May 2006 Examinations Managerial Level Paper P2 – Management Accounting – Decision Management Question Paper 2 Examiner’s Brief Guide to the Paper 18 Examiner’s Answers 19 The answers published here have been written by the Examiner and should provide a helpful guide for both tutors and students. Published separately on the CIMA website (www.cimaglobal.com/students) from the end of September 2006 will be a Post Examination Guide for this paper, which will provide much valuable and complementary material including indicative mark information. 2006 The Chartered Institute of Management Accountants. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recorded or otherwise, without the written permission of the publisher.

The Chartered Institute of Management Accountants 2006

Management Accounting Pillar

Managerial Level Paper

P2 – Management Accounting - Decision Management

24 May 2006 – Wednesday Morning Session

Instructions to candidates

You are allowed three hours to answer this question paper

You are allowed 20 minutes reading time before the examination begins during which you should read the question paper, and if you wish, make annotations on the question paper. However, you will not be allowed, under any circumstances, to open the answer book and start writing or use your calculator during this reading time.

You are strongly advised to carefully read ALL the question requirements before attempting the question concerned (that is, all parts and/or sub-questions). The requirements for the questions in Sections B and C are contained in a dotted box.

Answer the ONE compulsory question in Section A. This is comprised of eight sub-questions and is on pages 2 to 5.

Answer ALL THREE compulsory questions in Section B on pages 6 to 8.

Answer TWO of the three questions in Section C on pages 9 to 14.

Maths Tables and Formulae are provided on pages 15 to 17.

Write your full examination number, paper number and the examination subject title in the spaces provided on the front of the examination answer book. Also write your contact ID and name in the space provided in the right hand margin and seal to close.

Tick the appropriate boxes on the front of the answer book to indicate which questions you have answered.

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P2 2 May 2006

SECTION A – 20 MARKS [the indicative time for answering this section is 36 minutes] ANSWER ALL EIGHT SUB-QUESTIONS

Question One 1.1 X plc intends to use relevant costs as the basis of the selling price for a special order: the

printing of a brochure. The brochure requires a particular type of paper that is not regularly used by X plc although a limited amount is in X plc’s inventory which was left over from a previous job. The cost when X plc bought this paper last year was $15 per ream and there are 100 reams in inventory. The brochure requires 250 reams. The current market price of the paper is $26 per ream, and the resale value of the paper in inventory is $10 per ream.

The relevant cost of the paper to be used in printing the brochure is A $2,500

B $4,900

C $5,400

D $6,500 (2 marks)

Section A continues on the opposite page

Instructions for answering Section A: The answers to the eight sub-questions in Section A should ALL be written in your answer book. Your answers should be clearly numbered with the sub-question number and then ruled off, so that the markers know which sub-question you are answering. For multiple choice questions, you need only write the sub-question number and the letter of the answer option you have chosen. You do not need to start a new page for each sub-question. For sub-questions 1.6, 1.7, and 1.8 you should show your workings as marks are available for the method you use to answer these sub-questions.

May 2006 3 P2

1.2 A farmer grows potatoes for sale to wholesalers and to individual customers. The farmer currently digs up the potatoes and sells them in 20kg sacks. He is considering a decision to make a change to this current approach. He thinks that washing the potatoes and packaging them in 2kg cartons might be more attractive to some of his individual customers. Which of the following is relevant to his decision?

(i) the sales value of the dug potatoes (ii) the cost per kg of growing the potatoes (iii) the cost of washing and packaging the potatoes (iv) the sales value of the washed and packaged potatoes

A (ii), (iii) and (iv) only

B (i), (ii) and (iii) only

C (i), (ii) and (iv) only

D (i), (iii) and (iv) only (2 marks)

1.3 A company makes and sells three products, R, S, and T. Extracts from the weekly profit

statements are as follows:

R $

S $

T $

Total $

Sales 10,000 15,000 20,000 45,000 Variable cost of sales 4,000 9,000 10,000 23,000 Fixed costs* 3,000 3,000 3,000 9,000 Profit 3,000 3,000 7,000 13,000

* general fixed costs absorbed using a unit absorption rate If the sales revenue mix of products produced and sold were to be changed to: R 20%, S 50%, T 30% then the new average contribution to sales ratio A would be higher.

B would be lower.

C would remain unchanged.

D cannot be determined without more information.

(2 marks)

Section A continues on the next page

P2 4 May 2006

1.4 Z Limited is a hotel that serves cakes and gateaux in its coffee shop. An analysis of its internal costs has revealed that the variable cost of preparing its own gateaux is £5·50 per gateau compared to the price of £8·00 per gateau that would be charged by an external bakery. Z Limited employs a chef to prepare the gateaux at a salary of £1,000 per month. This chef is not able to carry out any other work in the hotel and is the only employee capable of preparing the gateaux.

Calculate the minimum monthly number of sales of gateaux at which it is worthwhile preparing the gateaux in the hotel.

(2 marks)

The following data are to be used when answering questions 1.5 to 1.7 M plc is evaluating three possible investment projects and uses a 10% discount rate to determine their net present values.

Investment A £000

B £000

C £000

Initial Investment 400 450 350 Incremental cashflowsYear 1 100 130 50Year 2 120 130 110Year 3 140 130 130Year 4 120 130 150Year 5* 100 150 100 Net present value 39 55 48

*includes £20,000 residual value for each investment project. 1.5 Calculate the payback period of investment A.

(2 marks)

1.6 Calculate the discounted payback period of investment B. (3 marks)

1.7 Calculate the Internal Rate of Return (IRR) of investment C.

(3 marks)

Section A continues on the opposite page

May 2006 5 P2

1.8 A company is preparing a quotation for a new product. The time taken for the first unit of the product was 30 minutes and the company expects an 85% learning curve. The quotation is to be based on the time taken for the final unit within the learning period which is expected to end after the company has produced 200 units.

