Professional Documents
Culture Documents
Decision Making
Chapter 12
PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
12-2
Learning Objective 1
2
1
12-4
$45
$45 per
per month
month × 8 months $2.70 per gallon ÷ 27 MPG
$24,000
$24,000 cost
cost –– $10,000
$10,000 salvage
salvage value
value ÷ 5 years
12-8
Learning Objective 2
Prepare an analysis
showing whether a
product line or other
business segment should
be added or dropped.
12-18
Adding/Dropping Segments
One of the most important
decisions managers
make is whether to add
or drop a business
segment. Ultimately, a
decision to drop an old
segment or add a new
one is going to hinge To assess this
primarily on the impact impact, it is
the decision will have on necessary to
net operating income. carefully analyze
the costs.
12-19
Adding/Dropping Segments
Adding/Dropping Segments
Segment Income Statement
Digital Watches
Sales $ 500,000
Less: variable expenses
Variable manufacturing costs $ 120,000
Variable shipping costs 5,000
Commissions 75,000 200,000
Contribution margin $ 300,000
Less: fixed expenses
General factory overhead $ 60,000
Salary of line manager 90,000
Depreciation of equipment 50,000
Advertising - direct 100,000
Rent - factory space 70,000
General admin. expenses 30,000 400,000
Net operating loss $ (100,000)
12-22
Adding/Dropping Segments
Segment Income Statement
Digital Watches
Sales $ 500,000
An
Less:An investigation
investigation
variable expenses has
has revealed
revealed thatthat the
the fixed
fixed
Variable
general manufacturing
factory costs and
overhead $ 120,000
fixed general
general factory
Variable shipping costs
overhead and fixed
5,000
general
administrative
administrative expenses
Commissions expenses will will not
not be
be affected
75,000 affected by
by
200,000
dropping
dropping the
Contribution the digital
digital watch
margin watch line.
line. The
The fixed
fixed general
general
$ 300,000
factory
Less: overhead
overhead and
fixed expenses
factory and general
general administrative
administrative
General factory overhead $ 60,000
expenses
expenses
Salary
assigned
of line assigned
to this product
manager to this product
would be
90,000 would be
reallocated
reallocated
Depreciation to
to other
of equipment other product
product
50,000lines.
lines.
Advertising - direct 100,000
Rent - factory space 70,000
General admin. expenses 30,000 400,000
Net operating loss $ (100,000)
12-23
Adding/Dropping Segments
Segment Income Statement
Digital Watches
Sales $ 500,000
Less: variable expenses
The
The equipment
equipment
Variable used to
to manufacture
usedcosts
manufacturing manufacture
$ 120,000
digital
digital
Variable watches
watches
shipping has
costshas no
no resale
resale5,000
value
value or
Commissions or alternative
alternative use.
use. 75,000 200,000
Contribution margin $ 300,000
Less: fixed expenses
General factory overhead $ 60,000
Salary of line manager 90,000
Should
Should Lovell
Depreciation of equipment Lovell retain
retain or
50,000 or drop
drop
Advertising - direct the
the digital
digital watch
100,000segment?
watch segment?
Rent - factory space 70,000
General admin. expenses 30,000 400,000
Net operating loss $ (100,000)
12-24
Learning Objective 3
Smoother flow of
parts and materials
Better quality
control
Realize profits
12-37
Direct materials $ 9
Direct labor 5
Variable overhead 1
Depreciation of special equip. 3
Supervisor's salary 2
General factory overhead 10
Unit product cost $ 30
12-39
Should
Should we
we accept
accept the
the supplier’s
supplier’s offer?
offer?
12-40
The
The depreciation
depreciation of
of the
the special
special equipment
equipment represents
represents aa sunk
sunk
cost.
cost. The
The equipment
equipment has
has no
no resale
resale value,
value, thus
thus its
its cost
cost and
and
associated
associated depreciation
depreciation are
are irrelevant
irrelevant to
to the
the decision.
decision.
12-42
Not
Not avoidable;
avoidable; irrelevant.
irrelevant. IfIf the
the product
product is
is
dropped,
dropped, itit will
will be
be reallocated
reallocated toto other
other products.
products.
12-43
Opportunity Cost
An opportunity cost is the benefit that is
foregone as a result of pursuing some
course of action.
Opportunity costs are not actual cash
outlays and are not recorded in the
formal accounts of an organization.
Learning Objective 4
Prepare an analysis
showing whether a
special order should be
accepted.
12-46
Special Orders
Jet, Inc. makes a single product whose normal
selling price is $20 per unit.
A foreign distributor offers to purchase 3,000
units for $10 per unit.
