Contents % ' ! 0
Chapter-wise Marks Distribution
I-5
Previous Exams Trend Analysis
I-7
Chapter-wise Comparison with Study Material
I-11
4 . % % ' ' . ! ) . + ! ! - 4 . 3 / / ) 3 # ) # # ) ' % % $ 4 ! 2 4 3
PART A
Chapter 1 INTRODUCTION TO STRATEGIC COST MANAGEMENT
1.3
Chapter 2 MODERN BUSINESS ENVIRONMENT
2.1
Chapter 3 3.1
LEAN SYSTEM AND INNOVATION
Chapter 4 COST MANAGEMENT TECHNIQUES
4.1
Chapter 5 5.1
DECISION MAKING
Chapter 6 6.1
PRICING DECISION
I-13
3 4 . % 4 . / #
I-14
% ' ! 0
. / ) 4 ! 5 , ! 6 % % # . ! 2 / & 2 % 0
PART B
, / 2 4 . / #
Chapter 7 PERFORMANCE MEASUREMENT AND EVALUATION
7.3
Chapter 8 DIVISIONAL TRANSFER PRICING
8.1
Chapter 9 STRATEGIC ANALYSIS OF OPERATING INCOME
9.1
Chapter 10 BUDGETARY CONTROL
10.1
Chapter 11 STANDARD COSTING
Solved Paper: December 2021 (Suggested Answer) Solved Paper: May 2022 (Suggested Answer)
11.1 P.1 P.26
2
MODERN BUSINESS ENVIRONMENT
CHAPTER
2.1 COST OF QUALITY Que. 1. (Components of Cost of Equity) Classify the following items under appropriate categories of quality costs, viz., Prevention Costs (PC), Appraisal Costs (AC), Internal Failure Costs (IFC) and External Failure Costs (EFC): (i) Unplanned replacement to customers (ii) Correction of a bank statement TAXMANN®
(iii) Design review (iv) Equipment accuracy check (v) Staff training (vi) Reprocessing of a loan operation (vii) Product liability warranty (viii) Product acceptance (ix) Wastage of material (x) Planned maintenance of equipment (You may opt for the following format and fill in the appropriate Roman numerals under each column) Cost o
PC
AC
IFC
EFC
Q. Nos. o
×
×
×
×
Ans. Appropriate Categories of Quality Costs
x
iv
ii
i
viii
2.1
vi ix
v
EFC
Q. Nos.
IFC
iii
AC
PC
Costs
vii
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.2
Que. 2. (Cost of Quality) RAX is a market manufacturing organization produces and sells a single product. The cost data per unit for the year 2021 is predicted as below: ` per unit Direct Material
35
Direct Labour
25
Variable Overheads
15
Selling Price
90
RAX has forecast that demand for the product during the year 2021 will be 28,000 units. However, to satisfy this level of demand, production quantity will be increased? There are no opening stock and closing stock of the product. The stock level of material remains unchanged throughout the period.
TAXMANN®
The following additional information regarding costs and revenue are given: - 12.5% of the items delivered to customers will be rejected due to specification failure and will require free replacement. The cost of delivering the replacement item is `5 per unit. - 20% of the items produced will be discovered faulty at the inspection stage before they are delivered to customers. - 10% of the direct material will be scrapped due to damage while in storage. Due to above, total quality costs for the year is expected to be `10,75,556. The company is now considering the following proposal: 1. To introduce training programs for the workers which, the management of the company believes, will reduce the level of faulty production to 10%. This training program will cost `4,50,000 per annum. 2. To avail the services of quality control consultant at an annual charges of `50,000 which would reduce the percentage of faulty items delivered to customers to 9.5%. Required (i) PREPARE a statement of expected quality costs the company would incur if it accepts the proposal. Costs are to be calculated using the four recognised quality costs heads. (ii) Would you RECOMMEND the proposal? Give financial and non-financial reasons. [MTP Oct. 2018/RTP Nov. 2021]
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
S T I N U
] S T I N U [
] S T I N U [
Internal Failure Cost
TAXMANN®
S T I N U
T S O # E R U L I A & L A N R E T X %
S T I N U
S T I N U
S T I N U
"
D E C U D O R 0 S T I N U F O D RE E T BC MJ E UE .2
S T I N U
!
O T D E H C T A P S I $ S T I N U FS O R RE E M BO T MS UU .#
S T I N U
S T I N U
`
N O I T C U D O R 0 Y T L U A & F O T S O #
! $
"
D E R E V O C S I $ S T I N U F O R E Y BT L MU UA .&
S T I N U [
]
S T I N U [
]
`
S T I N U
D E C A L P E 2 S T I N U F O R E B M U .
