Question 1

The time it takes to produce one unit of product is called

Accepted Answer

A)  velocity. 
B)  delivery time. 
C)  cycle time. 
D)  turnover. 
A)  velocity. 
B)  delivery time. 
C)  cycle time. 
D)  turnover.

Question 2

Delivery performance can be improved by

Accepted Answer

A)  decreasing cycle time. 
B)  increasing cycle time. 
C)  decreasing velocity. 
D)  increasing turnover. 
A)  decreasing cycle time. 
B)  increasing cycle time. 
C)  decreasing velocity. 
D)  increasing turnover.

Question 3

Roberts, Inc., manufactures a product that experiences the following activities:   The MCE for the product is

Accepted Answer

A)  0.48. 
B)  0.45. 
C)  0.42. 
D)  0.30. 
A)  0.48. 
B)  0.45. 
C)  0.42. 
D)  0.30.

Question 4

Marshek Industries has the theoretical capability to produce 119,000 units per month but currently produces 102,000 units.The conversion cost for the month is $3,750,000.There are 8,500 production hours available within the plant per month.In addition to processing time, to produce a unit takes 15 minutes of move time and 10 minutes of wait time.
Required:

Accepted Answer

The answer of Marshek Industries has the theoretical capability to...

Question 5

Which of the following statements is true regarding lag measures?

Accepted Answer

A)  lag measures are measures that relate to customers 
B)  lag measures are factors that drive future performance 
C)  lag measures are performance drivers 
D)  lag measures include measures such as customer profitability 
A)  lag measures are measures that relate to customers 
B)  lag measures are factors that drive future performance 
C)  lag measures are performance drivers 
D)  lag measures include measures such as customer profitability

Question 6

For a firm to have balanced measures, the measures selected must be balanced between

Accepted Answer

A)  lag and lead measures. 
B)  objective and subjective measures. 
C)  financial and nonfinancial measures. 
D)  all of these. 
A)  lag and lead measures. 
B)  objective and subjective measures. 
C)  financial and nonfinancial measures. 
D)  all of these.

Question 7

Which of the following is a perspective of strategic-based responsibility accounting but is NOT a perspective of activity-based responsibility accounting?

Accepted Answer

A)  financial perspective 
B)  process perspective 
C)  customer perspective 
D)  all of these 
A)  financial perspective 
B)  process perspective 
C)  customer perspective 
D)  all of these

Question 8

Lead measures are critical to strategy because

Accepted Answer

A)  they are based on actual activity. 
B)  they are an independent part of the system. 
C)  there should be a causal linkage with strategy. 
D)  they are outcome measures. 
A)  they are based on actual activity. 
B)  they are an independent part of the system. 
C)  there should be a causal linkage with strategy. 
D)  they are outcome measures.

Question 9

Which of the following is NOT a major enabling factor of the learning and growth perspective?

Accepted Answer

A)  customer attributes 
B)  information system capabilities 
C)  employee attitudes 
D)  employee capabilities 
A)  customer attributes 
B)  information system capabilities 
C)  employee attitudes 
D)  employee capabilities

Question 10

Compare and contrast activity-based measures and strategic-based measures.

Accepted Answer

Activity-based measures are concerned wi

Question 11

Which of the following is not a strategic theme of the financial perspective?

Accepted Answer

A)  revenue growth 
B)  asset utilization 
C)  employee capability 
D)  risk management 
A)  revenue growth 
B)  asset utilization 
C)  employee capability 
D)  risk management

Question 12

Tomassi Company would like to increase its operational efficiency.For the first quarter of operations during the current year, the following data were reported:
   Required:

Accepted Answer

The answer of Tomassi Company would like to increase its...

Question 13

Double-loop feedback can be defined as

Accepted Answer

A)  feedback that deals with both the effectiveness of strategy implementation and the validity of the assumptions underlying the strategy. 
B)  feedback that emphasizes the effectiveness of strategy implementation and the costs of implementation. 
C)  feedback that emphasizes the validity and assumptions underlying the strategy and the costs of the strategy. 
D)  feedback on lead indicators and lag indicators. 
A)  feedback that deals with both the effectiveness of strategy implementation and the validity of the assumptions underlying the strategy. 
B)  feedback that emphasizes the effectiveness of strategy implementation and the costs of implementation. 
C)  feedback that emphasizes the validity and assumptions underlying the strategy and the costs of the strategy. 
D)  feedback on lead indicators and lag indicators.

Question 14

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

Accepted Answer

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

Question 15

Which of the following would be considered a lead measure for employee capabilities?

Accepted Answer

A)  employee satisfaction 
B)  employee turnover 
C)  employee productivity 
D)  number of training hours 
A)  employee satisfaction 
B)  employee turnover 
C)  employee productivity 
D)  number of training hours

Question 16

Harris, Inc., manufactures a product that experiences the following activities:   The MCE for the product is

Accepted Answer

A)  0.33. 
B)  0.27. 
C)  0.25. 
D)  0.18. 
A)  0.33. 
B)  0.27. 
C)  0.25. 
D)  0.18.