This is a one-time order that would not affect the
company’s regular business.
Annual capacity is 10,000 units, but Jet, Inc. is
currently producing and selling only 5,000 units.
Special Orders
$8 variable cost
12-49
Special Orders
If Jet accepts the special order, the incremental
revenue will exceed the incremental costs. In
other words, net operating income will increase
by $6,000. This suggests that Jet should accept
the order.
Quick Check
Northern Optical ordinarily sells the X-lens for
$50. The variable production cost is $10, the fixed
production cost is $18 per unit, and the variable
selling cost is $1. A customer has requested a
special order for 10,000 units of the X-lens to be
imprinted with the customer’s logo. This special
order would not involve any selling costs, but
Northern Optical would have to purchase an
imprinting machine for $50,000.
(see the next page)
12-51
Quick Check
What is the rock bottom minimum price below
which Northern Optical should not go in its
negotiations with the customer? In other words,
below what price would Northern Optical
actually be losing money on the sale? There is
ample idle capacity to fulfill the order and the
imprinting machine has no further use after this
order.
a. $50
b. $10
c. $15
d. $29
12-52
Quick Check
What is the rock bottom minimum price below
which Northern Optical should not go in its
negotiations with the customer? In other words,
below what price would Northern Optical
actually be losing money on the sale? There is
ample idle capacity to fulfill the order and the
imprinting machine
Variable has no further
production costuse$100,000
after this
order. Additional fixed cost + 50,000
a. $50 Total relevant cost $150,000
b. $10 Number of units 10,000
c. $15 Average cost per unit= $15
d. $29
12-53
Learning Objective 5
The machine or
process that is
limiting overall output
is called the
bottleneck – it is the
constraint.
12-55
Should
Should Ensign
Ensign focus
focus its
its efforts
efforts on
on
Product
Product 11 or
or Product
Product 2?
2?
12-58
Quick Check
How many units of each product can be
processed through Machine A1 in one
minute?
Product 1 Product 2
a. 1 unit 0.5 unit
b. 1 unit 2.0 units
c. 2 units 1.0 unit
d. 2 units 0.5 unit
12-59
Quick Check
How many units of each product can be
processed through Machine A1 in one minute?
Product 1 Product 2
a. 1 unit 0.5 unit
b. 1 unit 2.0 units
c. 2 units 1.0 unit
d. 2 units 0.5 unit
Just checking to make sure you are with us.
12-60
Quick Check
What generates more profit for the company, using
one minute of machine A1 to process Product 1 or
using one minute of machine A1 to process
Product 2?
a. Product 1
b. Product 2
c. They both would generate the same profit.
d. Cannot be determined.
12-61
Quick Check
What generates more profit for the company,
using one minute of machine A1 to process
Product 1 or using one minute of machine A1 to
process Product 2?
a. Product 1
b. Product 2
c. They
With both would generate
one minute of machinetheA1,
same profit.
Ensign could
d. Cannot
make 1be determined.
unit of Product 1, with a contribution
margin of $24, or 2 units of Product 2, each with a
contribution margin of $15 per unit.
2 × $15 = $30 > $24
12-62
Ensign
Ensign can
can maximize
maximize its
its contribution
contribution margin
margin
by
by first
first producing
producing Product
Product 22 to
to meet
meet customer
customer
demand
demand and
and then
then using
using any
any remaining
remaining
capacity
capacity to
to produce
produce Product
Product 1.
1. The
The
calculations
calculations would
would bebe performed
performed as as follows.
follows.
12-64
Weekly
Weeklydemand
demandfor
for Product
Product 22 2,200
2,200 units
units
Time
Timerequired
requiredper
per unit
unit ×× 0.50
0.50 min.
min.
Total
Totaltime
timerequired
requiredtotomake
make
Product
Product 22 1,100
1,100 min.
min.
12-65
Weekly
Weeklydemand
demandfor
for Product
Product 22 2,200
2,200 units
units
Time
Timerequired
requiredper
per unit
unit ×× 0.50
0.50 min.
min.
Total
Totaltime
timerequired
requiredtotomake
make
Product
Product 22 1,100
1,100 min.
min.
Total
Totaltime
timeavailable
available 2,400
2,400 min.
min.
Time
Timeused
usedtotomake
makeProduct
Product 22 1,100
1,100 min.
min.
Time
Timeavailable
availablefor
for Product
Product 11 1,300
1,300 min.
min.
12-66
Weekly
Weeklydemand
demandfor
for Product
Product 22 2,200
2,200 units
units
Time
Timerequired
requiredper
per unit
unit ×× 0.50
0.50 min.
min.
