Module3 Flashcards

1
Q

what are product costs

A

DL, DM, Manufacturing overhead applied. Inventorable.

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2
Q

what are period costs

A

SG&A (includes sales commission), Interest Expense, Abnormal spoilage. Expensed when incuired.

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3
Q

what is calculation of application of overhead

A

overhead rate x actual cost driver

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4
Q

calculate overheard rate

A

budgeted overhead costs divided by estimated cost driver

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5
Q

examples of fixed costs

A

straight line depreciation, electricity, officers’ salary, fringe benefits, advertising expenses

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6
Q

examples of variable costs

A

fringe benefits, indirect labor, maintenance and repairs of a building

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7
Q

How do fixed costs act in the relevant range.

A

fixed costs are constant in total, but decrease per unit as production level increase

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8
Q

What are cost drivers?

A

activities that cause costs to increase as the activity increases. Often non-financial

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9
Q

How do variable costs act in the relevant range

A

variable in total but fixed per unit

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10
Q

what is cost allocation essential for?

A

for measuring income and assets for external reporting

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11
Q

Compute equivalent units per production using weighted average method?

A

Units completed + Ending WIP x % completed

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12
Q

Compute equivalent units per production using FIFO

A

Beg WIP x % to be completed + United completed-beg WIP + Ending WIP x % completed

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13
Q

what is cost per equivalent unit using weighted average?

A

Beginning cost + Current costs / Equivalent Units

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14
Q

what is cost per equivalent unit using FIFO?

A

Current cost only / Equivalent units

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15
Q

Activity Based Costing

A

can be used for either process or job costing. uses a cause and effect relationship to capitalize costs to inventory so ok for internal reporting but not external reporting.

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16
Q

Ways that joint costs are allocated

A

relative unit volume, relative sales value at split off, and net realizable value.

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17
Q

Service cost allocation: Direct method

A

most widely used and less complicated. service costs are allocated to production departments

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18
Q

Service cost allocation: Step down method

A

Service department costs are allocated to other service depts as well as production depts

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19
Q

Partial productivity ratio

A

quantity of output produced/individual quantity of input used

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20
Q

total factory productivity ratio

A

quantity of output produced/costs of ALL inputs used

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21
Q

Control charts

A

plot comparison of actual results to acceptable range. graphic depiction. shows trend to improved quality conformance or declining quality conformance.

22
Q

Pareto Diagram

A

determine quality control issues that are most frequent and demand greatest attention. Shows frequency of defects from highest to lowest.

23
Q

Fishbone Diagram

A

after defects identifiend by Pareto diagram, Fishbone used to analyze the defect. Identify sources of problems in the production process and take corrective action.

24
Q

Controllable margin

A

Contribution margin less controllable fixed costs

25
Q

Conformance Costs

A

Appraisal and Prevention

26
Q

Non-conformance Costs

A

Internal and External failure

27
Q

examples of Appraisal Costs (SIT)

A

Statistical quality control, inspection, testing

28
Q

examples of Prevention Costs (TRS)

A

Training, Redesign, Search for high quallity suppliers

29
Q

example of internal failure (RSTC)

A

rework, scrap, tool changes, cost of disposal or lost unit

30
Q

example of external failure (WCLL)

A

warranty costs, cost of returning the good, liability claims, lost customers

31
Q

Balanced Scorecard

A

define critical success factors necessary to accomplish firm’s strategy

32
Q

Critical success factors of balance scorecard (FICA)

A

Financial, Internal business processes, customer satisfaction, advancement of innovation and HR development

33
Q

ROI

A

Income/Invested Capital or Profit Margin x Investment Turnover

34
Q

Profit Margin Ratio

A

Income/Sales

35
Q

Investment Turnover

A

Sales/Invested Capital

36
Q

Dupont Model ROE contain which ratios

A

net profit margin x asset turnover x financial leverage or could be ROA x Financial leverage

37
Q

Net profit margin

A

Net income/Sales

38
Q

Asset turnover

A

Sales/Assets

39
Q

Financial Leverage Ratio

A

Assets/Equity

40
Q

Extended Dupont Model contains breaks net profit margin into which ratios

A

Tax burden, interest burden, operating income margin (EBIT Margin)

41
Q

tax burden

A

net income/pretax income

42
Q

interest burden

A

pretax income/EBIT

43
Q

EBIT Margin

A

EBIT/Sales

44
Q

Equation for Extended DuPont ROE

A

tax burden x interest burden x EBIT Margin x Asset Turnover x Financial leverage

45
Q

Residual income

A

Net income-required return

46
Q

Required return for residual income

A

Net book value (equity) x hurdle rate

47
Q

Interpreting residual income

A

+ means meeting standards, - means not meeting standards

48
Q

Benefits and weaknesses of residual income

A

Benefit: focus on realistic target rates, target return, and amount. Weakness: reduce comparability, target rates require judgment

49
Q

Economic value added

A

Net operating profit after taxes (NOPAT) - Required return

50
Q

Required return for EVA

A

Investment x WACC

51
Q

Interpreting EVA

A

+ meeting standards, - not meeting standards