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Chapter 10--Relevant Information for Decision Making
Student: ___________________________________________________________________________
1. Information that is related to past events is relevant in the decision-making process.

True False
2. Information that has a bearing on future events is relevant in the decision-making process.
True False
3. In evaluating alternative courses of action, a manager should select the alternative that provides the highest
incremental benefit to the company.
True False
4. The outsourcing decision is also referred to as a “make-or-buy” decision.

True False
5. A company may outsource some of its production in order to focus on core competencies.
True False
6. In an outsourcing decision, unavoidable fixed costs are irrelevant.

True False
7. In an outsourcing decision, avoidable fixed costs are irrelevant.

True False
8. In an outsourcing decision, variable costs of production are relevant.

True False
9. In an outsourcing decision, rent received from an outside party for facility use is a relevant cash inflow.
True False
10. When multiple products are produced and sold, a change in the sales price of one product may cause a
change in the sales mix of the firm.
True False
11. In setting compensation structures, fixed salary expense is normally not considered.
True False
12. In a special order decision, unavoidable current fixed costs are taken into consideration in setting a sales
price.
True False
13. In a special order decision, the sales price should be sufficient to cover a job’s variable costs, incremental
fixed costs, and generate a profit.
True False
14. The Robinson-Patman Act prohibits companies from pricing products at different levels when there are no
significant differences in production costs.
True False
15. When making a decision to discontinue an operating segment, allocated common costs are not considered.
True False
16. When making a decision to discontinue an operating segment, avoidable fixed costs are not considered.
True False
17. Segment margin measures a segment’s contribution to the coverage of indirect expenses.
True False
18. Depreciation on factory equipment is normally a relevant cost in product line decisions.
True False
19. Minimization of contribution margin is a common objective function in linear programming.

True False
20. Minimization of variable costs is a common objective function in linear programming.

True False
21. Maximization of variable costs is a common objective function in linear programming.

True False
22. Maximization of contribution margin is a common objective function in linear programming.

True False
23. In linear programming, resource constraints are usually expressed as inequalities.

True False
24. In linear programming, a slack variable represents the unused portion of a resource.
True False
25. In linear programming, a slack variable is associated with constraints.

True False
26. In linear programming, a surplus variable is associated with constraints.

True False
27. In linear programming, a surplus variable represents overachievement of minimum requirements.

True False
28. In linear programming, a surplus variable represents the unused portion of a resource.
True False
29. The amount of revenue that differs across decision choices is referred to as
______________________________.
________________________________________
30. The amount of cost that differs across decision choices is referred to as _________________________.
________________________________________
31. The benefits foregone when one course of action is chosen over another are referred to as
______________________________.
________________________________________
32. Costs incurred in the past to acquire an asset are referred to as _________________________.
________________________________________
33. When a company has work performed by an external supplier, it is engaging in ____________________.
________________________________________
34. The relative product quantities composing a company’s total sales is referred to as a company’s
_________________________.
________________________________________
35. The excess of revenues over direct variable expenses and avoidable fixed expenses is referred to as
______________________________.
________________________________________
36. In linear programming, a limiting factor that hampers management’s pursuit of an objective is referred to as
a ____________________.
________________________________________
37. In linear programming, the equation that specifies management’s objective is referred to as a(n)
___________________________________.
________________________________________
38. In linear programming, a ______________________________ represents the unused amount of a resource

at any level of operation.
________________________________________
39. In linear programming, a ______________________________ represents the overachievement of a

minimum requirement.
________________________________________
40. Costs forgone when an individual or organization chooses one option over another are
A. budgeted costs.
B. sunk costs.
C. historical costs.
D. opportunity costs.
41. Which of the following costs would not be accounted for in a company's recordkeeping system?
A. an unexpired cost
B. an expired cost
C. a product cost
D. an opportunity cost
42. Which of the following is not a characteristic of relevant costing information? It is

A. associated with the decision under consideration.
B. significant to the decision maker.
C. readily quantifiable.
D. related to a future endeavor.
43. A fixed cost is relevant if it is

A. uncontrollable.
B. avoidable.
C. sunk.
D. a product cost.
44. Relevant costs are
A. all fixed and variable costs.
B. all costs that would be incurred within the relevant range of production.
C. past costs that are expected to be different in the future.
D. anticipated future costs that will differ among various alternatives.
45. Which of the following is the least likely to be a relevant item in deciding whether to replace an old
machine?
A. acquisition cost of the old machine
B. outlay to be made for the new machine
C. annual savings to be enjoyed on the new machine
D. life of the new machine
46. If a cost is irrelevant to a decision, the cost could not be

A. a sunk cost.
B. a future cost.
C. a variable cost.
D. an incremental cost.
47. Which of the following costs would be relevant in short-term decision making?
A. incremental fixed costs
B. all costs of inventory
C. total variable costs that are the same in the considered alternatives
D. the cost of a fixed asset that could be used in all the considered alternatives
48. The term incremental cost refers to

A. the profit foregone by selecting one choice instead of another.
B. the additional cost of producing or selling another product or service.
C. a cost that continues to be incurred in the absence of activity.
D. a cost common to all choices in question and not clearly or feasibly allocable to any of them.
49. A cost is sunk if it

A. is not an incremental cost.
B. is unavoidable.
C. has already been incurred.
D. is irrelevant to the decision at hand.
50. Most ____ are relevant to decisions to acquire capacity, but not to short-run decisions involving the use of
that capacity.
A. sunk costs
B. incremental costs
C. fixed costs
D. prime costs
51. Irrelevant costs generally include
Sunk costs Historical costs Allocated costs
A. yes yes no
B. yes no no
C. no no yes
D. yes yes yes
52. In deciding whether an organization will keep an old machine or purchase a new machine, a manager would
ignore the
A. estimated disposal value of the old machine.
B. acquisition cost of the old machine.
C. operating costs of the new machine.
D. estimated disposal value of the new machine.
53. The potential rental value of space used for production activities
A. is a variable cost of production.
B. represents an opportunity cost of production.
C. is an unavoidable cost.
D. is a sunk cost of production.
54. The opportunity cost of making a component part in a factory with excess capacity for which there is no
alternative use is
A. the total manufacturing cost of the component.
B. the total variable cost of the component.
C. the fixed manufacturing cost of the component.
D. zero.
55. Which of the following are relevant in a make or buy decision?
Variable Avoidable fixed Unavoidable fixed

costs costs costs
A. no yes yes
B. yes no yes
C. no no yes
D. yes yes no
56. In a make or buy decision, the opportunity cost of capacity could

A. be considered to decrease the price of units purchased from suppliers.
B. be considered to decrease the cost of units manufactured by the company.
C. be considered to increase the price of units purchased from suppliers.
D. not be considered since opportunity costs are not part of the accounting records.
Prime costs Sunk costs Incremental costs
A. yes yes yes

B. yes no yes
C. yes no no
D. no no yes
58. In a make or buy decision, the reliability of a potential supplier is

A. an irrelevant decision factor.
B. relevant information if it can be quantified.
C. an opportunity cost of continued production.
D. a qualitative decision factor.
59. Which of the following qualitative factors favors the buy choice in a make or buy decision for a part?
A. maintaining a long-term relationship with suppliers
B. quality control is critical
C. utilization of idle capacity
D. part is critical to product
60. When a scarce resource, such as space, exists in an organization, the criterion that should be used to
determine production is
A. contribution margin per unit.
B. selling price per unit.
C. contribution margin per unit of scarce resource.
D. total variable costs of production.
61. Contracting with vendors outside the organization to obtain or acquire goods and/or services is called
A. target costing.
B. insourcing.
C. outsourcing.
D. product harvesting.
62. Which of the following activities within an organization would be least likely to be outsourced?
A. accounting
B. data processing
C. transportation
D. product design
63. An outside firm selected to provide services to an organization is called a

A. contract vendor.
B. lessee.
C. network organization.
D. centralized insourcer.
64. Fixed costs are ignored in allocating scarce resources because

A. they are sunk.
B. they are unaffected by the allocation of scarce resources.
C. there are no fixed costs associated with scarce resources.
D. fixed costs only apply to long-run decisions.
65. The minimum selling price that should be acceptable in a special order situation is equal to total
A. production cost.
B. variable production cost.
C. variable costs.
D. production cost plus a normal profit margin.
66. Which of the following costs is irrelevant in making a decision about a special order price if some of the
company facilities are currently idle?
A. direct labor
B. equipment depreciation
C. variable cost of utilities
D. opportunity cost of production
67. The ____ prohibits companies from pricing products at different amounts unless these differences reflect
differences in the cost to manufacture, sell, or distribute the products.
A. Internal Revenue Service
B. Governmental Accounting Office
C. Sherman Antitrust Act
D. Robinson-Patman Act
68. An ad hoc sales discount is

A. an allowance for an inferior quality of marketed goods.
B. a discount that an ad hoc committee must decide on.
C. brought about by competitive pressures.
D. none of the above.
69. A manager is attempting to determine whether a segment of the business should be eliminated. The focus of
attention for this decision should be on
A. the net income shown on the segment's income statement.
B. sales minus total expenses of the segment.
C. sales minus total direct expenses of the segment.
D. sales minus total variable expenses and avoidable fixed expenses of the segment.
70. Assume a company produces three products: A, B, and C. It can only sell up to 3,000 units of each product.
Production capacity is unlimited. The company should produce the product (or products) that has (have) the
highest
A. contribution margin per hour of machine time.
B. gross margin per unit.
C. contribution margin per unit.
D. sales price per unit.
71. For a particular product in high demand, a company decreases the sales price and increases the sales
commission. These changes will not increase
A. sales volume.
B. total selling expenses for the product.
C. the product contribution margin.
D. the total variable cost per unit.
72. An increase in direct fixed costs could reduce all of the following except
A. product line contribution margin.
B. product line segment margin.
C. product line operating income.
D. corporate net income.
73. When a company discontinues a segment, total corporate costs may decrease in all of the following
categories except
A. variable production costs.
B. allocated common costs.
C. direct fixed costs.
D. variable period costs.
74. In evaluating the profitability of a specific organizational segment, all ____ would be ignored.
A. segment variable costs
B. segment fixed costs
C. costs allocated to the segment
D. period costs
75. Anderson Company uses 10,000 units of a part in its production process. The costs to make a part are: direct
material, $12; direct labor, $25; variable overhead, $13; and applied fixed overhead, $30. Anderson has
received a quote of $55 from a potential supplier for this part. If Anderson buys the part, 70 percent of the
applied fixed overhead would continue. Anderson Company would be better off by
A. $50,000 to manufacture the part.
B. $150,000 to buy the part.
C. $40,000 to buy the part.
D. $160,000 to manufacture the part.
76. Credell Company uses 12,000 units of a part in its production process. The costs to make a part are: direct
received a quote of $60 from a potential supplier for this part. If Credell buys the part, 75 percent of the applied
fixed overhead would continue. Credell Company would be better off by
77. Thomas Company has only 25,000 hours of machine time each month to manufacture its two products.
Product X has a contribution margin of $50, and Product Y has a contribution margin of $64. Product X
requires 5 hours of machine time, and Product Y requires 8 hours of machine time. If Thomas Company wants
to dedicate 80 percent of its machine time to the product that will provide the most income, the company will
have a total contribution margin of
A. $250,000.
B. $240,000.
C. $210,000.
D. $200,000.
78. Henke Company has only 30,000 hours of machine time each month to manufacture its two products.
A. $216,000
B. $228,600.
C. $287,400
D. $300,000
79. Swanson Company has 3 divisions: X, Y, and Z. Division X's income statement shows the following for the
year ended December 31:
Sales $1,000,000
Cost of goods sold (800,000)
Gross profit $ 200,000
Selling expenses $100,000
Administrative expenses 250,000 (350,000)
Net loss $ (150,000)
Cost of goods sold is 75 percent variable and 25 percent fixed. Of the fixed costs, 60 percent are avoidable if the division is closed. All of the selling
expenses relate to the division and would be eliminated if Division X were eliminated. Of the administrative expenses, 90 percent are applied from
corporate costs. If Division X were eliminated, Swanson’s income would
A. increase by $150,000.
B. decrease by $ 75,000.
C. decrease by $155,000.
D. decrease by $215,000.
80. Calvert Company has 3 divisions: A, B, and C. Division A's income statement shows the following for the
Sales $1,500,000
Cost of goods sold (1,125,000)
Net loss $ (100,000)
expenses relate to the division and would be eliminated if Division A were eliminated. Of the administrative expenses, 85 percent are applied from
corporate costs. If Division A were eliminated, Calvert’s income would
B. decrease by $197,500.
81. Haskins Company is currently operating at a loss of $15,000. The sales manager has received a special order
for 5,000 units of product, which normally sells for $35 per unit. Costs associated with the product are: direct
material, $6; direct labor, $10; variable overhead, $3; applied fixed overhead, $4; and variable selling expenses,
$2. The special order would allow the use of a slightly lower grade of direct material, thereby lowering the price
per unit by $1.50 and selling expenses would be decreased by $1. If Haskins wants this special order to increase
the total net income for the firm to $10,000, what sales price must be quoted for each of the 5,000 units?
A. $23.50
B. $24.50
C. $27.50
D. $34.00
82. Lawson Company produces a part that has the following costs per unit:
Direct material $8
Direct labor 3
Variable overhead 1
Fixed overhead 5
Total $17
Crest Corporation can provide the part to Lawson for $19 per unit. Lawson Company has determined that 60 percent of its fixed overhead would
continue if it purchased the part. However, if Lawson no longer produces the part, it can rent that portion of the plant facilities for $60,000 per year.
Lawson Company currently produces 10,000 parts per year. Which alternative is preferable and by what margin?
A. Make-$20,000
B. Make-$50,000
C. Buy-$10,000
D. Buy-$40,000
83. Guillory Company produces a part that has the following costs per unit:
Direct material $9
Direct labor 4
Variable overhead 2
Fixed overhead 6
Total $21
Homeland Corporation can provide the part to Guillory for $23 per unit. Guillory Company has determined that 50 percent of its fixed overhead
would continue if it purchased the part. However, if Guillory no longer produces the part, it can rent that portion of the plant facilities for $70,000 per
year. Guillory Company currently produces 12,000 parts per year. Which alternative is preferable and by what margin?
A. Make-$24,000
B. Make-$60,000
C. Buy-$10,000
D. Buy-$46,000
84. Criswell Company has 15,000 units in inventory that had a production cost of $3 per unit. These units
cannot be sold through normal channels due to a significant technology change. These units could be reworked
at a total cost of $23,000 and sold for $28,000. Another alternative is to sell the units to a junk dealer for
$8,500. The relevant cost for Criswell to consider in making its decision is
A. $45,000 of original product costs.
B. $23,000 for reworking the units.
C. $68,000 for reworking the units.
D. $28,000 for selling the units to the junk dealer.
85. Ezell Company has 20,000 units in inventory that had a production cost of $4 per unit. These units cannot
be sold through normal channels due to a significant technology change. These units could be reworked at a
total cost of $30,000 and sold for $35,000. Another alternative is to sell the units to a junk dealer for $10,500.
The relevant cost for Ezell to consider in making its decision is
86. Kellman Corporation
Kellman Corporation sells a product for $18 per unit, and the standard cost card for the product shows the
following costs:
Direct material $1
Direct labor 2
Overhead (80% fixed) 7
Total $10
Refer to Kellman Corporation. Kellman received a special order for 1,000 units of the product. The only additional cost to Kellman would be
foreign import taxes of $1 per unit. If Kellman is able to sell all of the current production domestically, what would be the minimum sales price that
Kellman would consider for this special order?
A. $18.00
B. $11.00
C. $5.40
D. $19.00
following costs:
Direct material $1
Direct labor 2
Total $10
Refer to Kellman Corporation. Assume that Kellman has sufficient idle capacity to produce the 1,000 units. If Kellman wants to increase its
operating profit by $5,600, what would it charge as a per-unit selling price?
A. $18.00
B. $10.00
C. $11.00
D. $16.60
88. Waldrup Corporation
Waldrup Corporation sells a product for $21 per unit, and the standard cost card for the product shows the
following costs:
Direct material $2
Direct labor 3
Total $15
Refer to Waldrup Corporation. Waldrup received a special order for 1,200 units of the product. The only additional cost to Waldrup would be
foreign import taxes of $2 per unit. If Waldrup is able to sell all of the current production domestically, what would be the minimum sales price that
Waldrup would consider for this special order?
A. $10.00
B. $15.00
C. $21.00
D. $23.00
following costs:
Direct material $2
Direct labor 3
Total $15
Refer to Waldrup Corporation. Assume that Waldrup has sufficient idle capacity to produce the 1,200 units. If Waldrup wants to increase its
A. $15.00
B. $17.00
C. $21.00
D. $23.00
90. Heavenly Hair Corporation makes and sells brushes and combs. It can sell all of either product it can make.
The following data are pertinent to each respective product:
Brushes Combs
Units of output per machine hour 8 20
Selling price per unit $12.00 $4.00
Product cost per unit
Direct material $1.00 $1.20
Direct labor 2.00 0.10
Variable overhead 0.50 0.05
Total fixed overhead is $380,000.
The company has 40,000 machine hours available for production. What sales mix will maximize profits?
A. 320,000 brushes and 0 combs
B. 0 brushes and 800,000 combs
C. 160,000 brushes and 600,000 combs
D. 252,630 brushes and 252,630 combs
91. Broncho Boot Corporation has been asked to submit a bid on supplying 1,000 pairs of military combat boots
to the Armed Forces Training Center. The company's costs per pair of boots are as follows:
Direct material $8
Direct labor 6
Variable overhead 3
Variable selling cost (commission) 3
Fixed overhead (allocated) 2
Fixed selling and administrative cost 1
Assuming that there would be no commission on this potential sale, the lowest price the firm can bid is some price greater than
A. $23.
B. $20.
C. $17.
D. $14.
92. Green Industries has two sales territories-North and South. Financial information for the two territories is
presented below:
North South
Sales $980,000 $750,000
Direct costs:
Variable (343,000) (225,000)
Fixed (450,000) (325,000)
Allocated common costs (275,000) (175,000)
Net income (loss) $(88,000) $ 25,000
Because the company is in a start-up stage, corporate management feels that the North sales territory is creating too much of a cash drain on the
company and it should be eliminated. If the North territory is discontinued, one sales manager (whose salary is $40,000 per year) will be relocated to
the South territory. By how much would Green's income change if the North territory is eliminated?
A. increase by $88,000
B. increase by $48,000
C. decrease by $267,000
D. decrease by $227,000
93. Atlanta Motors
Atlanta Motors is trying to decide whether it should keep its existing car washing machine or purchase a new
one that has technological advantages (which translate into cost savings) over the existing machine. Information
on each machine follows:
Old machine New machine