Total
Totaltime
timerequired
requiredtotomake
make
Product
Product 22 1,100
1,100 min.
min.
Total
Totaltime
timeavailable
available 2,400
2,400 min.
min.
Time
Timeused
usedtotomake
makeProduct
Product 22 1,100
1,100 min.
min.
Time
Timeavailable
availablefor
for Product
Product 11 1,300
1,300 min.
min.
Time
Timerequired
requiredper
per unit
unit ÷÷ 1.00
1.00 min.
min.
Production
Productionof ofProduct
Product 11 1,300
1,300 units
units
12-67
Product 1 Product 2
Production and sales (units) 1,300 2,200
Contribution margin per unit $ 24 $ 15
Total contribution margin $ 31,200 $ 33,000
Learning Objective 6
Quick Check
Colonial Heritage makes reproduction colonial
furniture from select hardwoods.
Chairs Tables
Selling price per unit $80 $400
Variable cost per unit $30 $200
Board feet per unit 2 10
Monthly demand 600 100
Quick Check
Colonial Heritage makes reproduction colonial
furniture from select hardwoods.
Chairs Tables
Selling price per unit $80 $400
Variable cost per unit $30 $200
Board feet per unit 2 10
Monthly demand 600 100
Quick Check
Chairs Tables
Selling price per unit $80 $400
Variable cost per unit $30 $200
Board feet per unit 2 10
Monthly demand 600 100
Quick Check
Chairs Tables
Selling price per unit $80 Chairs Tables
$400
Variable cost per unit price
Selling $30 $200$ 80 $ 400
Board feet per unit 2 10
Monthly demand
Variable cost
600 100
30 200
Contribution margin $ 50 $ 200
Board feet
The company’s supplier of hardwood will 2 10
CM per
only be able to supply board foot
2,000 board $feet25this
$ 20
month. What plan would maximize profits?
a. 500 chairs andProduction
100 tables of chairs 600
b. 600 chairs andBoard feet required
80 tables 1,200
c. 500 chairs andBoard feet remaining
80 tables 800
d. 600 chairs andBoard feet per table
100 tables 10
Production of tables 80
12-75
Quick Check
As before, Colonial Heritage’s supplier of
hardwood will only be able to supply 2,000
board feet this month. Assume the company
follows the plan we have proposed. Up to how
much should Colonial Heritage be willing to pay
above the usual price to obtain more hardwood?
a. $40 per board foot
b. $25 per board foot
c. $20 per board foot
d. Zero
12-76
Quick Check
The additional
As before, wood
Colonial would be
Heritage’s used to
supplier of make
hardwood
tables. will onlyuse,
In this be able to board
each supplyfoot
2,000of
board feetwood
additional this month. Assume
will allow the company
the company to earn
follows the plan we have proposed. Up to how
an additional $20 of contribution margin and
much should Colonial Heritage be willing to pay
above the usual priceprofit.
to obtain more hardwood?
a. $40 per board foot
b. $25 per board foot
c. $20 per board foot
d. Zero
12-77
Managing Constraints
It is often possible for a manager to increase the capacity of a
bottleneck, which is called relaxing (or elevating) the constraint,
in numerous ways such as:
1. Working overtime on the bottleneck.
2. Subcontracting some of the processing that would be done
at the bottleneck.
3. Investing in additional machines at the bottleneck.
4. Shifting workers from non-bottleneck processes to the
bottleneck.
5. Focusing business process improvement efforts on the
bottleneck.
6. Reducing defective units processed through the bottleneck.
These methods and ideas are all consistent with the Theory
of Constraints, which was introduced in Chapter 1.
12-78
Learning Objective 7
Prepare an analysis
showing whether joint
products should be sold
at the split-off point or
processed further.
12-79
Joint Costs
• In some industries, a number of end
products are produced from a single raw
material input.
• Two or more products produced from a
common input are called joint
joint products.
products
• The point in the manufacturing process
where each joint product can be
recognized as a separate product is called
the split-off
split-off point.
point
12-80
Joint Products
For example,
Oil in the petroleum
refining industry,
a large number
Common of products are
Joint
Input
Production Gasoline extracted from
Process crude oil,
including
gasoline, jet fuel,
Chemicals
home heating oil,
lubricants,
asphalt, and
Split-Off
various organic
Point chemicals.
12-81
Joint Products
Joint costs
are incurred
up to the Oil
Separate Final
split-off point Processing Sale
Common
Joint Final
Production Gasoline
Input Sale
Process
Separate Final
Chemicals
Processing
Sale
Split-Off Separate
Point Product
Costs
12-82
End of Chapter 12