Q1 Dacosta Corporation had only one job in process on May 1. The job had been charged with $2,250 of direct materials, $6,990 of direct labor, and $10,062 of manufacturing overhead cost. The company assigns overhead cost to jobs using the predetermined overhead rate of $19.30 per direct labor-hour.

During May, the following activity was recorded:

Work in process inventory on May 30 contains $3,822 of direct labor cost. Raw materials consist solely of items that are classified as direct materials.

The cost of goods manufactured for May was:

Multiple Choice

• $97,200

• $110,690

• $110,065

• $112,313

Q2 Baka Corporation applies manufacturing overhead on the basis of direct labor-hours. At the beginning of the most recent year, the company based its predetermined overhead rate on total estimated overhead of $243,900 and 8,900 estimated direct labor-hours. Actual manufacturing overhead for the year amounted to $244,800 and actual direct labor-hours were 6,000.

The overhead for the year was: (Round your intermediate calculations to 2 decimal places.)

Garrison 16e Rechecks 2017-08-28

rev: 05_17_2018_QC_CS-127399

Multiple Choice

• $79,500 underapplied

• $80,400 underapplied

• $79,500 overapplied

• $80,400 overapplied

Q3 Gunes Corporation uses the weighted-average method in its process costing system. This month, the beginning inventory in the first processing department consisted of 1,100 units. The costs and percentage completion of these units in beginning inventory were:

A total of 8,800 units were started and 7,700 units were transferred to the second processing department during the month. The following costs were incurred in the first processing department during the month:

The ending inventory was 50% complete with respect to materials and 35% complete with respect to conversion costs.

The cost per equivalent unit for materials for the month in the first processing department is closest to:

Multiple Choice

• $17.42

• $16.12

• $15.52

• $14.38

Internet Case 12.7 – Analyzing Stockholders’ Equity and EPS

(MUST POST FIRST) Initial Post – As an employee, write an internal memo to your manager addressing the following:

Using the Internet, locate the most recent annual report of a company of your choosing and write an initial post by responding to the following:

Do not research the company listed in the text.

For the most recent day indicated, what were the highest and lowest prices at which the company’s common stock sold?

Find the company’s balance sheet and determine the following: the number of outstanding shares of common stock and the average price at which those shares were originally sold.

What is the relationship between the current market price and the amount you have calculated in part b as the average price at which the stock originally sold?

Find the company’s income statement and identify the trend in basic earnings per share, including discontinued operations. Did discontinued operations have a significant impact on EPS?

For the most recent year, what is the average number of shares of common stock that was used to compute basic earnings per share? Why is that number different from the number outstanding in the company’s balance sheet?

Please, no handwritten answers/photo answers. Thank you.

JIT seems to be one of the most popular subjects for the operations managers. Some are a bit skeptical at first, but most are fascinated by this Japanese approach to repetitive production.
It has been said by some Japanese that the system has its roots in Henry Ford's assembly line. In fact, some interesting parallels and comparisons can be made between JIT systems and production lines.
Perhaps the most challenging aspect of JIT is what it does for the operations and productivity.
It is important that we understand the difference between romantic JIT and pragmatic JIT because many times we can fall into the same trap that the senior management has fallen into. We may also see JIT as a quick fix to many problems without realizing that there are no quick and easy solutions to these problems. It needs to be stressed that it may take years to perfect a JIT system by implementing various techniques related to machine changeovers, layout design, product simplification, quality training and preventive maintenance.

In 300 words or more answer the follwoing questions:

1. Outline the considerations important in converting a traditional mode ( Inventory Management) of operations to a JIT system.
2. List some of the obstacles (I call them challenges) that might be encountered when converting to a JIT system.

Segmented Reporting and Variances

Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting fixtures and electronic timing devices. The Lighting Fixtures Division assembles units for the upscale and mid-range markets. The Electronic Timing Devices Division manufactures instrument panels that allow electronic systems to be activated and deactivated at scheduled times for both efficiency and safety purposes. Both divisions operate out of the same manufacturing facilities and share production equipment.

   PWC’s budget for the year ending December 31, 20x1, follows and was prepared on a business segment basis under the following guidelines:

1. Variable expenses are directly assigned to the incurring division.
2. Fixed overhead expenses are directly assigned to the incurring division.
3. The production plan is for 8,000 upscale fixtures, 22,000 mid-range fixtures, and 20,000 electronic timing devices. Production equals sales.