Calculate the time per unit to be used for the quotation. Note: The learning index for an 85% learning curve is -0·2345

(4 marks)

(Total for Section A = 20 marks)

End of Section A

Section B starts on the next page

P2 6 May 2006

SECTION B – 30 MARKS [the indicative time for answering this section is 54 minutes] ANSWER ALL THREE QUESTIONS Question Two A manager is evaluating a three year project which has the following relevant pre-tax operating cashflows:

Year 1 $000

2 $000

3 $000

Sales 4,200 4,900 5,300 Costs 2,850 3,100 4,150

The project requires an investment of $2m at the start of year 1 and has no residual value. The company pays corporation tax on its net relevant operating cashflows at the rate of 20%. Corporation tax is payable in the same year as the net relevant pre-tax operating cashflows arise. There is no tax depreciation available on the investment.

The manager has discounted the net relevant post-tax operating cashflows using the company’s post-tax cost of capital of 7% and this results in a post-tax net present value of the project of $1·018m.

Required: (a) Briefly explain sensitivity analysis and how the manager may use it in the

evaluation of this project. (4 marks)

(b) Calculate the sensitivity of the project to independent changes in

(i) the selling price; (ii) the cost of capital.

(6 marks)

(Total for Question Two = 10 marks)

Section B continues on the opposite page

May 2006 7 P2

Question Three A firm of financial advisors has established itself by providing high quality, personalised, financial strategy advice. The firm promotes itself by sponsoring local events, advertising, client newsletters, having a flexible attitude towards the times and locations of meetings with clients and seeking new and innovative ideas to discuss with its clients. The senior manager of the firm has recently noticed that the firm’s profitability has declined, with fewer clients being interested in the firm’s new investment ideas. Indeed, many clients have admitted to not reading the firm’s newsletters. The senior manager seeks your help in restoring the firm’s profitability to its former level and believes that the techniques of Value Analysis and Functional Analysis may be appropriate.

Required: (a) Explain the meanings of, and the differences between, Value Analysis and

Functional Analysis. (4 marks)

(b) Briefly explain the series of steps that you would take to implement Value Analysis

for this organisation. (6 marks)

(Total for Question Three = 10 marks)

Section B continues on the next page

P2 8 May 2006

Question Four The Managing Director of a manufacturing company based in Eastern Europe has recently returned from a conference on modern manufacturing. One of the speakers at the conference presented a paper entitled “Compliance versus Conformance – the quality control issue”. The Managing Director would like you to explain to her some of the concepts that she heard about at the conference.

Required: Prepare a report, addressed to the Managing Director, that discusses quality costs and their significance for the company. Your report should include examples of the different quality costs and their classification within a manufacturing environment.

(10 marks)

Note: 2 marks are available for report format

(Total for Section B = 30 marks)

End of Section B

Section C starts on page 9

May 2006 9 P2

SECTION C – 50 MARKS [the indicative time for answering this section is 90 minutes] ANSWER TWO QUESTIONS OUT OF THREE

Question Five AVX Plc assembles circuit boards for use by high technology audio video companies. Due to the rapidly advancing technology in this field, AVX Plc is constantly being challenged to learn new techniques. AVX Plc uses standard costing to control its costs against targets set by senior managers. The standard labour cost per batch of one particular type of circuit board (CB45) is set out below:

£ Direct labour - 50 hours @ £10 /hour 500

The following labour efficiency variances arose during the first six months of the assembly of CB45:

Month Number of batches assembled and sold

Labour Efficiency Variance (£)

November 1 Nil December 1 170·00 Favourable January 2 452·20 Favourable February 4 1,089·30 Favourable March 8 1,711·50 Favourable April 16 3,423·00 Favourable

An investigation has confirmed that all of the costs were as expected except that there was a learning effect in respect of the direct labour that had not been anticipated when the standard cost was set.

Required:

(a) (i) Calculate the monthly rates of learning that applied during the six months; (ii) Identify when the learning period ended and briefly discuss the implications

of your findings for AVX Plc.

(10 marks)

AVX Plc initially priced each batch of CB45 circuit boards on the basis of its standard cost of £960 plus a mark up of 25%. Recently the company has noticed that, due to increasing competition, it is having difficulty maintaining its sales volume at this price. The Finance Director has agreed that the long run unit variable cost of the CB45 circuit board is £672·72 per batch. She has suggested that the price charged should be based on an analysis of market demand. She has discovered that at a price of £1,200 the demand is 16 batches per month, for every £20 reduction in selling price there is an increase in demand of 1 batch of CB45 circuit boards, and for every £20 increase in selling price there is a reduction in demand of 1 batch.

P2 10 May 2006

Required: (b) Calculate the profit maximising selling price per batch using the data supplied by the

Finance Director

(8 marks) Note: If Price (P) = a-bx then Marginal Revenue (MR) = a-2bx

The Technical Director cannot understand why there is a need to change the selling price. He argues that this is a highly advanced technological product and that AVX Plc should not reduce its price as this reflects badly on the company. If anything is at fault, he argues, it is the use of Standard Costing and he has asked whether Target Costing should be used instead.

Required:

(c)

(i) Explain the difference between standard costs and target costs; (ii) Explain the possible reasons why AVX Plc needs to re-consider its pricing

policy now that the CB45 circuit board has been available in the market for six months.