Original cost $9,000 $20,000
Accumulated depreciation 5,000 0
Annual cash operating costs 9,000 4,000
Current salvage value of old machine 2,000
Salvage value in 10 years 500 1,000
Remaining life 10 yrs. 10 yrs.
Refer to Atlanta Motors. The $4,000 of annual operating costs that are common to both the old and the new machine are an example of a(n)
A. sunk cost.
B. irrelevant cost.
C. future avoidable cost.
D. opportunity cost.
94. Atlanta Motors

Refer to Atlanta Motors. The $20,000 cost of the new machine represents a(n)
A. sunk cost.
B. future relevant cost.
C. future irrelevant cost.
95. Atlanta Motors

Refer to Atlanta Motors. The estimated $500 salvage value of the existing machine in 10 years represents a(n)
A. sunk cost.
B. opportunity cost of selling the existing machine now.
C. opportunity cost of keeping the existing machine for 10 years.
D. opportunity cost of keeping the existing machine and buying the new machine.
96. Atlanta Motors

Refer to Atlanta Motors. The incremental cost to purchase the new machine is
A. $11,000
B. $13,000.
C. $18,000.
D. $20,000.
97. Brooklyn Bakers
Brooklyn Bakers is trying to decide whether it should keep its existing bread-making machine or purchase a
new one that has technological advantages (which translate into cost savings) over the existing machine.
Information on each machine follows:

Refer to Brooklyn Bakers. The $5,000 of annual operating costs that are common to both the old and the new machine are an example of a(n)
A. sunk cost.
B. irrelevant cost.
98. Brooklyn Bakers

Refer to Brooklyn Bakers. The $10,000 cost of the original machine represents a(n)
A. sunk cost.
C. historical relevant cost.
99. Brooklyn Bakers

Refer to Brooklyn Bakers. The estimated $650 salvage value of the existing machine in 10 years represents a(n)
A. sunk cost.
100. Brooklyn Bakers

Refer to Brooklyn Bakers. The incremental cost to purchase the new machine is
A. $15,000.
B. $17,500.
C. $22,500.
D. $25,000.
101. Kenwood Electronics Corporation
Kenwood Electronics Corporation manufactures and sells FM radios. Information on the prior year's operations
(sales and production Model A1) is presented below:
Sales price per unit $30

Costs per unit:
Direct material 7
Direct labor 4
Overhead (50% variable) 6
Selling costs (40% variable) 10
Production in units 10,000
Sales in units 9,500
Refer to Kenwood Electronics Corporation. The Model B2 radio is currently in production and it renders the Model A1 radio obsolete. If the
remaining 500 units of the Model A1 radio are to be sold through regular channels, what is the minimum price the company would accept for the
radios?
A. $30
B. $27
C. $18
D. $4

Costs per unit:
Direct material 7
Direct labor 4
Refer to Kenwood Electronics Corporation. Assume that the remaining Model A1 radios can be sold through normal channels or to a foreign buyer
for $6 per unit. If sold through regular channels, the minimum acceptable price will be
A. $30.
B. $33.
C. $10.
D. $4.
103. Memory Division of Missing Byte, Inc.
The Memory Division of Missing Byte, Inc. produces a high-quality computer chip. Unit production costs
(based on capacity production of 100,000 units per year) follow:
Direct material $50

Direct labor 20
Other information:
Sales price 100
SG&A costs (40% variable) 15
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is producing and selling at capacity.
What is the minimum selling price that the division would consider on a "special order" of 1,000 chips on which no variable period costs would be
incurred?
A. $100
B. $72
C. $81
D. $94
Direct material $50

Direct labor 20
Other information:
Sales price 100
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is operating at a level of 70,000 chips per
year. What is the minimum price that the division would consider on a "special order" of 1,000 chips to be distributed through normal channels?
A. $78
B. $95
C. $100
D. $81
Direct material $50

Direct labor 20
Other information:
Sales price 100
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is presently operating at a level of 80,000
chips per year. Accepting a "special order" on 2,000 chips at $88 will
A. increase total corporate profits by $4,000.
B. increase total corporate profits by $20,000.
C. decrease total corporate profits by $14,000.
D. decrease total corporate profits by $24,000.
106. Galveston Pipe Corporation
The capital budgeting committee of the Galveston Pipe Corporation is evaluating the possibility of replacing its
old pipe-bending machine with a more advanced model. Information on the existing machine and the new
model follows:
Existing machine New machine

Original cost $200,000 $400,000
Market value now 80,000
Market value in year 5 0 20,000
Refer to Galveston Pipe Corporation. The major opportunity cost associated with the continued use of the existing machine is
A. $30,000 of annual savings in operating costs.
B. $20,000 of salvage in 5 years on the new machine.
C. lost sales resulting from the inefficient existing machine.
D. $400,000 cost of the new machine.
model follows:

Original cost $200,000 $400,000
Refer to Galveston Pipe Corporation. The $80,000 market value of the existing machine is
A. a sunk cost.
B. an opportunity cost of selling the old machine.
C. irrelevant to the equipment replacement decision.
D. a historical cost.
model follows:

Original cost $200,000 $400,000
Refer to Galveston Pipe Corporation. If the company buys the new machine and disposes of the existing machine, corporate profit over the five-year
life of the new machine will be ____ than the profit that would have been generated had the existing machine been retained for five years.
A. $150,000 lower
B. $170,000 lower
C. $230,000 lower
D. $150,000 higher
109. Edmond Corporation has been manufacturing 5,000 units of Part 10541, which is used in the manufacture
of one of its products. At this level of production, the cost per unit of manufacturing Part 10541 is as follows:
Direct material $2
Direct labor 8
Variable overhead 4
Fixed overhead applied 6
Total $20
Arcadia Company has offered to sell Edmond 5,000 units of Part 10541 for $19 a unit. Edmond has determined that it could use the facilities
currently used to manufacture Part 10541 to manufacture Part RAC and generate an operating profit of $4,000. Edmond has also determined that
two-thirds of the fixed overhead applied will continue even if Part 10541 is purchased from Arcadia. To determine whether to accept Arcadia’s offer,
the net relevant costs to make are
A. $70,000.
B. $84,000.
C. $90,000.
D. $95,000.
110. Tripoli Corporation manufactures batons. Tripoli can manufacture 300,000 batons a year at a variable cost
of $750,000 and a fixed cost of $450,000. Based on Tripoli's predictions, 240,000 batons will be sold at the
regular price of $5.00 each. In addition, a special order was placed for 60,000 batons to be sold at a 40 percent
discount off the regular price. The unit relevant cost per unit for Tripoli's decision is
A. $1.50.
B. $2.50.
C. $3.00.
D. $4.00.
111. The objective in solving the linear programming problem is to determine the optimal levels of the
A. coefficients.
B. dependent variables.
C. independent variables.
D. slack variables.
112. A linear programming problem can have

A. no more than three resource constraints.
B. only one objective function.
C. no more than two dependent variables for each constraint equation.
D. no more than three independent variables.
113. A linear programming model must

A. have only one objective function.
B. have as many independent variables as it has constraint equations.
C. have at least two dependent variables for each equation.
D. consider only the constraints that can be expressed as inequalities.
114. In a linear programming problem, constraints are indicated by

A. the independent variables.
B. the dependent variables in the constraint equations.
C. the coefficients of the objective function.
D. iso-cost lines.
115. The feasible region for an LP solution is

A. defined only by binding constraints on the optimal solution.
B. defined as the solution space that satisfies all constraints.
C. identified by iso-cost and iso-profit lines.
D. identified by all of the above.
116. A linear programming solution

A. always involves more than one constraint.
B. always involves a corner point.
C. is the one with the highest vertex coordinates.
D. is provided by the input-output coefficients.
117. The objective function and the resource constraints have the same
A. dependent variables.
B. coefficients.
D. all of the above.
118. Which of the following items continuously checks for an improved solution from the one previously
computed?
An algorithm Simplex method
A. yes yes
B. yes no
C. no no
D. no yes
119. Which of the following variables is associated with the "less than or equal to" constraints?
Surplus Slack
A. yes yes
B. yes no
C. no yes
D. no no
120. ____ programming relates to a variety of techniques that are used to allocate limited resources among
activities to achieve a specific objective.
A. Integer
B. Input-output
C. Mathematical
D. Regression
121. The graphical approach to solving a linear programming problem becomes much more complex when
there are more than two
constraints decision variables

A. yes no
B. no yes
C. yes yes
D. no no
122. The feasible region for a graphical solution to a profit maximization problem includes
A. all vertex points.
B. all points on every resource constraint line.
C. the origin.
123. Majestic Corporation
In the two following constraint equations, X and Y represent two products (in units) produced by the Majestic
Corporation.
Constraint 1: 3X + 5Y < 4,200

Constraint 2: 5X + 2Y > 3,000
Refer to Majestic Corporation. What is the maximum number of units of Product X that can be produced?
A. 4,200
B. 3,000
C. 600
D. 1,400
Corporation.

Refer to Majestic Corporation. What is the feasible range for the production of Y?
A. 840 to 1,500 units
B. 0 to 840 units
C. 0 to 631 units
D. 0 to 1500 units
Corporation.

Refer to Majestic Corporation. A solution of X = 500 and Y = 600 would violate

A. Constraint 1.
B. Constraint 2.
C. both constraints.
D. neither constraint.
126. One constraint in an LP problem is: 12X + 7Y > 4,000. If the optimal solution is X = 100 and Y = 500,
this resource has
A. slack variable of 700.
B. surplus variable of 700.
C. output coefficient of 700.
127. Consider the following linear programming problem and assume that non-negativity constraints apply to
the independent variables:
Max CM = $14X + $23Y

Subject to
Which of the following are feasible solutions to the linear programming problem?
A. X = 600, Y = 240
B. X = 800, Y = 640
C. X = 0, Y = 400
D. X = 1,200, Y = 0
128. What is an opportunity cost and why is it a relevant cost?