   PWC established a bonus plan for division management that required meeting the budget’s planned operating income by product line, with a bonus increment if the division exceeds the planned product line operating income by 10 percent or more.

   Shortly before the year began, the CEO, Jack Parkow, suffered a heart attack and retired. After reviewing the 20x1 budget, the new CEO, Joe Kelly, decided to close the lighting fixtures mid-range product line by the end of the first quarter and use the available production capacity to grow the remaining two product lines. The marketing staff advised that electronic timing devices could grow by 40 percent with increased direct sales support. Increases above that level and increasing sales of upscale lighting fixtures would require expanded advertising expenditures to increase consumer awareness of PWC as an electronics and upscale lighting fixtures company. Kelly approved the increased sales support and advertising expenditures to achieve the revised plan. Kelly advised the divisions that for bonus purposes the original product-line operating income objectives must be met, but he did allow the Lighting Fixtures Division to combine the operating income objectives for both product lines for bonus purposes.

   Prior to the close of the fiscal year, the division controllers were furnished with preliminary actual data for review and adjustment, as appropriate. These preliminary year-end data reflect the revised units of production amounting to 12,000 upscale fixtures, 4,000 mid-range fixtures, and 30,000 electronic timing devices and are presented as follows:

   The controller of the Lighting Fixtures Division, anticipating a similar bonus plan for 20x2, is contemplating deferring some revenues to the next year on the pretext that the sales are not yet final and accruing in the current year expenditures that will be applicable to the first quarter of 20x2. The corporation would meet its annual plan, and the division would exceed the 10 percent incremental bonus plateau in 20x1 despite the deferred revenues and accrued expenses contemplated.

Required:

1. Select one benefits that an organization realizes from segment reporting. Evaluate segment reporting on a variable-costing basis versus an absorption-costing basis.
It highlights the profitability of each segment

2. Calculate the contribution margin, contribution margin volume, and sales mix variances. Enter your answers in dollars, rather than in thousands of dollars For example, enter "750,000" rather than "750". If required, round calculations to the nearest cent.

Feedback

1. Segmented Reporting and Variances

   Pittsburgh-Walsh Company (PWC) is a manufacturing company whose product line consists of lighting fixtures and electronic timing devices. The Lighting Fixtures Division assembles units for the upscale and mid-range markets. The Electronic Timing Devices Division manufactures instrument panels that allow electronic systems to be activated and deactivated at scheduled times for both efficiency and safety purposes. Both divisions operate out of the same manufacturing facilities and share production equipment.

      PWC’s budget for the year ending December 31, 20x1, follows and was prepared on a business segment basis under the following guidelines:

   1. Variable expenses are directly assigned to the incurring division.
   2. Fixed overhead expenses are directly assigned to the incurring division.
   3. The production plan is for 8,000 upscale fixtures, 22,000 mid-range fixtures, and 20,000 electronic timing devices. Production equals sales.

      PWC established a bonus plan for division management that required meeting the budget’s planned operating income by product line, with a bonus increment if the division exceeds the planned product line operating income by 10 percent or more.

   PWC Budget
   For the Year Ending December 31, 20x1
   (In Thousands of Dollars)
   Lighting Fixtures
   		Upscale		Mid-Range		Electronic Timing Devices		Total
   Sales		$1,440		$ 770		$ 800		$ 3,010
   Variable expenses:
   Cost of goods sold		(720)		(439)		(320)		(1,479)
   Selling and administrative		(170)		(60)		(60)		(290)
   Contribution margin		$ 550		$ 271		$ 420		$ 1,241
   Fixed overhead expenses		140		80		80		300
   Segment margin		$ 410		$ 191		$ 340		$ 941

      Shortly before the year began, the CEO, Jack Parkow, suffered a heart attack and retired. After reviewing the 20x1 budget, the new CEO, Joe Kelly, decided to close the lighting fixtures mid-range product line by the end of the first quarter and use the available production capacity to grow the remaining two product lines. The marketing staff advised that electronic timing devices could grow by 40 percent with increased direct sales support. Increases above that level and increasing sales of upscale lighting fixtures would require expanded advertising expenditures to increase consumer awareness of PWC as an electronics and upscale lighting fixtures company. Kelly approved the increased sales support and advertising expenditures to achieve the revised plan. Kelly advised the divisions that for bonus purposes the original product-line operating income objectives must be met, but he did allow the Lighting Fixtures Division to combine the operating income objectives for both product lines for bonus purposes.