(7 marks)

(Total for Question Five = 25 marks)

Section C continues on the next page

May 2006 11 P2

Question Six A health clinic is reviewing its plans for the next three years. It is a not for profit organisation but it has a financial responsibility to manage its costs and to ensure that it provides a value for money service to its clients. The health clinic uses the net present value technique to appraise the financial viability of delivering the service, but it also considers other non-financial factors before making any final decisions. The present facilities, which incur an annual total cost of £300,000, are only sufficient to meet a low level of service provision so the manager is considering investing in facilities to meet potential higher levels of demand. For the purpose of evaluating this decision the possible levels of demand for the health clinic’s services have been simplified to high, medium or low. The possible demand for the services in the first year and the level of demand that could follow that specific level in the next years, and their expected probabilities, are as follows:

Year 1 Probability Years 2 and 3 Probability Low 30% Low 40% Medium 60% High 0% Medium 50% Low 30% Medium 40% High 30% High 20% Low 0% Medium 30% High 70%

The level of demand will be the same in years 2 and 3. The manager is considering two alternative investments in facilities: Facility A has the capacity to meet the low and medium levels of demand and requires an investment at the start of year 1 of £500,000. Thereafter it incurs annual fixed costs of £100,000 and annual variable costs depending on the level of operation. These annual variable costs are expected to be £150,000 at the low level of operation and £250,000 at the medium level of operation. Facility B has the capacity to meet all levels of demand and requires an investment at the start of year 1 of £800,000. Thereafter it incurs annual fixed costs of £200,000 and annual variable costs depending on the level of operation. These annual variable costs are expected to be £100,000 at the low level of operation, £150,000 at the medium level of operation and £200,000 at the high level of operation. Neither of these alternative investments has any residual value at the end of year 3. If the facilities of the health clinic are insufficient to meet the level of service demand that occurs, the clinic must obtain additional facilities on a yearly contract basis at the following annual costs:

Level of service provision available internally

Level of service provision demanded

Annual cost of additional facilities

Low Medium £100,000 Low High £250,000 Medium High £150,000

These additional facilities are not under the direct control of the health clinic manager. Note: All monetary values used throughout the question have been stated in terms of their present value. No further discounting is required.

P2 12 May 2006

Required:

(a) Prepare a decision tree to illustrate the investment decision that needs to be made by the manager of the health clinic. (Numerical values are NOT required).

(6 marks)

(b) Advise the manager of the health clinic which investment decision should be

undertaken on financial grounds.

(15 marks)

(c) Briefly discuss any non-financial factors that the manager should consider before making her final investment decision.

(4 marks)

(Total for Question Six = 25 marks)

Section C continues on the next page

May 2006 13 P2

Question Seven GHK manufactures four products from different combinations of the same direct materials and direct labour. An extract from the flexible budgets for next quarter for each of these products is as follows:

Product G H J K Units 3,000 5,000 3,000 5,000 3,000 5,000 3,000 5,000 $000 $000 $000 $000 $000 $000 $000 $000 Revenue 30 50 60 100 45 75 90 150 Direct Material A (note 1) 9 15 12 20 4·5 7·5 18 30Direct Material B (note 2) 6 10 6 10 13·5 22·5 36 60Direct labour (note 3) 6 10 24 40 22·5 37·5 9 15Overhead (note 4) 6 8 13 19 11 17 11 17

Notes 1 Material A was purchased some time ago at a cost of $5 per kg. There are 5,000 kgs in

inventory. The costs shown in the flexible budget are based on this historical cost. The material is in regular use and currently has a replacement cost of $7 per kg.

2 Material B is purchased as required; its expected cost is $10 per kg. The costs shown in the flexible budget are based on this expected cost.

3 Direct labour costs are based on an hourly rate of $10 per hour. Employees work the number of hours necessary to meet production requirements.

4 Overhead costs of each product include a specific fixed cost of $1,000 per quarter which would be avoided if the product was to be discontinued. Other fixed overhead costs are apportioned between the products but are not affected by the mix of products manufactured.

GHK has been advised by the only supplier of material B that the quantity of material B that will be available during the next quarter will be limited to 5,000 kgs. Accordingly the company is being forced to reconsider its production plan for the next quarter. GHK has already entered into contracts to supply one of its major customers with the following:

500 units of product G

1,600 units of product H 800 units of product J 400 units of product K

Apart from this, the demand expected from other customers is expected to be

3,600 units of product G 3,000 units of product H 3,000 units of product J 4,000 units of product K

The major customer will not accept partial delivery of the contract and if the contract with this major customer is not completed in full, then GHK will have to pay a financial penalty of $5,000.

P2 14 May 2006

Required: (a) For each of the four products, calculate the relevant contribution per $ of material B

for the next quarter. (6 marks)

(b) It has been determined that the optimum production plan based on the data above

is to produce 4,100 units of product G, 4600 units of product H, 800 units of product J, and 2,417 units of product K. Determine the amount of financial penalty at which GHK would be indifferent between meeting the contract or paying the penalty.

(5 marks)

(c) Calculate the relevant contribution to sales ratios for each of the four products.

(2 marks)

(d) Assuming that the limiting factor restrictions no longer apply, prepare a sketch of a multi product profit volume chart by ranking the products according to your contribution to sales ratio calculations based on total market demand. Your sketch should plot the products using the highest contribution to sales ratio first.

(6 marks)

(e) Explain briefly, stating any relevant assumptions and limitations, how the multi

product profit volume chart that you prepared in (d) above may be used by the manager of GHK to understand the relationships between costs, volume and profit within the business.

(6 marks)

(Total for Question Seven = 25 marks)

(Total for Section C = 50 marks)

End of question paper

Maths Tables and Formulae are on pages 15 to 17

May 2006 15 P2

PRESENT VALUE TABLE

Present value of $1, that is ( ) nr −+1 where r = interest rate; n = number of periods until payment or receipt.

