SOLUTION MANUAL FOR Fundamentals Of Cost Accounting 7th Edition William Lanen 2024 / All Chapters A+
1
Cost Accounting: Information for Decision
Making
Solutions to Review Questions
1-1.
Among the goals of an organization, a central one is to create and increase value. Cost
accounting system...
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SOLUTION MANUAL FOR
Fundamentals Of Cost Accounting 7th Edition William
Lanen
1
Cost Accounting: Information for Decision
Making
Solutions to Review Questions
1-1.
Among the goals of an organization, a central one is to create and increase value. Cost
accounting systems are designed to provide information to decision makers in the
organization with the information they need to accomplish this goal. Therefore, the
designers of the cost accounting system need to understand how value is created in the
organization to design systems for their organization.
1-2.
Financial accounting is designed to provide information about the firm to external users.
External users include investors, creditors, government authorities, regulators,
customers, competitors, suppliers, labor unions, and so on. Cost accounting systems
are designed to provide information to internal users (managers).
This difference is important, because it affects the design of the systems. Financial
accounting systems are based on standards or rules. This allows the user to compare
the results of different firms. Managerial accounting systems do not require rules. Each
firm is free to develop managerial accounting systems that best serve the needs of the
decision makers (managers).
1-3.
B Providing cost information for financial reporting
A Identifying the best store in a chain
1-4.
The value chain is the set of activities that transforms raw resources into the goods and
services end users purchase and consume. The supply chain includes the set of firms
and individuals that sells goods and services to the firm. The distribution chain is the set
of firms and individuals that buys and distributes goods and services from the firm.
1-5.
The customers of cost accounting are managers, from plant managers to the CEO.
1-6.
Value-added activities are activities that customers perceive as adding utility to the
goods or services they purchase. Nonvalue-added activities do not add value to the
goods or services. By classifying costs this way, the cost accounting system can help
the manager identify areas (processes) that can be improved, lowering costs and
adding value to the organization.
1-7.
Answers will vary, but should include some of the following:
Title Major Responsibilities and Major Duties
Chief financial officer (CFO) .... Manages entire finance and accounting function
Treasurer................................. Manages liquid assets
Conducts business with banks and other
financial institutions
Oversees public issues of stock and debt
Controller................................. Plans and designs information and incentive
systems
Internal auditor ........................ Ensures compliance with laws, regulations, and
company policies and procedures
Provides consulting and auditing services within
the firm
1-8.
The four questions of the critical thinking framework are:
1. What are the relevant questions (what decisions do I need to make)?
2. What are the data relevant to the analysis and where do I find them?
3. What are the appropriate tools for analyzing data?
4. How can I effectively and persuasively communicate the results of my analysis?
1-9.
No. Sarbanes-Oxley is a law and violations of it are legal issues. Codes of ethics are
necessary to help accountants and managers identify situations that might develop into
ethical conflicts, understand what they could do in these situations, and to learn what to
do when they believe that an ethical violation has occurred.
Solutions to Critical Analysis and Discussion Questions
1-10.
The role of cost accountants is to help manage the organization. Part of that role is to
report results. Another part is to design systems that assist other managers in making
decisions to improve performance. This role requires that accountants understand how
value is created in their organizations. Identifying and reporting how the decisions
managers make affect value creation lead to better decisions.
1-11.
Yes, you should be interested in the efficiency of your customers. The consumer (the
customer of the retailers) is interested in receiving the most value. If one of the links in
the supply chain is inefficient, the customer may choose to buy from a different retailer
(who might use a different wholesaler).
1-12.
Costs that you could ask to be reimbursed might include the fuel, a share of the
maintenance costs, ―wear and tear,‖ or depreciation, and insurance. To avoid
disagreements, it would be necessary to negotiate an agreement (even if only
informally) between you and your friend considering all factors. For example, you might
agree that she should pay for the gas and any other supplies (e.g., oil) needed on the
trip.
, If you are going along, you might change the agreement so that you split these costs.
Alternatively, you might say that because you are going anyway, she can ride along for
nothing.
1-13.
Cost accounting provides important information to those who determine strategy. If the
cost accounting system provides inaccurate information, the organization may end up
with an unintended strategy, because managers are making decisions based on faulty
information.
1-14.
Executive performance evaluation systems are designed for a specific company‘s
needs. The systems should be flexible to adapt to the circumstances that exist in that
company. A common set of accounting principles would tend to reduce flexibility and
usefulness of these systems. If all parties know the accounting basis used by the
system, the exact rules can be designed in whatever manner the parties deem
appropriate.
1-15.
Although not-for-profit organizations are not seeking to make a profit, they must remain
financially viable to accomplish their missions. Cost accounting information can help
managers of not-for-profit organizations by highlighting the costs of various activities,
identifying sources of revenue, and measuring performance of managers. In terms of
organizational survival, cost accounting information can be just as (or more) important
for a not-for-profit as for a for-profit firm.
1-16.
Both Goodyear and Pep Boys needs to determine the cost of tire to determine cost of
goods sold on the income statement and inventory amounts on the balance sheet.
Perhaps the biggest difference is that for a retailer, such as Pep Boys, the cost of a tire
is what was paid to the supplier (Goodyear) for the tire. For Goodyear, the problem is
not quite as simple. Goodyear does not buy a tire. It buys materials (rubber, for
example) and labor and combines them in a manufacturing plant. These resources cost
money and Goodyear needs to determine what resources went into the tires.
A second, though perhaps less important, difference is that Goodyear may have some
tires that have been started in the production process but have not been completed
when the fiscal year ends. As a result, Goodyear also needs to determine the value of
this incomplete work, the work in process.
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