Of all the times this hard drive could crash, it had to be now,” Marcy cried. “How can I finish the June financial reports withoutall the information? I knew I should have backed up the disk lastnight before I left work.” News of the disaster traveled quicklythrough the office, and people began to stop by her cubicle tooffer their help.
John was the first to the rescue. “Itmight not be as bad as you think, Marcy. I have the financialreports from May right here. According to the balance sheet, we hada total inventory of $99,000 at the end of May. And I remember thatthe Finished Goods Inventory was one-third of that amount.”
“I just finished the inventory countslast night,” Peter chimed in from across the hall. “According to mytally sheets, we finished June with $80,000 in Direct MaterialsInventory, $52,000 in Work in Process Inventory, and $25,000 inFinished Goods Inventory. This was a 100% increase from thebalances in Direct Materials Inventory and Work in ProcessInventory at the end of May. I bet with a little more investigativework, we can get all the numbers you need to complete thereports.”
Sally called from Payroll to tellMarcy that the company had paid a total of $36,000 for direct laborduring June. Juan, the billing supervisor, e-mailed Marcy that thecompany had sent out invoices to customers totaling $291,000.
Marcy knew that the overhead rate was200% of direct labor costs. She also knew that the company pricedits product using a 50% markup on the cost of goods sold. Armedwith all this information, she sat down to reconstruct theinventory accounts for June.
1. Begininng finished goods:
2. Beginning direct materials:
3. Beginning work in process:
4. Cost of goods sold:
5. Cost of goods manufactured
6. Direct material used:
7. Purchases:
8. Direct labor:
9. overhead:
