Question 1

The firm's total sales quantity variance for the period is:

Accepted Answer

A) $16,000 favorable. 
B) $34,800 favorable. 
C) $24,660 favorable. 
D) $30,600 favorable. 
E) $66,375 favorablE.$7,400 + $23,200 = $30,600 unfavorable 
A) $16,000 favorable. 
B) $34,800 favorable. 
C) $24,660 favorable. 
D) $30,600 favorable. 
E) $66,375 favorablE.$7,400 + $23,200 = $30,600 unfavorable

Question 2

What is the firm's market size variance?

Accepted Answer

A) $2,440 favorable. 
B) $3,600 favorable. 
C) $5,550 favorable. 
D) $6,000 favorable. 
E) $6,300 favorablE.(12,000 - 11,000) x .12 x ($60 - $30) = $3,600 favorable 
A) $2,440 favorable. 
B) $3,600 favorable. 
C) $5,550 favorable. 
D) $6,000 favorable. 
E) $6,300 favorablE.(12,000 - 11,000) x .12 x ($60 - $30) = $3,600 favorable

Question 3

Zeller Company had two products named Q and R. The firm had the following budget for the period just ended:
   Required:
(A) Calculate the contribution margin sales volume variance for Product Q.
(B) Calculate the contribution margin sales volume variance for Product R.
(C) Calculate the sales mix variance for Product Q.
(D) Calculate the sales quantity variance for Product Q.
(E) Calculate the sales mix variance for Product R.
(F) Calculate the sales quantity variance for Product R.

Accepted Answer

Answer may vary
Feed

Question 4

If products AR-10 and ZR-7 are substitutes for each other, a sales mix and sales volume variation for the combined products can be calculated. If this combination is calculated, the net effect on profit of the change in the unit sales mix is: (Round intermediate calculations to five significant digits, and your final answer to the nearest whole dollar amount.)

Accepted Answer

A) $480 favorable. 
B) $700 favorable. 
C) $560 favorable. 
D) $940 favorable. 
E) $1,960 favorablE.For AR-10 
A) $480 favorable. 
B) $700 favorable. 
C) $560 favorable. 
D) $940 favorable. 
E) $1,960 favorablE.For AR-10

Question 5

The partial direct labor financial productivity ratio for 2013 is:

Accepted Answer

A) 0.33. 
B) 0.42. 
C) 2.35. 
D) 3.66. 
E) 4.98. 
A) 0.33. 
B) 0.42. 
C) 2.35. 
D) 3.66. 
E) 4.98.

Question 6

In 2012, the partial financial productivity of Material A is:

Accepted Answer

A) 0.28. 
B) 0.33. 
C) 3.00. 
D) 3.33. 
E) 3.60. 
A) 0.28. 
B) 0.33. 
C) 3.00. 
D) 3.33. 
E) 3.60.

Question 7

The total productivity ratio in 2013 is:

Accepted Answer

A) 0.20. 
B) 0.70. 
C) 1.00. 
D) 1.43. 
E) 5.00. 
A) 0.20. 
B) 0.70. 
C) 1.00. 
D) 1.43. 
E) 5.00.

Question 8

The sales mix variance for Product Y is:

Accepted Answer

A) $14,400 favorable. 
B) $16,250 favorable. 
C) $17,400 unfavorable. 
D) $18,750 favorable. 
E) $33,250 unfavorablE.Total units: budget = 13,000; actual units = 12,000 
A) $14,400 favorable. 
B) $16,250 favorable. 
C) $17,400 unfavorable. 
D) $18,750 favorable. 
E) $33,250 unfavorablE.Total units: budget = 13,000; actual units = 12,000

Question 9

If fixed costs are budgeted for $500,000 and are actually $500,000, what is the difference between budgeted and actual operating income?

Accepted Answer

A) $3,200 favorable. 
B) $5,800 favorable. 
C) $122,500 unfavorable. 
D) $65,550 favorable. 
E) $23,455 favorablE.Budgeted total contribution: (22,500 x $4.8) + (90,000 x $13) = $1,278,000 
A) $3,200 favorable. 
B) $5,800 favorable. 
C) $122,500 unfavorable. 
D) $65,550 favorable. 
E) $23,455 favorablE.Budgeted total contribution: (22,500 x $4.8) + (90,000 x $13) = $1,278,000

Question 10

Dr. Howard Abelson is the director of the Wellness House, a residential center for recovering alcoholics. A typical patient spends 3-4 weeks in an intensive program of rehabilitation. The Wellness House has a staff of 45, including 12 certified therapists, to serve an average patient load of 15. Howard Abelson is attempting to develop some productivity measures for the center, but is not aware of the limitations of productivity measurement in not-for-profit organizations. You have been called in as a consultant to help develop appropriate productivity measures.
Required:
(a) Identify any major differences/limitations you face in developing performance measures for the Wellness House.
(b) Recommend two or three overall measures of productivity that are appropriate for the Wellness House as a not-for-profit organization.

