Managerial Accounting Creating Value in a Dynamic Business Environment ISE

Höfundar: Ronald Hilton; David Platt (Útgáfa: 14)
Managerial Accounting Creating Value in a Dynamic Business Environment ISE

Kaup valmöguleikar

The goal of Managerial Accounting is to acquaint students of business with the fundamental tools of managerial decision making and provide a context for understanding and reacting to the dramatic ways in which business is changing. The emphasis throughout the text is on using accounting information to help manage an organization while explaining concepts in a way that students can relate to. They should not only be able to produce accounting information but also understand how managers are likely to use and react to the information in a range of businesses.

Nánar um bókina

Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781264509874
Print ISBN
9781265055028
Format
ePub
Útgáfa
14
Höfundar
Ronald Hilton; David Platt
Tungumál
English
Útgefið
2026-01-13
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

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  • Table of Contents and Preface
  • Cover Page
  • Title
  • Creating Value in a Dynamic Business Environment
  • Copyright
  • Dedication
  • Praise for Managerial Accounting
  • Preface
  • About the Authors
  • What’s New for This Release?
  • New and Enhanced Themes
  • New and Updated Content and Examples
  • Updated Pedagogy
  • Service Industry Examples
  • In Their Own Words
  • Management Accounting Practice (MAPs)
  • CHAPTER 1: New MAP—ARTIFICIAL INTELLIGENCE (AI) IN MANAGERIAL ACCOUNTING
  • CHAPTER 1: Updated MAP—MANAGING THROUGH UNCERTAIN TIMES
  • CHAPTER 4: New MAP—ARTIFICAL INTELLIGENCE IN MANUFACTURING: WHAT ARE COBOTS AND DIGITAL TWINS?
  • CHAPTER 5: Updated MAP—AVOIDING THE CAUSES OF LOW CUSTOMER PROFITABILITY
  • CHAPTER 6: New MAP—ARTIFICIAL INTELLIGENCE USED TO OPTIMIZE MAINTENANCE AND REDUCE COSTS
  • CHAPTER 7: Updated MAP—AIRLINES KEEP A CLOSE EYE ON BREAK-EVEN LOAD FACTORS
  • CHAPTER 8: Updated MAP—SIX SIGMA FOR QUALITY MANAGEMENT AND COST REDUCTION
  • CHAPTER 9: Updated MAP—THE BUDGET: VALUABLE PLANNING TOOL OR COSTLY WASTE OF TIME?
  • CHAPTER 10: New MAP—GENERATIVE AI PROMPTS FOR FP&A
  • CHAPTER 10: Updated MAP—WORKING WITH SUPPLIERS TO MANAGE COSTS
  • CHAPTER 14: Updated MAP—RESHORING MOVEMENT BRINGS MANUFACTURING BACK TO THE UNITED STATES
  • CHAPTER 15: Updated MAP—DYNAMIC PRICING POWERED BY ARTIFICIAL INTELLIGENCE
  • CHAPTER 16: Updated MAP—CAPITAL EXPENDITURES BY BIG PHARMA ON NEW DRUGS
  • CHAPTER 17: Updated MAP—THE OIL AND GAS INDUSTRY: ALLOCATING JOINT COSTS AND USING AI TO REDUCE COSTS
  • Appendix I
  • How Does Hilton & Platt Prepare Students for the Businesses of Today and Tomorrow?
  • Relevant.
  • Balanced.
  • Contemporary.
  • Flexible.
  • How Does Hilton & Platt Help Students Learn Managerial Accounting in the Context of Business?
  • FOCUS COMPANIES
  • CONTRAST COMPANIES
  • How Can My Students Use Hilton & Platt to Master the Concepts of Managerial Accounting?
  • End-of-Chapter Assignment Material
  • Proctorio Remote Proctoring & Browser-Locking Capabilities
  • Instructor Supplements
  • Connect Page
  • Acknowledgments
  • We Are Grateful
  • Focus Company and Contrast Company Used in Each Chapter
  • Brief Contents
  • Contents
  • Halftitle
  • Creating Value in a Dynamic Business Environment
  • Chapter 1: The Crucial Role of Managerial Accounting in a Dynamic Business Environment
  • Introduction
  • Managerial Accounting: A Business Partnership with Management
  • Managing Resources, Activities, and People
  • Decision Making
  • Planning
  • Directing Operational Activities
  • Controlling
  • How Managerial Accounting Adds Value to the Organization
  • Objectives of Managerial Accounting Activity
  • The Balanced Scorecard
  • Managerial Accounting in Different Types of Organizations
  • Managerial versus Financial Accounting
  • Where Do We Find Managerial Accountants in an Organization?
  • Line and Staff Positions
  • CFO or Controller
  • Treasurer
  • Internal Auditor
  • Cross-Functional Teams
  • The Operational Context of Managerial Accounting
  • Managerial Accounting and the Value Chain
  • Capacity and Capacity Costs
  • Big Data, Data Analytics, and Managerial Accounting
  • Managerial Accounting as a Career
  • Professional Organizations
  • Professional Certification
  • Managerial Accounting and the Ethical Climate of Business
  • Focus on Ethics
  • Chapter Summary
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 1–25 Managerial Accounting and Decision Making (LO1–1, LO1–2, LO1–3)
  • ■ Exercise 1–26 Objectives of Managerial Accounting Activity (LO1–3, LO1–4)
  • ■ Exercise 1–27 Contributions of Managerial Accounting; Use of Internet (LO1–1, LO1–3, LO1–5)
  • ■ Exercise 1–28 Value Chain; Big Data; Use of Internet (LO1–7, LO1–9)
  • Problems
  • ■ Problem 1–29 Managing a Retail Business; Cross-Functional Teams; Data Analytics; E-Commerce (LO1–5, LO1–6, LO1–8, LO1–9)
  • ■ Problem 1–30 Balanced Scorecard; Airline (LO1–3)
  • ■ Problem 1–31 Quality Control; Ethical Behavior (LO1–6, LO1–7, LO1–10, LO1–11)
  • ■ Problem 1–32 Role of the Divisional Controller; Retailer (LO1–4, LO1–6, LO1–9, LO1–10)
  • Cases
  • ■ Case 1–33 Disclosure of Confidential Information; Ethics; Software Developer (LO1–1, LO1–3, LO1–6, LO1–10, LO1–11)
  • Chapter 2: Basic Cost Management Concepts
  • Introduction
  • What Do We Mean by a Cost?
  • Product Costs, Period Costs, and Expenses
  • Costs on Financial Statements
  • Income Statement
  • Balance Sheet
  • Manufacturing Operations and Manufacturing Costs
  • Assembly Manufacturing
  • Manufacturing Costs
  • Manufacturing Cost Flows
  • Nonmanufacturing Production Costs
  • Basic Cost Management Concepts: Different Costs for Different Purposes
  • Cost Drivers
  • Variable and Fixed Costs
  • Cost Management and Accountability
  • Economic Cost Concepts
  • Costs and Benefits of Information
  • Costs in the Service Industry
  • Product and Period Costs
  • Variable and Fixed Costs
  • Direct and Indirect Costs
  • Controllable and Uncontrollable Costs
  • Opportunity, Out-of-Pocket, and Sunk Costs
  • Differential, Marginal, and Average Costs
  • Focus on Ethics
  • Chapter Summary
  • Review Problems on Cost Classifications
  • Problem 1
  • Cost Classifications
  • Cost Items
  • Problem 2
  • Cost Classifications
  • Cost Items
  • Solutions to Review Problems
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 2–24 Cost of Goods Manufactured and Sold; Missing Data (LO2–1, LO2–3, LO2–6)
  • ■ Exercise 2–25 Idle Time (LO2–5)
  • ■ Exercise 2–26 Overtime Cost (LO2–5)
  • ■ Exercise 2–27 Manufacturing Processes; Use of Internet (LO2–4)
  • ■ Exercise 2–28 Cost Classifications (LO2–2, LO2–8, LO2–9)
  • ■ Exercise 2–29 Schedules of Cost of Goods Manufactured and Sold; Income Statement (LO2–1, LO2–3, LO2–6)
  • ■ Exercise 2–30 Fixed and Variable Costs; Automobile Service; Missing Data (LO2–1, LO2–8)
  • ■ Exercise 2–31 Fixed, Variable, Marginal, and Average Costs; Hotel (LO2–1, LO2–8, LO2–10)
  • ■ Exercise 2–32 Economic Characteristics of Costs (LO2–1, LO2–10)
  • ■ Exercise 2–33 Differential Cost (LO2–1, LO2–10)
  • ■ Exercise 2–34 Computing Costs; Government Agency (LO2–1, LO2–9, LO2–10)
  • ■ Exercise 2–35 Economic Characteristics of Costs (LO2–1, LO2–10)
  • ■ Exercise 2–36 Marginal Costs (LO2–1, LO2–10)
  • Problems
  • ■ Problem 2–37 Content of Financial Statements and Reports (LO2–3, LO2–4)
  • ■ Problem 2–38 Financial Statement Elements: Manufacturer (LO2–5, LO2–6)
  • ■ Problem 2–39 Inventory Estimates; Partial Data (LO2–5, LO2–6)
  • ■ Problem 2–40 Financial-Statement Elements; Cost Behavior (LO2–5, LO2–6, LO2–8)
  • ■ Problem 2–41 Incomplete Data; Manufacturing Costs (LO2–2, LO2–5)
  • ■ Problem 2–42 Cost Terminology (LO2–2, LO2–5, LO2–10)
  • ■ Problem 2–43 Schedules of Cost of Goods Manufactured and Sold; Income Statement (LO2–1, LO2–3, LO2–5, LO2–6)
  • ■ Problem 2–44 Direct and Indirect Labor (LO2–1, LO2–3, LO2–5, LO2–9)
  • ■ Problem 2–45 Cost Classifications (LO2–5, LO2–8, LO2–9)
  • ■ Problem 2–46 Overtime Premiums and Fringe Benefit Costs; Airline (LO2–1, LO2–3, LO2–5, LO2–9, LO2–10)
  • ■ Problem 2–47 Variable Costs; Graphical and Tabular Analyses (LO2–8, LO2–9)
  • ■ Problem 2–48 Fixed Costs; Graphical and Tabular Analyses (LO2–8, LO2–9)
  • ■ Problem 2–49 Direct, Indirect, Controllable, and Uncontrollable Costs (LO2–1, LO2–3, LO2–9)
  • ■ Problem 2–50 Product Costs and Period Costs (LO2–1, LO2–2, LO2–3)
  • ■ Problem 2–51 Fixed and Variable Costs; Forecasting (LO2–7, LO2–8)
  • ■ Problem 2–52 Economic Characteristics of Costs (LO2–4, LO2–10)
  • ■ Problem 2–53 Cost Classifications; Hotel (LO2–1, LO2–3, LO2–9, LO2–10)
  • ■ Problem 2–54 Interpretation of Accounting Reports (LO2–1, LO2–3)
  • ■ Problem 2–55 Marginal Costs and Average Costs (LO2–7, LO2–10)
  • ■ Problem 2–56 Cost Classifications; Government Agency (LO2–3, LO2–8, LO2–9, LO2–10)
  • ■ Problem 2–57 Unit Costs; Profit-Maximizing Output (LO2–7, LO2–8, LO2–10)
  • ■ Problem 2–58 Variable and Fixed Costs; Make or Buy a Component (LO2–8, LO2–10)
  • Cases
  • ■ Case 2–59 Economic Characteristics of Costs; Closing a Department; Ethics (LO2–1, LO2–9, LO2–10)
  • ■ Case 2–60 Understanding Cost Concepts (LO2–7, LO2–8, LO2–10)
  • Chapter 3: Product Costing and Cost Accumulation in a Batch Production Environment
  • Introduction
  • Product and Service Costing
  • Use in Financial Accounting
  • Use in Managerial Accounting
  • Use in Reporting to Interested Organizations
  • Product Costing in Nonmanufacturing Firms
  • Flow of Costs in Manufacturing Firms
  • Example of Manufacturing Cost Flows
  • Types of Product Costing Systems
  • Job-Order Costing Systems
  • Process Costing Systems
  • Summary of Product Costing System Alternatives
  • Accumulating Costs in a Job-Order Costing System
  • Job-Cost Record
  • Direct-Material Costs
  • Direct-Labor Costs
  • Manufacturing Overhead Costs
  • Summary of Event Sequence in Job-Order Costing
  • Illustration of Job-Order Costing
  • Purchase of Material
  • Use of Direct Material