129. What are three characteristics of relevant information?
130. Why are fixed costs generally more relevant in long-run decisions than short-run decisions?
131. Why is depreciation expense irrelevant to most managerial decisions, even when it is a future cost?
132. Define and discuss outsourcing.

133. What is the relationship between scarce resources and an organization's production capacity?
134. What are some factors that a company must consider when deciding to raise or lower sales prices on
products?
135. Under what circumstances is the sum of variable production and selling costs the appropriate minimum
price for special orders?
136. Define segment margin and explain why it is a relevant measure of a segment's contribution to overall
organizational profitability.
137. Nature's Grain Corporation
Nature's Grain Corporation grows grain in rural areas of the South. The corporation’s costs per bushel of grain
(based on an average yield of 130 bushels per acre) follow:
Direct material $1.10

Direct labor 0.40
Variable overhead 0.30
Fixed overhead 0.60
Variable selling costs 0.10
Fixed selling costs 0
Nature’s Grain Corporation defines direct material costs as seed, fertilizer, water, and other chemicals. The variable overhead costs represent
maintenance and repair costs of machinery. The fixed overhead costs are completely comprised of depreciation expense on machinery and real estate
taxes.
Refer to Nature's Grain Corporation. Assume that the current date is March 15. On this date, the corporation must make a decision as to whether it is
financially better off to plant a certain farm with grain or leave the land idle (no income is derived from idle land). Grain prices have been severely
depressed in recent years and Nature's Grain’s best guess is that grain prices will be around $2.00 per bushel at the time the crop is ready for harvest.
Should the company plant grain or leave the land idle? Explain.

Direct labor 0.40
Fixed overhead 0.60
taxes.
Refer to Nature's Grain Corporation. Assume for this question only that the company decided to plant the grain. A local oil refiner has approached
the company about converting the crop to grain alcohol (used to make gasohol) rather than selling the grain to the local grain elevator. If Nature's
Grain converts the grain to alcohol, it will incur additional costs of $0.60 per bushel, and the company will be able to sell the crop to the oil refiner
for the equivalent of $2.60 per bushel. Otherwise, the company can sell the grain crop to the local grain elevator for $1.85 per bushel. If Nature's
Grain elects to sell the grain to the refinery, the company will not incur the variable selling costs. What should the company do? Support your answer
with calculations.

Direct labor 0.40
Fixed overhead 0.60
taxes.
Refer to Nature's Grain Corporation. Assume that the current date is March 15. On this date, Nature's Grain Corporation must make a decision as to
whether it is financially better off to plant a certain farm to grain, leave the land idle (no income is derived from idle land), or rent the land to another
farmer for $50 per acre. Grain prices have been severely depressed in recent years and Nature's Grain Corporation's best guess is that grain prices will
be around $2.00 per bushel at the time the crop is ready for harvest. What should the company do? Show calculations.
140. Phoenix Corporation makes and sells the "Desert Icon”, a wall hanging depicting a magical cactus plant.
The Desert Icons are sold at specialty shops for $50 each. The capacity of the plant is 15,000 Icons. Costs to
manufacture and sell each wall hanging are as follows:
Direct material $ 5.00

Direct labor 6.00
Fixed overhead 10.00
Variable selling expenses 2.50
Phoenix Corporation has been approached by a Oklahoma company about purchasing 2,500 Desert Icons. The company is currently making and
selling 15,000 per year. The Oklahoma company wants to attach its own state label, which increases costs by $.50 each. No selling expenses would
be incurred on this order. The corporation believes that it must make an additional $1 on each Desert Icon to accept this offer.
a. What is the opportunity cost per unit of selling to the Oklahoma company?
b. What is the minimum selling price that should be set?
141. Pittman and Associates, CPA’s provides two types of services: audit and tax. All company personnel can
perform either service. In efforts to market its services, the company relies on radio and billboards for
advertising. Information on the company’s projected operations for the coming year follows:
Audit Taxes
Revenue per billable hour $35 $30
Variable cost of professional labor 25 20
Material cost per billable hour 2 3
Allocated fixed costs per year 100,000 200,000
Projected billable hours 14,000 10,000
a. What is the company’s projected profit or (loss)?

b. If $1 spent on advertising could increase either audit services billable time by 1 hour or tax services billable time by 1 hour, on
which service should the advertising dollar be spent?
142. The management of Hepner Industries has been evaluating whether the company should continue
manufacturing a component or buy it from an outside supplier. A $100 cost per component was determined as
follows:
Direct material $ 15
Direct labor 40
Variable manufacturing overhead 10
Fixed manufacturing overhead 35
$100
Hepner Industries uses 4,000 components per year. After Goudge Corporation submitted a bid of $80 per component, some members of management
felt they could reduce costs by buying from outside and discontinuing production of the component. If the component is obtained from Goudge
Corporation, Hepner Industries' unused production facilities could be leased to another company for $50,000 per year.
Required:
a. Determine the maximum amount per unit Hepner Industries could pay an outside supplier.
b. Indicate if the company should make or buy the component and the total dollar difference in favor of that alternative.
c. Assume the company could eliminate one production supervisor with a salary of $30,000 if the component is purchased from
an outside supplier. Indicate if the company should make or buy the component and the total dollar difference in favor of that
alternative.
143. Travers Corporation is working at full production capacity producing 10,000 units of a unique product,
RST. Manufacturing costs per unit for RST follow:
Direct material $2
Direct manufacturing labor 3
Manufacturing overhead 5
$10
The unit manufacturing overhead cost is based on a variable cost per unit of $2 and fixed costs of $30,000 (at full capacity of 10,000 units). The
non-manufacturing costs, all variable, are $4 per unit, and the selling price is $20 per unit. A customer, Blanding Company, has asked Travers to
produce 2,000 units of a modification of RST to be called XYZ. XYZ would require the same manufacturing processes as RST. Blanding Company
has offered to share equally the non-manufacturing costs with Travers. XYZ will sell at $15 per unit.
Required:
a. What is the opportunity cost to Travers of producing the 2,000 units of XYZ (assume that no overtime is worked)?
b. The Summers Company has offered to produce 2,000 units of RST for Travers, so Travers can accept the Blanding offer.
Summers Company would charge Travers $14 per unit for the RST. Should Travers accept the Summers Company offer?
c. Suppose Travers had been working at less than full capacity producing 8,000 units of RST at the time the XYZ offer was
made. What is the minimum price Travers should accept for XYZ under these conditions (ignoring the $15 price mentioned
previously)?
144. The Roberts Company normally produces 150,000 units of Product AB per year. Due to an economic
downturn, the company has some idle capacity. Product AB sells for $15 per unit.
The firm's production, marketing, and administration costs at its normal capacity are:
Per Unit
Direct labor 2.00
Fixed overhead
($450,000/150,000 units) 3.00
Variable marketing costs 1.05
Fixed marketing and administrative costs
($210,000/150,000 units) 1.40
Total $9.95
Required:
a. Compute the firm's operating income before income taxes if the firm produced and sold 110,000 units.
b. For the current year, the firm expects to sell the same number of units as it sold in the prior year. However, in a trade
newspaper, the firm noticed an invitation to bid on selling Product AB to a state government. There are no marketing costs
associated with the order if Roberts is awarded the contract. The company wishes to prepare a bid for 40,000 units at its full
manufacturing cost plus $ 0.25 per unit. How much should it bid? If Roberts is successful at getting the contract, what would
be its effect on operating income?
c. Assume that the company is awarded the contract on January 2, and in addition it also receives an order from a foreign vendor
for 40,000 units at the regular price of $15 per unit. The foreign shipment will require the firm to incur its normal marketing
costs. The government contract contains a 10-day escape clause (i.e., the firm can reject the contract within 10 days without
any penalty). If the firm accepts the government contract, overtime pay at 1 1/2 times the straight time rate will be paid on the
40,000 units. In addition, fixed overhead will increase by $60,000 and variable overhead will behave in its normal pattern. The
company has the capacity to produce both orders. Decide the following:
1. Should the firm accept the foreign offer? Show the effect on operating income of accepting the order.
2. Assuming the foreign order is accepted, should the firm accept the government order? Show the effect on operating income of
accepting the government order.
145. Ralph Parrish operates a woodworking shop that makes tables and chairs. He has 25 employees working
40 hours per week, and he has 750 hours per week available in machine time. Parrish knows that he must make
at least four chairs for every table. He has also determined the following additional requirements:
Labor Machine Contribution

hours hours margin
Table 5 2 $18
Chair 3 1 4
Write the objective function and constraints for the above problem.
Chapter 10--Relevant Information for Decision Making Key
1. Information that is related to past events is relevant in the decision-making process.

FALSE
2. Information that has a bearing on future events is relevant in the decision-making process.
TRUE
3. In evaluating alternative courses of action, a manager should select the alternative that provides the highest
incremental benefit to the company.
TRUE
4. The outsourcing decision is also referred to as a “make-or-buy” decision.

TRUE
5. A company may outsource some of its production in order to focus on core competencies.
TRUE
6. In an outsourcing decision, unavoidable fixed costs are irrelevant.

TRUE
7. In an outsourcing decision, avoidable fixed costs are irrelevant.

FALSE
8. In an outsourcing decision, variable costs of production are relevant.

TRUE
9. In an outsourcing decision, rent received from an outside party for facility use is a relevant cash inflow.
TRUE
10. When multiple products are produced and sold, a change in the sales price of one product may cause a
change in the sales mix of the firm.
TRUE
11. In setting compensation structures, fixed salary expense is normally not considered.
TRUE
12. In a special order decision, unavoidable current fixed costs are taken into consideration in setting a sales
price.
FALSE
13. In a special order decision, the sales price should be sufficient to cover a job’s variable costs, incremental
fixed costs, and generate a profit.
TRUE
14. The Robinson-Patman Act prohibits companies from pricing products at different levels when there are no
significant differences in production costs.
TRUE
15. When making a decision to discontinue an operating segment, allocated common costs are not considered.
TRUE
16. When making a decision to discontinue an operating segment, avoidable fixed costs are not considered.
FALSE
17. Segment margin measures a segment’s contribution to the coverage of indirect expenses.
TRUE
18. Depreciation on factory equipment is normally a relevant cost in product line decisions.
FALSE
19. Minimization of contribution margin is a common objective function in linear programming.

FALSE
20. Minimization of variable costs is a common objective function in linear programming.

TRUE
21. Maximization of variable costs is a common objective function in linear programming.

FALSE
22. Maximization of contribution margin is a common objective function in linear programming.

TRUE
23. In linear programming, resource constraints are usually expressed as inequalities.

TRUE
24. In linear programming, a slack variable represents the unused portion of a resource.
TRUE
25. In linear programming, a slack variable is associated with constraints.

TRUE
26. In linear programming, a surplus variable is associated with constraints.

TRUE
27. In linear programming, a surplus variable represents overachievement of minimum requirements.

TRUE
28. In linear programming, a surplus variable represents the unused portion of a resource.
FALSE
29. The amount of revenue that differs across decision choices is referred to as
______________________________.
incremental revenue
30. The amount of cost that differs across decision choices is referred to as _________________________.
incremental cost
31. The benefits foregone when one course of action is chosen over another are referred to as
______________________________.
opportunity costs
32. Costs incurred in the past to acquire an asset are referred to as _________________________.
sunk costs
33. When a company has work performed by an external supplier, it is engaging in ____________________.
outsourcing
34. The relative product quantities composing a company’s total sales is referred to as a company’s
_________________________.
sales mix
35. The excess of revenues over direct variable expenses and avoidable fixed expenses is referred to as
______________________________.
segment margin
36. In linear programming, a limiting factor that hampers management’s pursuit of an objective is referred to as
a ____________________.
constraint
37. In linear programming, the equation that specifies management’s objective is referred to as a(n)
___________________________________.
objective function
38. In linear programming, a ______________________________ represents the unused amount of a resource

at any level of operation.
slack variable
39. In linear programming, a ______________________________ represents the overachievement of a

minimum requirement.
surplus variable
40. Costs forgone when an individual or organization chooses one option over another are
A. budgeted costs.
B. sunk costs.
C. historical costs.
D. opportunity costs.
41. Which of the following costs would not be accounted for in a company's recordkeeping system?
A. an unexpired cost
B. an expired cost
C. a product cost
D. an opportunity cost
42. Which of the following is not a characteristic of relevant costing information? It is

A. associated with the decision under consideration.
B. significant to the decision maker.
C. readily quantifiable.
D. related to a future endeavor.
43. A fixed cost is relevant if it is

A. uncontrollable.
B. avoidable.
C. sunk.
D. a product cost.
44. Relevant costs are
A. all fixed and variable costs.
B. all costs that would be incurred within the relevant range of production.
C. past costs that are expected to be different in the future.
D. anticipated future costs that will differ among various alternatives.
45. Which of the following is the least likely to be a relevant item in deciding whether to replace an old
machine?
A. acquisition cost of the old machine
B. outlay to be made for the new machine
C. annual savings to be enjoyed on the new machine
D. life of the new machine
46. If a cost is irrelevant to a decision, the cost could not be

A. a sunk cost.
B. a future cost.
C. a variable cost.
D. an incremental cost.
47. Which of the following costs would be relevant in short-term decision making?
A. incremental fixed costs
B. all costs of inventory
C. total variable costs that are the same in the considered alternatives
D. the cost of a fixed asset that could be used in all the considered alternatives
48. The term incremental cost refers to

A. the profit foregone by selecting one choice instead of another.
B. the additional cost of producing or selling another product or service.
C. a cost that continues to be incurred in the absence of activity.
D. a cost common to all choices in question and not clearly or feasibly allocable to any of them.
49. A cost is sunk if it

