45 Probability 0.2 0.6 0.2 0.8 0.2 E 3 5 F 5 7 H 2 3 0.1 0.3 0.2 0.8 0.5 0.5 Cumulative Probability 0.2 0.8 1.00 0.8 1.00 0.1 0.4 0.2 1.00 0.5 1.00 Random number 00-19 20-79 80-90 00.79 80-99 00-09 10-39 40.69 20-99 00.49 50-69
58

II Simulation worksheet A R. No R. No Time B R. No Time C R. No Time D R. No Time E R. No Time F R. No 12 29 00 91 59 Time G Time 3 2 2 3 3
1 2 3 4 5
68 99 57 57 77
4 5 4 4 4
13 93 33 12 37
4 4 4 4 4
09 18 49 31 34
1 1 1 1 1
20 24 65 96 11
4 4 4 4 4
73 22 92 85 27
6 4 6 6 4
7 7 98 92 10
5 5 7 7 5
III Critical path and duration Path 1 2 3 4 5 Network E C A D F A-C-D-F-G A-C-D-F-G A-C-D-F-G A-C-D-F-G A-C-D-F-G Duration 18 17 18 20 17 G
Critical path and duration A+C (OR) B Whichever is greater E (0R) F Whichover is greater
+D+
+G
Answer to Question No. 34 I 2 9 1 15 5 Path Table
8 3
10
59

No of days crashed Paths 1-2-4-5 1-4-5 1-3-4-5 II Slash Table Activities 1-2 1-3 1-4 2-4 3-4 4-5 III Cost Table Project duration 20 17 16 15 13 12 IV Evaluation Table Stage A Activities 1-3 3-4 4-5 B 1-3 3-4 4-5 1-4 C 1-3 3-4 1-4 D 1-3 1-4 1-2 2-4 E 1-3 1-4 1-2
0 16 17 20
3 16 17 17
4 15 16 16
5 15 15 15
7 13 13 13
8 12 12 12
Crash days available 9-6=3 8-5=3/1 15-10=5/4/2 5-3=2/0 10-6=4/1/10 2-1=1/0
Crash cast per day 40 50 60 20 30 80
Indirect cost 2300 1955 1840 1725 1495 1380
Crash cost 90 170 260 520 670
Total cost 2300 2045 2010 1985 2015 2050
Remarks Crash 3-4 By 3 days
Crash cost 3 x 30 = 90
Crash cost 90
Crash 4-5 by 1 day
80 x 1 = 80
170
Crash 1-4 and 3-4 by 1 day 1 x 90 = 90 260
Crash 1-3, 1-4 and 2-4 by 2 days 2x130=260 520
Crash 1-3, 1-4 and 1-2 by 1 day 1x150=150 670

Points to be considered 1) Crash only the activities in critical path. 2) While selecting the activity to be crashed, select the activity with least crash cost. 3) While considering number of days to be crashed take into account two factors: crash days available (see slash table) maximum no of days by which the activity can be crashed without making the path noncritical 4) in case of more than one critical path: crash that activity common to both the paths (or) crash one activity from each path Solutions:a) normal project length = 20 days b) minimum project length = 12 days c) optimal project length= 15 days Answer to Question No. 35 L = 18 E=5 5 L = 10 E = 10 10 6 3 E = 10 L = 20 Activities 1-2 1-3 1-5 2-3 2-6 3-4 4-7 5-6 6-7 Note i) EST = earliest start time LST= latest start time Duration 10 6 5 0 8 10 10 7 5 10 4 E = 20 L = 20 E 0 0 0 10 10 10 20 5 18 l 0 4 13 10 17 10 20 18 25 10 2 0 5 7 8 6 L = 25 E = 18 5 7 E = 30 L = 30
L=0 E=0 1
Total Float 0 4 13 0 7 0 0 13 7
61

Halt Time Available 0 R1 to R4 Activities 1-2 1-3 1-5 1-5 2-6 3-4 5-6 3-4 6-7 4-7 4-7 TF 0 4 13 7 7 0 13 0 7 0 0 Men 1 2 3 3 1 2 1 2 2 3 3 Days Rank Allocation Idle resource 10 I R1 6 II R2 & R3 R4 5 III 5 NR R2, R3 & R4 Nil 8 II R1 Nil 10 I NP 10 II R4 Nil 7 I R2 & R3 5 NR R1 & R4 Nil 10 NR NP R2 & R3 10 NR R1 to R3 R4
6 10 11 18 21 23
R2, R3 & R4 R1 R2, R3 & R4 R1 & R4 R2 & R3 R1 to R4
NOTE: 2) NP:- Not Possible 3) NR:- Not Required Comments:1) Total no. of days required to complete this project with 4 persons is (23+10) = 33 days 2) Ranking of jobs has been done in accordance with the total float of the job. Loading Chart
All the Best
62

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SREERAM COACHING POINT

COST Management Test Questions & Suggested Solutions

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

Components - A Components - B Components - C Assembly Selling Price

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

L. Muralidharan, FCA., Grad. CWA.,

Sreeram Coaching Point

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

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No. of programme pages sold 24 32 40 48

No. of past occasions 4 8 6 2 20

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21,000 11,500 32,500 8,000

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COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

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Amount Used per Unit Light Coll Heavy Coll 4 lb 2 5 lb 3 1 unit

Hours per Unit 2 3

Rate per Hour Rs.15 20

Light coil Heavy coil

L. Muralidharan, FCA., Grad. CWA.,

Sreeram Coaching Point

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

General manufacturing overhead

L. Muralidharan, FCA., Grad. CWA.,

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COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

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PC Board 55 35 20 3 .35 lb. 2

TV Board 25 24 1 2 .02 lb. 1

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

(7) (8) (9) (10)

COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

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COST MANAGEMENT - TEST QUESTIONS & SOLUTIONS

L. Muralidharan, FCA., Grad. CWA.,

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