  • Use of Indirect Material
  • Use of Direct Labor
  • Use of Indirect Labor
  • Manufacturing Overhead Costs Incurred
  • Application of Manufacturing Overhead
  • Summary of Accounting for Manufacturing Overhead Cost
  • Selling and Administrative Overhead Costs
  • Completion of a Production Job
  • Sale of Goods
  • Underapplied and Overapplied Overhead
  • Schedule of Cost of Goods Manufactured
  • Schedule of Cost of Goods Sold
  • Posting Journal Entries to the Ledger
  • Further Aspects of Manufacturing Overhead Application
  • Actual and Normal Costing
  • Choosing the Cost Driver for Manufacturing Overhead Application
  • Departmental Overhead Rates
  • Two-Stage Cost Allocation
  • Stage One
  • Stage Two
  • Project Costing: Job-Order Costing in Nonmanufacturing Organizations
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Job-Order Costing
  • Required:
  • Solutions to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 3–23 Job-Order versus Process Costing (LO3–1, LO3–3)
  • ■ Exercise 3–24 Fixed and Variable Costs; Predetermined Overhead Rate; Agribusiness (LO3–1, LO3–4)
  • ■ Exercise 3–25 Basic Journal Entries in Job-Order Costing (LO3–5)
  • ■ Exercise 3–26 Job-Order Costing; Feature Film Production; Use of Internet (LO3–1, LO3–3, LO3–8)
  • ■ Exercise 3–27 Job-Order Costing Basics( LO3–2, LO3–4, LO3–6)
  • ■ Exercise 3–28 Cost Relationships; Normal Costing System (LO3–2, LO3–4, LO3–6)
  • ■ Exercise 3–29 Job-Cost Record (LO3–2, LO3–3, LO3–4)
  • ■ Exercise 3–30 Schedule of Cost of Goods Manufactured (LO3–2, LO3–4, LO3–6)
  • ■ Exercise 3–31 Manufacturing Cost Flows (LO3–2, LO3–6)
  • ■ Exercise 3–32 Basic Manufacturing Cost Flows (LO3–2, LO3–6)
  • ■ Exercise 3–33 Proration of Underapplied Overhead (LO3–5)
  • ■ Exercise 3–34 Overapplied or Underapplied Overhead (LO3–4, LO3–5)
  • ■ Exercise 3–35 Predetermined Overhead Rate; Various Cost Drivers (LO3–4)
  • ■ Exercise 3–36 Actual versus Normal Costing (LO3–4, LO3–5)
  • ■ Exercise 3–37 Project Costing; Interior Decorating (LO3–1, LO3–8)
  • ■ Exercise 3–38 Choice of a Cost Driver for Overhead Application (LO3–1, LO3–4)
  • ■ Exercise 3–39 Cost Drivers; Different Production Methods (LO3–4, LO3–5)
  • ■ Exercise 3–40 Two-Stage Allocation (LO3–1, LO3–7)
  • ■ Exercise 3–41 Production Overhead Application in a Service Industry Firm (LO3–8)
  • Problems
  • ■ Problem 3–42 Schedule of Cost of Goods Manufactured and Sold; Income Statement (LO3–6)
  • ■ Problem 3–43 Basic Job-Order Costing; Journal Entries (LO 3–4, LO3–5)
  • ■ Problem 3–44 Manufacturing Cost Flows; Analysis of T-Accounts (LO3–2, LO3–5)
  • ■ Problem 3–45 Job-Order Costing; Journal Entries (LO3–2, LO3–4, LO3–5)
  • ■ Problem 3–46 Job-Order Costing; Focus on Manufacturing Overhead (LO3–2, LO3–4, LO3–5)
  • ■ Problem 3–47 Job-Order Costing in a Consulting Firm (LO3–1, LO3–2, LO3–4, LO3–8)
  • ■Problem 3–48 Job-Order Costing; Focus on Manufacturing Overhead and Cost Drivers (LO3–2, LO3–4, LO3–5, LO3–7)
  • ■ Problem 3–49 Journal Entries in Job-Order Costing (LO3–4, LO3–5)
  • ■ Problem 3–50 Schedule of Cost of Goods Manufactured and Sold; Income Statement (3–6)
  • ■ Problem 3–51 Interpreting the Schedule of Cost of Goods Manufactured (LO3–2, LO3–6)
  • ■ Problem 3–52 Cost of Goods Manufactured; Prime and Conversion Costs (LO3–2, LO3–6)
  • ■ Problem 3–53 Proration of Overapplied or Underapplied Overhead (LO3–2, LO3–4, LO3–5)
  • ■ Problem 3–54 Ethical Issues; Underapplication of Manufacturing Overhead (LO3–1, LO3–2, LO3–4, LO3–6)
  • ■ Problem 3–55 Predetermined Overhead Rate; Different Time Periods; Pricing (LO3–4)
  • ■ Problem 3–56 Manufacturing Overhead Application Using a Predetermined Overhead Rate (LO3–2, LO3–4)
  • ■ Problem 3–57 Comprehensive Job-Order Costing Problem (LO3–2, LO3–4, LO3–5, LO3–6)
  • ■ Problem 3–58 Job-Cost Record; Continuation of Preceding Problem (LO3–2, LO3–4, LO3–6)
  • ■ Problem 3–59 Flow of Manufacturing Costs; Incomplete Data (LO3–2, LO3–4, LO3–5)
  • ■ Problem 3–60 Plantwide versus Departmental Overhead Rates; Product Pricing (LO3–1, LO3–4, LO3–7)
  • Cases
  • ■ Case 3–61 Interpreting Information from a Job-Order Costing System (LO LO3–2, LO3–3, LO3–4)
  • ■ Case 3–62 Cost Flows in a Job-Order Costing System; Schedule of Cost of Goods Manufactured; Automation (LO3–2, LO3–4, LO3–6)
  • Chapter 4: Process Costing and Hybrid Product Costing Systems
  • Introduction
  • Comparison of Job-Order Costing and Process Costing
  • Flow of Costs
  • Differences Between Job-Order and Process Costing
  • Equivalent Units: A Key Concept
  • Equivalent Units
  • Illustration of Process Costing
  • Basic Data for Illustration
  • Weighted-Average Method of Process Costing
  • Other Issues in Process Costing
  • Actual versus Normal Costing
  • Other Cost Drivers for Overhead Application
  • Subsequent Production Departments
  • Hybrid Product-Costing Systems
  • Operation Costing for Batch Manufacturing Processes
  • Chapter Summary
  • Review Problem on Process Costing
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 4–15 Physical Flow of Units (LO4–1, LO4–3)
  • ■ Exercise 4–16 Process Costing; Use of Internet (LO4–1)
  • ■ Exercise 4–17 Equivalent Units; Weighted-Average (LO4–1, LO4–3)
  • ■ Exercise 4–18 Equivalent Units; Weighted-Average (LO4–1, LO4–3)
  • ■ Exercise 4–19 Physical Flow and Equivalent Units; Weighted-Average (LO4–1, LO4–3)
  • ■ Exercise 4–20 Cost per Equivalent Unit; Weighted-Average (LO4–1, LO4–3, LO4–4)
  • ■ Exercise 4–21 Cost per Equivalent Unit; Weighted-Average (LO4–1, LO4–3, LO4–4)
  • ■ Exercise 4–22 Analysis of Total Costs; Weighted-Average (LO4–5)
  • ■ Exercise 4–23 Analysis of Total Costs; Weighted-Average (LO4–5)
  • ■ Exercise 4–24 Operation Costing (LO4–7)
  • Problems
  • ■ Problem 4–25 Step-by-Step Weighted-Average Process Costing (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–26 Straightforward Weighted-Average Process Costing, Step-by-Step Approach (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–27 Missing Data; Production Report; Weighted-Average (LO4–4, LO4–5, LO4–6)
  • ■ Problem 4–28 Partial Production Report; Journal Entries; Weighted-Average Method (LO4–2, LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–29 Straightforward Weighted-Average Process Costing; Step-by-Step Approach (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–30 Partial Production Report; Journal Entries; Weighted-Average Method (LO4–2, LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–31 Determination of Production Costs; Analysis of Equivalent Units (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–32 Analysis of Work-in-Process Inventory Account (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–33 Missing Data; Production Report; Weighted-Average (LO4-4, LO4–5, LO4–6)
  • ■ Problem 4–34 Process Costing in a Public Accounting Firm (LO4–3, LO4–4, LO4–5)
  • ■ Problem 4–35 Process Costing; Production Report; Journal Entries; Weighted-Average Method (LOLO4–2, LO4–3, LO4–4, LO4–5, LO4–6)
  • ■ Problem 4–36 Operation Costing; Unit Costs; Journal Entries (LO 4–7)
  • ■ Problem 4–37 Operation Costing; Unit Costs (LO4–7)
  • ■ Problem 4–38 Operation Costing; Unit Cost; Cost Flow; Journal Entries (LO 4–7)
  • Cases
  • ■ Case 4–39 Weighted-Average Process Costing; Ethics (LO4–3, LO4–4, LO4–5, LO4–6)
  • Chapter 5: Activity-Based Costing and Management
  • Introduction
  • Traditional, Volume-Based Product Costing System
  • Profits in a Downdraft
  • Activity-Based Costing System
  • ABC Stage One
  • ABC Stage Two
  • Interpreting the ABC Product Costs
  • The Punch Line
  • Why Traditional Volume-Based Costing Systems Distort Product Costs
  • Activity-Based Costing: Some Key Issues
  • Cost Drivers
  • Collecting ABC Data
  • Activity Dictionary and Bill of Activities
  • Activity-Based Management
  • Two-Dimensional ABC
  • Using ABM to Identify Non-Value-Added Activities and Costs
  • Customer-Profitability Analysis
  • Illustration of Customer-Profitability Analysis
  • Activity-Based Costing in the Service Industry
  • Time-Driven Activity-Based Costing
  • Activity-Based Costing at Immunity Medical Center
  • Interpreting the Primary Care Unit’s TDABC Information
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Cost Drivers and Product-Cost Distortion
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 5–26 Volume–Based Cost Driver versus ABC (LO5–1, LO5–2, LO5–4)
  • ■ Exercise 5–27 Activity-Based Costing; Quality Control Costs (LO5–1, LO5–2, LO5–4)
  • ■ Exercise 5–28 Cost Drivers; Activity Cost Pools (LO5–2, LO5–3, LO5–6)
  • ■ Exercise 5–29 Categorizing Activity Cost Pools (LO5–2, LO5–3)
  • ■ Exercise 5–30 Activity-Based Costing in a Government Agency; Use of Internet (LO5–2, LO5–7, LO5–10)
  • ■ Exercise 5–31 Distortion of Product Costs (LO5–2, LO5–5)
  • ■ Exercise 5–32 Key Features of Activity-Based Costing (LO5–2, LO5–5, LO5–7)
  • ■ Exercise 5–33 Winery; Classification of Activities (LO5–2, LO5–3, LO5–7)
  • ■ Exercise 5–34 Classification of Activities (LO5–2, LO5–3, LO5–7)
  • ■ Exercise 5–35 ABC; Selling Costs (LO5–2, LO5–4)
  • ■ Exercise 5–36 Classification of Activities in a University; Cost Drivers (LO5–2, LO5–3, LO5–6, LO5–7, LO5–10)
  • ■ Exercise 5–37 Non-Value-Added Costs (LO5–8)
  • ■ Exercise 5–38 Design Your Own Production Process; Non-Value-Added Costs (LO5–8)
  • ■ Exercise 5–39 Performance Measures in Two-Dimensional ABC; ABM (LO5–8, LO5–10)
  • ■ Exercise 5–40 Activity Analysis; Non-Value-Added Activities (LO5–8, LO5–10)
  • ■ Exercise 5–41 College Registration; Activity Analysis (LO5–8, LO5–10)
  • ■ Exercise 5–42 Customer Profitability Analysis; Customers Ranked by Sales Revenue (LO5–9)
  • ■ Exercise 5–43 Customer Profitability Graph (LO5–9, LO5–10)
  • ■ Exercise 5–44 Activity-Based Costing (LO5–2, LO5–3, LO5–10)
  • Problems
  • ■ Problem 5–45 Manufacturing overhead Application; Activity-Based Costing (LO 5–1, LO 5–2, LO 5–7)
  • ■ Problem 5–46 Activity-Based Costing; Cost Analysis (LO 5–1, LO 5–2, LO 5–4, LO 5–5, LO 5–7)
  • ■ Problem 5–47 Straightforward ABC calculations (LO 5–1, LO 5–2, LO 5–4, LO 5–5)
  • ■ Problem 5–48 Continuation of Preceding Problem; Explaining ABC (LO 5–2, LO 5–4)