Interest rates (r) Periods (n) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10%

1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909 2 0.980 0.961 0.943 0.925 0.907 0.890 0.873 0.857 0.842 0.826 3 0.971 0.942 0.915 0.889 0.864 0.840 0.816 0.794 0.772 0.751 4 0.961 0.924 0.888 0.855 0.823 0.792 0.763 0.735 0.708 0.683 5 0.951 0.906 0.863 0.822 0.784 0.747 0.713 0.681 0.650 0.621 6 0.942 0.888 0.837 0.790 0.746 0705 0.666 0.630 0.596 0.564 7 0.933 0.871 0.813 0.760 0.711 0.665 0.623 0.583 0.547 0.513 8 0.923 0.853 0.789 0.731 0.677 0.627 0.582 0.540 0.502 0.467 9 0.914 0.837 0.766 0.703 0.645 0.592 0.544 0.500 0.460 0.424 10 0.905 0.820 0.744 0.676 0.614 0.558 0.508 0.463 0.422 0.386 11 0.896 0.804 0.722 0.650 0.585 0.527 0.475 0.429 0.388 0.350 12 0.887 0.788 0.701 0.625 0.557 0.497 0.444 0.397 0.356 0.319 13 0.879 0.773 0.681 0.601 0.530 0.469 0.415 0.368 0.326 0.290 14 0.870 0.758 0.661 0.577 0.505 0.442 0.388 0.340 0.299 0.263 15 0.861 0.743 0.642 0.555 0.481 0.417 0.362 0.315 0.275 0.239 16 0.853 0.728 0.623 0.534 0.458 0.394 0.339 0.292 0.252 0.218 17 0.844 0.714 0.605 0.513 0.436 0.371 0.317 0.270 0.231 0.198 18 0.836 0.700 0.587 0.494 0.416 0.350 0.296 0.250 0.212 0.180 19 0.828 0.686 0.570 0.475 0.396 0.331 0.277 0.232 0.194 0.164 20 0.820 0.673 0.554 0.456 0.377 0.312 0.258 0.215 0.178 0.149

Interest rates (r) Periods

(n) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 1 0.901 0.893 0.885 0.877 0.870 0.862 0.855 0.847 0.840 0.833 2 0.812 0.797 0.783 0.769 0.756 0.743 0.731 0.718 0.706 0.694 3 0.731 0.712 0.693 0.675 0.658 0.641 0.624 0.609 0.593 0.579 4 0.659 0.636 0.613 0.592 0.572 0.552 0.534 0.516 0.499 0.482 5 0.593 0.567 0.543 0.519 0.497 0.476 0.456 0.437 0.419 0.402 6 0.535 0.507 0.480 0.456 0.432 0.410 0.390 0.370 0.352 0.335 7 0.482 0.452 0.425 0.400 0.376 0.354 0.333 0.314 0.296 0.279 8 0.434 0.404 0.376 0.351 0.327 0.305 0.285 0.266 0.249 0.233 9 0.391 0.361 0.333 0.308 0.284 0.263 0.243 0.225 0.209 0.194 10 0.352 0.322 0.295 0.270 0.247 0.227 0.208 0.191 0.176 0.162 11 0.317 0.287 0.261 0.237 0.215 0.195 0.178 0.162 0.148 0.135 12 0.286 0.257 0.231 0.208 0.187 0.168 0.152 0.137 0.124 0.112 13 0.258 0.229 0.204 0.182 0.163 0.145 0.130 0.116 0.104 0.093 14 0.232 0.205 0.181 0.160 0.141 0.125 0.111 0.099 0.088 0.078 15 0.209 0.183 0.160 0.140 0.123 0.108 0.095 0.084 0.079 0.065 16 0.188 0.163 0.141 0.123 0.107 0.093 0.081 0.071 0.062 0.054 17 0.170 0.146 0.125 0.108 0.093 0.080 0.069 0.060 0.052 0.045 18 0.153 0.130 0.111 0.095 0.081 0.069 0.059 0.051 0.044 0.038 19 0.138 0.116 0.098 0.083 0.070 0.060 0.051 0.043 0.037 0.031 20 0.124 0.104 0.087 0.073 0.061 0.051 0.043 0.037 0.031 0.026

P2 16 May 2006

Cumulative present value of $1 per annum, Receivable or Payable at the end of each year for n

years rr n−+− )(11

Interest rates (r) Periods

(n) 1% 2% 3% 4% 5% 6% 7% 8% 9% 10% 1 0.990 0.980 0.971 0.962 0.952 0.943 0.935 0.926 0.917 0.909 2 1.970 1.942 1.913 1.886 1.859 1.833 1.808 1.783 1.759 1.736 3 2.941 2.884 2.829 2.775 2.723 2.673 2.624 2.577 2.531 2.487 4 3.902 3.808 3.717 3.630 3.546 3.465 3.387 3.312 3.240 3.170 5 4.853 4.713 4.580 4.452 4.329 4.212 4.100 3.993 3.890 3.791 6 5.795 5.601 5.417 5.242 5.076 4.917 4.767 4.623 4.486 4.355 7 6.728 6.472 6.230 6.002 5.786 5.582 5.389 5.206 5.033 4.868 8 7.652 7.325 7.020 6.733 6.463 6.210 5.971 5.747 5.535 5.335 9 8.566 8.162 7.786 7.435 7.108 6.802 6.515 6.247 5.995 5.759 10 9.471 8.983 8.530 8.111 7.722 7.360 7.024 6.710 6.418 6.145 11 10.368 9.787 9.253 8.760 8.306 7.887 7.499 7.139 6.805 6.495 12 11.255 10.575 9.954 9.385 8.863 8.384 7.943 7.536 7.161 6.814 13 12.134 11.348 10.635 9.986 9.394 8.853 8.358 7.904 7.487 7.103 14 13.004 12.106 11.296 10.563 9.899 9.295 8.745 8.244 7.786 7.367 15 13.865 12.849 11.938 11.118 10.380 9.712 9.108 8.559 8.061 7.606 16 14.718 13.578 12.561 11.652 10.838 10.106 9.447 8.851 8.313 7.824 17 15.562 14.292 13.166 12.166 11.274 10.477 9.763 9.122 8.544 8.022 18 16.398 14.992 13.754 12.659 11.690 10.828 10.059 9.372 8.756 8.201 19 17.226 15.679 14.324 13.134 12.085 11.158 10.336 9.604 8.950 8.365 20 18.046 16.351 14.878 13.590 12.462 11.470 10.594 9.818 9.129 8.514