A. is not an incremental cost.
B. is unavoidable.
C. has already been incurred.
D. is irrelevant to the decision at hand.
50. Most ____ are relevant to decisions to acquire capacity, but not to short-run decisions involving the use of
that capacity.
A. sunk costs
B. incremental costs
C. fixed costs
D. prime costs
51. Irrelevant costs generally include
Sunk costs Historical costs Allocated costs
A. yes yes no
B. yes no no
C. no no yes
D. yes yes yes
52. In deciding whether an organization will keep an old machine or purchase a new machine, a manager would
ignore the
A. estimated disposal value of the old machine.
B. acquisition cost of the old machine.
C. operating costs of the new machine.
D. estimated disposal value of the new machine.
53. The potential rental value of space used for production activities
A. is a variable cost of production.
B. represents an opportunity cost of production.
C. is an unavoidable cost.
D. is a sunk cost of production.
54. The opportunity cost of making a component part in a factory with excess capacity for which there is no
alternative use is
A. the total manufacturing cost of the component.
B. the total variable cost of the component.
C. the fixed manufacturing cost of the component.
D. zero.
Variable Avoidable fixed Unavoidable fixed

costs costs costs
A. no yes yes
B. yes no yes
C. no no yes
D. yes yes no
56. In a make or buy decision, the opportunity cost of capacity could

A. be considered to decrease the price of units purchased from suppliers.
B. be considered to decrease the cost of units manufactured by the company.
C. be considered to increase the price of units purchased from suppliers.
D. not be considered since opportunity costs are not part of the accounting records.
Prime costs Sunk costs Incremental costs
A. yes yes yes

B. yes no yes
C. yes no no
D. no no yes
58. In a make or buy decision, the reliability of a potential supplier is

A. an irrelevant decision factor.
B. relevant information if it can be quantified.
C. an opportunity cost of continued production.
D. a qualitative decision factor.
59. Which of the following qualitative factors favors the buy choice in a make or buy decision for a part?
A. maintaining a long-term relationship with suppliers
B. quality control is critical
C. utilization of idle capacity
D. part is critical to product
60. When a scarce resource, such as space, exists in an organization, the criterion that should be used to
determine production is
A. contribution margin per unit.
B. selling price per unit.
C. contribution margin per unit of scarce resource.
D. total variable costs of production.
61. Contracting with vendors outside the organization to obtain or acquire goods and/or services is called
A. target costing.
B. insourcing.
C. outsourcing.
D. product harvesting.
62. Which of the following activities within an organization would be least likely to be outsourced?
A. accounting
B. data processing
C. transportation
D. product design
63. An outside firm selected to provide services to an organization is called a

A. contract vendor.
B. lessee.
C. network organization.
D. centralized insourcer.
64. Fixed costs are ignored in allocating scarce resources because

A. they are sunk.
B. they are unaffected by the allocation of scarce resources.
C. there are no fixed costs associated with scarce resources.
D. fixed costs only apply to long-run decisions.
65. The minimum selling price that should be acceptable in a special order situation is equal to total
A. production cost.
B. variable production cost.
C. variable costs.
D. production cost plus a normal profit margin.
66. Which of the following costs is irrelevant in making a decision about a special order price if some of the
company facilities are currently idle?
A. direct labor
B. equipment depreciation
C. variable cost of utilities
D. opportunity cost of production
67. The ____ prohibits companies from pricing products at different amounts unless these differences reflect
differences in the cost to manufacture, sell, or distribute the products.
A. Internal Revenue Service
B. Governmental Accounting Office
C. Sherman Antitrust Act
D. Robinson-Patman Act
68. An ad hoc sales discount is

A. an allowance for an inferior quality of marketed goods.
B. a discount that an ad hoc committee must decide on.
C. brought about by competitive pressures.
69. A manager is attempting to determine whether a segment of the business should be eliminated. The focus of
attention for this decision should be on
A. the net income shown on the segment's income statement.
B. sales minus total expenses of the segment.
C. sales minus total direct expenses of the segment.
D. sales minus total variable expenses and avoidable fixed expenses of the segment.
70. Assume a company produces three products: A, B, and C. It can only sell up to 3,000 units of each product.
Production capacity is unlimited. The company should produce the product (or products) that has (have) the
highest
A. contribution margin per hour of machine time.
B. gross margin per unit.
C. contribution margin per unit.
D. sales price per unit.
71. For a particular product in high demand, a company decreases the sales price and increases the sales
commission. These changes will not increase
A. sales volume.
B. total selling expenses for the product.
C. the product contribution margin.
D. the total variable cost per unit.
72. An increase in direct fixed costs could reduce all of the following except
A. product line contribution margin.
B. product line segment margin.
C. product line operating income.
D. corporate net income.
73. When a company discontinues a segment, total corporate costs may decrease in all of the following
categories except
A. variable production costs.
B. allocated common costs.
C. direct fixed costs.
D. variable period costs.
74. In evaluating the profitability of a specific organizational segment, all ____ would be ignored.
A. segment variable costs
B. segment fixed costs
C. costs allocated to the segment
D. period costs
75. Anderson Company uses 10,000 units of a part in its production process. The costs to make a part are: direct
received a quote of $55 from a potential supplier for this part. If Anderson buys the part, 70 percent of the
applied fixed overhead would continue. Anderson Company would be better off by
76. Credell Company uses 12,000 units of a part in its production process. The costs to make a part are: direct
received a quote of $60 from a potential supplier for this part. If Credell buys the part, 75 percent of the applied
fixed overhead would continue. Credell Company would be better off by
77. Thomas Company has only 25,000 hours of machine time each month to manufacture its two products.
A. $250,000.
B. $240,000.
C. $210,000.
D. $200,000.
78. Henke Company has only 30,000 hours of machine time each month to manufacture its two products.
A. $216,000
B. $228,600.
C. $287,400
D. $300,000
79. Swanson Company has 3 divisions: X, Y, and Z. Division X's income statement shows the following for the
Sales $1,000,000
Cost of goods sold (800,000)
Net loss $ (150,000)
expenses relate to the division and would be eliminated if Division X were eliminated. Of the administrative expenses, 90 percent are applied from
corporate costs. If Division X were eliminated, Swanson’s income would
B. decrease by $ 75,000.
80. Calvert Company has 3 divisions: A, B, and C. Division A's income statement shows the following for the
Sales $1,500,000
Cost of goods sold (1,125,000)
Net loss $ (100,000)
expenses relate to the division and would be eliminated if Division A were eliminated. Of the administrative expenses, 85 percent are applied from
corporate costs. If Division A were eliminated, Calvert’s income would
B. decrease by $197,500.
81. Haskins Company is currently operating at a loss of $15,000. The sales manager has received a special order
for 5,000 units of product, which normally sells for $35 per unit. Costs associated with the product are: direct
material, $6; direct labor, $10; variable overhead, $3; applied fixed overhead, $4; and variable selling expenses,
$2. The special order would allow the use of a slightly lower grade of direct material, thereby lowering the price
per unit by $1.50 and selling expenses would be decreased by $1. If Haskins wants this special order to increase
the total net income for the firm to $10,000, what sales price must be quoted for each of the 5,000 units?
A. $23.50
B. $24.50
C. $27.50
D. $34.00
82. Lawson Company produces a part that has the following costs per unit:
Direct material $8
Direct labor 3
Variable overhead 1
Fixed overhead 5
Total $17
Crest Corporation can provide the part to Lawson for $19 per unit. Lawson Company has determined that 60 percent of its fixed overhead would
continue if it purchased the part. However, if Lawson no longer produces the part, it can rent that portion of the plant facilities for $60,000 per year.
Lawson Company currently produces 10,000 parts per year. Which alternative is preferable and by what margin?
A. Make-$20,000
B. Make-$50,000
C. Buy-$10,000
D. Buy-$40,000
83. Guillory Company produces a part that has the following costs per unit:
Direct material $9
Direct labor 4
Variable overhead 2
Fixed overhead 6
Total $21
Homeland Corporation can provide the part to Guillory for $23 per unit. Guillory Company has determined that 50 percent of its fixed overhead
would continue if it purchased the part. However, if Guillory no longer produces the part, it can rent that portion of the plant facilities for $70,000 per
year. Guillory Company currently produces 12,000 parts per year. Which alternative is preferable and by what margin?
A. Make-$24,000
B. Make-$60,000
C. Buy-$10,000
D. Buy-$46,000
84. Criswell Company has 15,000 units in inventory that had a production cost of $3 per unit. These units
cannot be sold through normal channels due to a significant technology change. These units could be reworked
at a total cost of $23,000 and sold for $28,000. Another alternative is to sell the units to a junk dealer for
$8,500. The relevant cost for Criswell to consider in making its decision is
85. Ezell Company has 20,000 units in inventory that had a production cost of $4 per unit. These units cannot
be sold through normal channels due to a significant technology change. These units could be reworked at a
total cost of $30,000 and sold for $35,000. Another alternative is to sell the units to a junk dealer for $10,500.
The relevant cost for Ezell to consider in making its decision is
following costs:
Direct material $1
Direct labor 2
Total $10
Refer to Kellman Corporation. Kellman received a special order for 1,000 units of the product. The only additional cost to Kellman would be
foreign import taxes of $1 per unit. If Kellman is able to sell all of the current production domestically, what would be the minimum sales price that
Kellman would consider for this special order?
A. $18.00
B. $11.00
C. $5.40
D. $19.00
following costs:
Direct material $1
Direct labor 2
Total $10
Refer to Kellman Corporation. Assume that Kellman has sufficient idle capacity to produce the 1,000 units. If Kellman wants to increase its
A. $18.00
B. $10.00
C. $11.00
D. $16.60
following costs:
Direct material $2
Direct labor 3
Total $15
Refer to Waldrup Corporation. Waldrup received a special order for 1,200 units of the product. The only additional cost to Waldrup would be
foreign import taxes of $2 per unit. If Waldrup is able to sell all of the current production domestically, what would be the minimum sales price that
Waldrup would consider for this special order?
A. $10.00
B. $15.00
C. $21.00
D. $23.00
following costs:
Direct material $2
Direct labor 3
Total $15
Refer to Waldrup Corporation. Assume that Waldrup has sufficient idle capacity to produce the 1,200 units. If Waldrup wants to increase its
A. $15.00
B. $17.00
C. $21.00
D. $23.00
90. Heavenly Hair Corporation makes and sells brushes and combs. It can sell all of either product it can make.
The following data are pertinent to each respective product:
Brushes Combs
Units of output per machine hour 8 20
Selling price per unit $12.00 $4.00
Product cost per unit
Direct material $1.00 $1.20
Direct labor 2.00 0.10
Variable overhead 0.50 0.05
Total fixed overhead is $380,000.
The company has 40,000 machine hours available for production. What sales mix will maximize profits?
A. 320,000 brushes and 0 combs
B. 0 brushes and 800,000 combs
C. 160,000 brushes and 600,000 combs
D. 252,630 brushes and 252,630 combs
91. Broncho Boot Corporation has been asked to submit a bid on supplying 1,000 pairs of military combat boots
to the Armed Forces Training Center. The company's costs per pair of boots are as follows:
Direct material $8
Direct labor 6
Variable overhead 3
Variable selling cost (commission) 3
Fixed overhead (allocated) 2
Fixed selling and administrative cost 1
Assuming that there would be no commission on this potential sale, the lowest price the firm can bid is some price greater than
A. $23.
B. $20.
C. $17.
D. $14.
92. Green Industries has two sales territories-North and South. Financial information for the two territories is
presented below:
North South
Sales $980,000 $750,000
Direct costs:
Variable (343,000) (225,000)
Fixed (450,000) (325,000)
Allocated common costs (275,000) (175,000)
Net income (loss) $(88,000) $ 25,000
Because the company is in a start-up stage, corporate management feels that the North sales territory is creating too much of a cash drain on the
company and it should be eliminated. If the North territory is discontinued, one sales manager (whose salary is $40,000 per year) will be relocated to
the South territory. By how much would Green's income change if the North territory is eliminated?
A. increase by $88,000
B. increase by $48,000
C. decrease by $267,000
D. decrease by $227,000
93. Atlanta Motors

Refer to Atlanta Motors. The $4,000 of annual operating costs that are common to both the old and the new machine are an example of a(n)
A. sunk cost.
B. irrelevant cost.
94. Atlanta Motors

Refer to Atlanta Motors. The $20,000 cost of the new machine represents a(n)
A. sunk cost.
C. future irrelevant cost.
95. Atlanta Motors

Refer to Atlanta Motors. The estimated $500 salvage value of the existing machine in 10 years represents a(n)
A. sunk cost.
96. Atlanta Motors

Refer to Atlanta Motors. The incremental cost to purchase the new machine is
A. $11,000
B. $13,000.
C. $18,000.
D. $20,000.
97. Brooklyn Bakers

Refer to Brooklyn Bakers. The $5,000 of annual operating costs that are common to both the old and the new machine are an example of a(n)
A. sunk cost.
B. irrelevant cost.
98. Brooklyn Bakers

Refer to Brooklyn Bakers. The $10,000 cost of the original machine represents a(n)
A. sunk cost.
C. historical relevant cost.
99. Brooklyn Bakers

Refer to Brooklyn Bakers. The estimated $650 salvage value of the existing machine in 10 years represents a(n)
A. sunk cost.
100. Brooklyn Bakers

Refer to Brooklyn Bakers. The incremental cost to purchase the new machine is
A. $15,000.
B. $17,500.
C. $22,500.
D. $25,000.