  • ■ Problem 5–49 Activity-Based Costing; Product Promotion (LO 5–1, LO 5–2, LO 5–4, LO 5–5)
  • ■ Problem 5–50 Activity-Based Costing; Analysis of Operations (LO 5–1, LO 5–2, LO 5–4, LO 5–5, LO 5–7, LO 5–10)
  • ■ Problem 5–51 Automation; Robotics; Manufacturing Overhead Application; Activity-Based Costing (LO 5–1, LO 5–2, LO 5–5, LO 5–8)
  • ■ Problem 5–52 Activity Cost Pools; Cost Drivers; Pool Rates (LO 5–1, LO 5–2, LO 5–3, LO 5–4, LO 5–5, LO 5–7)
  • ■ Problem 5–53 Predetermined Cost Drivers (LO 5–2, LO 5–3, LO 5–4)
  • ■ Problem 5–54 Activity-Based Costing; Activity-Based Management (LO 5–2, LO 5–3, LO 5–4, LO 5–5, LO 5–7)
  • ■ Problem 5–55 Activity-Based Costing (LO 5–1, LO 5–2, LO 5–4, LO 5–5)
  • ■ Problem 5–56 Activity-Based Costing (LO 5–1, LO 5–2, LO 5–4, LO 5–5, LO 5–7)
  • ■ Problem 5–57 Activity-Based Costing; Activity Cost Pools; Pool Rates; Calculation of Product Costs; Cost Distortion (LO 5–1, LO 5–2, LO 5–3, LO 5–4, LO 5–5)
  • ■ Problem 5–58 Activity-Based Costing; Forecasting; Ethics (LO 5-1, LO 5-2, LO 5-4, LO 5-5)
  • ■ Problem 5–59 Activity-Based Costing; Production and Pricing Decisions (LO 5-1, LO 5-2, LO 5-3, LO 5-4, LO 5-5)
  • ■ Problem 5–60 Traditional versus Activity-Based Costing Systems (LO 5-1, LO 5-2, LO 5-3, LO 5-4, LO 5-5)
  • ■ Problem 5–61 Strategic Cost Analysis; Continuation of Preceding Problem (LO 5-2, LO 5-5, LO 5-7)
  • ■ Problem 5–62 Cost Distortion; Continuation of Problem 5–60 (LO 5-2, LO 5-5)
  • ■ Problem 5–63 Basic Elements of a Production Process; Non-Value-Added Costs (LO 5-7, LO 5-8, LO 5-10)
  • ■ Problem 5–64 Two-Dimensional Activity-Based Costing; Activity Analysis; ABM (LO 5-8)
  • ■ Problem 5–65 Customer-Profitability Analysis; Activity-Based Costing (LO 5-9)
  • ■ Problem 5–66 Customer-Profitability Profile; Continuation of Preceding Problem (LO 5-9)
  • Cases
  • ■ Case 5–67 Activity-Based Costing; Budgeted Operating Margin (LO 5-1, LO 5-2, LO 5-4, LO 5-5, LO 5-7)
  • ■ Case 5–68 Traditional versus Activity-Based Costing Systems (LO 5-1, LO 5-2, LO 5-3, LO 5-4, LO 5-5)
  • ■ Case 5–69 Cost Distortion; Continuation of Preceding Case (LO 5-2, LO 5-5)
  • ■ Case 5–70 Ethical Issues Related to Product-Cost Distortion; Activity-Based Costing; Continuation of Case 5–69 (LO 5-2, LO 5-5, LO 5-7)
  • Chapter 6: Activity Analysis, Cost Behavior, and Cost Estimation
  • Introduction
  • Cost Behavior Patterns
  • Variable Costs
  • Step-Variable Costs
  • Fixed Costs
  • Step-Fixed Costs
  • Semivariable Cost
  • Curvilinear Cost
  • Using Cost Behavior Patterns to Predict Costs
  • Engineered, Committed, and Discretionary Costs
  • Cost Behavior in Other Industries
  • Cost Estimation
  • Account-Classification Method
  • Visual-Fit Method
  • High-Low Method
  • Least-Squares Regression Method
  • Multiple Regression
  • Data Collection Issues
  • Engineering Method of Cost Estimation
  • Big Data and Data Analytics
  • Characteristics and Potential Uses of Big Data
  • Data Analytics and Data Visualization
  • Effect of Learning on Cost Behavior
  • Focus on Ethics
  • Chapter Summary
  • Review Problems on Cost Behavior and Estimation
  • Problem 1
  • Problem 2
  • Solutions to Review Problems
  • Key Terms
  • Appendix to Chapter 6
  • Least-Squares Regression Using Microsoft Excel
  • Using Microsoft Excel to Calculate the Regression Parameters
  • Goodness of Fit
  • Review Questions
  • Exercises
  • ■ Exercise 6–22 Graphing Cost Behavior Patterns; Hospital (LO6–1, LO6–2, LO6–3)
  • ■ Exercise 6–23 Approximating a Curvilinear Cost; Public School District (LO6–1, LO6–2, LO6–3)
  • ■ Exercise 6–24 Behavior of Fixed and Variable Costs; Television Station (LO6–1, LO6–2)
  • ■ Exercise 6–25 Estimating Cost Behavior; High-Low Method (LO6–1, LO6–2, LO6–5)
  • ■ Exercise 6–26 Estimating Cost Behavior; Visual-Fit Method (LO6–1, LO6–2, LO6–5)
  • ■ Exercise 6–27 Data Analytics and Data Visualization (LO6–8)
  • ■ Exercise 6–28 Visual-Fit Method; Veterinary Laboratory (LO6–1, LO6–2, LO6–5)
  • ■ Exercise 6–29 Account-Classification Method; Food Processing (LO6–1, LO6–2, LO6–5)
  • ■ Exercise 6–30 High-Low Method; Tour Company (LO6–1, LO6–2, LO6–5)
  • ■ Exercise 6–31 Work Measurement; Government Agency (LO6–2, LO6–6)
  • ■ Exercise 6–32 Learning Curve; High Technology (LO6–1, LO6–6)
  • ■ Exercise 6–33 Airline; Least-Squares Regression (Appendix) (LO6–1, LO6–2, LO6–5, LO6–9)
  • ■ Exercise 6–34 Estimating Cost Behavior by Multiple Methods (Appendix) (LO6–1, LO6–2, LO6–5, LO6–9)
  • Problems
  • ■ Problem 6–35 Cost Behavior Patterns in a Variety of Settings; International Issues (LO6–1, LO6–2)
  • ■ Problem 6–36 Cost Behavior and Analysis; High-Low Method (LO6–2, LO6–5)
  • ■ Problem 6–37 Cost Behavior and Analysis; High-Low Method (LO6–2, LO6–4, LO6–5)
  • ■ Problem 6–38 High-Low Method; Fitness Centers (LO6–1, LO6–2, LO6–5)
  • ■ Problem 6–39 Account-Classification Method; Private School (LO6–1, LO6–2, LO6–5)
  • ■ Problem 6–40 Approximating a Step-Variable Cost; Visual-Fit Method; Golf Course (LO6–1, LO6–2, LO6–5)
  • ■ Problem 6–41 Work Measurement; Cost Estimation with Different Methods; Wholesaler (LO6–1, LO6–2, LO6–5, LO6–6)
  • ■ Problem 6–42 Continuation of Preceding Problem; Computing Least-Squares Regression Estimates; Comparing Multiple Methods (Appendix) (LO6–1, LO6–2, LO6–5, LO6–6, LO6–9)
  • ■ Problem 6–43 Cost Estimation Methods; Cost Analysis; E-Commerce (LO6–2, LO6–5)
  • ■ Problem 6–44 Comparing Regression and High-Low Estimates; Manufacturer (LO6–1, LO6–2, LO6–5, LO6–7)
  • ■ Problem 6–45 Interpreting Regression Analysis in Cost Estimation (LO6–1, LO6–2, LO6–5)
  • ■ Problem 6–46 Interpretation of Data Analytics; Data Visualization; Using Tableau Displays (LO6–7, LO6–8)
  • ■ Problem 6–47 Interpretation of Tableau Displays (LO6–7, LO6–8)
  • ■ Problem 6–48 Computing Least-Squares Regression Estimates; Airport Costs (Appendix) (LO6–1, LO6–2, LO6–5, LO6–9)
  • ■ Problem 6–49 Interpretation of Intercept, Slope, and R2 for Regression Analysis; Using Tableau Displays (Appendix) (LO6–7, LO6–8, LO6–9)
  • Cases
  • ■ Case 6–50 Interpreting Least-Squares Regression; Landscaping Service; Activity-Based Costing (LO6–1, LO6–2, LO6–5)
  • ■ Case 6–51 Approximating a Curvilinear Cost; Visual-Fit Method; Pediatrics Clinic (LO6–1, LO6–2, LO6–5)
  • ■ Case 6–52 Comparing Multiple Cost Estimation Methods; Ethics (Appendix) (LO6–1, LO6–2, LO6–3, LO6–5, LO6–9)
  • Chapter 7: Cost-Volume-Profit Analysis
  • Introduction
  • Illustration of Cost-Volume-Profit Analysis
  • Projected Expenses and Revenue
  • The Break-Even Point
  • Contribution-Margin Approach
  • Graphing Cost-Volume-Profit Relationships
  • Interpreting the CVP Graph
  • Alternative Format for the CVP Graph
  • Profit-Volume Graph
  • Target Profit
  • Contribution-Margin Approach
  • Equation Approach
  • Graphical Approach
  • Applying CVP Analysis
  • Safety Margin
  • Changes in Fixed Expenses
  • Changes in the Unit Contribution Margin
  • Predicting Profit Given Expected Volume
  • CVP Information in Published Annual Reports
  • CVP Analysis with Multiple Products
  • Assumptions Underlying CVP Analysis
  • Role of Spreadsheets and Computerized Planning Models
  • CVP Relationships and the Income Statement
  • Traditional Income Statement
  • Contribution Income Statement
  • Comparison of Traditional and Contribution Income Statements
  • Cost Structure and Operating Leverage
  • Operating Leverage
  • Cost Structure and Operating Leverage: A Cost–Benefit Issue
  • CVP Analysis, Activity-Based Costing, and Advanced Manufacturing Systems
  • A Move Toward JIT and Flexible Manufacturing
  • Chapter Summary
  • Review Problem on Cost-Volume-Profit Analysis
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Appendix to Chapter 7
  • Effect of Income Taxes
  • Review Questions
  • Exercises
  • ■ Exercise 7–23 Fill in Blanks; Basic CVP Relationships (LO7–1, LO7–2)
  • ■ Exercise 7–24 Pizza Delivery Business; Basic CVP Analysis (LO7–1, LO7–2, LO7–4)
  • ■ Exercise 7–25 Manufacturing; Using CVP Analysis (LO7–1,LO7–4)
  • ■ Exercise 7–26 Sports Franchise; CVP Graph (LO7–1, LO7–3, LO7–4)
  • ■ Exercise 7–27 Continuation of Preceding Exercise; Profit-Volume Graph; Safety Margin (LO7–3,LO7–4)
  • ■ Exercise 7–28 Publishing; Contribution Income Statement (LO7–7,LO7–8)
  • ■ Exercise 7–29 Retail; CVP Analysis with Multiple Products (LO7–5)
  • ■ Exercise 7–30 Cost-Volume-Profit Analysis in an Airline; Use of Internet (LO7–4)
  • ■ Exercise 7–31 Hotel and Restaurant; Cost Structure and Operating Leverage (LO7–2, LO7–4, LO7–8)
  • ■ Exercise 7–32 Continuation of Preceding Exercise (LO7–4, LO7–7)
  • ■ Exercise 7–33 Consulting Firm; CVP Analysis with Income Taxes (Appendix) (LO7–1, LO7–4, LO7–11)
  • Problems
  • ■ Problem 7–34 Basic CVP Relationships; Retailer (LO7–1, LO7–2, LO7–4)
  • ■ Problem 7–35 Basic CVP Computations (LO7–1, LO7–2, LO7–4)
  • ■ Problem 7–36 CVP Relationships; Indifference Point (LO7–1, LO7–4)
  • ■ Problem 7–37 CVP Analysis; Impact of Operating Changes (LO7–1, LO7–4)
  • ■ Problem 7–38 Sales Mix and Employee Compensation; Operating Changes (LO7–4, LO7–5)
  • ■ Problem 7–39 Leverage; Analysis of Operating Change (LO7–1, LO7–4, LO7–8)
  • ■ Problem 7–40 Basic CVP Relationships (LO7–1, LO7–2, LO7–4)
  • ■ Problem 7–41 CVP Graph; Cost Structure; Operating Leverage (LO7–2, LO7–3, LO7–4, LO7–8)
  • ■ Problem 7–42 Break-Even Point; After-Tax Net Income; Profit-Volume Graph; International Issues (Appendix) (LO7–1, LO7–2, LO7–3, LO7–4, LO7–11)
  • ■ Problem 7–43 Break-Even Point; Safety Margin; Law Firm (LO7–1, LO7–4)
  • ■ Problem 7–44 Break-Even Analysis; Operating Leverage; New Manufacturing Environment (LO7–1, LO7–8, LO7–10)
  • ■ Problem 7–45 Break-Even Analysis; Profit-Volume Graph; Movie Theaters (LO7–1, LO7–3, LO7–4)
  • ■ Problem 7–46 CVP Analysis of Changes in Sales Prices and Costs (LO7–1, LO7–4)
  • ■ Problem 7–47 Continuation of Preceding Problem; Activity-Based Costing; Advanced Manufacturing Systems; Ethical Issues (LO7–4, LO7–9, LO7–10)
  • ■ Problem 7–48 CVP Relationships; Retail (LO7–4)
