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BA 382T--Managerial Accounting
Syllabus
Spring2004
Professor:
Office:
Phone:
FAX:
EMail:
ClassMeetingTimes:
RobertG.May
CBA3.412A
(512)4715155
(512)4713904
bob.may@mccombs.utexas.edu
Perthecoursesummary
BA 382T Syllabus
Course Information
Overview
Topics
Teaching
Materials
Class
Organization
BA 382T Syllabus
BA 382T Syllabus
beusedorsoughtfrommembersofpreviousorconcurrentclassesatthe
McCombsSchool(orothersources).Moreover,youwillbegivenaccessto
casediscussionpresentationsandlecturenotes.Thesearecopyrighted
materialsforyouruseandonlyyouruseinthisclass.Alongwithyourown
homeworksolutionsandclassnotes,theyarenottobepassedonto
subsequentclassesorindividualstudents.
Evaluation
Instructions
for Case
Write-Ups
20 pts
20 pts
40 pts
40 pts
50 pts
80 pts
250 pts
BA 382T Syllabus
Final Exam
BA 382T Syllabus
Course Summary
January 21
BA 382T Syllabus
Study Guide
January 21 2004
Lecture/discussion: Introduction to the course.
Topics
Primary Reading
Hilton, Chapter 1.
Primary Readings
Hilton, Chapter 2
Prepare
Absorption costing.
Direct (variable) costing.
Accuracy of reported financial accounting information.
Incentive effects of absorption costing.
January 26 2004
Absorption costingmore mischief.
Topics
BA 382T Syllabus
Primary Readings
Prepare
Primary Reading
Chapter 9
Profit planning.
Cash budgeting and planning.
Feasibility of plans.
Seasonality and planning.
February 2, 2004
Cash budgeting
Topics
Primary Reading
Hilton, Chapter .9
Prepare
Profit planning.
Cash budgeting and planning.
Feasibility of plans.
Seasonality and planning.
Primary Reading
Hilton, Chapter 7.
BA 382T Syllabus
Prepare
February 9 2004
Lecture/discussion: Costing systems/cost estimation.
Topics
Primary Readings
Hilton, Chapter 3
Primary Readings
Same as above
Prepare
February 16 2004
Activity based costing systems.
Topics
Activity-based costing.
Activity drivers.
Cost drivers.
Differences from and advantages over traditional costing
systems.
BA 382T Syllabus
10
Hierarchy of activities.
Designing activity-based-costing systems.
Primary Readings
Hilton, Chapter 5.
Prepare
Primary Readings
February 23 2004
Costing for management decisions.
Topics
Primary Reading
Prepare
See the questions in the case. Turn in your group case write-
BA 382T Syllabus
11
Primary Reading
Hilton, Chapter 8.
Primary Reading
Prepare
BA 382T Syllabus
12
Primary Reading
Prepare
Primary Reading
Marginal costing.
Relevant costs
Avoidable costs
Flexible budgets
April 5, 2004
Special order costing and pricing.
Topics
Primary Reading
Prepare
BA 382T Syllabus
13
Primary Reading
Prepare
Primary Reading
Prepare
Primary Reading
Standard Costing.
Flexible Budgets.
Responsibility Accounting.
Decentralization.
Controlling investment centers.
Financial controls versus management controls.
Balanced scorecards.
BA 382T Syllabus
14
Primary Reading
Prepare
Responsibility accounting.
Cost analysis.
Variance calculation.
Variance analysis.
Primary Reading
Performance measurement.
Responsibility centers.
Growth and creativityincentives versus constraints.
Control systems.
Levers of control.
BA 382T Syllabus
15
Primary Reading
Prepare
Transfer pricing
Topics
Primary Reading
Prepare
Decentralization.
Optimal decisions for the organization as a whole.
Transfer prices for managing decentralization.
May 3, 2004
Performance evaluation and control
Topics
Primary Reading
Prepare
BA 382T Syllabus
Primary Reading
16
Prepare
Product 2
$ 62
$ 54
16
27
Calculate the expected gross margins as a percentage of selling price on each product based
on the 1988 and 1990 model year budgets assuming selling price and material and labor cost
do not change from standard.
4. Are the product costs reported by the cost system appropriate for use in the strategic
analysis?
BA 382T Syllabus
17
5. Assume that the selling prices, volumes, and material costs for the 1991 model year will not
change for fuel tanks and doors produced by the ACF of Bridgeton Industries. Assume also
that if manifolds are produced, their selling prices, volume, and material costs will not
change either.
a) Prepare an estimated model year budget for the ACF in 1991,
i)
ii)
Explain any additional assumptions you make in preparing your estimated model-year
budgets.
b) What will be the overhead allocation rate under the two scenarios?
6. Would you outsource manifolds from the ACF in 1991? Why or why not? What other
information would you want before reaching a final decision?
Caribbean Internet Caf
1. Prepare revenue and cost estimates for the Internet Caf proposal using the information in the
case for each of the three forecasting scenarios. Support your estimates of revenues and costs
with appropriate back-up calculations.