Costs per unit:
Direct material 7
Direct labor 4
Refer to Kenwood Electronics Corporation. The Model B2 radio is currently in production and it renders the Model A1 radio obsolete. If the
remaining 500 units of the Model A1 radio are to be sold through regular channels, what is the minimum price the company would accept for the
radios?
A. $30
B. $27
C. $18
D. $4

Costs per unit:
Direct material 7
Direct labor 4
Refer to Kenwood Electronics Corporation. Assume that the remaining Model A1 radios can be sold through normal channels or to a foreign buyer
for $6 per unit. If sold through regular channels, the minimum acceptable price will be
A. $30.
B. $33.
C. $10.
D. $4.
Direct material $50

Direct labor 20
Other information:
Sales price 100
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is producing and selling at capacity.
What is the minimum selling price that the division would consider on a "special order" of 1,000 chips on which no variable period costs would be
incurred?
A. $100
B. $72
C. $81
D. $94
Direct material $50

Direct labor 20
Other information:
Sales price 100
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is operating at a level of 70,000 chips per
year. What is the minimum price that the division would consider on a "special order" of 1,000 chips to be distributed through normal channels?
A. $78
B. $95
C. $100
D. $81
Direct material $50

Direct labor 20
Other information:
Sales price 100
Refer to Memory Division of Missing Byte, Inc. Assume, for this question only, that the Memory Division is presently operating at a level of 80,000
chips per year. Accepting a "special order" on 2,000 chips at $88 will
A. increase total corporate profits by $4,000.
B. increase total corporate profits by $20,000.
C. decrease total corporate profits by $14,000.
D. decrease total corporate profits by $24,000.
model follows:

Original cost $200,000 $400,000
Refer to Galveston Pipe Corporation. The major opportunity cost associated with the continued use of the existing machine is
A. $30,000 of annual savings in operating costs.
B. $20,000 of salvage in 5 years on the new machine.
C. lost sales resulting from the inefficient existing machine.
D. $400,000 cost of the new machine.
model follows:

Original cost $200,000 $400,000
Refer to Galveston Pipe Corporation. The $80,000 market value of the existing machine is
A. a sunk cost.
B. an opportunity cost of selling the old machine.
C. irrelevant to the equipment replacement decision.
D. a historical cost.
model follows:

Original cost $200,000 $400,000
Refer to Galveston Pipe Corporation. If the company buys the new machine and disposes of the existing machine, corporate profit over the five-year
life of the new machine will be ____ than the profit that would have been generated had the existing machine been retained for five years.
A. $150,000 lower
B. $170,000 lower
C. $230,000 lower
D. $150,000 higher
109. Edmond Corporation has been manufacturing 5,000 units of Part 10541, which is used in the manufacture
of one of its products. At this level of production, the cost per unit of manufacturing Part 10541 is as follows:
Direct material $2
Direct labor 8
Variable overhead 4
Fixed overhead applied 6
Total $20
Arcadia Company has offered to sell Edmond 5,000 units of Part 10541 for $19 a unit. Edmond has determined that it could use the facilities
currently used to manufacture Part 10541 to manufacture Part RAC and generate an operating profit of $4,000. Edmond has also determined that
two-thirds of the fixed overhead applied will continue even if Part 10541 is purchased from Arcadia. To determine whether to accept Arcadia’s offer,
the net relevant costs to make are
A. $70,000.
B. $84,000.
C. $90,000.
D. $95,000.
110. Tripoli Corporation manufactures batons. Tripoli can manufacture 300,000 batons a year at a variable cost
of $750,000 and a fixed cost of $450,000. Based on Tripoli's predictions, 240,000 batons will be sold at the
regular price of $5.00 each. In addition, a special order was placed for 60,000 batons to be sold at a 40 percent
discount off the regular price. The unit relevant cost per unit for Tripoli's decision is
A. $1.50.
B. $2.50.
C. $3.00.
D. $4.00.
111. The objective in solving the linear programming problem is to determine the optimal levels of the
A. coefficients.
B. dependent variables.
D. slack variables.
112. A linear programming problem can have

A. no more than three resource constraints.
B. only one objective function.
C. no more than two dependent variables for each constraint equation.
D. no more than three independent variables.
113. A linear programming model must

A. have only one objective function.
B. have as many independent variables as it has constraint equations.
C. have at least two dependent variables for each equation.
D. consider only the constraints that can be expressed as inequalities.
114. In a linear programming problem, constraints are indicated by

A. the independent variables.
B. the dependent variables in the constraint equations.
C. the coefficients of the objective function.
D. iso-cost lines.
115. The feasible region for an LP solution is

A. defined only by binding constraints on the optimal solution.
B. defined as the solution space that satisfies all constraints.
C. identified by iso-cost and iso-profit lines.
D. identified by all of the above.
116. A linear programming solution

A. always involves more than one constraint.
B. always involves a corner point.
C. is the one with the highest vertex coordinates.
D. is provided by the input-output coefficients.
117. The objective function and the resource constraints have the same
A. dependent variables.
B. coefficients.
118. Which of the following items continuously checks for an improved solution from the one previously
computed?
An algorithm Simplex method
A. yes yes
B. yes no
C. no no
D. no yes
119. Which of the following variables is associated with the "less than or equal to" constraints?
Surplus Slack
A. yes yes
B. yes no
C. no yes
D. no no
120. ____ programming relates to a variety of techniques that are used to allocate limited resources among
activities to achieve a specific objective.
A. Integer
B. Input-output
C. Mathematical
D. Regression
121. The graphical approach to solving a linear programming problem becomes much more complex when
there are more than two
constraints decision variables

A. yes no
B. no yes
C. yes yes
D. no no
122. The feasible region for a graphical solution to a profit maximization problem includes
A. all vertex points.
B. all points on every resource constraint line.
C. the origin.
Corporation.

Refer to Majestic Corporation. What is the maximum number of units of Product X that can be produced?
A. 4,200
B. 3,000
C. 600
D. 1,400
Corporation.

Refer to Majestic Corporation. What is the feasible range for the production of Y?
A. 840 to 1,500 units
B. 0 to 840 units
C. 0 to 631 units
D. 0 to 1500 units
Corporation.

Refer to Majestic Corporation. A solution of X = 500 and Y = 600 would violate

A. Constraint 1.
B. Constraint 2.
C. both constraints.
D. neither constraint.
126. One constraint in an LP problem is: 12X + 7Y > 4,000. If the optimal solution is X = 100 and Y = 500,
this resource has
A. slack variable of 700.
B. surplus variable of 700.
C. output coefficient of 700.
127. Consider the following linear programming problem and assume that non-negativity constraints apply to
the independent variables:
Max CM = $14X + $23Y

Subject to
Which of the following are feasible solutions to the linear programming problem?
A. X = 600, Y = 240
B. X = 800, Y = 640
C. X = 0, Y = 400
D. X = 1,200, Y = 0
128. What is an opportunity cost and why is it a relevant cost?
An opportunity cost is not a "cost" in the traditional out-of-pocket sense. Opportunity costs are benefits that are
sacrificed to pursue one alternative rather than another. Once an alternative is selected, the opportunity costs
associated with that alternative will not appear directly in the accounting records of the firm as other costs of
that alternative will. These costs are, however, relevant because the company is giving up one set of benefits to
accept a second set. Rational decision making assumes that the chosen alternative provides the greater benefit.
129. What are three characteristics of relevant information?
Relevant information must be: (1) associated with the decision under consideration; (2) be important to the
decision maker; and (3) have a connection to or bearing on some future endeavor.
130. Why are fixed costs generally more relevant in long-run decisions than short-run decisions?
In the long run, all costs are relevant. In the short run, many costs that apply to the existing production
technology are sunk. In particular, depreciation charges and lease payments on long-term assets are
unavoidable. In the long run, these assets are replaced and, thus their associated costs are relevant in the
replacement decision.
131. Why is depreciation expense irrelevant to most managerial decisions, even when it is a future cost?
Depreciation expense is simply the systematic write-off of a sunk cost (the cost of a long-lived asset).
Depreciation expense is therefore always irrelevant unless it pertains to an asset that is not yet acquired.
132. Define and discuss outsourcing.
Outsourcing occurs when an organization "farms out" some of its normal business activities or processes.
Several areas that are most frequently outsourced by an organization include payroll, accounting, transportation,
and possibly legal. When a company outsources some of its functions, it is able to divert more energy to those
areas that produce a firm's core competencies or have the ability to create revenues for the firm.
133. What is the relationship between scarce resources and an organization's production capacity?
In the long run, capacity is likely to be constrained by two fundamental resources: labor and machinery.
However, in the short run, additional constraints can push capacity to levels below labor and machine capacity.
Constraints can be induced by raw material shortages, interruptions in distribution channels, labor strikes in the
plants of suppliers of important components, or governmental restrictions on markets (gas rationing, quotas).
134. What are some factors that a company must consider when deciding to raise or lower sales prices on
products?
Quantitative factors include the new contribution margin per unit of the product, short-term and long-term
changes in demand and production volume because of the price change, and the best use of a company’s scarce
resources.
Qualitative factors include the impact of changes on customer goodwill toward the company, customer loyalty
toward company products, and competitors’ responses to the firm’s new pricing structure.
135. Under what circumstances is the sum of variable production and selling costs the appropriate minimum
price for special orders?
Variable costs would serve as the bottom price for a special order only if the special order could be produced on
production capacity that would otherwise be idle. Whenever presently employed capacity is partially or wholly
surrendered to produce a special order, the special order price would be based on both variable costs and the
profit sacrificed on the best alternative use of the capacity.
136. Define segment margin and explain why it is a relevant measure of a segment's contribution to overall
organizational profitability.
Segment margin is the amount of income that remains after deducting all avoidable (both variable and fixed)
costs from sales. This measure is the appropriate gauge of a segment's viability because it is a direct measure of
how total organizational profits would change if the segment was discontinued.

Direct labor 0.40
Fixed overhead 0.60
taxes.
Refer to Nature's Grain Corporation. Assume that the current date is March 15. On this date, the corporation must make a decision as to whether it is
financially better off to plant a certain farm with grain or leave the land idle (no income is derived from idle land). Grain prices have been severely
depressed in recent years and Nature's Grain’s best guess is that grain prices will be around $2.00 per bushel at the time the crop is ready for harvest.
Should the company plant grain or leave the land idle? Explain.
The company should make their decision by comparing the incremental income from planting the grain crop to
the incremental expenses that would be incurred to grow, harvest, and market the crop. The incremental revenue
is simply the $2.00 per bushel and the incremental costs are all variable costs ($1.10 + $0.40 + $0.30 + $0.10 =
$1.90). Based on this comparison, the company would be $13 per acre better off to plant than to let the land
remain idle.

Direct labor 0.40
Fixed overhead 0.60
taxes.
Refer to Nature's Grain Corporation. Assume for this question only that the company decided to plant the grain. A local oil refiner has approached
the company about converting the crop to grain alcohol (used to make gasohol) rather than selling the grain to the local grain elevator. If Nature's
Grain converts the grain to alcohol, it will incur additional costs of $0.60 per bushel, and the company will be able to sell the crop to the oil refiner
for the equivalent of $2.60 per bushel. Otherwise, the company can sell the grain crop to the local grain elevator for $1.85 per bushel. If Nature's
Grain elects to sell the grain to the refinery, the company will not incur the variable selling costs. What should the company do? Support your answer
with calculations.
The company’s alternatives are to sell the harvest as a grain or as alcohol. This decision can be made by
comparing the incremental costs to convert the grain to alcohol to the increase in price he can receive for
marketing the crop as alcohol rather than grain. By converting the crop to alcohol, the company increases total
revenue by $0.75 per bushel ($2.60 - $1.85) and it incurs additional costs of $0.50 ($0.60 for the additional
processing, less the $0.10 savings on the variable grain marketing costs). Thus, by converting the grain to
alcohol, the company could increase net income by $0.25 per bushel.

Direct labor 0.40
Fixed overhead 0.60
taxes.
Refer to Nature's Grain Corporation. Assume that the current date is March 15. On this date, Nature's Grain Corporation must make a decision as to
whether it is financially better off to plant a certain farm to grain, leave the land idle (no income is derived from idle land), or rent the land to another
farmer for $50 per acre. Grain prices have been severely depressed in recent years and Nature's Grain Corporation's best guess is that grain prices will
be around $2.00 per bushel at the time the crop is ready for harvest. What should the company do? Show calculations.
It has already been determined (answer to Problem #1) that planting grain is preferred to leaving the land idle
(by $13 per acre). By renting the land, Nature's Grain Corporation is even better off. Under the rental
alternative, Nature's Grain Corporation is $37 per acre better off than if it plants grain ($50 - $13). By renting
the land, the company avoids all costs except the fixed production costs ($0.60 per bushel or $78 per acre).
140. Phoenix Corporation makes and sells the "Desert Icon”, a wall hanging depicting a magical cactus plant.
The Desert Icons are sold at specialty shops for $50 each. The capacity of the plant is 15,000 Icons. Costs to
manufacture and sell each wall hanging are as follows:
Direct material $ 5.00

Direct labor 6.00
Variable selling expenses 2.50
Phoenix Corporation has been approached by a Oklahoma company about purchasing 2,500 Desert Icons. The company is currently making and
selling 15,000 per year. The Oklahoma company wants to attach its own state label, which increases costs by $.50 each. No selling expenses would
be incurred on this order. The corporation believes that it must make an additional $1 on each Desert Icon to accept this offer.
a. What is the opportunity cost per unit of selling to the Oklahoma company?
b. What is the minimum selling price that should be set?
a. Opportunity cost = Selling price minus total variable costs
$50 - ($5 + $6 + $8 + $2.50) = $28.50
b. Direct material ($5.00 + $.50) $ 5.50

Direct labor 6.00
Variable selling 0
Opportunity cost [from (a) less
fixed overhead included] 18.50
Extra amount required to accept offer 1.00
Minimum price $49.00
141. Pittman and Associates, CPA’s provides two types of services: audit and tax. All company personnel can
perform either service. In efforts to market its services, the company relies on radio and billboards for
advertising. Information on the company’s projected operations for the coming year follows:
Audit Taxes
Revenue per billable hour $35 $30
Variable cost of professional labor 25 20
Material cost per billable hour 2 3
Allocated fixed costs per year 100,000 200,000
Projected billable hours 14,000 10,000
a. What is the company’s projected profit or (loss)?

b. If $1 spent on advertising could increase either audit services billable time by 1 hour or tax services billable time by 1 hour, on
which service should the advertising dollar be spent?
a. Audit Tax Total

Revenue:
14,000 ´ $35 $490,000 $ 490,000
10,000 ´ $30 $ 300,000 300,000
Variable Costs:
Labor:
14,000 ´ $25 (350,000) (350,000)
10,000 ´ $20 (200,000) (200,000)
Material:
14,000 ´ $2 (28,000) (28,000)
10,000 ´ $3 __________ (30,000) (30,000)
Contribution margin $112,000 $ 70,000 $ 182,000
Fixed costs (100,000) (200,000) (300,000)
Profit (loss) $ 12,000 $(130,000) $(118,000)
b. Each billable hour of audit services generates $8 of contribution margin