Accepted Answer

Answer may vary
Feedback:
(a) Many of th

Question 11

What is the firm's total sales quantity variance?

Accepted Answer

A) $0. 
B) $3,500 unfavorable. 
C) $4,000 favorable. 
D) $37,500 favorable. 
E) $50,000 favorable. 
A) $0. 
B) $3,500 unfavorable. 
C) $4,000 favorable. 
D) $37,500 favorable. 
E) $50,000 favorable.

Question 12

What is the firm's market size variance?

Accepted Answer

A) $6,000 unfavorable. 
B) $750 unfavorable. 
C) $4,000 unfavorable. 
D) $17,500 unfavorable. 
E) $0. 
A) $6,000 unfavorable. 
B) $750 unfavorable. 
C) $4,000 unfavorable. 
D) $17,500 unfavorable. 
E) $0.

Question 13

Total sales quantity variance is:

Accepted Answer

A) $36,400 favorable. 
B) $84,500 favorable. 
C) $95,190 favorable. 
D) $97,280 favorable. 
E) $107,920 favorablE.Market share variance + Market Size Variance = Total Quantity variance - $277,184 + $385,104 = $107,920 favorable 
A) $36,400 favorable. 
B) $84,500 favorable. 
C) $95,190 favorable. 
D) $97,280 favorable. 
E) $107,920 favorablE.Market share variance + Market Size Variance = Total Quantity variance - $277,184 + $385,104 = $107,920 favorable

Question 14

A firm with a declining market share percentage may still earn a higher operating income if the:

Accepted Answer

A) Market as a whole is also declining. 
B) Market as a whole is stable. 
C) Market as a whole is shifting. 
D) Market as a whole is growing. 
E) Firm reduces operating costs. 
A) Market as a whole is also declining. 
B) Market as a whole is stable. 
C) Market as a whole is shifting. 
D) Market as a whole is growing. 
E) Firm reduces operating costs.

Question 15

What is the firm's total sales quantity variance?

Accepted Answer

A) $7,200 favorable. 
B) $17,760 favorable. 
C) $22,000 favorable. 
D) $24,840 favorable. 
E) $38,560 favorablE.$10,000 + $12,000 = $22,000 favorable 
A) $7,200 favorable. 
B) $17,760 favorable. 
C) $22,000 favorable. 
D) $24,840 favorable. 
E) $38,560 favorablE.$10,000 + $12,000 = $22,000 favorable

Question 16

Which one of the following does not use the dollar amount of the input in assessing productivity?

Accepted Answer

A) Financial productivity. 
B) Total productivity. 
C) Operational productivity. 
D) Productivity. 
E) Partial financial productivity. 
A) Financial productivity. 
B) Total productivity. 
C) Operational productivity. 
D) Productivity. 
E) Partial financial productivity.

Question 17

The firm's market size variance for the period is:

Accepted Answer

A) $16,000 favorable. 
B) $26,000 favorable. 
C) $61,200 favorable. 
D) $30,600 unfavorable. 
E) $91,800 unfavorablE.Budgeted market share = 13,000/130,000 = 10% 
A) $16,000 favorable. 
B) $26,000 favorable. 
C) $61,200 favorable. 
D) $30,600 unfavorable. 
E) $91,800 unfavorablE.Budgeted market share = 13,000/130,000 = 10%

Question 18

The total productivity ratio in 2012 is:

Accepted Answer

A) 0.15. 
B) 0.21. 
C) 0.70. 
D) 1.43. 
E) 4.83. 
A) 0.15. 
B) 0.21. 
C) 0.70. 
D) 1.43. 
E) 4.83.