Interest rates (r) Periods

(n) 11% 12% 13% 14% 15% 16% 17% 18% 19% 20% 1 0.901 0.893 0.885 0.877 0.870 0.862 0.855 0.847 0.840 0.833 2 1.713 1.690 1.668 1.647 1.626 1.605 1.585 1.566 1.547 1.528 3 2.444 2.402 2.361 2.322 2.283 2.246 2.210 2.174 2.140 2.106 4 3.102 3.037 2.974 2.914 2.855 2.798 2.743 2.690 2.639 2.589 5 3.696 3.605 3.517 3.433 3.352 3.274 3.199 3.127 3.058 2.991 6 4.231 4.111 3.998 3.889 3.784 3.685 3.589 3.498 3.410 3.326 7 4.712 4.564 4.423 4.288 4.160 4.039 3.922 3.812 3.706 3.605 8 5.146 4.968 4.799 4.639 4.487 4.344 4.207 4.078 3.954 3.837 9 5.537 5.328 5.132 4.946 4.772 4.607 4.451 4.303 4.163 4.031 10 5.889 5.650 5.426 5.216 5.019 4.833 4.659 4.494 4.339 4.192 11 6.207 5.938 5.687 5.453 5.234 5.029 4.836 4.656 4.486 4.327 12 6.492 6.194 5.918 5.660 5.421 5.197 4.988 7.793 4.611 4.439 13 6.750 6.424 6.122 5.842 5.583 5.342 5.118 4.910 4.715 4.533 14 6.982 6.628 6.302 6.002 5.724 5.468 5.229 5.008 4.802 4.611 15 7.191 6.811 6.462 6.142 5.847 5.575 5.324 5.092 4.876 4.675 16 7.379 6.974 6.604 6.265 5.954 5.668 5.405 5.162 4.938 4.730 17 7.549 7.120 6.729 6.373 6.047 5.749 5.475 5.222 4.990 4.775 18 7.702 7.250 6.840 6.467 6.128 5.818 5.534 5.273 5.033 4.812 19 7.839 7.366 6.938 6.550 6.198 5.877 5.584 5.316 5.070 4.843 20 7.963 7.469 7.025 6.623 6.259 5.929 5.628 5.353 5.101 4.870

May 2006 17 P2

FORMULAE Time series Additive model:

Series = Trend + Seasonal + Random Multiplicative model:

Series = Trend*Seasonal*Random

Regression analysis The linear regression equation of Y on X is given by:

Y = a + bX or Y – Y = b(X – X ), where:

b = )(

)(

X

XY

Variance

Covariance = 22 )(

))((

XXn

YXXYn

∑−∑

∑∑−∑

and a = Y – b X or solve

∑Y = na + b∑X

∑XY = a∑X + b∑X2

Exponential Y = abx Geometric Y = aXb

Learning curve

Yx = aXb

where: Yx = the cumulative average time per unit to produce X units; a = the time required to produce the first unit of output; X = the cumulative number of units; b = the index of learning. The exponent b is defined as the log of the learning curve improvement rate divided by log 2.

P2 18 May 2006

The Examiner for Management Accounting – Decision Management offers to future candidates and to tutors using this booklet for study purposes, the

following background and guidance on the questions included in this examination paper.

Section A – Question One – Compulsory Question One comprises eight sub-questions in objective testing format. Some of the questions provide a choice of answers of which only one is correct whilst others require solution by the candidate. This question covers a number of syllabus areas and learning outcomes and is designed to complement the syllabus coverage of the remaining questions on the paper. Section B – Questions Two, Three and Four – Compulsory Question Two requires candidates to explain sensitivity analysis and to use the data provided to calculate the sensitivity of an investment project to independent changes in two of the input variables. The question addresses the learning outcome “Apply sensitivity analysis to cash flow parameters to identify those to which net present value is particularly sensitive.” Question Three requires candidates to explain the meanings of and differences between Value Analysis and Functional Analysis and then to explain the steps that would be needed to implement Value Analysis into the organisation depicted in the scenario. This question addresses the learning outcome “Compare and contrast value analysis and functional cost analysis” Question Four requires candidates to prepare a report that discusses quality costs and their significance for the company depicted in the scenario. This question addresses the learning outcome “Explain the concepts of continuous improvement and Kaizen costing that are central to total quality management and prepare cost of quality reports” Section C – answer two of three questions Question Five requires candidates to prepare calculations to enable them to determine the rate of learning that occurred in the company depicted in the scenario, when this learning ended and its implications for the company in part (a). In part (b) candidates were required to calculate the company’s profit maximising price based upon the data provided, and then in part (c) to explain the differences between standard costs and target costs and the reasons why the company needs to reconsider its pricing policy now that its product has been available for six months. This question addresses the learning outcomes “Apply an approach to pricing based on profit maximisation in imperfect markets and evaluate the financial consequences of alternative pricing strategies” and “Explain and apply learning and experience curves to estimate time and cost for new products and services” and “Explain how target costs can be derived from target prices and describe the relationship between target costs and standard costs”. Question Six requires candidates to prepare a decision tree for an investment decision, advise as to which decision should be taken on financial grounds and then to discuss any non financial factors that should also be considered. This question addresses the learning outcomes “Produce decision support information for management, integrating financial and non financial considerations and “Prepare and apply decision trees”. Question Seven requires candidates to use relevant cost principles to calculate the relevant contributions for each of four products from the data provided in part (a), to calculate in part (b) the sensitivity of the product mix solution provided to a change in a financial penalty and in parts (c), (d) and (e) of the question to prepare a multi product profit volume chart and discuss its assumptions and limitation. This question addresses the learning outcome “Apply variable/fixed cost analysis in multiple product contexts to break-even analysis and product mix decision making, including circumstances where there are multiple constraints and linear programming methods are needed to reach optimal solutions”.

