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karmaxnagisa20
24.03.2020 •
Business
Cavy Company estimates that total factory overhead costs will be $660,000 for the year. Direct labor hours are estimated to be 100,000. Determine
(a) the predetermined factory overhead rate,
(b) the amount of factory overhead applied to Job 345 if the amount of direct labor hours is 560 and Job 777 if the amount of direct labor hours is 800, and
(c) prepare the journal entry to apply factory overhead in April according to the predetermined overhead rate.
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Ответ:
a) The predetermined factory overhead rate= factory overhead costs/ Direct labor hours = $660,000 / 100,000= $6.6 per DLH
(b) The amount of factory overhead applied to Job 345 if the amount of direct labor hours is 560= 6.6 *560= $3696
The amount of factory overhead applied to Job 777 if the amount of direct labor hours is 800 = 6.6 *800= $5280
(c) The journal entry to apply factory overhead in April according to the predetermined overhead rate
The factory Overhead costs for the year are $ 660,000
The predetermined factory overhead rate = $ 6.6
Direct labor hours are estimated to be 100,000 for the year
Direct labor hours are estimated to be for the month = 100,000/12= 8333.33
The factory Overhead costs for the month are = 8333.33 * 6.6= $ 55,000
Factory Overhead $ 55000 Dr.
Work In Process $ 55,000 Cr.
The journal entry to apply factory overhead in April according to the predetermined overhead rate.
Ответ:
This is a tough situation for any project manager. You’ve got a problem that’s happened, and you didn’t plan for it. Now it’s going to cost you money. What do you do?
Well, you can’t just accept it and move on - that’s only something you do with risks that have no other option. You have options with a problem that happens during your project.
And you can’t just go to the boss, because you’re the project manager and it’s your job to figure out what to do. There’s no use in doing risk planning, because you already know the probability (100%) and impact (the cost of fixing the problem). So what do you do? That’s where your reserve comes in. There are two kinds of reserves: a contingency reserve and a management reserve. The contingency reserve is what you use for “known unknowns” - you use it to pay for risks that you’ve planned for. But this situation isn’t like that. That’s why you tap into the management reserve. That’s the money in the budget you set aside for “unknown unknowns” - problems that you didn’t plan for but which came up anyway.