  • ■ Problem 7–49 CVP; Multiple Products; Changes in Costs and Sales Mix (LO7–4, LO7–5)
  • ■ Problem 7–50 CVP Relationships; International Business; Automation (LO7–1, LO7–4, LO7–10)
  • ■ Problem 7–51 Cost-Volume-Profit Analysis with Income Taxes and Multiple Products (Appendix) (LO7–1, LO7–2, LO7–4, LO7–5, LO7–11)
  • ■ Problem 7–52 CVP Analysis; Marketing Decisions; Income Taxes (Appendix) (LO7–1, LO7–4, LO7–11)
  • Cases
  • ■ Case 7–53 Break-Even Analysis; Hospital CVP Relationships (LO7–1, LO7–4)
  • ■ Case 7–54 CVP Analysis with Production and Marketing Decisions; Taxes (Appendix) (LO7–1, LO7–4, LO7–11)
  • ■ Case 7–55 Sales Commissions in a Wholesale Firm; Income Taxes (Appendix) (LO7–2, LO7–4, LO7–11)
  • Chapter 8: Variable Costing and the Measurement of ESG and Quality Costs
  • Introduction
  • Section 1: Absorption and Variable Costing
  • Fixed Manufacturing Overhead: The Key
  • Illustration of Absorption and Variable Costing
  • Absorption-Costing Income Statements
  • Variable-Costing Income Statements
  • Reconciling Income under Absorption and Variable Costing
  • Cost-Volume-Profit Analysis
  • Evaluation of Absorption and Variable Costing
  • Section 2: Costs of Assuring Quality
  • Measuring and Reporting Quality Costs
  • Changing Views of Optimal Product Quality
  • ISO 9000 Standards
  • Section 3: Environmental, Social, and Governance (ESG) Initiatives
  • Measuring ESG Outcomes and Performance
  • Measuring ESG Costs
  • Managing Private Environmental Costs
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Absorption and Variable Costing
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 8–20 Difference in Operating Income under Absorption and Variable Costing (LO 8–1, LO 8–4)
  • ■ Exercise 8–21 Absorption and Variable Costing (LO 8–1)
  • ■ Exercise 8–22 Absorption and Variable Costing (LO 8–1, LO 8–4)
  • ■ Exercise 8–23 Absorption and Variable Costing (LO 8–1, LO 8–4)
  • ■ Exercise 8–24 Difference in Operating Income under Absorption and Variable Costing (LO 8–1, LO 8–4)
  • ■ Exercise 8–25 Variable Costing and Cost-Volume-Profit Analysis (LO 8–5)
  • ■ Exercise 8–26 Absorption versus Variable Costing (LO 8–1)
  • ■ Exercise 8–27 Absorption and Variable Costing; Use of Internet (LO 8–1, LO 8–6)
  • ■ Exercise 8–28 Quality Costs (LO 8–7)
  • ■ Exercise 8–29 Quality-Cost Report (LO 8–7)
  • ■ Exercise 8–30 ESG Reporting of Outcomes and Costs; Internet (LO 8–9)
  • ■ Exercise 8–31 Environmental Cost Management; Internet (LO 8–9)
  • Problems
  • ■ Problem 8–32 Straightforward Problem on Absorption versus Variable Costing (LO 8–2, LO 8–3, LO 8–4)
  • ■ Problem 8–33 Absorption and Variable Costing; CVP Analysis (LO 8–2, LO 8–3, LO 8–4, LO 8–5)
  • ■ Problem 8–34 Variable versus Absorption Costing (LO 8–1, LO 8–4)
  • ■ Problem 8–35 Variable-Costing and Absorption-Costing Income Statements (LO 8–2, LO 8–3, LO 8–4, LO 8–6)
  • ■ Problem 8–36 Variable and Absorption Costing (LO 8–1, LO 8–4, LO 8–6 )
  • ■ Problem 8–37 Absorption Costing and Variable Costing (LO 8–1, LO 8–2, LO 8–3)
  • ■ Problem 8–38 Variable Costing and Absorption Costing Income Statements; Reconciling Reported Operating Income (LO 8–2, LO 8–3, LO 8–4)
  • ■ Problem 8–39 Quality Costs: Identification and Analysis (LO 8–7)
  • ■ Problem 8–40 Quality-Improvement Programs and Quality Costs (LO 8–7, LO 8–8)
  • ■ Problem 8–41 Environmental Costs (LO 8–9)
  • Cases
  • ■ Case 8–42 Comparison of Absorption and Variable Costing; Actual Costing (LO 8–2, LO 8–3, LO 8–4)
  • ■ Case 8–43 Analysis of Differences in Absorption-Costing and Variable-Costing Income Statements; Continuation of Preceding Case (LO 8–1, LO 8–6)
  • ■ Case 8–44 Absorption and Variable Costing; Effect on the Balance Sheet; Continuation of Preceding Case (LO 8–1, LO 8–4)
  • Chapter 9: Financial Planning and Analysis: The Master Budget
  • Introduction
  • Financial Planning and Analysis (FP&A) Systems
  • Purposes of Budgeting
  • Types of Budgets
  • The Master Budget: A Planning Tool
  • Sales of Services or Goods
  • Sales Forecasting
  • Operational Budgets
  • Financing Budgets
  • Budgeted Financial Statements
  • Activity-Based Budgeting
  • Developing the Master Budget
  • Sales Budget
  • Purchases Budget
  • Direct Labor Budget
  • Production Overhead and SG&A Budgets
  • Financing Budgets
  • Budgeted Financial Statements
  • Summary: Key Features of a Master Budget
  • Extending the Master Budget for a Manufacturing Firm
  • Production Budget
  • Direct-Material Budget
  • Budgeted Schedule of Cost of Goods Manufactured and Sold
  • Budgeted Balance Sheet
  • Assumptions and Predictions Underlying the Master Budget
  • Financial Planning Models
  • Budget Administration
  • International Aspects of Budgeting
  • Behavioral Impact of Budgets
  • Budgetary Slack: Padding the Budget
  • Participative Budgeting
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Preparing Master Budget Schedules
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 9–21 Missing Amounts; Various Types of Budgets (LO 9–3, LO 9–5, LO 9–6)
  • ■ Exercise 9–22 City or State Budget; Use of Internet (LO 9–2, LO 9–3)
  • ■ Exercise 9–23 Budgeting Production and Direct-Material Purchases (LO 9–3, LO 9–6)
  • ■ Exercise 9–24 Cash Collections (LO 9–3, LO 9–5)
  • ■ Exercise 9–25 Budgeting Production and Raw-Material Purchases(LO 9–3, LO 9–6)
  • ■ Exercise 9–26 Cash Budgeting (LO 9–3, LO 9–5)
  • ■ Exercise 9–27 Budgetary Slack; Bank (LO 9–9)
  • ■ Exercise 9–28 Using Budgets for Financial Planning (LO 9–2, LO 9–5, LO 9–7)
  • ■ Exercise 9–29 Budgeted Financial Statements; Retailer (LO 9–3, LO 9–5)
  • ■ Exercise 9–30 Professional Services Budget; Dental Practice; Activity-Based Budgeting (LO 9–3, LO 9–4, LO 9–5)
  • Problems
  • ■ Problem 9–31 Production and Direct-Labor Budgets; Activity-Based Production Overhead Budget (LO 9–3, LO 9–4, LO 9–5, LO 9–6)
  • ■ Problem 9–32 Revenue and Labor Budgeting for a University; Budget Linkages (LO 9–3, LO 9–5, LO 9–7, LO 9–8)
  • ■ Problem 9–33 Cash budgeting (LO 9–3, LO 9–5)
  • ■ Problem 9–34 Relationships of the Master-Budget Components (LO 9–3, LO 9–5, LO 9–6)
  • ■ Problem 9–35 Cash Budget; Wholesaler (LO 9–2, LO 9–3, LO 9–5)
  • ■ Problem 9–36 Ethics; Budgetary Pressure; Management Bonuses; Budgetary Constraints (LO 9-1, LO 9–7, LO 9–8, LO 9–9)
  • ■ Problem 9–37 Completion of Budget Schedules (LO 9–3, LO 9–5, LO 9–6)
  • ■ Problem 9–38 Production and Material Budgets (LO 9–3, LO 9–6, LO 9–7)
  • ■ Problem 9–39 Sales, Production, and Purchases Budgets; Activity-Based Production Overhead Budget (LO 9–3, LO 9–4, LO 9–5, LO 9–6)
  • ■ Problem 9–40 Interrelationships Between Components of Master Budget (LO 9–5, LO 9–6, LO 9–8)
  • ■ Problem 9–41 Revised Operating Budget; Consulting Firm (LO 9–2, LO 9–5, LO 9–7)
  • ■ Problem 9–42 Preparation of Master Budget (LO 9–3, LO 9–4, LO 9–5)
  • ■ Problem 9–43 Budgeting; Financial Objectives; Ethics (LO 9–1, LO 9–5, LO 9–6, LO 9–7)
  • ■ Problem 9–44 Comprehensive Master Budget; Borrowing; Acquisition of Automated Material Handling System (LO 9–2, LO 9–3, LO 9–5, LO 9–6)
  • Cases
  • ■ Case 9–45 Using Budgets to Evaluate Business Decisions (LO 9–2, LO 9–3, LO 9–7)
  • ■ Case 9–46 Participative Budgeting (LO 9–2, LO 9–3, LO 9–9)
  • ■ Case 9–47 Comprehensive Master Budget; Short-Term Financing; Acquisition of Robotic Equipment (LO 9–2, LO 9–3, LO 9–5, LO 9–6)
  • Chapter 10: Standard Costing and Analysis of Direct Costs
  • Introduction
  • Managing Costs
  • Management by Exception
  • Setting Standards
  • Methods for Setting Standards
  • Participation in Setting Standards
  • Perfection versus Practical Standards: A Behavioral Issue
  • Use of Standards by Service Organizations
  • Cost Variance Analysis
  • Direct-Material Standards
  • Direct-Labor Standards
  • Standard Costs Given Actual Output
  • Analysis of Cost Variances
  • Direct-Material Variances
  • Direct-Labor Variances
  • Multiple Types of Direct Material or Direct Labor
  • Allowing for Production Loss
  • Significance of Cost Variances
  • Size of Variances
  • Recurring Variances
  • Trends
  • Controllability
  • Favorable Variances
  • Costs and Benefits of Investigation
  • A Statistical Approach
  • Behavioral Impact of Standard Costing
  • Controllability of Variances
  • Direct-Material Price Variance
  • Direct-Material Quantity Variance
  • Direct-Labor Rate Variance
  • Direct-Labor Efficiency Variance
  • Interaction among Variances
  • Standard Costs and Product Costing
  • Evaluation of Standard Costing Systems
  • Advantages of Standard Costing
  • Criticisms of Standard Costing in Today’s Manufacturing Environment
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Standard Costing and Analysis of Direct Costs
  • Solutions to Review Problem
  • Key Terms
  • Appendix to Chapter 10
  • Use of Standard Costs for Product Costing
  • Review Questions
  • Exercises
  • ■ Exercise 10–22 Straightforward Computation of Variances (LO10–1, LO10–3)
  • ■ Exercise 10–23 Determination of Variances Using Diagrams (LO10–3)
  • ■ Exercise 10–24 Developing Standards for New Products; Use of Internet (LO10–2)
  • ■ Exercise 10–25 Computing Standard Direct-Material Cost (LO10–2)
  • ■ Exercise 10–26 Straightforward Calculation of Variances (LO10–1, LO10–3)
  • ■ Exercise 10–27 Diagramming Direct-Material and Direct-Labor Variances (LO10–3)
  • ■ Exercise 10–28 Cost Variance Investigation (LO10–4)
  • ■ Exercise 10–29 Standard Allowed Input (LO10–2)
  • ■ Exercise 10–30 Reconstructing Standard-Cost Information from Partial Data (LO10–1, LO10–3)
  • ■ Exercise 10–31 Journal Entries under Standard Costing (Appendix) (LO10–6, LO10–9)
  • ■ Exercise 10–32 Posting Journal Entries for Variances (Appendix) (LO10–6, LO10–9)
  • Problems
  • ■ Problem 10–33 Direct-Material and Direct- Labor Variances (LO 10–1, LO 10–3)
  • ■ Problem 10–34 Determining Standard Material Cost (LO 10–2)
  • ■ Problem 10–35 Direct-Material and Direct-Labor Variances (LO 10–1, LO 10–3)
  • ■ Problem 10–36 Variance Calculation; Analysis; Service Business (LO 10–1, LO 10–3)
  • ■ Problem 10–37 Variance Computation; Analysis of Performance and Responsibility (LO 10–1, LO 10–3)
