Question 1

The perspective that defines the capabilities needed by the organization to create long-term improvement is the

Accepted Answer

A)  financial perspective. 
B)  customer perspective. 
C)  process perspective. 
D)  learning and growth perspective. 
A)  financial perspective. 
B)  customer perspective. 
C)  process perspective. 
D)  learning and growth perspective. D

Question 2

At the beginning of 2014, Haroldson Company installed a JIT purchasing and manufacturing system. The following information has been gathered about one of the company's products.   What is the ideal conversion cost per unit?

Accepted Answer

A)  $39.60 per unit. 
B)  $16.50 per unit. 
C)  $99 per unit 
D)  $11 per unit. 
A)  $39.60 per unit. 
B)  $16.50 per unit. 
C)  $99 per unit 
D)  $11 per unit. D

Question 3

The formula for computing Manufacturing Cycle Efficiency (MCE) is

Accepted Answer

A)  Processing Time / (Processing time + Move time + Inspection time + Waiting time + Other non-value-added time). 
B)  Theoretical Capacity / Production hours available. 
C)  Cycle time per unit ´ velocity. 
D)  none of the above. 
A)  Processing Time / (Processing time + Move time + Inspection time + Waiting time + Other non-value-added time). 
B)  Theoretical Capacity / Production hours available. 
C)  Cycle time per unit ´ velocity. 
D)  none of the above. A

Question 4

Double-loop feedback occurs when managers get information about the effectiveness and the validity of the strategy.

Accepted Answer

A) True 
 B)False

Question 5

A manufacturing cell has the theoretical capability of producing 40,000 microchips per quarter. The conversion cost per quarter is $25,000. There are 4,000 production hours available within the cell per quarter. The theoretical velocity per hour is

Accepted Answer

A)  25.00 units. 
B)  16.00 units. 
C)  10.00 units. 
D)  2.24 units. 
A)  25.00 units. 
B)  16.00 units. 
C)  10.00 units. 
D)  2.24 units.

Question 6

Customer value is the sum of realization and sacrifice what the customer gives up and receives.

Accepted Answer

A) True 
 B)False

Question 7

Activity-based responsibility accounting focuses on processes and uses both operational and financial measures.

Accepted Answer

A) True 
 B)False

Question 8

A major difference between activity-based responsibility accounting and strategic-based responsibility accounting is

Accepted Answer

A)  only strategic-based responsibility accounting is linked to strategy. 
B)  only strategic-based responsibility accounting is focused on systemwide efficiency. 
C)  only strategic-based responsibility accounting includes the process perspective. 
D)  only strategic-based responsibility accounting reinforces team accountability. 
A)  only strategic-based responsibility accounting is linked to strategy. 
B)  only strategic-based responsibility accounting is focused on systemwide efficiency. 
C)  only strategic-based responsibility accounting includes the process perspective. 
D)  only strategic-based responsibility accounting reinforces team accountability.

Question 9

Which of the following would NOT be a core outcome measure for employee capabilities?

Accepted Answer

A)  employee satisfaction ratings 
B)  number of employees 
C)  employee turnover 
D)  employee productivity 
A)  employee satisfaction ratings 
B)  number of employees 
C)  employee turnover 
D)  employee productivity

Question 10

Which of the following is NOT a step in developing the Balanced Scorecard?

Accepted Answer

A)  setting balanced objectives 
B)  outlining control procedures 
C)  setting target values 
D)  rewards 
A)  setting balanced objectives 
B)  outlining control procedures 
C)  setting target values 
D)  rewards

Question 11

Choosing general goals, customer segment, and nature of a business are all concern of strategy __________ .

Accepted Answer

The answer of Choosing general goals, customer segment, and nature...

Question 12

Why does the Balanced Scorecard differ from company to company? Whose responsibility is the implementation?

Accepted Answer

A company's Balanced Scorecard should be

Question 13

In a balanced scorecard, performance expectations are communicated by setting __________ .

Accepted Answer

The answer of In a balanced scorecard, performance expectations are...

Question 14

Which of the following would be a subjective measure?

Accepted Answer

A)  employee capabilities 
B)  market share 
C)  return on investment 
D)  cost per unit 
A)  employee capabilities 
B)  market share 
C)  return on investment 
D)  cost per unit

Question 15

The outcome measures that relate to customers are called:

Accepted Answer

A)  External measures 
B)  Objective measures 
C)  Financial measures 
D)  Lag measures 
A)  External measures 
B)  Objective measures 
C)  Financial measures 
D)  Lag measures

Question 16

The critical performance measures of the Balanced Scorecard have some special properties. Which of the following is NOT one of those properties?