Question 19

The effect of the sales volume variance on November's contribution margin is:

Accepted Answer

A) $15,000 unfavorable. 
B) $18,000 unfavorable. 
C) $20,000 unfavorable. 
D) $30,000 unfavorable. 
E) $65,000 unfavorablE.Price = $300,000/6,000 = $50; Variable cost per unit = $180,000/6,000 = $30 
A) $15,000 unfavorable. 
B) $18,000 unfavorable. 
C) $20,000 unfavorable. 
D) $30,000 unfavorable. 
E) $65,000 unfavorablE.Price = $300,000/6,000 = $50; Variable cost per unit = $180,000/6,000 = $30

Question 20

The experience of many firms is that improvements in quality:

Accepted Answer

A) Decrease productivity. 
B) Have no significant effect on productivity. 
C) First increase, and then decrease productivity. 
D) Increase productivity. 
E) Restrict productivity improvements. 
A) Decrease productivity. 
B) Have no significant effect on productivity. 
C) First increase, and then decrease productivity. 
D) Increase productivity. 
E) Restrict productivity improvements.

The firm's total sales quantity variance for the period is:

What is the firm's market size variance?

The partial direct labor financial productivity ratio for 2013 is:

In 2012, the partial financial productivity of Material A is:

The total productivity ratio in 2013 is:

The sales mix variance for Product Y is:

If fixed costs are budgeted for $500,000 and are actually $500,000, what is the difference between budgeted and actual operating income?

What is the firm's total sales quantity variance?

What is the firm's market size variance?

Total sales quantity variance is:

A firm with a declining market share percentage may still earn a higher operating income if the:

What is the firm's total sales quantity variance?

Which one of the following does not use the dollar amount of the input in assessing productivity?

The firm's market size variance for the period is:

The total productivity ratio in 2012 is:

The effect of the sales volume variance on November's contribution margin is:

The experience of many firms is that improvements in quality:

Short-Term Profit Planning: Cost-Volume-Profit CVP Analysis

Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map

Basic Cost Management Concepts

Job Costing

Activity-Based Costing and Customer Profitability Analysis

Process Costing

Cost Allocation: Departments, Joint Products, and By-Products

Cost Estimation

Short-Term Profit Planning: Cost-Volume-Profit Cvp Analysis

Strategy and the Master Budget

Decision Making With a Strategic Emphasis

Strategy and the Analysis of Capital Investments

Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic Pricing

Operational Performance Measurement: Sales, Direct-Cost Variances, and the Role of Nonfinancial Performance Measures

Operational Performance Measurement: Indirect-Cost Variances and Resource-Capacity Management

The Management and Control of Quality

Strategic Performance Measurement: Cost Centers, Profit Centers, and the Balanced Scorecard

Strategic Performance Measurement: Investment Centers and Transfer Pricing

Management Compensation, Business Analysis, and Business Valuation

Filters

Exam 16: Operational Performance Measurement: Further Analysis of Productivity and Sales

The firm's total sales quantity variance for the period is:

What is the firm's market size variance?

The partial direct labor financial productivity ratio for 2013 is:

In 2012, the partial financial productivity of Material A is:

The total productivity ratio in 2013 is:

The sales mix variance for Product Y is:

If fixed costs are budgeted for $500,000 and are actually $500,000, what is the difference between budgeted and actual operating income?

What is the firm's total sales quantity variance?

What is the firm's market size variance?

Total sales quantity variance is:

A firm with a declining market share percentage may still earn a higher operating income if the:

What is the firm's total sales quantity variance?

Which one of the following does not use the dollar amount of the input in assessing productivity?

The firm's market size variance for the period is:

The total productivity ratio in 2012 is:

The effect of the sales volume variance on November's contribution margin is:

The experience of many firms is that improvements in quality:

Short-Term Profit Planning: Cost-Volume-Profit CVP Analysis

Implementing Strategy: The Value Chain, the Balanced Scorecard, and the Strategy Map

Basic Cost Management Concepts

Job Costing

Activity-Based Costing and Customer Profitability Analysis

Process Costing

Cost Allocation: Departments, Joint Products, and By-Products

Cost Estimation

Short-Term Profit Planning: Cost-Volume-Profit Cvp Analysis

Strategy and the Master Budget

Decision Making With a Strategic Emphasis

Strategy and the Analysis of Capital Investments

Cost Planning for the Product Life Cycle: Target Costing, Theory of Constraints, and Strategic Pricing

Operational Performance Measurement: Sales, Direct-Cost Variances, and the Role of Nonfinancial Performance Measures

Operational Performance Measurement: Indirect-Cost Variances and Resource-Capacity Management

The Management and Control of Quality

Strategic Performance Measurement: Cost Centers, Profit Centers, and the Balanced Scorecard

Strategic Performance Measurement: Investment Centers and Transfer Pricing

Management Compensation, Business Analysis, and Business Valuation

Filters