  • ■ Problem 10–38 Direct-Labor Variances at Colgate-Palmolive Company; Cost Variance Investigation (LO 10–3, LO 10–4)
  • ■ Problem 10–39 Direct-Material and Direct-Labor Variances (LO 10–1, LO 10–3)
  • ■ Problem 10–40 Setting Standards; Responsibility for Variances (LO 10–2)
  • ■ Problem 10–41 Direct-Labor Variances (LO 10–1, LO 10–3)
  • ■ Problem 10–42 Development of Standard Costs (LO 10–1, LO 10–2, LO 10–5)
  • ■ Problem 10–43 Determining Standard Costs; Ethics (LO 10–1, LO 10–2)
  • ■ Problem 10–44 Investigating Cost Variances (LO 10–4)
  • ■ Problem 10–45 Variances; Journal Entries; Missing Data (Appendix) (LO 10–3, LO 10–6, LO 10–9)
  • ■ Problem 10–46 Direct-Material Variances; Journal Entries (Appendix) (LO 10–1, LO 10–3, LO 10–9)
  • ■ Problem 10–47 Comprehensive Problem on Variance Analysis (LO 10–1, LO 10–3, LO 10–6)
  • ■ Problem 10–48 Journal Entries under Standard Costing; Continuation of Preceding Problem (Appendix) (LO 10–7, LO 10–9)
  • Cases
  • ■ Case 10–49 Direct-Material and Direct-Labor Variances; Job-Order Costing; Journal Entries (Appendix) (LO 10–1, LO 10–3, LO 10–6, LO 10–9)
  • ■ Case 10–50 Missing Data; Variances, Ledger Accounts (Appendix) (LO 10–1, LO 10–3, LO 10–9)
  • Chapter 11: Flexible Budgeting and Analysis of Production Overhead Costs
  • Introduction
  • Overhead Budgets
  • Flexible Budgets
  • Advantages of Flexible Budgets
  • The Activity Measure
  • Flexible Overhead Budget Illustrated
  • Formula Flexible Budget
  • Overhead Application in a Standard-Costing System
  • Choice of Activity Measure
  • Criteria for Choosing the Activity Measure
  • Cost Management Using Overhead Cost Variances
  • Flexible Budget
  • Variable Overhead
  • Fixed Overhead
  • Production Overhead Cost Performance Report
  • Activity-Based Flexible Budget
  • Effect on Performance Reporting
  • Flexible Budgeting in the Service Industry
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Flexible Budgeting and Analysis of Production Overhead Costs
  • Solution to Review Problem
  • Key Terms
  • Appendix A to Chapter 11
  • Standard Costs and Product Costing
  • Appendix B to Chapter 11
  • Sales Variances
  • Review Questions
  • Exercises
  • ■ Exercise 11–22 Straightforward Computation of Production Overhead Variances (LO11–5)
  • ■ Exercise 11–23 Diagram of Production Overhead Variances (LO11–5)
  • ■ Exercise 11–24 Graphing Production Overhead Variances (LO11–5)
  • ■ Exercise 11–25 City or State Budget; Activity-Based Flexible Budget; Cost Drivers; Use of Internet (LO11–4, LO11–7)
  • ■ Exercise 11–26 Straightforward Computation of Production Overhead Variances (LO11–5)
  • ■ Exercise 11–27 Standard Hours Allowed; Flexible Budgeting; Multiple Products (LO11–1, LO11–2)
  • ■ Exercise 11–28 Construct a Flexible Overhead Budget; Hospital (LO11–1, LO11–2)
  • ■ Exercise 11–29 Interpretation of Variable-Overhead Efficiency Variance (LO11–5)
  • ■ Exercise 11–30 Reconstruct Missing Information from Partial Data (LO11–2, LO11–5)
  • ■ Exercise 11–31 Activity-Based Flexible Budget (LO11–2, LO11–7)
  • ■ Exercise 11–32 Production Overhead Variances (LO11–5)
  • ■ Exercise 11–33 Journal Entries for Overhead (Appendix A) (LO11–8)
  • ■ Exercise 11–34 Sales Variances (Appendix B) (LO11–9)
  • Problems
  • ■ Problem 11–35 Straightforward Production Overhead Variances (LO11–5)
  • ■ Problem 11–36 Standard Hours Allowed; Flexible Budget; Multiple Products; Insurance Company (LO11–1, LO11–2, LO11–4)
  • ■ Problem 11–37 Graphing Budgeted and Applied Production Overhead; Recording Studio (LO11–1, LO11–2, LO11–3)
  • ■ Problem 11–38 Production Overhead Variances (LO11–5)
  • ■ Problem 11–39 Budgets and Performance Evaluation (LO11–1, LO11–6)
  • ■ Problem 11–40 Linkages Between the Flexible Budget and Variances (LO11–1, LO11–2, LO11–5)
  • ■ Problem 11–41 Production Overhead Calculations; Variance Interpretation (LO11–5)
  • ■ Problem 11–42 Flexible Budget; Performance Report (LO11–1, 11–6)
  • ■ Problem 11–43 Flexible Budgeting; Variances; Impact on Behavior (LO11–1, LO11–2, LO11–5)
  • ■ Problem 11–44 Finding Missing Data; Production Overhead Accounting (LO11–1, LO11–5)
  • ■ Problem 11–45 Preparing and Using a Columnar Flexible Budget; Tour Company; Ethical Issues (LO11–1, LO11–2, LO11–6)
  • ■ Problem 11–46 Interactions Between Variances; Flexible Manufacturing System (LO11–5)
  • ■ Problem 11–47 Flexible Budget; Improved Performance Report; Behavioral Issues (LO11–1, LO11–6)
  • ■ Problem 11–48 Using a Flexible Budget (LO11–1, LO11–2, LO11–5)
  • ■ Problem 11–49 Complete Analysis of Cost Variances; Review of Chapter 10 and Chapter 11 (LO11–5)
  • ■ Problem 11–50 Production Overhead Variances; Journal Entries (Appendix A) (LO11–5, LO11–8)
  • ■ Problem 11–51 Comprehensive Problem on Production Overhead Accounting under Standard Costing; Journal Entries (Appendix A) (LO11–2, LO11–3, LO11–5, LO11–8)
  • ■ Problem 11–52 Sales Variances (Appendix B) (LO11–9)
  • ■ Problem 11–53 Analyzing Sales Variances (Appendix B) (LO11–9)
  • Cases
  • ■ Case 11–54 Integrative Case on Chapter 10 and Chapter 11; Drawing Conclusion from Missing Data (LO11–1, LO11–3, LO11–5)
  • ■ Case 11–55 Comprehensive Variance Analysis Used to Explain Operational Results; Review of Chapter 10 and Chapter 11; Activity-Based Costing; Sales Variances (Appendix B) (LO11–4, LO11–5, LO11–7, LO11–9)
  • Chapter 12: Responsibility Accounting and the Balanced Scorecard
  • Introduction
  • Section 1: Responsibility Accounting
  • Responsibility Centers
  • Illustration of Responsibility Accounting
  • Performance Reports
  • Budgets, Variance Analysis, and Responsibility Accounting
  • Cost Allocation
  • Cost Allocation Bases
  • Allocation Bases Based on Budgets
  • Behavioral Effects of Responsibility Accounting
  • Information versus Blame
  • Controllability
  • Motivating Desired Behavior
  • Segmented Reporting
  • Segments versus Segment Managers
  • Key Features of Segmented Reporting
  • Section 2: The Balanced Scorecard
  • What Is a “Balanced Scorecard”?
  • Flit FinTech: A Balanced Scorecard Example
  • Lead and Lag Measures: The Key to the Balanced Scorecard
  • Balanced Scorecard and the Chain of Cause and Effect
  • Focus on Ethics
  • Chapter Summary
  • Review Problems on Responsibility Accounting and the Balanced Scorecard
  • Problem 1—Responsibility Accounting
  • Problem 2—Balanced Scorecard
  • Solutions to Review Problems
  • Key Terms
  • Appendix to Chapter 12
  • Operational Performance Measures
  • Raw Material and Scrap
  • Inventory
  • Machinery
  • Product and Service Quality
  • Production and Delivery
  • Productivity
  • Innovation and Learning
  • Improvement Targets
  • Review Questions
  • Exercises
  • ■ Exercise 12–27 Designating Responsibility Centers (LO12–2)
  • ■ Exercise 12–28 Responsibility Accounting; Equipment Breakdown (LO12–1, LO12–2)
  • ■ Exercise 12–29 Assigning Responsibility for Skilled Employees’ Wages (LO12–1)
  • ■ Exercise 12–30 Performance Report; Hotel (LO12–3)
  • ■ Exercise 12–31 Cost Allocation in a College (LO12–4)
  • ■ Exercise 12–32 Segmented Income Statement; TV Cable Company (LO12–5)
  • ■ Exercise 12–33 Responsibility Accounting; Use of Internet (LO12–1, LO12–2)
  • ■ Exercise 12–34 Balanced Scorecard; NGO (LO12–6)
  • ■ Exercise 12–35 Balanced Scorecard; Use of Internet (LO12–6)
  • ■ Exercise 12–36 Balanced Scorecard; startup (LO12–6, LO12–7)
  • ■ Exercise 12–37 Operational Performance Measures (Appendix) (LO12–8)
  • ■ Exercise 12–38 Performance Measures for Production and Delivery (Appendix) (LO12–8)
  • Problems
  • Problem 12–39 Create an Organization (LO 12–1, LO 12–2)
  • Problem 12–40 Design Performance Reports; Continuation of Preceding Problem (LO 12–3)
  • ■ Problem 12–41 Designating Responsibility Centers; Hotel (LO 12–2)
  • ■ Problem 12–42 Preparation of Performance Reports; Hospital (LO 12–3)
  • ■ Problem 12–43 Cost Distribution Using Allocation Bases; Hospital (LO 12–4)
  • ■ Problem 12–44 Segmented Income Statement; Responsibility Accounting (LO 12–3, LO 12–5)
  • ■ Problem 12–45 Prepare Segmented Income Statement; Contribution-Margin Format; Retail (LO 12–5)
  • ■ Problem 12–46 Responsibility Accounting; Participation; Behavioral Issues (LO 12–1, LO 12–2, LO 12–3)
  • ■ Problem 12–47 Designing a Responsibility Accounting System (LO 12–1, LO 12–2)
  • ■ Problem 12–48 Balanced scorecard; Startup; Use of Internet (LO 12–6, LO 12–7)
  • ■ Problem 12–49 Production Efficiency Report; Operational Performance Measures (Appendix) (LO 12–8)
  • ■ Problem 12–50 Manufacturing Performance Measurement (Appendix) (LO 12–8)
  • ■ Problem 12–51 Operational Performance Measures; Incentives; Cost Reduction (Appendix) (LO 12–8)
  • Cases
  • ■ Case 12–52 Segmented Income Statement; Responsibility Accounting; Bonuses; Motivation; Ethics (LO 12–1, LO 12–2, LO 12–5)
  • ■ Case 12–53 Segmented Income Statement; International Operations (LO 12–1, LO 12–5)
  • Chapter 13: Investment Centers and Transfer Pricing
  • Introduction
  • Delegation of Decision Making
  • Obtaining Goal Congruence: A Behavioral Challenge
  • Adaptation of Management Control Systems
  • Measuring Performance in Investment Centers
  • Return on Investment
  • Residual Income
  • Economic Value Added
  • Measuring Income and Invested Capital
  • Invested Capital
  • Measuring Investment-Center Income
  • Inflation: Historical-Cost versus Current-Value Accounting
  • Other Issues in Segment Performance Evaluation 1
  • Alternatives to ROI, Residual Income, and Economic Value Added (EVA)
  • Importance of Nonfinancial Information
  • Measuring Performance in Nonprofit Organizations
  • Transfer Pricing
  • Goal Congruence
  • General Transfer-Pricing Rule
  • Transfers Based on the External Market Price
  • Negotiated Transfer Prices
  • Cost-Based Transfer Prices
  • Standard versus Actual Costs
  • Undermining Divisional Autonomy
  • An International Perspective
  • Transfer Pricing in the Service Industry
  • Behavioral Issues: Risk Aversion and Incentives
  • Goal Congruence and Internal Control Systems
  • Fraud
  • Financial Misrepresentation
  • Corruption
  • Unauthorized Action