Accepted Answer

A)  scorecard measures are linked by cause-and-effect relationships 
B)  performance measures are derived from strategy 
C)  benchmarking plays a critical role 
D)  performance measures should be balanced between outcome and lead measures 
A)  scorecard measures are linked by cause-and-effect relationships 
B)  performance measures are derived from strategy 
C)  benchmarking plays a critical role 
D)  performance measures should be balanced between outcome and lead measures

Question 17

The most common strategic-based performance management system is

Accepted Answer

A)  variance analysis with standard costs as benchmarks. 
B)  the balanced scorecard. 
C)  financial budgets. 
D)  all of the above. 
A)  variance analysis with standard costs as benchmarks. 
B)  the balanced scorecard. 
C)  financial budgets. 
D)  all of the above.

Question 18

Setting balanced objectives, target values, and rewards are steps in developing the __________ .

Accepted Answer

The answer of Setting balanced objectives, target values, and rewards...

Question 19

Strategic-based performance measures are balanced measures. Give examples of four types of balanced measures.

Accepted Answer

There are lead and lag measures. Lead me

Question 20

The learning and growth perspective has three major objectives. Which of the following is an objective of the learning and growth process?

Accepted Answer

A)  increase the number of new products 
B)  increase customer acquisition 
C)  increase motivation and alignment 
D)  improve asset utilization 
A)  increase the number of new products 
B)  increase customer acquisition 
C)  increase motivation and alignment 
D)  improve asset utilization

The perspective that defines the capabilities needed by the organization to create long-term improvement is the

At the beginning of 2014, Haroldson Company installed a JIT purchasing and manufacturing system. The following information has been gathered about one of the company's products. What is the ideal conversion cost per unit?

The formula for computing Manufacturing Cycle Efficiency (MCE) is

Double-loop feedback occurs when managers get information about the effectiveness and the validity of the strategy.

A manufacturing cell has the theoretical capability of producing 40,000 microchips per quarter. The conversion cost per quarter is $25,000. There are 4,000 production hours available within the cell per quarter. The theoretical velocity per hour is

Customer value is the sum of realization and sacrifice what the customer gives up and receives.

Activity-based responsibility accounting focuses on processes and uses both operational and financial measures.

A major difference between activity-based responsibility accounting and strategic-based responsibility accounting is

Which of the following would NOT be a core outcome measure for employee capabilities?

Which of the following is NOT a step in developing the Balanced Scorecard?

Choosing general goals, customer segment, and nature of a business are all concern of strategy __________ .

Why does the Balanced Scorecard differ from company to company? Whose responsibility is the implementation?

In a balanced scorecard, performance expectations are communicated by setting __________ .

Which of the following would be a subjective measure?

The outcome measures that relate to customers are called:

The critical performance measures of the Balanced Scorecard have some special properties. Which of the following is NOT one of those properties?

The most common strategic-based performance management system is

Setting balanced objectives, target values, and rewards are steps in developing the __________ .

Strategic-based performance measures are balanced measures. Give examples of four types of balanced measures.

The learning and growth perspective has three major objectives. Which of the following is an objective of the learning and growth process?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control Key

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

Inventory Management: Economic Order Quantity, Jit, and the Theory of Constraints

Filters

Exam 13: The Balanced Scorecard: Strategic-Based Control

The perspective that defines the capabilities needed by the organization to create long-term improvement is the

At the beginning of 2014, Haroldson Company installed a JIT purchasing and manufacturing system. The following information has been gathered about one of the company's products. What is the ideal conversion cost per unit?

The formula for computing Manufacturing Cycle Efficiency (MCE) is

Double-loop feedback occurs when managers get information about the effectiveness and the validity of the strategy.

A manufacturing cell has the theoretical capability of producing 40,000 microchips per quarter. The conversion cost per quarter is $25,000. There are 4,000 production hours available within the cell per quarter. The theoretical velocity per hour is

Customer value is the sum of realization and sacrifice what the customer gives up and receives.

Activity-based responsibility accounting focuses on processes and uses both operational and financial measures.

A major difference between activity-based responsibility accounting and strategic-based responsibility accounting is

Which of the following would NOT be a core outcome measure for employee capabilities?

Which of the following is NOT a step in developing the Balanced Scorecard?

Choosing general goals, customer segment, and nature of a business are all concern of strategy __________ .

Why does the Balanced Scorecard differ from company to company? Whose responsibility is the implementation?

In a balanced scorecard, performance expectations are communicated by setting __________ .

Which of the following would be a subjective measure?

The outcome measures that relate to customers are called:

The critical performance measures of the Balanced Scorecard have some special properties. Which of the following is NOT one of those properties?

The most common strategic-based performance management system is

Setting balanced objectives, target values, and rewards are steps in developing the __________ .

Strategic-based performance measures are balanced measures. Give examples of four types of balanced measures.

The learning and growth perspective has three major objectives. Which of the following is an objective of the learning and growth process?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control Key

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

Inventory Management: Economic Order Quantity, Jit, and the Theory of Constraints

Filters