May 2006 19 P2

Managerial Level Paper

P2 – Management Accounting – Decision Management

Examiner’s Answers

SECTION A Answer to Question One 1.1 100 reams @ resale value of $10 $1,000 150 reams @ market price of $26 $3,900 $4,900

The correct answer is B. 1.2 The correct answer is D. 1.3 Contribution/Sales ratios are : R 60%, S 40%, and T 50% Now = $22,000 /$45,000 = 0·489 New = (0·6 x 0·2) + (0·4 x 0·5) + (0·5 x 0·3) = 0·47

The correct answer is B. 1.4 Variable cost saving per gateaux = £2·50

Fixed cost = £1,000 per month Minimum quantity = £1,000 / £2·50 = 400 gateaux

1.5 Year £000 £000 to date 1 100 2 120 220 3 140 360 4 120 480

Payback period = 3 years + 40/120ths of year 4 = 3·33 years

P2 20 May 2006

1.6 Discounted cashflows are:

Year £000 £000 £000 1 130 x 0·909 118·172 130 x 0·826 107·383 130 x 0·751 97·634 130 x 0·683 88·79 411·975 130 x 0·621 80·73

Discounted payback occurs in year 5 and can be estimated as: 4 years plus (450 – 411·97) / 80·73 of year five = 4·47 years.

1.7 Discount using 20% cost of capital

Year Cashflow £000

Discount Factor Present Value £000

0 (350) 1·000 (350) 1 50 0·833 42 2 110 0·694 76 3 130 0·579 75 4 150 0·482 72 5 100 0·402 40

NPV (45)

Discount Factor NPV £000

10% 48 20% (45) Change 10% (93)

IRR = 10% + (48/93 x 10%) = 15% (approx). 1.8 y = axb At 200 units: y = 30 x 200-0.2345 = 8·660 Total time = 8·660 x 200 = 1,732·00 minutes At 199 units: y = 30 x 199-0.2345 = 8·670 Total time = 8·670 x 199 = 1,725·33 minutes The time for the 200th unit to be used for the quotation is 6·67 minutes

May 2006 21 P2

SECTION B Answer to Question Two (a) Sensitivity analysis identifies the most critical elements of a decision by measuring the extent to which each individual element must change before it causes the decision maker to change their decision. The manager may use this technique to identify whether the acceptability of the project is more sensitive to changes in sales, costs, rate of taxation, or cost of capital. If more information were available the manager could consider the effects of changes to individual items of cost. (b) (i) The NPV of sales must reduce by $1·018m before the manager’s decision changes. The post tax present value of sales is: Year

1 $4·2m x 80% x 0·935 = $ 3·142m2 $4·9m x 80% x 0·873 = $ 3·422m3 $5·3m x 80% x 0·816 = $ 3·460m $10·024m

The % change required (i.e. sensitivity) = $1·018m / $10·024m = 10% (ii) The sensitivity of the cost of capital is found by determining the discount % that causes the NPV to equal zero (i.e. the IRR). Discount using 20%:

Year 1 ($4·2m - $2·85m) x 0·8 x 0·833 = $0·900m 2 ($4·9m - $3·10m) x 0·8 x 0·694 = $0·999m 3 ($5·3m - $4·15m) x 0·8 x 0·579 = $0·533m

$2·432m less Initial Investment $2·000m NPV $0·432m Discount Factor NPV

$ 7% 1·018m 20% 0·432m Change 13% 0·586m IRR = 7% + (1·018/0·586 x 13%) = 29·6% The % change required is 22·6 / 7 = 323%

P2 22 May 2006

Answer to Question Three (a) Value analysis is an examination of the factors affecting the cost of a product or service with the objective of achieving the specified purpose most economically at the required level of quality and reliability. Functional analysis is an analysis of the relationships between product functions, the cost of their provision and their perceived value to the customer. Value analysis is thus a form of cost reduction which is based upon investigating the processes involved in providing a product or service whereas functional analysis focuses on the value to the customer of each function of the product or service and from this determines whether it is necessary to reduce the cost of providing each function. (b) There are a series of steps that the firm of financial advisors need to use to implement Value Analysis into the organisation: 1. The firm needs to identify the requirements of their clients so that they can ensure that the

services they provide give value to their clients. It has been stated that many clients do not read the firm’s newsletters, clearly then the newsletters have no value to these clients in their present form. Perhaps the newsletters should be abandoned and their cost saved; or perhaps the form or content of the newsletter could be changed to make it more valuable from a client perspective.

2. Once the firm has identified the services that are valued by their clients they can then

consider alternative ways of providing those services. Each of these alternatives is then costed.

3. A choice is made between the alternatives. 4. Implement the changes. 5. Evaluate the effect of the changes to determine whether the expected benefits have

arisen.