  • Focus on Ethics
  • Chapter Summary
  • Review Problems on Investment Centers and Transfer Pricing
  • Problem 1
  • Problem 2
  • Solutions to Review Problems
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 13–24 Components of ROI (LO13–2)
  • ■ Exercise 13–25 Improving ROI (LO13–3)
  • ■ Exercise 13–26 Residual Income (LO13–2)
  • ■ Exercise 13–27 Calculate Weighted-Average Cost of Capital for EVA (LO13–2)
  • ■ Exercise 13–28 Economic Value Added (EVA); Continuation of Preceding Exercise (LO13–2)
  • ■ Exercise 13–29 ROI; Residual Income (LO13–1, LO13–2)
  • ■ Exercise 13–30 ROI and Residual Income; Annual Reports; Use of Internet (LO13–2)
  • ■ Exercise 13–31 Increasing ROI over Time (LO13–2,LO13–4,LO13–5)
  • ■ Exercise 13–32 Internal Control (LO13–8)
  • ■ Exercise 13–33 Improving ROI (LO13–2, LO13–3)
  • ■ Exercise 13–34 General Transfer-Pricing Rule (LO13–6)
  • ■ Exercise 13–35 Cost-Based Transfer Pricing (LO13–7)
  • Problems
  • ■ Problem 13–36 Comparing the Performance of Two Divisions (LO13–2, LO13–4)
  • ■ Problem 13–37 ROI and Residual Income; Missing Data (LO13–2)
  • ■ Problem 13–38 Improving ROI (LO13–3)
  • ■ Problem 13–39 Residual Income (LO13–2, LO13–4)
  • ■ Problem 13–40 Increasing ROI over Time; Accelerated Depreciation (LO13–2, LO13–4, LO13–5)
  • ■ Problem 13–41 Increasing Residual Income over Time (LO13–2, LO13–4, LO13–5)
  • ■ Problem 13–42 ROI and Residual Income; Investment Evaluation (LO13–2, LO13–3, LO13–4, LO13–8)
  • ■ Problem 13–43 ROI and Performance Evaluations (LO13–2, LO13–4, LO13–8)
  • ■ Problem 13–44 Weighted-Average Cost of Capital; Economic Value Added (EVA) (LO13–2)
  • ■ Problem 13–45 Weighted-Average Cost of Capital; Economic Value Added (EVA) (LO13–2)
  • ■ Problem 13–46 Comprehensive Transfer-Pricing Problem; Ethics (LO13–6, LO13–7, LO13–8)
  • ■ Problem 13–47 Transfer Pricing; Negotiation (LO13–7, LO13–8)
  • ■ Problem 13–48 Setting a Transfer Price; International Setting; Differential Tax Rates (LO13–6, LO13–7)
  • ■ Problem 13–49 Transfer Pricing; Management Behavior (LO13–6, LO13–7, LO13–8)
  • Cases
  • ■ Case 13–50 ROI versus Residual Income; Incentive Effects (LO13–1, LO13–2, LO13–4, LO13–8)
  • ■ Case 13–51 Interdivisional Transfers; Pricing the Final Product (LO13–6, LO13–7, LO13–8)
  • ■ Case 13–52 Minimum and Maximum Acceptable Transfer Prices; Multinational (LO13–6, LO13–7,LO13–8)
  • Chapter 14: Decision Making: Relevant Costs and Benefits
  • Introduction
  • The Managerial Accountant’s Role in Decision Making
  • Steps in the Decision-Making Process
  • Quantitative versus Qualitative Analysis
  • Obtaining Information: Relevance, Accuracy, and Timeliness
  • Relevant Information
  • Bearing on the Future
  • Different under Competing Alternatives
  • Unique versus Repetitive Decisions
  • Importance of Identifying Relevant Costs and Benefits
  • Identifying Relevant Costs and Benefits
  • Sunk Costs
  • Irrelevant Future Costs and Benefits
  • Opportunity Costs
  • Summary
  • Analysis of Special Decisions
  • Accept or Reject a Special Offer
  • Outsource a Product or Service
  • Add or Drop a Service, Product, or Department
  • Special Decisions in Manufacturing Firms
  • Joint Products: Sell or Process Further
  • Decisions Involving Limited Resources
  • Uncertainty
  • Activity-Based Costing and Today’s Advanced Manufacturing Environment
  • Conventional Outsourcing (Make-or-Buy) Analysis
  • Activity-Based Costing Analysis of the Outsourcing Decision
  • Other Issues in Decision Making
  • Incentives for Decision Makers
  • Short-Run versus Long-Run Decisions
  • Pitfalls to Avoid
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Relevant Costs
  • Solution to Review Problem
  • Key Terms
  • Appendix to Chapter 14
  • Linear Programming
  • Graphical Solution
  • Managerial Accountant’s Role
  • Review Questions
  • Exercises
  • ■ Exercise 14–29 Steps in Decision-Making Process (LO14–1)
  • ■ Exercise 14–30 Irrelevant Future Costs and Benefits (LO14–3, LO14–4)
  • ■ Exercise 14–31 Machine Replacement (LO14–4, LO14–5)
  • ■ Exercise 14–32 Joint Products (LO14–4, LO14–5, LO14–6)
  • ■ Exercise 14–33 Drop Product Line (LO14–4, LO14–5)
  • ■ Exercise 14–34 Outsourcing Decision; Use of Internet (LO14–1, LO14–2, LO14–5)
  • ■ Exercise 14–35 Obsolete Inventory (LO14–4, LO14–5)
  • ■ Exercise 14–36 Special Order (LO14–4, LO14–5)
  • ■ Exercise 14–37 Continuation of Preceding Exercise (LO14–4, LO14–5)
  • ■ Exercise 14–38 Closing a Department (LO14–4, LO14–5)
  • ■ Exercise 14–39 Continuation of Preceding Exercise (LO14–4, LO14–5)
  • ■ Exercise 14–40 Joint Products; Relevant Costs; Cost-Volume-Profit Analysis (LO14–4, LO14–6)
  • ■ Exercise 14–41 Limited Resource (LO14–6)
  • ■ Exercise 14–42 Linear Programming (Appendix) (LO14–6, LO14–8)
  • ■ Exercise 14–43 Linear Programming; Formulate and Solve Graphically (Appendix) (LO14–8)
  • Problems
  • ■ Problem 14–44 Production Decisions; Limited Capacity (LO14–5, LO14–6)
  • ■ Problem 14–45 Special Order; Financial and Production Considerations (LO14–2, LO14–4,LO14–5)
  • ■ Problem 14–46 Introducing a New Product (LO14–2, LO14–4,LO14–5)
  • ■ Problem 14–47 Closing an Unprofitable Department (LO14–4, LO14–5)
  • ■ Problem 14–48 Excess Production Capacity (LO14–5, LO14–6)
  • ■ Problem 14–49 Make or Buy (LO14–4, LO14–5)
  • ■ Problem 14–50 Outsourcing Decision; Relevant Costs; Ethics (LO14–3, LO14–4,LO14–5)
  • ■ Problem 14–51 Joint Products; Sell or Process Further (LO14–6)
  • ■ Problem 14–52 Add a Product Line (LO14–4,LO14–5)
  • ■ Problem 14–53 Outsourcing Decision (LO14–4,LO14–5)
  • ■ Problem 14–54 Outsource a Component; Relevant Costs, Opportunity Costs, and Quality Control (LO14–3,LO14–4,LO14–5)
  • ■ Problem 14–55 Analysis of Special Order (LO14–4,LO14–5)
  • ■ Problem 14–56 Special Order; Ethics (LO14–3,LO14–4,LO14–5)
  • ■ Problem 14–57 Production Planning (LO14–5,LO14–6)
  • ■ Problem 14–58 Conventional versus Activity-Based-Costing Analyses; Relevant Costs (LO14–5,LO14–7)
  • ■ Problem 14–59 Linear Programming; Formulate and Solve Graphically (Appendix) (LO14–8)
  • ■ Problem 14–60 Linear Programming (Appendix) (LO14–8)
  • ■ Problem 14–61 Linear Programming; Formulate and Discuss (Appendix) (LO14–8)
  • Cases
  • ■ Case 14–62 Adding a Product Line (LO14–4, LO14–5)
  • ■ Case 14–63 Drop a Product Line (LO14–2, LO14–4,LO14–5)
  • Chapter 15: Target Costing and Cost Analysis for Pricing Decisions
  • Introduction
  • Major Influences on Pricing Decisions
  • Customer Demand
  • Actions of Competitors
  • Costs
  • Political, Legal, and Image-Related Issues
  • Economic Profit-Maximizing Pricing
  • Total Revenue, Demand, and Marginal Revenue Curves
  • Total Cost and Marginal Cost Curves
  • Profit-Maximizing Price and Quantity
  • Price Elasticity
  • Limitations of the Profit-Maximizing Model
  • Costs and Benefits of Information
  • Role of Accounting Product Costs in Pricing
  • Cost-Plus Pricing
  • Absorption-Cost Pricing Formulas
  • Variable-Cost Pricing Formulas
  • Determining the Markup
  • Cost-Plus Pricing: Summary and Evaluation
  • Strategic Pricing of New Products
  • Target Costing
  • A Strategic Profit and Cost Management Process
  • Activity-Based Costing and Target Costing
  • Product-Cost Distortion and Pricing: The Role of Activity-Based Costing
  • Value Engineering and Target Costing
  • Time and Material Pricing
  • Competitive Bidding
  • Excess Capacity
  • No Excess Capacity
  • Summary of Competitive-Bidding Analysis
  • Accept or Reject a Special Order
  • Effect of Antitrust Laws on Pricing
  • Focus on Ethics
  • Chapter Summary
  • Review Problem on Cost-Plus Pricing
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise 15–28 Demand and Revenue Data (LO 15–1, LO 15–2)
  • ■ Exercise 15–29 Continuation of Preceding Exercise; Cost Data (LO 15–1, LO 15–2)
  • ■ Exercise 15–30 Continuation of Preceding Two Exercises; Profit-Maximizing Price (LO 15–1, LO 15–2)
  • ■ Exercise 15–31 Marginal Revenue and Marginal Cost Curves (LO 15–1, LO 15–2)
  • ■ Exercise 15–32 Pricing, Advertising, and Special-Order Decisions (LO 15–10)
  • ■ Exercise 15–33 Target Costing for a New Product; Use of Internet (LO 15–5, LO 15–8)
  • ■ Exercise 15–34 Determining Markup Percentage; Target ROI (LO15–3)
  • ■ Exercise 15–35 Cost-Plus Pricing Formulas; Missing Data (LO 15–3)
  • ■ Exercise 15–36 Cost-Plus Pricing Formulas (LO 15–3)
  • ■ Exercise 15–37 Time and Material Pricing (LO 15–9)
  • Problems
  • ■ Problem 15–38 Pricing a Special Order; International (LO 15–10)
  • ■ Problem 15–39 Cost-Plus Pricing; Bidding (LO 15–3, LO 15–10)
  • ■ Problem 15–40 Target Costing (LO 15–3, LO 15–5, LO 15–6, LO 15–8)
  • ■ Problem 15–41 Cost-Plus Pricing vs. Target Costing (LO 15–1, LO 15–3, LO 15–5, LO 15–6, LO 15–8)
  • ■ Problem 15–42 Target Costing; Selection of Product Features (LO 15–5, LO 15–8)
  • ■ Problem 15–43 Pricing of Special Order (LO 15–10)
  • ■ Problem 15–44 Target Costing; Value Engineering; ABC; JIT (LO 15–5, LO 15–6, LO 15–8)
  • ■ Problem 15–45 Time and Material Pricing (LO 15–9)
  • ■ Problem 15–46 Bidding on a Special Order (LO 15–10)
  • ■ Problem 15–47 Product Cost Distortion and Product Pricing; Departmental Overhead Rates (LO 15–3, LO 15–7)
  • Cases
  • ■ Case 15–48 Pricing in a Tight Market; Possible Plant Closing (LO 15–1, LO 15–10)
  • ■ Case 15–49 Bidding on a Special Order; Ethics (LO 15–10)
  • Chapter 16: Capital Expenditure Decisions
  • Introduction
  • Acceptance-or-Rejection Decisions
  • Capital-Rationing Decisions
  • Focus on Projects
  • Chapter Organization
  • Section 1: Discounted-Cash-Flow Analysis
  • Net-Present-Value Method
  • Internal-Rate-of-Return Method
  • Comparing the NPV and IRR Methods
  • Assumptions Underlying Discounted-Cash-Flow Analysis
  • Choosing the Hurdle Rate
  • Depreciable Assets
  • Comparing Two Investment Projects
  • Total-Cost Approach
  • Incremental-Cost Approach
  • Managerial Accountant’s Role
  • Postaudit
  • Real Option Analysis
  • Section 2: Income Taxes and Capital Budgeting
  • After-Tax Cash Flows
  • Accelerated Depreciation
  • After-Tax Cash Flows, Depreciation, and the Tax Law