($35 - $25 - $2), tax services generates $7 of contribution margin
($30 - $20 - $3). The advertising should be spent on the audit services.
142. The management of Hepner Industries has been evaluating whether the company should continue
manufacturing a component or buy it from an outside supplier. A $100 cost per component was determined as
follows:
Direct material $ 15
Direct labor 40
Variable manufacturing overhead 10
Fixed manufacturing overhead 35
$100
Hepner Industries uses 4,000 components per year. After Goudge Corporation submitted a bid of $80 per component, some members of management
felt they could reduce costs by buying from outside and discontinuing production of the component. If the component is obtained from Goudge
Corporation, Hepner Industries' unused production facilities could be leased to another company for $50,000 per year.
Required:
a. Determine the maximum amount per unit Hepner Industries could pay an outside supplier.
b. Indicate if the company should make or buy the component and the total dollar difference in favor of that alternative.
c. Assume the company could eliminate one production supervisor with a salary of $30,000 if the component is purchased from
an outside supplier. Indicate if the company should make or buy the component and the total dollar difference in favor of that
alternative.
a. Cost to make = incremental

manufacturing
cost and
opportunity cost
= DM + DL +
VOH - FOH +
OP COST
$77.50 = $15 + $40 +
$10 +
($50,000/4,000
units)
b. Make: Save ($80.00 -

$77.50) ´ 4,000 = $10,000
c. Incremental mfg. = $65 + $72.50

($30,000/4,000) =
+ opportunity cost 12.50
$50,000/4,000 =
To make $85.00
Buy: Save ($85 - $80) ´

4,000 units = $20,000
143. Travers Corporation is working at full production capacity producing 10,000 units of a unique product,
RST. Manufacturing costs per unit for RST follow:
Direct material $2
Direct manufacturing labor 3
Manufacturing overhead 5
$10
The unit manufacturing overhead cost is based on a variable cost per unit of $2 and fixed costs of $30,000 (at full capacity of 10,000 units). The
non-manufacturing costs, all variable, are $4 per unit, and the selling price is $20 per unit. A customer, Blanding Company, has asked Travers to
produce 2,000 units of a modification of RST to be called XYZ. XYZ would require the same manufacturing processes as RST. Blanding Company
has offered to share equally the non-manufacturing costs with Travers. XYZ will sell at $15 per unit.
Required:
a. What is the opportunity cost to Travers of producing the 2,000 units of XYZ (assume that no overtime is worked)?
b. The Summers Company has offered to produce 2,000 units of RST for Travers, so Travers can accept the Blanding offer.
Summers Company would charge Travers $14 per unit for the RST. Should Travers accept the Summers Company offer?
c. Suppose Travers had been working at less than full capacity producing 8,000 units of RST at the time the XYZ offer was
made. What is the minimum price Travers should accept for XYZ under these conditions (ignoring the $15 price mentioned
previously)?
a. RST
SP $20
- VC (11) ($2 + $3 + $2 + $4)
= CM $9 ´ 2,000 units = $18,000
RST
SP $15
- VC (9) ($2 + $3 + $2 + $2)
= CM $6 x 2,000 units = 12,000
Opportunity cost $ 6,000
b. Make ($15 - $14) = $1 ´ 2,000 units = $2,000 without giving up any current production = DO IT.
c. The variable cost to make and sell = $11 ($2 + $3 + $2 + $4) would be the minimum. Any price over $11 would increase the
contribution margin.
144. The Roberts Company normally produces 150,000 units of Product AB per year. Due to an economic
downturn, the company has some idle capacity. Product AB sells for $15 per unit.
The firm's production, marketing, and administration costs at its normal capacity are:
Per Unit
Direct labor 2.00
Fixed overhead
($450,000/150,000 units) 3.00
Variable marketing costs 1.05
Fixed marketing and administrative costs
($210,000/150,000 units) 1.40
Total $9.95
Required:
a. Compute the firm's operating income before income taxes if the firm produced and sold 110,000 units.
b. For the current year, the firm expects to sell the same number of units as it sold in the prior year. However, in a trade
newspaper, the firm noticed an invitation to bid on selling Product AB to a state government. There are no marketing costs
associated with the order if Roberts is awarded the contract. The company wishes to prepare a bid for 40,000 units at its full
manufacturing cost plus $ 0.25 per unit. How much should it bid? If Roberts is successful at getting the contract, what would
be its effect on operating income?
c. Assume that the company is awarded the contract on January 2, and in addition it also receives an order from a foreign vendor
for 40,000 units at the regular price of $15 per unit. The foreign shipment will require the firm to incur its normal marketing
costs. The government contract contains a 10-day escape clause (i.e., the firm can reject the contract within 10 days without
any penalty). If the firm accepts the government contract, overtime pay at 1 1/2 times the straight time rate will be paid on the
40,000 units. In addition, fixed overhead will increase by $60,000 and variable overhead will behave in its normal pattern. The
company has the capacity to produce both orders. Decide the following:
1. Should the firm accept the foreign offer? Show the effect on operating income of accepting the order.
2. Assuming the foreign order is accepted, should the firm accept the government order? Show the effect on operating income of
accepting the government order.
a. Sales $1,650,000
(110,000
´ $15)
- VC (610,500)
(110,000
´ $5.55)
= CM $1,
03
9,5
00
- FC (660,000)
($450,00
0+
$210,00
0)
= $ 379,500
Operatin
g
Income
b. Full cost $7.50

to
manufact
ure =
+ profit .25
Bid $7.
75
SP $7.75
- VC (4.50)
CM $3.25 ´
40,
00
0
uni
ts
=
$1
30,
00
0
inc
rea
se
in
op
era
tin
g
inc
om
e.
c. 1. SP $15.00
- VC (6.55) ($1
+
$3
+
$1.
50
+
$1.
05)
CM $ 8.45 ´ $338,000
40,
00
0=
- FC (60,000)
Increase $2
in 78,
Operatin 00
g 0
Income
2. Both orders can be

accepted even if the
increased costs of $40,000
for labor and $60,000 for
fixed overhead are
assigned to the
government order.
145. Ralph Parrish operates a woodworking shop that makes tables and chairs. He has 25 employees working
40 hours per week, and he has 750 hours per week available in machine time. Parrish knows that he must make
at least four chairs for every table. He has also determined the following additional requirements:
Labor Machine Contribution

hours hours margin
Table 5 2 $18
Chair 3 1 4
Write the objective function and constraints for the above problem.
Objective function: Max CM = 18X + 4Y
Subject to: 4X - Y > 0

5X + 3Y £ 1,000
2X + Y £ 750
X = # of tables
Y = # of chairs
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was being unclamped from the first plane ready to run, under its own
power, to the other plane a short distance away.
Tom answered as best he could, while Meldrum piloted the car
carefully through the mass of men eager for information. They were
the only ones allowed to approach closely, for Tom well knew the
value of newspaper and movie news-reel publicity. He wanted his
venture to be well known, since he needed much capital to put it on
a paying basis, and the more people who knew about it the better
chance he would stand of getting capital into the venture.
So Tom, and Ned occasionally, answered all the questions, gave
a brief summary of the first thousand miles of travel and told
something of their expectations.
“All ready?” called Tom anxiously, as he looked at his watch. The
change was taking a little more time than he had counted on.
“All ready, sir!” came the answer.
“Let go!” Tom called to his new mechanician Sam Stone, who,
with his helper, Jim Waldo, was to do most of the driving on the
second lap of the journey. Of course Tom would take the wheel now
and then to relieve the pilot, who was, necessarily, under a great
strain.
The throttles were opened and the twin motors responded with a
thundering volume of explosions which sent the Eagle across the
field at ever increasing speed, carrying the car and its passengers
with it. Then, like some great bird, true to her name, the Eagle rose
into the air.
Chicago seemed to drop rapidly below the passengers as the
plane mounted higher and higher, and her nose was pointed due
west. Tom took anxious observations of the various gages, noted the
increasing speed, and seemed well satisfied until he scanned the
weather reports which one of his assistants handed him. They had
just come in from the government observatory in Denver, and as
Tom laid them back on the operator’s table there was a worried look
on his face.
“What’s the matter?” asked Ned.
“There’s a report of storms ahead,” was the answer. “But we may
be able to go above them. Strong head winds, the report says. They
are likely to delay us. But we won’t worry until we have to. And now
what do you say to something to eat, Ned?”
“I’m in favor of it,” was the answer. “We had breakfast a bit early,”
which was true enough.
“Then tell Rad to serve up what he has,” directed the young
inventor to another colored man who had been brought along to wait
on the table, since Eradicate insisted on doing the cooking.
It was nothing new for Ned, Mr. Damon, and Tom to eat while
traveling at high speed far above the earth. They had made many
trips in dirigible balloons and other craft, sometimes remaining up
almost a week at a time. But this was the first occasion where so
much depended on long-continued speed, and the meal which was
soon served was more or less interrupted as Tom left the table to
ascertain what progress they were making.
On the whole, it was satisfactory. As hour after hour passed, the
time being whiled away by communicating back to Shopton now and
again—Tom holding his promised conversation with Mary—it began
to look as if the great project would succeed. It was an hour after
lunch when Tom, peering down toward earth through a pair of
powerful binoculars, announced with exultation:
“There’s Denver!”
“On time, too!” exclaimed Ned. “Tom, we’re going to make it!”
They had just come down from the plane cockpit, where Tom,
with Ned’s help, had been guiding the craft.
“Yes, it looks as if we had two-thirds of our journey behind us,”
the young inventor was saying when from the galley came the cry of
Eradicate:
“Fire! Fire! She’s on fire!”
CHAPTER XX
A MOUNTAIN STORM
Tom Swift had to think of many matters when he planned his

airline express. He was aided, however, by his past experience in
manufacturing aircraft and he had made many journeys above the
earth and had been in many kinds of peril.
Not the least of these were fires, and Tom well realized the
danger of ignition in a craft necessarily so frail as a flying machine
heavier than air. So in building the Falcon, the Eagle, and the Osprey
he had taken into consideration this menace and had installed
certain fire-fighting apparatus.
In order that this might be used to the best advantage, Tom had
instructed his men in a fire drill, similar to that used on ships at sea
when the call to fire quarters is sounded at unexpected intervals to
accustom the passengers to acting sanely in times of excitement.
Now, as Eradicated warning cry sounded forth, Tom did not lose
his head, but at once pulled the level of the automatic signal which
informed those in the plane above, as well as those in the car, that
they must prepare to fight for their lives.
“Put on the parachutes!” Tom cried, for there was one of these
life-savers for every person on board. As you know, all the mail-
plane fliers now wear these “umbrellas,” as do all army fliers. The
parachute is made from a particular kind of raw silk cloth. It can be
folded into a very small compass, and is strapped around a flier’s
body by means of leather belts going around his legs and waist. On
the waist belt is an iron ring, and as the person jumps from a burning
plane, or one that is crippled and falling, this iron ring is pulled.
Immediately it releases the cords that hold the parachute in folds
and the silk spreads out in the form of an immense umbrella. The air,
getting under this, acts as a brake, and the person comes to the
ground much more gently than otherwise would be the case. Even
with the parachutes, however, there is danger in the fall, if it happens
to be in a tree, and often there is peril in falling into the water. But,
with all those, there is much more chance for life than if none is
used. There is, too, always the danger that the parachute will not
open in time, but this happens so rarely that it need not be
considered.
“Bless my door mat!” cried Mr. Damon, fumbling with the straps.
“I hope I don’t get this thing on backward!”
“This is the way it goes!” cried Ned, who already had his
adjusted.
Tom, likewise, had adjusted his safety device, and now the young
inventor, thinking regretfully meanwhile of this sudden ending of his
hopes, began to prepare for “abandoning ship.”
“Come here, Rad!” he called, for though the colored man’s voice
had issued from the galley with the warning cry of fire, the man
himself had not appeared. “Hurry, Rad!” cried Tom.
A moment later his old servant showed himself.
“What happened, Rad?” cried Tom. “Quick! Is the kitchen on fire?
The automatic chemical sprinkler ought to have worked!”
“No, Massa Tom,” answered the old colored man. “De kitchen
didn’t cotch fire—jes’ dis pie whut I was makin’ fo’ yo’. I put her in de
oven ob de gaskoliny stove, and den I forgot it. ’Case why? ’Case
dat big giant got hungry an’ wanted me to fix him up suffin to eat. An’
when I were doin’ dat mah pie burned! Look, it’s laik a piece ob
charcoal.”
“And do you mean to tell me, Rad, that you raised an alarm of fire
just because a pie burned?” cried Tom, somewhat sternly.
“Suah, I did,” was the answer. “Why not? It was a fine pie!”
“Well, bless my insurance policy!” exclaimed Mr. Damon while the
others stood listening, hardly knowing whether to laugh or not. “You
sure did give us a scare, Rad!”
“I should say so!” murmured Tom. “Whew, but I’m glad it wasn’t
true! It would have meant the end of my hopes. Mr. Jacks wouldn’t
invest any more money if we burned up on the second third of our
trip. But are you sure everything’s all right, Rad?”
“Yes, Massa Tom, eberyt’ing but dish yeah pie!” and ruefully the
old colored fellow held out the remains of the pastry.
“Well, I’m glad it was no worse,” replied the young inventor. “I
guess we can take these off,” he went on, as he began loosening his
parachute belt. The others did likewise, and then word was relayed
to the mechanicians in the plane above that all was well and that
there was no need to leap out.
“Well, then we’ll descend on Denver in the way we originally
intended,” decided Tom, for they were now over that interesting and
historic city.
The same scenes were enacted here as had taken place in
Chicago. A big crowd was on hand to welcome and cheer Tom Swift
and his comrades, and the natural western exuberance of the people
was a little too much for the police. Tom had difficulty in piloting the
unclamped car through the mass of curious ones to the waiting
Osprey, the propellers of which were slowly whirring in anticipation of
the flight to the Pacific coast.
But after answering many questions of the reporters and posing
for his photograph and for the movie men, Tom at last was in the car
beneath the third aeroplane. It was now well on in the afternoon, and
if the originator of the airline express hoped to do the entire distance
in sixteen hours it behooved him to “get a hustle on,” as Ned
expressed it.
“The hardest part of the trip is ahead of us, Tom,” his manager
said.
“I know it is,” was the answer. “Over the Rockies. But the
predicted storm hasn’t come to the scratch, and I’m glad of that. It
means quite a gain in time not to run into bad weather.”
“Better wait before you crow,” said Ned. “We have about six
hours of riding ahead of us, and there’s no telling what we may meet
with.”
Tom was glad to note, by inspections of the various gages, that
the Osprey was doing better in regard to speed than either the
Falcon or the Eagle. She fairly roared and soared her way into the
air after leaving Denver, carrying aloft, in the car beneath her, the
young inventor and his friends.
Tom got the wireless apparatus to working and after some
difficulty succeeded in establishing communication with his home,
where he talked to Mrs. Baggert.
“Your father is lying down, taking a nap,” reported the
housekeeper. “Yes, he’s all right. But a queer message came in over
the local office telephone a little while ago, Tom. Wait, I’ll repeat it to
you. I answered, because no one else was around, and I heard a
voice saying: ‘Tell Tom Swift not to count his chickens before they’re
hatched!’ And then a man’s voice laughed. I tried to find out who it
was and where the message came from, but I couldn’t.”
“Oh, well, don’t worry about it,” Tom advised Mrs. Baggert,
though he himself felt not a little anxious. “They’re still up to their old
tricks, Ned,” Tom reported to his financial manager.
“Well, they can’t get at us while we’re up here,” Ned answered.
“No, but we aren’t at San Francisco yet, and something may
happen there,” Tom replied. “I do hope they won’t make any more
trouble for Dad.”
“He will be well looked after by Mrs. Baggert and the others,” was
Ned’s consoling reply.
On and on roared the Osprey, like the great hawk whose name
she bore, winging her way toward the great open space of the
Pacific. The hours rolled around, and they were crossing a wild and
desolate rocky region when suddenly the comparative stillness was
broken by a loud, booming sound, as if of an explosion.
“What’s that?” exclaimed Ned, and Tom, who was making a log
record of the trip, looked up apprehensively.
“Thunder!” answered Mr. Damon, who was sitting near one of the
observation windows. “I just saw a flash of lightning. I guess we’re
running into a storm.”
There was no doubt of it a few moments later. With the Osprey
rushing forward and the mountain storm coming to meet the craft, it
was only a short time before the airline express was in the midst of a
violent outburst of the elements.
“Whew, this is fierce!” cried Tom, as there came a blinding flash,
followed by a terrific clap, and then, almost immediately after, by a
shower of rain as if a cloud had burst above them.
CHAPTER XXI
THE GOLDEN GATE
Caught in the very center of a fierce mountain storm, the Osprey