May 2006 23 P2

Answer to Question Four

REPORT

To: Managing Director From: Management Accountant Subject: Quality Date: May 2006 Introduction This report provides the basis for discussion at the company’s next board meeting. It outlines the approaches to quality that may be adopted by the company, in particular the conflict between “Conformance” and “Non-Conformance” in terms of costs and the perceptions of our customers. Quality Costs There are two broad approaches to the quality issue which each have their own costs, some of which are easier to identify and measure than others. Quality costs can be analysed into two categories: • Costs of conformance; and • Costs of non-conformance. Costs of conformance are the costs that are incurred in order to try to ensure that the quality of the final products or services meets the customers’ expectations. This category can be sub-analysed into two further groups: • Appraisal costs – which are the costs incurred in testing / measuring and checking the

product or service to ensure that it meets the quality targets that have been set, examples include the operating costs of test equipment; and

• Prevention costs – which are costs that are incurred in order to prevent poor quality products or services from being produced; examples include training costs and routine maintenance of production equipment.

Costs of non-conformance are the costs that arise as a consequence of failing to meet the quality target. This category can also be sub-analysed into two further groups: • Internal failure costs – which are costs of reworking and correcting items of poor quality

that have been discovered prior to despatch to customers; and • External failure costs – which are costs associated with poor quality products or services

being delivered to the customer such as the cost of customer complaints. Significance of quality costs In the modern environment, with increased levels of competition and increasingly demanding customers who expect the products and services being provided to them to be of the highest quality, an organisation is required to carefully consider its target market and the price / quality relationship that its customers will demand. The decision to incur inspection and appraisal costs is often seen as an attempt to minimise the costs of failure as there is clearly a relationship between incurring conformance costs and avoiding non-conformance costs. It is necessary to determine the level of failure that would be acceptable to customers given the specific price/quality relationship referred to above. It is possible to achieve 100% quality in respect of all items delivered to customers but this would require that every item would have to be checked individually prior to its despatch. Clearly this would be time consuming and costly.

P2 24 May 2006

An alternative approach would be to test a sample of the items to be delivered to customers and rely on that sample being representative of the entire consignment. Clearly this would be less time consuming and therefore less costly but there is an increased risk that one or more of the items delivered would not be of the appropriate quality, thus increasing non-conformance costs. Conclusion This report has provided a basis of discussion at our next board meeting.

May 2006 25 P2

SECTION C Answer to Question Five (a)

Month Batches Standard Hours Actual hours This month To date This month This month To date

Nov 1 1 50 50 50 Dec 1 2 50 33 83 Jan 2 4 100 54·78 137·78 Feb 4 8 200 91·07 228·85 Mar 8 16 400 228·85 457·70 Apr 16 32 800 457·70 915·40

Month Average actual hours per batch (year to date)

Comment

Nov 50 Dec 41·5 83% of November average Jan 34·445 83% of December average Feb 28·61 83% of January average Mar 28·61 100% of February average Apr 28·61 100% of March average

The learning period ends at the end of month 4; the rate of learning is 83%. This means that subsequent to February the time taken per batch is constant or steady state and therefore decisions involving costs such as profit maximisation and pricing should be based on this constant labour time per batch. (b) The marginal cost and selling price per batch are as follows: Marginal cost = £672.72 Demand at price of £1,200 = 16 batches and demand increases by 1 unit for every £20 reduction in selling price. Therefore, Price = £1,520 – 20q Marginal Revenue = £1,520 – 40q Equating marginal cost and marginal revenue: 672.72 = 1,520 – 40q 40q = 847·28 q = 21·182 Price = £1,520 – ( 20 x 21·182) = £1,096·36

P2 26 May 2006

(c) (i)

A standard cost is an expected cost based on a measurement of the resources required to deliver a unit of a product or service and the prices expected to be paid for each unit of the resource. It is used as part of a Standard Costing system to control the costs incurred by an organisation. A target cost is a cost to be achieved by a series of changes so as to achieve a target profit. It is used as part of Target Costing – a technique that identifies the market price of a product or service and determines the target cost to be achieved in order to earn a target profit. Thus a target cost is driven by an external market price which is not controllable by the organisation whereas a standard cost is an internal control mechanism. (ii) Now that the product has been in the market place for six months it is no longer unique as competitors have been able to purchase the product and reverse engineer it to determine how it works. As a consequence AVX Plc is probably facing competition and hence its difficulty in selling the circuit boards for £1,200 per batch. AVX Plc is no longer able to set its own prices without regard for the actions of its competitors; as a result they have to accept the market price.

May 2006 27 P2

Answer to Question Six (a) See separate sheet for decision tree.

Answer to Question Six Requirement (a)

High

Medium

Low

Low

High

High

Medium

Investment B

Investment A

No investment

Years 2 & 3 Demand Low

Medium

Low

Medium

High

Medium

High

Low

Medium

Low

Medium

High

Medium

High

Low

Medium

Low

Medium

High

Medium

High

Year 1 Demand

Low

Medium

May 2006 29 P2

(b) Investment in Facility B Year 0 cost £800,000 Year 1 expected cost: Low 30% x £300,000 = £90,000Medium 50% x £350,000 = £175,000High 20% x £400,000 = £80,000 £345,000 Years 2 & 3 expected cost per year: Low 27% x £300,000 = £81,000Medium 44% x £350,000 = £154,000High 29% x £400,000 = £116,000 £351,000 x 2 years = £702,000 Total present value of cost £1,847,000 Investment in Facility A Year 0 cost £500,000 Year 1 expected cost: Low 30% x £250,000 = £75,000Medium 50% x £350,000 = £175,000High 20% x £500,000 = £100,000 £350,000 Years 2 & 3 expected cost per year: Low 27% x £250,000 = £67,500Medium 44% x £350,000 = £154,000High 29% x £500,000 = £145,000 £366,500 x 2 years = £733,000 Total present value of cost £1,583,000 No further investment Year 1 expected cost: Low 30% x £300,000 = £90,000Medium 50% x £400,000 = £200,000High 20% x £550,000 = £110,000 £400,000 Years 2 & 3 expected cost per year: Low 27% x £300,000 = £81,000Medium 44% x £400,000 = £176,000High 29% x £550,000 = £159,500 £416,500 x 2 years = £833,000 Total present value of cost £1,233,000