      Prior to the close of the fiscal year, the division controllers were furnished with preliminary actual data for review and adjustment, as appropriate. These preliminary year-end data reflect the revised units of production amounting to 12,000 upscale fixtures, 4,000 mid-range fixtures, and 30,000 electronic timing devices and are presented as follows:

   PWC Preliminary Actuals
   For the Year Ending December 31, 20x1
   (In Thousands of Dollars)
   Lighting Fixtures
   		Upscale		Mid-Range		Electronic Timing Devices		Total
   Sales		$ 2,160		$140		$1,200		$ 3,500
   Variable expenses:
   Cost of goods sold		(1,080)		(80)		(480)		(1,640)
   Selling and administrative		(260)		(11)		(96)		(367)
   Contribution margin		$ 820		$ 49		$ 624		$ 1,493
   Fixed overhead expenses		140		14		80		234
   Segment margin		$ 680		$ 35		$ 544		$ 1,259

      The controller of the Lighting Fixtures Division, anticipating a similar bonus plan for 20x2, is contemplating deferring some revenues to the next year on the pretext that the sales are not yet final and accruing in the current year expenditures that will be applicable to the first quarter of 20x2. The corporation would meet its annual plan, and the division would exceed the 10 percent incremental bonus plateau in 20x1 despite the deferred revenues and accrued expenses contemplated.

   Required:

   1. Select one benefits that an organization realizes from segment reporting. Evaluate segment reporting on a variable-costing basis versus an absorption-costing basis.
   

   • It highlights the profitability of each segment
   • The contribution each segment makes toward profit is not easily seen
   • It enables managers to increase profits by manipulating inventory production levels

   2. Calculate the contribution margin, contribution margin volume, and sales mix variances. Enter your answers in dollars, rather than in thousands of dollars For example, enter "750,000" rather than "750". If required, round calculations to the nearest cent.

   Contribution margin variance	$	Favorable Unfavorable
   Contribution margin volume variance	$	Favorable Unfavorable
   Sales mix variance	$	Favorable Unfavorable

   Feedback

Write the pseudocode that prompts the user for their first and last name. Display the first initial of their first name and their last name to the user.

Ask the user to input a phone number.

The program checks which part of Colorado a phone number is from using the values below.

If the second digit of the phone number is one of the below digits, print the phone number and which part of Colorado it is from. If none of the digits are entered, display the phone number and state it is not in Colorado.

If the number is in Estes Park, the user should see: phone number + “is in Estes Park, it is time to go pick up your new Corgi puppy!”

If the second digit of a phone number is:

0 = Boulder

1 = Colorado Springs

2 = Denver

7 = Estes Park

7. Which of the following is a method used to track stocks?

a) First In, First Out Method (FIFO)

b) Average Evnater Method

c) Continuous Inventory Method

d) Moving Inventory Method

8. The entity paid TL 1,000.- to the contracted lawyer to cover the fees and expenses of lawsuits. Which of the following accounts will be debited in the relevant accounting record?

     a) 196 Personnel Advances

b) 381 Expense Accruals

c) 770 General Administrative Expenses

d) 195 Business Advances

e) 100 Cash

There are 218 first-graders in an elementary school. Of these first graders, 86 are boys and 132 are girls. School wide, there are 753 boys and 1063 girls. The principal would like to know if the gender ratio in first grade reflects the gender ratio school wide. a. Identify the hypothesis. b. What are the degrees of freedom (df)? c. Complete this table in SPSS and paste the output below to replace it: Men Women No. Observed No. Expected No. Observed No. Expected d. Calculate χ² in SPSS and paste the output below. e. Can you reject the null hypothesis at α = .05? Explain why or why not. c. Complete this table in SPSS and paste the output below to replace it: Men Women No. Observed No. Expected No. Observed No. Expected d. Calculate χ² in SPSS and paste the output below. e. Can you reject the null hypothesis at α = .05? Explain why or why not.

how do you set this up in SPSS?