was now battling her way above the jagged and towering peaks of
the Rockies, fighting for every inch in an endeavor to reach San
Francisco within the stipulated time. Though by the clock there were
several hours of daylight still remaining, it was so dark and gloomy in
the stormy mountain region that it seemed as if night had fallen.
“But we may pull out of it yet!” cried Tom to his friends, as he saw
to it that all the openings of the traveling car were tightly closed. For
once the air, under high pressure because of the velocity of the wind,
gained an entrance, it might do serious damage. But Tom had
foreseen that they might run into storms, and had so built his car that
a few pulls on certain levers would close everything save the
protected ventilators.
Through these fresh air came in and the foul air was expelled, but
rain could not enter. It was different in the aeroplane above the car,
however. There the mechanician and his assistant were pretty much
in the open, though there was a cowl of heavy celluloid to protect
their faces and Tom had rigged up an extra hood to keep off some of
the rain and snow that might be encountered on the trip. But from the
very nature of their calling, aeroplane pilots must fly with much of
their bodies exposed to the elements.
When they expect to go to great heights and encounter cold of
such intensity that it is hard to conceive of it, they wear suits in which
are woven wires of high resistance. A low voltage electric current,
passing through these wires, warms them, just as is done in some of
the warming pads used in bed by invalids. In this way the blood of
the daring aviators is kept circulating.
But as Tom did not expect to go very high on his airline express
trips, there was no need of these electrically heated suits, and none
had been taken along. However, he had taken into consideration that
they might run into rain, and rubber coats had been provided.
“I’ll go up and relieve Ted Dolan,” remarked Tom to Ned, for the
third crew of pilots had been taken on at Denver to make the final
hop to the Pacific coast. Dolan was an experienced airman and had
for his helper Art Wright. But they had not taken their rubber coats up
in the cockpit with them, for when they left Denver the weather was
all that could be desired.
“I’ll go with you,” offered Ned. “I’d like to see just how bad this
storm is.”
“It’s a humdinger all right,” declared Tom, as he glanced out of an
observation window while waiting for Eradicate to bring the storm
garments from a locker.
“Bless my nose-guard, I’ll say it is!” chimed in Mr. Damon. “I
never saw a worse one.”
“Oh, we’ve been in just as severe ones before,” observed Tom, in
what seemed a cool voice. “When we were trying out the flying boat I
remember a storm when I thought we never would get through it.
This is bad enough, but the Osprey can buck it I think.”
“Ah knows Massa Tom gwine to pull us through all right,” said
Eradicate, with a glance at Koku. “Ah isn’t scairt, no how!”
“Huh! Black man talk big—but him knees shake all same,”
sneered the giant.
“Whose knees am shakin’, big man? Whose knees am shakin’?”
demanded the colored servant, as he strode toward the big fellow. It
seemed as if he might try to punch Koku.
“That will do,” commanded Tom in a low voice. He had troubles
enough on hand without a fight starting between his two helpers.
A signal was given for Wright to descend to the cabin, and when
he came down Tom went up through the enclosed ladder.
“Is it bad up there?” he asked his workman.
“Bad?” was the reply. “Say, you ought to feel it!” He was wet
through—as dripping as though he had fallen into a tub of water.
When Tom took charge of the cockpit Dolan descended, glad
enough to get out of the way of the stinging pellets of rain, driven by
the hurricane wind. He, too, was soaked. Ned followed his chum up
into the cockpit, and, though they were protected by goggles,
helmets of leather, and rubber coats, they felt the force of the storm.
What with the roaring of the motors, the howl of the wind, the
crash of thunder, and the rattle of the rain, it was impossible for the
two to communicate, even though they had speaking tubes running
from the forward cockpit to the one built aft.
The young inventor, who had taken personal charge of piloting
the big plane through the storm, that it might arrive on time, soon
realized that he had his “work cut out for him,” as he said later. While
it is not at all unusual for aeroplanes of even less power than the big
ones Tom used to fly through storms, still there is always the element
of danger.
But Tom’s Osprey had one advantage. Because of the heavy car
slung below it, the center of gravity was thus made much lower than
usual, and this served to keep the craft steady.
Tom glanced at the oil gage, at the gasoline indicator, and at the
needle of the dial which showed their height above the ground. He
had noted the tips of several jagged peaks below as they flew over
them, and he realized that while they might be up sufficiently high in
flying over level ground, they were not when traversing the Rocky
Mountains.
“A little drop and we’ll scrape some of those stone teeth,” thought
Tom. “I’m going up a bit.”
He was in much more comfortable circumstances than had been
the two men whom he and Ned relieved, for the storm garments
protected him and his chum. Consequently Tom could give more
undivided attention to managing the craft. His first act was to
increase the speed of the motor and tilt the elevating rudder to send
them higher.
“He’s going to try to rise above the storm,” decided Ned, though
this was not actually Tom’s idea. He merely wanted to be a little
farther above those towering mountain peaks.
The Osprey responded well, and soon they had lost sight of the
jagged “teeth,” as Tom called them. But the storm was not to be
cheated in this way, and still raged around them.
“Why doesn’t he go higher?” thought Ned. “He’s often flown at a
greater elevation than this and in bigger machines. Once he’s above
the clouds he’ll be out of the storm and into sunshine,” for the sun
was still above the horizon, though invisible to the travelers on
account of the masses of storm vapor.
However, Tom did not want to take too many chances. He felt
that his craft was doing quite well as it was, forging ahead, though at
some loss of speed, and if he could keep her there he would make
the journey safely, though he began to figure now on losing an hour
or two from his schedule of sixteen.
For a time the storm seemed to abate a little, and they were
congratulating themselves that they had ridden through it, when, all
at once, it burst over them with redoubled fury. So powerful was the
wind that once or twice the Osprey seemed actually to stand still.
Of course that might not really have been the case. Wind seldom
obtains a velocity of more than a hundred miles an hour, even in the
worst storms, and Tom’s craft was keyed up now to do at least two
hundred miles, which was double that of the wind. But it may well
have been that her speed was cut down by half, and from what
developed afterward Tom was inclined to think this was the case.
But with a fierceness of spirit that equaled the fierceness of the
storm, Tom drove his machine on. He was determined to finish this
first trip at least pretty nearly on schedule. It would mean a wonderful
amount of prestige for him if he could, and almost insure the success
of the undertaking.
Though at one time, during a terrific outburst of wind, lightning,
and rain, it seemed as if they would be utterly overwhelmed, Tom
was skillful, and brought the Osprey around and straightened her out
of a dangerous side slip.
Then, almost as suddenly as the storm had begun, it stopped.
The machine slid out of the region of wild disturbance into daylight.
Ned, peering past Tom, looked ahead. He saw something that
caused him to cry:
“The Golden Gate!”
“Yes,” shouted back Tom, “that’s San Francisco just ahead of us.
But we’ve lost about two hours!”
CHAPTER XXII
KENNY BREAKS DOWN
The quiet following the storm came as a great relief to Tom and
Ned, alone up there in the cockpit of the plane. Though their friends
were within a few feet of them, they really seemed quite isolated, for
they could neither see nor hear the others in the car below them.
“Well, I’m glad we’re out of that,” remarked Tom, with a long
breath—the first, seemingly, that he had taken in some time.
“Same here!” commented Ned. They were able to converse now
by means of the speaking tube which connected the forward and aft
cockpits, having only to overcome the roar of the motors and not the
fierce rattle of the storm.
“And I guess if we do it inside of nineteen hours we’ve
accomplished a lot,” went on Tom. “The Broadway Limited thinks it’s
doing wonders if it goes from New York to Chicago in eighteen, but
we have them skinned by several miles.”
“You said it!” cried Ned, with justified enthusiasm. “But do you
think you’ll lose all of two hours, Tom?”
“Fully that,” Tom admitted, rather ruefully. “I did hope we might
make it in sixteen hours and a few minutes, as I said we could do.
But that storm actually cut two hours, if not more, off our schedule.
However, it can’t be helped.”
So rapidly was the Osprey making time now that it seemed as if
the Golden Gate were rushing forward and opening wide to receive
the wonderful craft and her occupants. It is the sun, setting in a glory
of gold outside the harbor of San Francisco that gives the poetical
name to the city, as much so, perhaps, as the yellow nuggets it
produced in the days that never will return.
There came a signal from the car. It was Ted Dolan calling up to
Tom:
“Do you want to be relieved?”
“Thank you, no,” the young inventor answered. “I’ll stick now and
make the landing.”
“I thought you might want to do so,” Ted said. “But if the storm
played you out, Art and I will take her for a little while and you and
Mr. Newton can come up again just before making the landing.”
“No, I’ll stick,” announced Tom. “How about you?” he asked his
chum.
“I’m game, of course. I wouldn’t miss it for anything. They ought
to reward you publicly in some way, Tom!”
“Reward! What for?”
“For establishing this airline express—crossing the United States
in the daylight hours of a single day.”
“Reward nothing! If I can do it, the only reward I want is for Jason
Jacks and others who can afford it to invest money in the project and
get it firmly established.”
“Oh, they’ll do that all right, Tom. Is that the landing field below
us?”
Ned pointed to a green level stretch outside the city of San
Francisco. They had approached it rapidly, for the Osprey, as if
determining to live up to her name, was fairly zooming toward the
Pacific.
“That’s it,” was the answer. “There’s quite a crowd there, too!
Hope I don’t muss anybody’s hair as I go down. Confound the
people! Why don’t they know enough to keep out of the way when
they see an aeroplane coming down right among ’em?”
Well might Tom ask this, for the crowd, which had assembled in
anticipation of seeing the landing, was swarming all over the field in
spite of the efforts of the police to keep a free place for the machine
to come down.
“I’ll give ’em a bit of a scare,” decided Tom. Quickly shifting the
rudder of his plane, it appeared for a moment as if he was going to
crash down where the crowd was thickest. With yells of alarm the
people scattered, and this left a clear space, which was what Tom
wanted.
“Now for a landing, Ned!” he called to his chum. “Mark the time!”
“Mark it is!” answered Ned, who sat with his watch in one hand
and a pencil in the other, ready to make the record on the official slip
of paper he held on his knee. “It’s over eighteen hours, though,
Tom,” he said regretfully.
“I’m afraid it is, Ned. But it can’t be helped. Better luck next time!”
“Hope so,” was the response.
A moment later, amid the wild and enthusiastic cheers of the
crowd, Tom brought the Osprey to earth, the first time she had
touched it since leaving Denver. The car landed with a gentle thud,
rolled along a little way and then came to a stop while the crowd of
reporters, cameramen, and general curiosity seekers rushed forward
in an overwhelming wave. It was a reproduction of the same scenes
that had taken place in Chicago and Denver, only this was more
intensified, for it marked the end of the journey.
But before Tom would reply to the score of questions hurled at
him by the reporters he called to Ned:
“What time do you make it?”
The manager figured rapidly.
“Eighteen hours and sixteen minutes from Long Island to San
Francisco,” he answered.
“Not so bad,” murmured Tom. “But we’re going to do better than
that the next time.”
And then, as he stepped down from the plane, he was
surrounded by an excited and curious crowd.
“Tell us about it! What was the exact running time? Did you have
any accidents? How do you feel? When are you going to make the
return trip?”
These, and dozens of other questions, were fairly volleyed at
Tom by the newspaper men, and he answered as best he could. By
this time he was used to the printed publicity that followed his work,
and he knew the value of it. So he was always courteous and kind to
the reporters and photographers, patiently posing for the latter and
letting them take as many pictures as they wanted.
It was a great feat, and every one realized that. As soon as
enterprising reporters had telephoned the facts in to their papers in
San Francisco, whistles were blown and bells were rung to celebrate
the event. Tom was a popular hero, much as he disliked the role.
The news of his arrival was flashed back over land wires and by
means of radio to New York and the East, though Tom did not wait
for Mary and his father to receive the good news in this indirect way.
As soon as he had given the reporters the gist of the story, speaking
of the terrible storm through which they had run, Tom had his
operator get in touch with his home on the radio. In a short time
Tom’s voice was heard in the house at Shopton where Mary, her
father and mother, and Mr. Swift had been sitting, anxiously waiting.
It was night there, though still daylight in San Francisco.
“I’m all right, Dad!” reported the young inventor. “Didn’t make it
quite as speedily as I hoped, but I’ll do better on the return trip.
How’s Mary?”
“She’s all right,” answered Mr. Swift. “She will speak to you in a
moment. But, Tom, be careful. I’m worried about you. A number of
mysterious messages have come in over the telephone wires during
the day. I’m afraid your enemies are still on your trail.”
“Well, maybe they are, Dad, but I think I have given them the
slip,” laughed Tom. “Anyhow, they couldn’t stop me from making this
one trip. And now let me talk to Mary.”
They were soon in conversation and the girl was greatly relieved
to learn that Tom and his friends were safe.
“But do be careful, won’t you?” she begged.
“I sure will!” Tom promised. “Don’t worry! I haven’t seen any of
those fellows out here. Guess it was too far for them.”
He was soon to learn, however, that this was not the case.
Bidding Mary good-bye over the radio and promising to talk to her
again as soon as he could, Tom shut off the power on the wireless
and made preparations for having his machine guarded during the
night. Except for some of the mechanicians who would sleep on
board, the others were to go to a hotel. There they would get some
much-needed rest and prepare to make the return trip in a few days.
Tom wanted time, however, to have the engines carefully gone over.
Also he wanted to communicate with the crews in Denver and
Chicago and have them alert and ready to speed him on his way
when the return trip should be made.
A hasty inspection of the Osprey showed that the plane had
sustained no damage in flying through the storm, but could, after a
few adjustments, make the return journey.
“Well, what do you say to a good bath, Ned, and a lobster
supper?” asked Tom of his chum, when they had summoned an
automobile which would take them and Mr. Damon, with Eradicate,
to the hotel.
“That sounds good to me,” Ned answered.
“Koku he stay and guard machine,” announced the big giant
proudly, for Tom had informed him that was to be his duty.
“Don’t let anybody near it,” cautioned his master.
“Anybody come—Koku make ’um all full holes,” was the grim
answer.
“Mebby Ah better stay, too,” suggested Eradicate.
“No, I want you with me, Rad,” Tom said. “I need looking after
and so does Ned. We brought only one suit of clothes each, and
they need pressing.”
“Dat’s whut I’ll do!” said the old colored man. He was pleased
thus to serve his master.
So great was the interest manifested by the papers in Tom’s
exploit that he could hardly get away from the reporters long enough
to eat. At last he had fairly to beg them to give him a few minutes of
quiet, and reluctantly they consented.
But after he had bathed and dined they were at him again, so it
was long past midnight when Tom was really free. Mr. Damon, tired
with the unusual trip, had retired, and thus Tom and his financial
manager found themselves left pretty much alone.
“I don’t feel a bit like sleeping,” Tom said, “I’d only toss and
tumble if I went to bed.”
“Same here,” agreed Ned.
“What do you say if we take a run out to the plane?” asked Tom.
“I’d like to make sure she’s all right, even with Koku and the others
on guard. There’s altogether too much curiosity about her.”
“I’m with you—come on.”
A taxicab took them out to the landing field, but, being a new
man, the driver made a wrong approach and found himself on a blind
road, half a mile from the Osprey’s landing place.
“Never mind,” said Tom, when the man offered to go back and
approach by the proper route. “We can make better time by walking
across lots. This will do.”
Tom paid and dismissed the driver and then he and Ned made
their way through the darkness, somewhat illuminated by the moon,
toward the place where the craft rested. Their approach was
unnoticed, which was beginning to make Tom think that perhaps
Koku was not as active on guard duty as he might have been, when
suddenly from the bushes just ahead of them a man sprang. He
started to run away, but Ned, sensing something suspicious in his
movements, sprang forward and caught hold of him.
“Who are you?” cried the young financial manager. “What have
you been doing? Show a light here, Tom,” for Ned knew his chum
carried a pocket flashlight.
When the gleam was thrown on the man’s face Tom cried:
“Kenny! You here!”
Then, to the surprise of Tom and Ned, the fellow broke down and
actually began to whimper as if his spirit was broken.
“I give up, Mr. Swift!” he exclaimed. “I can’t fight against you! It’s
too big a thing you’ve done. Nobody else could have done it. I’m
through with those fellows! But look out—they’ll ruin you if they get
the chance. Now have me arrested if you want to—I’m done!”
He stood there, making no effort to escape, a broken, dejected
man.
CHAPTER XXIII
ANOTHER CAPTURE
Tom Swift could not understand this attitude on the part of Kenny.
The fellow had been one of the four (including the two mysterious
masked men) who had captured Tom in the tunnel and had held him
a prisoner on the island in the lake. Kenny had seemed as relentless
and vicious as any of the four who were intent on getting away from
Tom his patent on the airline express.
Now, after an easy capture, Kenny had broken down—given up—
and professed to be sorry. It did not seem natural. No wonder Tom
and Ned were on their guard.
“What were you doing back there at the plane, if that’s where you
were?” demanded Tom, while Ned held the prisoner fast.
“Yes, I was near your plane, but I didn’t do any damage—I—I just
couldn’t,” Kenny faltered.
“Were you going to do any damage?” Tom inquired sternly.
“I was—if I could—yes,” was the reply. “They wanted me to blow
it up or damage it in some way, so you couldn’t make the return trip.
But I hadn’t the heart to do it—I just couldn’t bring myself to it, Mr.
Swift—I just couldn’t.”
“Who do you mean wanted you to blow up my machine?” asked
the young inventor. “Was it Schlump and those two masked men?
Who are they, anyhow?”
“Yes, it was them. But I can’t tell you who those other two are,”
was the reply. “It would mean death to me if I squealed. But I’m
through. Do what you like with me, only don’t let those fellows get
hold of me. I’m done for if you do.”
“How do you know but what you aren’t done for now?” asked Ned
grimly. “We’ve got you fast, and your confession is enough to send
you to jail. Kidnapping is a serious crime, you know.”
“I don’t mind going to jail,” whimpered Kenny. “That would be
better than being killed—never knowing when the blow was going to
fall. If I’m in jail they can’t get me. And they’ll try to, for they’ll soon
know I didn’t carry out my end of the bargain.”
“Well, you’re going to jail all right!” declared Tom. “It may be the
best and safest place for you, and I surely will feel better when
you’re behind bars. But what’s the game, anyhow? Why should
Schlump and those two masked men want to do me harm?”
“I can’t tell you,” Kenny faltered. “I have betrayed them enough as
it is, and I’m not going to say any more. I give up—that’s enough for
you—and I warn you to look out. Now all I want is protection from
them. Have me locked up; I deserve it.”
This Tom and Ned had decided at once to do. But they were still
suspicious over Kenny’s sudden breakdown after his capture. That
might be a plot to throw them off the track, to enable the other
plotters to get in their work. Tom resolved to be on his guard.
Koku and some of the others in the plane car had come out on
hearing voices, and in a few words the young inventor explained
what had happened.
“I keep him,” said Koku significantly, as he took hold of Kenny.
“Don’t let him kill me!” pleaded the prisoner.
“He won’t hurt you—that is, if you don’t try to get away,” said Tom
grimly.
“I’m not going to. I’m through, I tell you. Why, if I had wanted to I
could have blown you to pieces half an hour ago. Go over there and
look!” he exclaimed, pointing to a spot near some empty boxes and
cases, that had contained materials used in preparing the landing
field.
“Take a look, Ned,” suggested Tom, handing his chum the
flashlight.
In a few minutes Ned came back bearing an object, at the sight of
which some of the workmen cried:
“It’s a bomb! Look out!”
“The firing apparatus has been taken out—here it is,” said Kenny,
and he took something from his pocket. “It can’t go off the way it is,”
he added.
A quick inspection on the part of Tom proved the truth of this. A
bomb had been concealed in the rubbish, and, had it gone off, it very
likely would have wrecked the Osprey, and, possibly, have injured or
killed those in the car.
“But I couldn’t do it,” confessed Kenny. “I had it all ready to plant
and was going to set the time fuse when I weakened.”
“Why did you do that?” asked Tom, still suspicious.
“To tell you the truth, it was because I couldn’t bear to wreck such
a fine machine as you have made,” Kenny admitted, and there was a
bit of pride in his voice and look. “I’m a good mechanic,” he went on.
“You found that out in the shop before I was discharged, didn’t you?”
he asked.
“Yes, you were an expert in your line,” admitted Tom.
“Well, I got in bad company—maybe that’s how you can account
for it,” proceeded Kenny. “I’m not defending myself—but I got in
wrong and bad. You did right to fire me—but then I wanted my
revenge. I was in the crowd that saw you come down to-day,” he told
Tom. “The gang sent me on here to finish the job which they couldn’t
do in Shopton because you were too well guarded. They figured it
would be easier here, and it was. I didn’t have much trouble hiding
that bomb.
“But when I saw you come sailing in and knew you had almost
done the journey as you said you’d do it—in sixteen hours—I just
didn’t have the heart to destroy the machine. It would be like a man
running his pet auto into a stone wall deliberately. I didn’t have the
heart. You needn’t believe me, but that’s the truth.”
“I do believe you—in that, at least,” Tom said. Being a mechanic
himself he could understand another workman’s love for a wonderful
piece of machinery. “But that doesn’t let you out, Kenny,” said Tom
sternly.
“I know it doesn’t, Mr. Swift. I’m not asking to be let off. I’m better
in jail as it is. I don’t want those fellows to get me, for they’ll know I
double-crossed ’em. Lock me up—that’s all I ask. I’m down and out!”
He really seemed so, and was as honest as he could be under
the circumstances. Strange as it may appear, his love for machinery
in the abstract, his delight in a perfect piece of work, had overcome
his promise to his confederates. Tom believed this much of his story.
The police were notified and Kenny was taken to jail, on the
technical charge, in lieu of another, of unlawfully possessing
explosives. For the time fuse found on him contained a charge heavy
enough in itself to have done considerable damage.
“Well, that’s one out of the way,” commented Tom to Ned after
Kenny had been taken off.
“Yes. But there are three left, according to his talk, and maybe
more,” said the manager. “What are you going to do about them?”
“I’m going to carry on—fly back to New York Tuesday,” was the
answer. “But at the same time I’ll be on the watch. It is hardly
possible that any more of the gang are out here. They depended on
Kenny, and he double-crossed them, to our advantage. And they
won’t have time to start anything at Denver or Chicago—they can’t
get there in time. They’ll know, of course, by watching the papers,
that nothing happened to us here. They can argue either that Kenny
failed or threw them down—it doesn’t matter which they decide on.
But their next move will be made at the Long Island field—if they
move at all.”
And, thinking it over, Ned came to the same conclusion.
Accordingly preparations were made for the return trip of the
Osprey to Denver where the Eagle would pick up the car and carry it
to Chicago.
There were enthusiastic scenes as Tom hopped off early
Tuesday morning, when it was hardly daylight. He had sent a
message the night before to Mary and his father, telling them of the
start.
Tom’s trip back to the East was even more successful than his
trip out, and he made better flying time by the hour, for no storm was
encountered. The same wild scenes of greeting when he landed in
Denver and Chicago were witnessed again, and word of his progress
was flashed by wireless and telegraph as he passed over city after
city on his way home.
In due time he reached the landing field in Long Island and
received a roaring welcome. The first round trip had been made
successfully, and but five more remained to be made before the rich
Mr. Jacks would put in enough money to insure the financial success
of the new enterprise. And once it became known that Jacks had
invested others would do the same, Tom reasoned.
So it was with a feeling of pride and satisfaction that Tom went
back to Shopton to tell his father and Mary all the details. He decided