Question 17

Business strategy is concerned with

Accepted Answer

A)  choosing market and customer segments. 
B)  identifying critical internal and business processes. 
C)  selecting individual and organizational properties required. 
D)  all of these. 
A)  choosing market and customer segments. 
B)  identifying critical internal and business processes. 
C)  selecting individual and organizational properties required. 
D)  all of these.

Question 18

Double-loop feedback occurs under what conditions?

Accepted Answer

A)  When managers receive information about both the effectiveness of strategy implementation as well as the validity of assumptions. 
B)  When managers receive feedback information from two information sources. 
C)  When managers validate the feedback information by double checking it. 
D)  When managers receive information about the effectiveness of the controls and the effectiveness of the implementation. 
A)  When managers receive information about both the effectiveness of strategy implementation as well as the validity of assumptions. 
B)  When managers receive feedback information from two information sources. 
C)  When managers validate the feedback information by double checking it. 
D)  When managers receive information about the effectiveness of the controls and the effectiveness of the implementation.

Question 19

At the beginning of 2011, Peters Company installed a JIT purchasing and manufacturing system.The following information has been gathered about one of the company's products:   
-The theoretical velocity per hour is

Accepted Answer

A)  4.0 units. 
B)  3.6 units. 
C)  1.1 units. 
D)  1.0 units. 
A)  4.0 units. 
B)  3.6 units. 
C)  1.1 units. 
D)  1.0 units.

Question 20

Which of the following would be a lead measure?

Accepted Answer

A)  customer profitability 
B)  cost per employee 
C)  return on investment 
D)  employee training hours 
A)  customer profitability 
B)  cost per employee 
C)  return on investment 
D)  employee training hours

The time it takes to produce one unit of product is called

Delivery performance can be improved by

Roberts, Inc., manufactures a product that experiences the following activities: The MCE for the product is

Which of the following statements is true regarding lag measures?

For a firm to have balanced measures, the measures selected must be balanced between

Which of the following is a perspective of strategic-based responsibility accounting but is NOT a perspective of activity-based responsibility accounting?

Lead measures are critical to strategy because

Which of the following is NOT a major enabling factor of the learning and growth perspective?

Compare and contrast activity-based measures and strategic-based measures.

Which of the following is not a strategic theme of the financial perspective?

Tomassi Company would like to increase its operational efficiency.For the first quarter of operations during the current year, the following data were reported: Required:

Double-loop feedback can be defined as

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

Which of the following would be considered a lead measure for employee capabilities?

Harris, Inc., manufactures a product that experiences the following activities: The MCE for the product is

Business strategy is concerned with

Double-loop feedback occurs under what conditions?

At the beginning of 2011, Peters Company installed a JIT purchasing and manufacturing system.The following information has been gathered about one of the company's products: -The theoretical velocity per hour is

Which of the following would be a lead measure?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

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

Filters

Exam 13: The Balanced Scorecard: Strategic-Based Control

The time it takes to produce one unit of product is called

Delivery performance can be improved by

Roberts, Inc., manufactures a product that experiences the following activities: The MCE for the product is

Which of the following statements is true regarding lag measures?

For a firm to have balanced measures, the measures selected must be balanced between

Which of the following is a perspective of strategic-based responsibility accounting but is NOT a perspective of activity-based responsibility accounting?

Lead measures are critical to strategy because

Which of the following is NOT a major enabling factor of the learning and growth perspective?

Compare and contrast activity-based measures and strategic-based measures.

Which of the following is not a strategic theme of the financial perspective?

Tomassi Company would like to increase its operational efficiency.For the first quarter of operations during the current year, the following data were reported: Required:

Double-loop feedback can be defined as

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

Which of the following would be considered a lead measure for employee capabilities?

Harris, Inc., manufactures a product that experiences the following activities: The MCE for the product is

Business strategy is concerned with

Double-loop feedback occurs under what conditions?

At the beginning of 2011, Peters Company installed a JIT purchasing and manufacturing system.The following information has been gathered about one of the company's products: -The theoretical velocity per hour is

Which of the following would be a lead measure?

Introduction to Cost Management

Basic Cost Management Concepts

Cost Behavior

Activity-Based Costing

Product and Service Costing: Job-Order System

Process Costing

Allocating Costs of Support Departments and Joint Products

Budgeting for Planning and Control

Standard Costing: a Functional-Based Control Approach

Decentralization: Responsibility Accounting, Performance Evaluation, and Transfer Pricing

Strategic Cost Management

Activity-Based Management

Quality and Environmental Cost Management

Lean Accounting and Productivity Measurement

Cost-Volume-Profit Analysis

Activity Resource Usage Model and Tactical Decision Making

Pricing and Profitability Analysis

Capital Investment

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

Filters