Reference no: EM131361470

Assignment

Thompson Industrial Products Inc. (TIPI) is a diversified industrial-cleaner processing company. The company's Dargan plant produces two products: a table cleaner and a floor cleaner from a common set of chemical inputs (CDG). Each week 900,000 ounces of chemical input are processed at a cost of $210,000 into 600,000 ounces of floor cleaner and 300,000 ounces of table cleaner. The floor cleaner has no market value until it is converted into a polish with the trade name Floor Shine. The additional processing costs for this conversion amount to $240,000.

FloorShine sells at $20 per 30-ounce bottle. The table cleaner can be sold for $17 per 25-ounce bottle. However, the table cleaner can be converted into two other products by adding 300,000 ounces of another compound (TCP) to the 300,000 ounces of table cleaner.

This joint process will yield 300,000 ounces each of table stain remover (TSR) and table polish (TP). The additional processing costs for this process amount to $100,000. Both table products can be sold for $14 per 25-ounce bottle.

The company decided not to process the table cleaner into TSR and TP based on the following analysis.

                                                   Process Further
                                                   Table Stain
                                 Table           Remover      Table Polish
                                 Cleaner        (TSR)          (TP)             Total
Production in ounces    300,000      300,000       300,000
Revenue                     $204,000     $168,000     $168,000     $336,000
Costs:
CDG costs                  70,000*       52,500        52,500         105,000**
TCP costs                   0                 50,000        50,000         100,000
Total costs                 70,000         102,500      102,500        205,000
Weekly gross profit     $134,000     $ 65,500     $ 65,500       $131,000

*If table cleaner is not processed further, it is allocated 1/3 of the $210,000 of CDG cost, which is equal to 1/3 of the total physical output.
**If table cleaner is processed further, total physical output is 1,200,000 ounces. TSR and TP combined account for 50% of the total physical output and are each allocated 25% of the CDG cost.

Instructions

(a) Determine if management made the correct decision to not process the table cleaner further by doing the following.

(1) Calculate the company's total weekly gross profit assuming the table cleaner is not processed further.
(2) Calculate the company's total weekly gross profit assuming the table cleaner is processed further.
(3) Compare the resulting net incomes and comment on management's decision.

(b) Using incremental analysis, determine if the table cleaner should be processed further. (CMA adapted)

(2) Gross Profit $186,000.