"
!
S T I N U
"
S T I N U
S T I N U
!
O T D E H C T A P S I $ S T I N U FS O R RE E M BO T MS UU .#
`
D N A M E $ S R E M O T S U #
§ 32,000units · § 30,939units · ¨© ¸¹ . ¨© ¸¹ 80% 90%
` `
Proposed Situation
Current Situation Particulars
S T S O # Y T I L A U 1 L A T O 4
`
S T S O # L A S I A R P P !
S T S O # E R U L I A & L A N R E T N )
`
Proposed Situation
§ 28,000units · § 28,000units · ¨© ¸.¨ ¸ 87.5% ¹ © 90.5% ¹
S T S O # N O I T N E V E R 0
S T S O # E R U L I A & L A N R E T X %
`
Current Situation Particulars
Proposed Situation (`) Current Situation (` ) Particulars
2.3
Ans.
(i) Statement of ‘Expected Quality Costs’
Workings
External Failure Cost
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.4
Particulars
`
`
`
`
%
$
T S O # E R U L I A & L A N R E T N )
`
`
] % S T I N U [ ] S T I N U [
D E P P A R C 3 L A I R E T A F O T S O #
§ 40,000 units · § 34,377 units · x10% ¸ . ¨ x10% ¸ ©¨ ¹© ¹ 90% 90%
Proposed Situation
S T I N U
S T I N U
D E P P A R C 3 L A I R E T A -
Current Situation
SI SD EET L BRIHU E ETO HC LT A DH S ORNNS PEAA8 S OVHT !E RENC 2C PWEU YDEN EOA CA H(M T ONM TS RAR T P YPLO S EO NYAF T B CC R AI LNE CY PA AT P TI LMU/M Q O O A E R NUCTR E DQEUAT L HOHG N B U T S A N OI T S O H S E A L S E K S RR R T 8 E A I A DCM ! I E T 2 V S SO SFNA R DOOHY P NECTNM USOYAI OATNPO RESAMT P R G R O C L OMC LN A T A O I S C I EO C NF ACH NA P ATO AS RSER NI E S I P EHAA F T R N E EH YE O OR L H I E T C E T T R NT A UEBT I P PS E YUYC UA PAC NA EMA MR /C
(ii) Recommendation
-
TAXMANN®
`
Que. 3. (Optimal Cost of Quality) Gaur Hari Ltd. produces and sells a single product. Presently the company is having its quality control system in a small way at an annual external failure and internal failure costs of ` 4,40,000 and ` 8,50,000 respectively. As the company is not able to ensure supply of good quality products upto the expectations of its customers and wants to manage competition to retain market share considers an alternative quality control system. It is expected that the implementation of the system annually will lead to a prevention cost of ` 5,60,000 and an appraisal cost of ` 70,000. The external and internal failure costs will reduce by ` 1,00,000 and ` 4,10,000 respectively in the new system. All other activities and costs will remain unchanged. Required (i) EXAMINE the new quality control proposal and recommend the acceptance or otherwise of the proposal both from financial and non-financial perspectives. (ii) What is your ADVICE to the company, if the company wants to achieve zero defect through a continuous quality improvement program? (iii) SUGGEST a suitable quality control level at a minimum cost. [May 2018](10 Marks)
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
TO FEY RC HO T R FE MA O N F IS BGE OT S GNDI E T E I NM VC OAI I E IRNT C I A E N UF MCS : U DO I I D L EE D E OT C R R S EMEI E P MMWHN S O T IAL T T LTUN R N O EG E S F E E D OS MR S I IMS AP C TEO S C L EANPLA E F D Y HI M L M T T S E II E TT E S O F Y A V4 A OO S ECR S L T KS I E H CPNRI E E O M WNI T MWL I A YM I SEEC T I RUVRA L A OOOGF UFURNL E P I QNNM D D I O T I EC IUY N S OSLR C A NC U NO EO OI R R T N C OUEN D NN E I DNTV S I T A OANN N T A E I W O ECT CFN L NCS OI G B A I ET E SS S MF S E OREAMD PODCRR O O O F SFR VL N E I DL V OE TC O ZAA )
L EEEA TB R BE A T O ENDH T R L AU 4E G H ACOS SH T E ST S S !S H I E R C OC I H C SH GENC T I A W S H E T F EEME A BHRD T O TRF F S N O UE OL VC ME E V NE E CWOL NOND AHFE T MDOP TE RES T OP C OC F ECA N M OC CCSE U T FACH M T E O I EF S N R SA E I A T DE S M OS S T CC ANA E T EF SF RAA T EOCEE C EDLNBR E I F EA F V E L L R DOEI Y O L T WF N I A L E OT I ER A S U E ET ! E VR H HQ T EOD F P I ET O D T H L COCUU R S U T BOS AP DL ORE IHO 4E RNSC -
(iii)
BZ Ltd.