P2 30 May 2006

Note: Calculation of probabilities for years 2 and 3 Year 1 demand

Year 2 and 3 demand

Probability

Low Low 0·3 x 0·4 0·12 Medium Low 0·5 x 0·3 0·15 High Low 0·2 x 0·0 0·00 Total 0·27 Low Medium 0·3 x 0·6 0·18 Medium Medium 0·5 x 0·4 0·20 High Medium 0·2 x 0·3 0·06 Total 0·44 Low High 0·3 x 0·0 0·00 Medium High 0·5 x 0·3 0·15 High High 0·2 x 0·7 0·14 Total 0·29

On purely financial grounds, using the expected cost basis, no further investment should be undertaken. (c) By not undertaking further investment to increase the ability of the health clinic to service the increasing levels of demand the manager is becoming reliant on the use of other facilities that are not within her direct control. This could lead to a number of problems concerning the quality of the services provided, the reliability of the external service provision, and the vulnerability of the health clinic to increasing fees being charged by the external facility providers. Furthermore the employees of the health clinic may become less motivated as they see that there is a tendency to utilise external facilities rather than invest within the business. This may illustrate a tendency towards short term cost control to the detriment of the operation of the health clinic in the longer term.

May 2006 31 P2

Answer to Question Seven (a) Relevant contribution per unit Product G H J K $ $ $ $ Selling Price 10·00 20·00 15·00 30·00 Relevant costs: Direct Material A 4·20 5·60 2·10 8·40 Direct Material B 2·00 2·00 4·50 12·00 Direct labour 2·00 8·00 7·50 3·00 Overhead 1·00 3·00 3·00 3·00 9·20 18·60 17·10 26·40 Relevant contribution 0·80 1·40 (2·10) 3·60 Relevant contribution per $ of Material B 0·40 0·70 (0·47) 0·30 (b) If the contract were not to be completed the material B released would be as follows: Product Units Material B (kgs)

per unit Total(kg)

G 500 0·20 100H 1,600 0·20 320J 800 0·45 360K 400 1·20 480

Total material B released 1,260 Products G and H are already being manufactured to satisfy all of the market demand, and product J has a negative relevant contribution per unit so no further production of product J is worthwhile. Therefore the resources released would be used to increase the production of product K. The non contract demand for product K is 4,000 units of which 1,983 units are currently unsatisfied (4,000 – 2,017). These 1,983 units would require more material B than is released from the contract so the maximum additional units of product K that could be manufactured is 1,050 units. The relevant contribution that would be earned from 1,050 units of product K is $3,780 (1,050 x $3.60) whereas the contract yields a gross contribution of $2,400 (see below). Product Units Contribution

per unit ($) Total ($)

G 500 0·80 400 H 1,600 1·40 2,240 J 800 (2·10) (1,680)K 400 3·60 1,440

Total 2,400 From this $1,000 specific fixed cost must be deducted as this would be avoided if product J were not produced so the net relevant contribution from the contract is $1,400. Therefore if the penalty were to be $2,380, the relevant contribution from the additional units of product K less

P2 32 May 2006

the penalty that would then be payable would be the same as the net relevant contribution from the contract. (c) The contribution to sales (C/S) ratios of each of the four products based on their relevant contributions is: G 8%, H 7%, J (14%), K 12% (d) The general fixed cost attributed to the products excluding their specific fixed costs is: Product $

G 2,000 H 3,000 J 1,000 K 1,000

7,000 Plus specific fixed cost 4,000 11,000 Therefore if there were to be zero sales there would be a loss of $7,000. Workings for chart: Selling products with highest C/S ratios first: Profit Sales $ $ No products (7,000) Nil Start K (8,000) K only 7,840 132,000 Start G 6,840 K & G only 10,120 173,000 Start H 9,120 K, G and H 15,560 265,000 Start J 14,560 All 6,580 322,000 See next page for chart. Examiner’s note: While the chart on the next page is drawn to scale, candidates were only required to prepare a sketch.

May 2006 33 P2

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ti pr

oduc

t pro

fit v

olum

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art

-100

00

-500

00

5000

1000

0

1500

0

2000

0

050

100

150

200

250

300

350

Sale

s (£

000)

Profit/Loss (£)

K

G

H

J

P2 34 May 2006

(e) The chart shows the effect on the breakeven sales values of alternative sales mixes based on the production plan and using relevant cost. It assumes that all of the products are sold in relation to their contribution to sales ratios, highest first. Any other order of selling the units will result in a different breakeven sales value. The value indicated is the lowest breakeven sales value, the highest will occur if the products were sold in the opposite order, i.e. lowest contribution to sales ratio first. The manager can use this information to understand the effect on profitability of selling the different products. Some are more worthwhile than others as demonstrated by the solution to part (a) where the products’ contribution per unit were calculated and the gradient of their lines. The higher the gradient the greater is the product’s contribution to sales ratio. It can clearly be seen that sales of product J are not financially viable. It had a negative contribution to sales ratio and its line is downward sloping. Its continued production needs to be justified on other grounds. The length of each line indicates the value of sales achieved by that product. The manager can see that if no products were sold at all the business would make a loss (due to the general fixed costs), and that when the production of a product starts there is a further reduction in profit (increase in loss) due to the product’s specific fixed cost, but as products that have positive unit contributions are sold these costs are covered by the contribution from the products.