  • Modified Accelerated Cost Recovery System (MACRS)
  • Gains and Losses on Disposal
  • Investment in Working Capital
  • Extended Illustration of Income-Tax Effects in Capital Budgeting
  • Ranking Investment Projects
  • Profitability Index
  • Section 3: Alternative Methods for Making Investment Decisions
  • Payback Method
  • Accounting-Rate-of-Return Method
  • Focus on Ethics
  • Chapter Summary
  • Review Problems on Capital Expenditure Decisions
  • Problem 1
  • Problem 2
  • Solutions to Review Problems
  • Key Terms
  • Appendix A to Chapter 16
  • Future Value and Present Value Tables
  • Appendix B to Chapter 16
  • Impact of Inflation
  • Review Questions
  • Exercises
  • ■ Exercise 16–24 Net Present Value (Section 1) (LO16–1)
  • ■ Exercise 16–25 Internal Rate of Return (Section 1) (LO16–1)
  • ■ Exercise 16–26 Internal Rate of Return; Uneven Cash Flows (Section 1) (LO16–1)
  • ■ Exercise 16–27 Use of Internet; City Government; Capital Projects (Section 1) (LO 16-1)
  • ■ Exercise 16–28 Net Present Value with Different Discount Rates (Section 1) (LO 16-1)
  • ■ Exercise 16–29 Sensitivity Analysis; NPV (Section 1) (LO 16-1)
  • ■ Exercise 16–30 After-Tax Cash Flows (Section 2) (LO 16-4)
  • ■ Exercise 16–31 Using the Modified Accelerated Cost Recovery System (Section 2) (LO 16-5)
  • ■ Exercise 16–32 Gain or Loss on Disposal (Section 2) (LO 16-4)
  • ■ Exercise 16–33 Depreciation Tax Shield (Section 2) (LO 16-4, LO 16-5)
  • ■ Exercise 16–34 Profitability Index; Taxes (Section 2) (LO 16-7)
  • ■ Exercise 16–35 Payback Period; Even Cash Flows (Section 3) (LO 16-1, LO 16-6, LO 16-8)
  • ■ Exercise 16–36 Payback Period; Uneven Cash Flows (Section 3) (LO 16-1, LO 16-6, LO 16-8)
  • ■ Exercise 16–37 Payback, Accounting Rate of Return; Net Present Value; Taxes (Sections 1, 2, and 3) (LO 16-7, LO 16-6, LO 16-8)
  • ■ Exercise 16–38 Inflation and Capital Budgeting (Appendix B) (LO 16-9)
  • ■ Exercise 16–39 Inflation and Capital Budgeting (Appendix B) (LO 16-9)
  • Problems
  • ■ Problem 16–40 County Government; Net-Present-Value Analysis (Section 1) ( LO 16–1, LO 16–3, LO 16–6 )
  • ■ Problem 16–41 Net Present Value; Total-Cost Approach (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–42 Net Present Value; Incremental-Cost Approach (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–43 Net-Present-Value Analysis; Hospital (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–44 Net Present Value; Qualitative Issues (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–45 Internal Rate of Return; Even Cash Flows (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–46 Net Present Value (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–47 Internal Rate of Return; Sensitivity Analysis (Section 1) (LO 16–1, LO 16–3)
  • ■ Problem 16–48 MACRS Depreciation; Present Value of Tax Shield (Section 2) (LO 16–4, LO 16–5)
  • ■ Problem 16–49 After-Tax Cash Flows; NPV (Section 2) (LO 16–1, LO 16–4, LO 16–5, LO 16–6)
  • ■ Problem 16–50 After-Tax Cash Flows; Robotic Equipment (Section 2) (LO 16–4, LO 16–5, LO 16–6)
  • ■ Problem 16–51 Robotic Equipment; Taxes Net Present Value (Section 2) (LO 16–1, LO 16–4, LO 16–6)
  • ■ Problem 16–52 Net Present Value; Internal Rate of Return; Payback; Sensitivity Analysis; Taxes (Sections 2, 3) (LO 16–1, LO 16–4, LO 16–6, LO 16–8)
  • ■ Problem 16–53 Ranking Investment Proposals; NPV versus Profitability Index; Taxes (Section 2) (LO 16–4, LO 16–6, LO 16–7)
  • ■ Problem 16–54 Payback; Accounting Rate of Return (Section 3) (LO 16–8)
  • ■ Problem 16–55 Payback; Accounting Rate of Return; Ethics (Section 3) (LO 16–8)
  • ■ Problem 16–56 Sensitivity Analysis; NPV with Taxes (Section 2) (LO 16–6)
  • ■ Problem 16–57 Inflation; NPV; Nominal Dollars (Appendix B) (LO 16–4, LO 16–6, LO 16–9)
  • ■ Problem 16–58 Inflation; NPV; Real Dollars (Appendix B) (LO 16–4, LO 16–6, LO 16–9)
  • Cases
  • ■ Case 16–59 Decision Problem with Suboptions; NPV; IRR; Ethics (Section 1) (LO 16–1, LO 16–2, LO 16–3)
  • ■ Case 16–60 Investment in Robotic Manufacturing Equipment; Net Present Value; Payback (Sections 2, 3) (LO 16-6, LO 16-8)
  • Hint for Case 16–59
  • Chapter 17: Allocation of Support Activity Costs and Joint Costs
  • Introduction
  • Section 1: Service Department Cost Allocation
  • Patient Records
  • Human Resources
  • Administration and Accounting
  • Direct Method
  • Step-Down Method
  • Reciprocal-Services Method
  • Fixed versus Variable Costs
  • Dual Cost Allocation
  • Allocate Budgeted Costs
  • Today’s Advanced Manufacturing Environment
  • The Rise of Activity-Based Costing
  • Section 2: Joint Product Cost Allocation
  • Allocating Joint Costs
  • Chapter Summary
  • Review Problem on Service Department Cost Allocation
  • Required:
  • Solution to Review Problem
  • Key Terms
  • Appendix to Chapter 17
  • Reciprocal-Services Method
  • Review Questions
  • Exercises
  • ■ Exercise 17–15 Direct Method of Service Department Cost Allocation; College (LO17-1)
  • ■ Exercise 17–16 Step-Down Method of Service Department Cost Allocation; College (LO17-1)
  • ■ Exercise 17–17 Direct Method of Service Department Cost Allocation; Bank (LO17-1)
  • ■ Exercise 17–18 Step-Down Method of Service Department Cost Allocation; Bank (LO17-1)
  • ■ Exercise 17–19 Service Department Cost Allocation; Use of Internet (LO17-1)
  • ■ Exercise 17–20 Physical-Units Method; Joint Cost Allocation (LO17-4)
  • ■ Exercise 17–21 Relative-Sales-Value Method; Joint Cost Allocation (LO17-4)
  • ■ Exercise 17–22 Net-Realizable-Value Method; Joint Cost Allocation (LO17-4)
  • ■ Exercise 17–23 Reciprocal-Services Method; Bank (Appendix) (LO17-6)
  • Problems
  • ■ Problem 17–24 Content of Financial Statements and Reports (LO 17-1)
  • ■ Problem 17–25 Dual Allocation of Service Department Costs (LO 17-1, LO 17-2)
  • ■ Problem 17–26 Service Department Cost Allocation (LO 17-1)
  • ■ Problem 17–27 Joint Costs (LO 17-4, LO 17-5)
  • ■ Problem 17–28 Service Department Cost Allocation; Plantwide versus Departmental Overhead Rates; Cost Drivers (LO 17-1, LO 17-2, LO 17-3)
  • ■ Problem 17–29 Joint Costs; Allocation and Production Decisions (LO 17-4, LO 17-5)
  • ■ Problem 17–30 Joint Cost Allocation; Missing Data (LO 17-4)
  • ■ Problem 17–31 Joint Products; Sell or Process Further (LO 17-4, LO 17-5)
  • ■ Problem 17–32 Joint Costs; Allocation and Production Decisions; Ethics (LO 17-4, LO 17-5)
  • ■ Problem 17–33 Reciprocal-Service Method (Appendix) (LO 17-6)
  • ■ Problem 17–34 Reciprocal-Services Method; Dual Allocation (Appendix) (LO 17-2, LO 17-6)
  • Cases
  • ■ Case 17–35 Joint Cost Allocation; By-Product (LO 17-4)
  • ■ Case 17–36 Comprehensive Case on Joint Cost Allocation (LO 17-4, LO 17-5)
  • Appendix I: The Sarbanes-Oxley Act, Internal Controls, and Management Accounting
  • Appendix I
  • Internal Controls over Financial Reporting
  • Public Company Accounting Oversight Board
  • SOX Sections 302 and 404
  • Implications of SOX Sections 302 and 404
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise I–7 Internal Controls (LO I-1)
  • ■ Exercise I–8 Need for Internal Controls; Accountability (LO I-1)
  • ■ Exercise I–9 Implications of Sarbanes–Oxley (LO I-2)
  • ■ Exercise I–10 Implications of Sarbanes–Oxley (LO I-2)
  • ■ Exercise I–11 Implications of Sarbanes–Oxley (LO I-2)
  • ■ Exercise I–12 Internal Controls and Sarbanes–Oxley (LO I-1, LO I-2)
  • ■ Exercise I–13 Internal Controls and Sarbanes–Oxley (LO I-1, LO I-2)
  • Appendix II: Compound Interest and the Concept of Present Value
  • Appendix II
  • Compound Interest
  • Present Value
  • Present Value of a Cash-Flow Series
  • Future Value of a Cash-Flow Series
  • Using the Tables Correctly
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise II–7 Future Value and Present Value (LO II–1, LO II–2)
  • ■ Exercise II–8 Continuation of Preceding Exercise ( LO II–1,LO II–2 )
  • ■ Exercise II–9 Future Value and Present Value ( LOII–1,LO II–2 )
  • Appendix III: Inventory Management
  • Appendix III
  • Section 1: Economic Order Quantity
  • Section 2: Just-in-Time Inventory Management
  • Key Terms
  • Review Questions
  • Exercises
  • ■ Exercise III–3 Economic Order Quantity (LOIII–1)
  • ■ Exercise III–4 Lead Time and Safety Stock ( LOIII–1)
  • ■ Exercise III–5 Economic Order Quantity Equation Approach; JIT Purchasing ( LOIII–1, LO III–2 )
  • ■ Exercise III–6 Economic Order Quantity; Tabular Approach (LOIII-1)
  • ■ Exercise III–7 Economic Order Quantity; Graphical Approach (LOIII-1 )
  • ■ Exercise III–8 Economic Order Quantity; Lead Time and Safety Stock (LOIII-1 )
  • Reference
  • References
  • Glossary
  • Glossary
  • Company Index
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  • Exhibit 2–10 Extended Description (Chapter 2)
  • Exhibit 2–10.A Extended Description (Chapter 2) Copy
  • Exhibit 2–12 Extended Description (Chapter 2)
  • Exhibit 3–1 Extended Description (Chapter 3)
  • Exhibit 3–2 Extended description (Chapter 3)
  • Exhibit 3–3 Extended Description (Chapter 3)
  • Exhibit 3–4 Extended Description (Chapter 3)
  • Un numbered Figure 3-1 Extended Description (Chapter 3)
  • Exhibit 3–5 Extended Description (Chapter 3)
  • Exhibit 3–6 Extended Description (Chapter 3)
  • Un numbered Figure 3-2 Extended Description (Chapter 3)
  • Exhibit 3–7 Extended Description (Chapter 3)
  • Un numbered Figure 3-3 Extended Description (Chapter 3)
  • Un numbered Figure 3-4 Extended Description (Chapter 3)
  • Exhibit 3–8 Extended Description (Chapter 3)
  • Exhibit 3–9 Extended Description (Chapter 3)
  • Exhibit 3–10 Extended Description (Chapter 3)
  • Exhibit 3–12 Extended Description (Chapter 3)
  • Exhibit 3–13 Extended Description (Chapter 3)
  • Un numbered Figure 3-5 Extended Description (Chapter 3)
  • Exhibit 4–1 Extended Description (Chapter 4)
  • Exhibit 4–2 Extended Description (Chapter 4)
  • Exhibit 4–3 Extended Description (Chapter 4)
  • Un numbered Figure 4-1 Extended Description (Chapter 4)
  • Exhibit 4–4 Extended Description (Chapter 4)
  • Exhibit 4–7 Extended Description (Chapter 4)
  • Exhibit 4–8 Extended Description (Chapter 4)
  • Exhibit 4–9 Extended Description (Chapter 4)