CZ Ltd.
` 240
` 234
` 260
3%
5%
2%
% of Defective of total receipts
`
`
`
AZ Ltd.
Price quoted by supplier (per hundred units)
TAXMANN®
OMY WT N ED OA NA RP F EE M R L HL E O T LV C I WWEE ETWH I IOT V S(E FA V O D O TE B N T A I P D O E E PC T A EC T VA S I E S T B C A E T PO W SN E R E I V D PL F O LU L O A A I H TS N C I O NS O L P P AO O NT R E R I F N VP I EO C T W HC E EN T FP YO T I ML TSE OASRH RUOET P F QCL T L P A RA YO E I L NC C FO G NC NA LT I AA I IN D D RSDIL OODFU CPANO O CR NOH !P ANS (ii)
-
(i)
TY T YE S RRSEFC S G T S MN NDR R I OEIHOE O A T E E S I S I A V F F L F R E A T R D F P E S N E S P R R A R Y D OWEDO R C M N E O R L T COHA A CE N R E E A O 4 S I N( E EDRCHVOWIY U F T L O CIL EEDN YA S R N NOIEE HE A H V NALS A T AF4R AENE E L MOA H UTHSROR R T T SATNOTO N RDRFOM F OYN R E N N E F U E O R E R N T T N T TMATEI S E I O I E DX H T Y R E O S L C E C S TT 4C U G S A O BEO N D E NI N HS C E U E I S L H N I T HA S A CR R E E CTS L S B H N E D C E F L C P A EAEO U D O H A I XKSF UT T S DYM N R I S L E S I , L EBRT R T E S A R RSH S IT RE E SR OO T EF E OH ETUU LR L N J R R R I M C UNCAI R UUSB O WL A I E O E( L I F H Y C I E R T A ST H T A E R S DE MF I FTUO L HTUFL RA LONAB EA L E I T C UU T I A ' E S S Y S E N G N E N T Q E Y S A RS NEH RNE E S U I E O HTE OWC T A T T T A T CE NC SX N WE WX CMS E EEEBAE T VYCEYYN S M NDA T B T T R N E I P I I E L R OL L R A FNE I E A A F OC M O PAH ARHF UE NUNEUQV NLCSNN Q Q N P N A E A O O ON O I N O I DSORO CM I C T R S R E I OT O S A T H P E UO SANR GM T T T L O L E 4 C O N E N A F OG HENI N I R " EI N F T F E L D T F L O ME O E C IS G N N O D S C N W EC L E N A S R S M L I A U I P C N T P T I SETN I O T S SF V A I S A MAH OO I HCN L NN NC NC N SUI )MT I I I Ans.
2.5
`
`
customer’s satisfaction and organisations profitability
-
-
-
acceptable level of defects
Que. 4. (Cost of Quality; SIT) A manufacturing organization Brain Grain is producing a single product RAXY which require three component. Brain Grain purchases each of these component from three suppliers AZ Ltd, BZ Ltd and CZ Ltd. The following information are available:
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.6
If the defectives are not detected they are utilized in production causing a damage of ` 200 per 100 units of the component. Total requirements is 12,000 units of the components. The company intends to introduce a system of inspection for the components on receipt. The inspection cost is estimated at ` 26 per 100 units of the components. Such as inspection will be able to detect only 90% of the defective components received. No payment will be made for components found to be defective in inspection. Required (i) ADVICE whether inspection at the point of receipt is justified. (ii) Which of the three suppliers should be asked to supply? [Nov. 2018](10 Marks) Ans. (i) A. Statement Showing Effective Cost before Inspection
S T S O #
`
EO VP I T M C EO F C E $ N OR EE GP A M A $ N O I T S C UT DN OE RN O 0P S T MN OE #N
Add:
S T N E N O P M O # F O E S A H C R U 0
TAXMANN®
CZ Ltd.
BZ Ltd.
S O . D E T C E P X % S E V I T C E F E $
AZ Ltd.
S O . S E I L P P U 3 S T I N 5
Particulars
-
S O . S T N E N O P M O # D O O ' S T N E N O P M O # D O O ' R E P T S O #
256.84
L A T O 4
253.61
269.39
B. Statement Showing Effective Cost after Inspection
S T N E N O P M O # F O E S A H C R U 0
T S O # N O I T C E P S N )
S O . D E T C E P X % T O . S T C E F E $ S O . D E T C E P X % S E V I T C E F E $ R O & D I A 0 S T N E N O P M O #
CZ Ltd.