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1. Information that is related to past events is relevant in the decision-making process.

4. The outsourcing decision is also referred to as a “make-or-buy” decision.

6. In an outsourcing decision, unavoidable fixed costs are irrelevant.

7. In an outsourcing decision, avoidable fixed costs are irrelevant.

8. In an outsourcing decision, variable costs of production are relevant.

19. Minimization of contribution margin is a common objective function in linear programming.

20. Minimization of variable costs is a common objective function in linear programming.

21. Maximization of variable costs is a common objective function in linear programming.

22. Maximization of contribution margin is a common objective function in linear programming.

23. In linear programming, resource constraints are usually expressed as inequalities.

25. In linear programming, a slack variable is associated with constraints.

26. In linear programming, a surplus variable is associated with constraints.

27. In linear programming, a surplus variable represents overachievement of minimum requirements.

38. In linear programming, a ______________________________ represents the unused amount of a resource

39. In linear programming, a ______________________________ represents the overachievement of a

42. Which of the following is not a characteristic of relevant costing information? It is

43. A fixed cost is relevant if it is

46. If a cost is irrelevant to a decision, the cost could not be

48. The term incremental cost refers to

49. A cost is sunk if it

51. Irrelevant costs generally include

Sunk costs Historical costs Allocated costs

Variable Avoidable fixed Unavoidable fixed

56. In a make or buy decision, the opportunity cost of capacity could

57. Which of the following are relevant in a make or buy decision?

Prime costs Sunk costs Incremental costs

A. yes yes yes

58. In a make or buy decision, the reliability of a potential supplier is

63. An outside firm selected to provide services to an organization is called a

64. Fixed costs are ignored in allocating scarce resources because

68. An ad hoc sales discount is

87. Kellman Corporation

88. Waldrup Corporation

89. Waldrup Corporation

Total fixed overhead is $380,000.

93. Atlanta Motors

Old machine New machine

94. Atlanta Motors

Old machine New machine

95. Atlanta Motors

Old machine New machine

Old machine New machine

97. Brooklyn Bakers

Old machine New machine

Old machine New machine

99. Brooklyn Bakers

Old machine New machine

Old machine New machine

101. Kenwood Electronics Corporation

Sales price per unit $30

Sales price per unit $30

103. Memory Division of Missing Byte, Inc.

Direct material $50

Direct material $50