  • Un numbered Figure 4-2 Extended Description (Chapter 4)
  • Exhibit 4–10 Extended Description (Chapter 4)
  • Exhibit 4–12 Extended description (Chapter 4)
  • Un numbered Figure 4-3 Extended Description (Chapter 4)
  • Exhibit 5–2 Extended Description (Chapter 5)
  • Exhibit 5–4 Extended Description (Chapter 5)
  • Exhibit 5–5 Extended Description (Chapter 5)
  • Exhibit 5–6 Extended Description (Chapter 5)
  • Exhibit 5–7 Extended Description (Chapter 5)
  • Exhibit 5–8 Extended Description (Chapter 5)
  • Exhibit 5–10 Extended Description (Chapter 5)
  • Un numbered Figure 5-1 Extended Description (Chapter 5)
  • Exhibit 5–11 Extended Description (Chapter 5)
  • Un numbered Figure 5-2 Extended Description (Chapter 5)
  • Exhibit 5–13 Extended Description (Chapter 5)
  • Exhibit 5–14 Extended Description (Chapter 5)
  • Exhibit 5–15 Extended Description (Chapter 5)
  • Exhibit 5–16 Extended Description (Chapter 5)
  • Un numbered Figure 5-3 Extended Description (Chapter 5)
  • Un numbered Figure 6-1 Extended Description (Chapter 6)
  • Exhibit 6–1 Extended Description (Chapter 6)
  • Exhibit 6–2 Extended Description (Chapter 6)
  • Exhibit 6–3 Extended Description (Chapter 6)
  • Exhibit 6–4.C Extended Description (Chapter 6)
  • Exhibit 6–4 Extended Description (Chapter 6)
  • Exhibit 6–5 Extended Description (Chapter 6)
  • Exhibit 6–6 Extended Description (Chapter 6)
  • Exhibit 6–7 Extended description (Chapter 6)
  • Exhibit 6–8 Extended Description (Chapter 6)
  • Exhibit 6–9 Extended Description (Chapter 6)
  • Exhibit 6–10 Extended Description (Chapter 6)
  • Exhibit 6–11 Extended Description (Chapter 6)
  • Exhibit 6–12 Extended Description (Chapter 6)
  • Exhibit 6–13 Extended Description (Chapter 6)
  • Exhibit 6–14 Extended Description (Chapter 6)
  • Exhibit 6–15 Extended Description (Chapter 6)
  • Exhibit 6–16 Extended Description (Chapter 6)
  • Un numbered Figure 6-2 Extended Description (Chapter 6)
  • Exhibit 6–17 Extended Description (Chapter 6)
  • Un numbered Figure 6-3 Extended Description (Chapter 6)
  • Un numbered Figure 6-4 Extended Description (Chapter 6)
  • Un numbered Figure 6-5 Extended Description (Chapter 6)
  • Exhibit 7–1 Extended Description (Chapter 6)
  • Exhibit 7–2 Extended Description (Chapter 7)
  • Exhibit 7–3 Extended Description (Chapter 7)
  • Un numbered A calculation for break-even sales in units (chapter 7)
  • Un numbered Calculating target before-tax income (chapter 7)
  • Un numbered An equation calculates target before tax income (chapter 7)
  • Un numbered calculating income, with the second equation providing a more detailed breakdown of the first (chapter 7)
  • Un numbered X is units for target after-tax net income (chapter 7)
  • Un numbered Calculation solving for X (chapter 7)
  • Un numbered The number of units of sales required to earn a target after-tax net income (chapter 7)
  • Un numbered A two-part overview of Global Reporting Initiative (GRI) standards (chapter 8)
  • Un numbered An image displays a two-step formula for calculating (chapter 9)
  • Un numbered Two accounting formulas are displayed (chapter 9)
  • Un numbered Food Processing Division's Residual Income (chapter 13)
  • Un numbered An image displays two financial formulas (chapter 13)
  • Un numbered Comparison of Residual Income (chapter 13)
  • Un numbered Gulf, Food Processing, and Atlantic (chapter 13)
  • Un numbered the allocation of service department costs to academic departments (chapter 17)
  • Exhibit 7–4 Extended Description (Chapter 7)
  • Exhibit 7–6 Extended description (Chapter 7)
  • Exhibit 7–8 Extended Description (Chapter 7)
  • Exhibit 7–11 Extended Description (Chapter 7)
  • Un numbered Figure 8-1 Extended Description (Chapter 7)
  • Exhibit 8–1 Extended Description (Chapter 8)
  • Exhibit 8–2 Extended Description (Chapter 8)
  • Exhibit 8–3 Extended Description (Chapter 8)
  • Exhibit 8–5 Extended Description (Chapter 8)
  • Exhibit 8-7 Extended Description (Chapter 8)
  • Exhibit 8-8 Extended Description (Chapter 8)
  • Exhibit 8-9 Extended Description (Chapter 8)
  • Exhibit 9-1 Extended Description (Chapter 9)
  • Exhibit 9-2 Extended Description (Chapter 9)
  • Exhibit 9-3 Extended Description (Chapter 9)
  • Exhibit 9-4 Extended Description (Chapter 9)
  • Schedule 1 Extended Description (Chapter 9)
  • Un numbered Figure 9-1 Extended Description (Chapter 9)
  • Un numbered Figure 9-2 Extended Description (Chapter 9)
  • Exhibit 9–5 Extended Description (Chapter 9)
  • Exhibit 10.1 Extended Description (Chapter 10)
  • Exhibit 10.2 Extended Description (Chapter 10)
  • Exhibit 10.3 Extended Description (Chapter 10)
  • Exhibit 10.4 Extended Description (Chapter 10)
  • Un numbered Figure 10-1 Extended Description (Chapter 10)
  • Un numbered Figure 10-2 Extended Description (Chapter 10)
  • Un numbered Figure 10-3 Extended Description (Chapter 10)
  • Exhibit 10.6 Extended Description (Chapter 10)
  • Exhibit 10.7 Extended Description (Chapter 10)
  • Un numbered Figure 10-4 Extended Description (Chapter 10)
  • Un numbered Figure 10-6 Extended Description (Chapter 10)
  • Un numbered Figure 10-7 Extended Description (Chapter 10)
  • Un numbered Figure 10-8 Extended Description (Chapter 10)
  • Exhibit 11–1 Extended Description (Chapter 11)
  • Exhibit 11–2 Extended Description (Chapter 11)
  • Exhibit 11.3 Extended Description (Chapter 10)
  • Exhibit 11.4 Extended Description (Chapter 10)
  • Exhibit 11.6 Extended Description (Chapter 10)
  • Un numbered Figure 11-1 Extended Description (Chapter 11)
  • Un numbered Figure 11-2 Extended Description (Chapter 11)
  • Exhibit 11.7 Extended Description (Chapter 11)
  • Exhibit 11.8 Extended Description (Chapter 11)
  • Exhibit 11.9 Extended Description (Chapter 11)
  • Exhibit 11.10 Extended Description (Chapter 11)
  • Exhibit 11.12 Extended Description (Chapter 11)
  • Exhibit 11.13 Extended Description (Chapter 11)
  • Exhibit 11.14 Extended Description (Chapter 11)
  • Un numbered Figure 12-8 Extended Description (Chapter 11)
  • Exhibit 12.1 Extended Description (Chapter 12)
  • Exhibit 12.2 Extended Description (Chapter 12)
  • Exhibit 12.3 Extended Description (Chapter 12)
  • Exhibit 12.4 Extended Description (Chapter 12)
  • Exhibit 12.8 Extended Description (Chapter 12)
  • Exhibit 12.9 Extended Description (Chapter 12)
  • Un numbered Figure 12-1 Extended Description (Chapter 12)
  • Un numbered Figure 12-2 Extended Description (Chapter 12)
  • Un numbered Figure 12-3 Extended Description (Chapter 12)
  • Un numbered Figure 12-4 Extended Description (Chapter 12)
  • Un numbered Figure 12-5 Extended Description (Chapter 12)
  • Un numbered Figure 12-6 Extended Description (Chapter 12)
  • Un numbered Figure 12-7 Extended Description (Chapter 12)
  • Exhibit 13.1 Extended Description (Chapter 13)
  • Exhibit 13.4 Extended Description (Chapter 13)
  • Exhibit 13.5 Extended Description (Chapter 13)
  • Exhibit 13-6 Extended Description (Chapter 13)
  • Un numbered Figure 13-1 Extended Description (Chapter 13)
  • Un numbered Figure 13-2 Extended Description (Chapter 13)
  • Un numbered Figure 14-1 Extended Description (Chapter 14)
  • Exhibit 14-1 Extended Description (Chapter 14)
  • Exhibit 14-2 Extended Description (Chapter 14)
  • Exhibit 14-3 Extended Description (Chapter 14)
  • Exhibit 14-10 Extended Description (Chapter 14)
  • Exhibit 14-12 Extended Description (Chapter 14)
  • Un numbered Figure 14-2 Extended Description (Chapter 14)
  • Exhibit 14–13 Extended Description (Chapter 14)
  • Exhibit 14–17 Extended Description (Chapter 14)
  • Exhibit 14-22 Extended Description (Chapter 14)
  • Exhibit 15-1 Extended Description (Chapter 15)
  • Exhibit 15-2 Extended Description (Chapter 15)
  • Exhibit 15-3 Extended Description (Chapter 15)
  • Exhibit 15-4 Extended Description (Chapter 15)
  • Un numbered Figure 15-1 Extended Description (Chapter 15)
  • Un numbered Figure 15-2 Extended Description (Chapter 15)
  • Un numbered Figure 15-4 Extended Description (Chapter 15)
  • Exhibit 15-7 Extended Description (Chapter 15)
  • Exhibit 15-8 Extended Description (Chapter 15)
  • Un numbered Figure 15-3 Extended Description (Chapter 15)
  • Exhibit 16–1 Extended Description (Chapter 16)
  • Exhibit 16–2 Extended Description (Chapter 16)
  • Un numbered Figure 16-1 Extended Description (Chapter 16)
  • Exhibit 16-3 Extended Description (Chapter 16)
  • Exhibit 16–4 Extended Description (Chapter 16)
  • Exhibit 16–7 Extended Description (Chapter 16)
  • Exhibit 16–9 Extended Description (Chapter 16)
  • Exhibit 16–10 Extended Description (Chapter 16)
  • Exhibit 16–12 Extended Description (Chapter 16)
  • Exhibit 16-14 Extended Description (Chapter 16)
  • Un numbered Figure 16-2 Extended Description (Chapter 16)
  • Un numbered Figure 16-3 Extended Description (Chapter 16)
  • Exhibit 17-1 Extended Description (Chapter 17)
  • Exhibit 17-2 Extended Description (Chapter 17)
  • Exhibit 17–3 Extended Description (Chapter 17)
  • Step-Down Method Extended Description (Chapter 17)
  • Exhibit 17–4 Extended Description (Chapter 17)
  • Un numbered Figure 17-1 Extended Description (Chapter 17)
  • Un numbered Figure 17-2 Extended Description (Chapter 17)
  • Exhibit 17–5 Extended Description (Chapter 17)
  • Exhibit 17–6 Extended Description (Chapter 17)
  • Exhibit 17-8 Extended Description (Chapter 17)
  • Exhibit 17-9 Extended Description (Chapter 17)
  • Un numbered Figure 17-3 Extended Description (Chapter 17)
  • Exhibit 17-10 Extended Description (Chapter 17)
  • Un numbered Figure II-1 Extended Description (Appendix II)
  • Un numbered Figure II-2 Extended Description (Appendix II)
  • Exhibit II-1 Extended Description (Appendix II)
  • Un numbered Figure II-3 Extended Description (Appendix II)
  • Exhibit II–2 Extended Description (Appendix II)
  • Exhibit II–3 Extended Description (Appendix II)
  • Exhibit II–4 Extended Description (Appendix II)
  • Exhibit III-3 Extended Description (Appendix III)
  • Exhibit III-4 Extended Description (Appendix III)
  • Exhibit III-5 Extended Description (Appendix III)
  • Exhibit III-6 Extended Description (Appendix III)