2. Prepare an analysis of annual net income and net cash flows from your estimates.
3. Does your analysis imply a clear go or no go decision? Why or why not?
4. How would you resolve the decision situation? Whats your call.
Seligram, Inc.: Electronic Testing Operations.
1. What caused the existing system at ETO to fail?
2. Calculate the reported costs of the five components described as computed by
a. the existing system;
b. the system proposed by the accounting manager;
c. the system proposed by the consultant.
3. Which system is preferable? Why?
4. Would you recommend any changes to the system you prefer? Why?
5. Would you treat the new machine as a separate cost center or as part of the main test room?
Siemens Electric Motor Works (A).
1. Calculate the cost of the five orders in Exhibit 4 under the traditional and new cost systems.
Hint: First calculate the revised cost of processing an order and handling a special
component.
BA 382T Syllabus
18
2. Calculate traditional and revised costs for each order if 1 unit, 10 units, 20 units, or 100 units
are ordered. Graph the product costs against volume ordered.
3. Does the new cost system support the strategy of the firm in ways that the traditional system
cannot? Is Mr. Karl-Heinz Lottes overestimating the value of the new cost system?
Kanthal (A).
1. Why have selling and administrative costs not traditionally been traced to individual products
and customers?
2. Evaluate the approach taken at Kanthal to compute the profit of individual orderlines,
including assigning S&A costs to each customer order. How were the costs of customer
orders and of producing non-stocked items estimated?
3. Consider a product-line with 50% gross margins (after subtracting volume-related expenses
from prices). The cost for handling an individual customer order is SEK 750, and the extra
cost to handle a production order for a non-stocked item is SEK 2,250.
(a) Compare the operating profits and profit margins of two small orders, both for SEK
2,000. One order is for a stocked item, and the other order is for a non-stocked item.
(b).Compare the operating profits and profit margins for two large customers. Customers
A and B both purchased SEK 160,000 worth of products this year. Customer A
placed just three orders, for three different non-stocked items. Customer B placed 28
orders 6 for stocked items, and 22 for non-stocked items.
4. What should Ridderstrale do about the large number of unprofitable customers revealed by
the account management system? Should salespersons be allowed to accept an unprofitable
order from a customer?
Sub-Micron Devices
1.
Compute the cost assigned under the present costing system to one ASIC
(application-specific integrated circuit) chip produced for transfer internally to the
Systems Division. Show each element of production cost assigned by the system.
[Note that one silicon wafer produces 100 ASIC chips.]
2.
3.
Based on contribution to profits alone, should Sub-Micron accept the offer? Why?
4.
What other considerations should enter into this decision and what are their
implications for Sub-Micron?
5.
On balance, what do you recommend that Sub-Micron do with the Western Digital
offer? Explain your position.
6.
We can infer from the case that practical capacity of the ASIC production facility is
approximately 13,600,000 chips of the internal-transfer (Systems) type (from page 1:
16 million systems-type chips with an 85% yield). Re-compute the cost of an ASIC
BA 382T Syllabus
19
chip for internal transfer to the Systems Division if an appropriate amount of cost is
assigned to excess capacity.
7.
Comment on the consequences of taking idle capacity into account, given SubMicrons transfer pricing policy.
BA 382T Syllabus
20
In evaluating Spain and France, what, if any, adjustments should be made for the transfer
pricing information?
a. Justify your position.
b. Revise the actual results for the two regions accordingly (if appropriate).
2. After any appropriate adjustment, analyze the overall performance of the three regions
according to the criteria (expressed or implied) in Jacques profit planning process.
3. After any appropriate adjustment, do a complete variance analysis and evaluate the
performance of the Spanish region from a responsibility accounting perspective.
4. Does Jacques Trumen need a policy on transfer pricing? If so, what should it be?
5. What system do you recommend for use by Jacques to evaluate and reward his regional
managers? Justify your recommendation.
6. How do you think that temperature-induced variances should be treated in the evaluation
and reward system? Justify your recommendation.
Chadwick, Inc. (abridged)
1. How does the balanced scorecard approach differ from other approaches to performance
measurement that we have examined and discussed in other cases? What, if anything,
distinguishes the balanced scorecard approach from a measure everything, and you might
get what you want philosophy?
2. Develop a balanced scorecard for Norwalk Pharmaceutical Division of Chadwick, Inc. What
parts of the business strategy that John Greenfield sketched out should be included? Are
there any parts that should be excluded or cannot be made operational?
BA 382T Syllabus
21
3. What are the scorecard measures that you would use to implement your scorecard in the
Norwalk Pharmaceutical Division?
4. What are the new measures that need to be developed, and how would you go about
developing them?
5. How would you advise John Greenfield on how to sell your balanced scorecard to
Chadwick management as a basis for evaluating Norwalk?
6. How would a balanced scorecard for Chadwick, Inc. differ from ones developed for its
divisions such as Norwalk?
7. Do you anticipate that there might be major conflicts between divisional scorecards and that
of the corporation? If so, should those conflicts be resolved and, if so, how should they be
resolved?