BZ Ltd.
AZ Ltd.
S O . S E I L P P U 3 S T I N 5
Particulars
S T S O # Add:
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
S O . S T N E N O P M O # D O O '
287.47 263.65
Add:
S T N E N O P M O # D O O ' R E P T S O #
268.16
L A T O 4
CZ Ltd. E V I T C E F R E E $P N O E G A M A $ N O I T SS C T UTN N DE E ON N RO O 0P P MM OO #C
D N I F E W N EO VT I OC BE AP S NN WI OF HO SM "E T DS NY AS !A L L NA OT I S T N A UI T O I T S L RA E C DI NM UO TN S O OC CE EE HB T GO T NN I R L A L PI MW T OI CT A NH /T
NTS S VO NI N N T I ET R IEA T A VC EACMTP N E P I GNL D O A NOEL N S I I E M A T K V S ECEE O L EESD HA A P S I SBRWR EN E ORT R R I D E A E A GI I NL 4NL M EP P )I 6 P * P E M U S UT E G O R SN NC F I EEET N T I HMHC N T EGTP E TF NGO S MI I E N L S EM D I E S L C VA P R U E OD O MF DT IR SEERS NPROKE ORFDED I I OONEV T S E F N A T O ZDI OVN R I ETDE N P AEAN O GNNAMT E I R EB NG G OH N TMOAI I TE V OTNI C A A T C AA CMT R F I A N F S FI I RN O HLE M A I PT GU RI L E U S QOE E T R O T P O H R R A T G E H S MY T T T UI LS N OD AL I A R E SU NN I HA T !T A T I
D E I F I T S U J S I T P I E CL EL R E FW O S TA N S I R O O PT C EA HF T TE A V I T NA OT I I T L C A E PU S1 NN I RO E D HN T E E P HE WD O NS OL I A S I L C L EI DW T OO T N OR 3O
LRY L AA E L I UT G L S T P N I NP I S D UR TIS O N T O EC ET R OSC E NIA W F F SRR I E E E D I H D L RI T P E C O P DER U NDE S UYPE A NE SA S T O HO N EPCH NMEC OOBY PCDA FL MI U OEOM CV Y WN FO:A O B P TA!M S R D E OE O I CS L C GIPD V P ND UN I A S Y A UDNR BNO E P I EAC T A HDE E T EP H S GY SC NL NE I A I R NFB A D PAOL MSMU EO OAT W CSS N Y NO : S IA /T "
S T N E N O P M O C D O O G F O T P I E C E R G N I M U S S A Y B DS EI T VN L O U S E B O S L A N AT CN NE OM I T E S R E I UU QQ E SR I H S 4A
Note:
i.e.
Que. 5. (Cost of Quality) Olive Ware Private Ltd. manufactures electronic components for cars. Car manufacturers are the primary customers of these products. Raw material components are bought, assembled and the electronic car components are sold to the customers.
TAXMANN®
TGSEEO FN F EO EUH R N A EI O L T G DA SY S N NAMMTVT I C R OWEOI D C V E I A U DF T SA EI NT T DI A E C C ZNHM T DA I EO IC F N F F GU ! R AO OENNN S D GT I S F E R A Y OSSRFOF E E O M M I C P T YI RDN OOE NA E N E H A4RT BO DT II M)PD M T * A O EUC FT YN NE O E L N I TO T PSN N ISNES N T E EA E E N HI AU T S HT TS E E T L Q N A R E A ME PEWGC R S N E TMEI UN AB A TD ETA SU HL E E T PANR GAS N I RM E I TNSZ E M E ) O I DIMI VN N I L I Y R L S 4 E G T SI E N)EHE O LS O*OG A C O YE C TU E DUL G R OM NONQPO T DIIROGMT G H N I I E4A T T S I D N EI C V NDE TL E NT O) AE PR I OS R A T S P SUMU F C L NMU *DS) A S T EGNN IDAC WNAENNOHU I I O S D I PRRO ROGI P T G E N L E SC I R R I HE I EEEL K P T DRHPHHPE R T T P T S UNOF O UH OS NN &UWO T T I
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(ii)
BZ Ltd.
`
AZ Ltd. Particulars
2.7
ADVICE Whether Inspection at the Point of Receipt is Justified
-
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2.8
The market demand for these components is 500,000 units per annum. Olive Ware has a market share of 100,000 units per annum (20% market share) for its products. Below are some of the details relating to the product: Selling price
` 2,500 per unit
Raw material cost
` 900 per unit
Assembly & machine cost
` 500 per unit
Delivery cost
` 100 per unit
Contribution
` 1,000 per unit
TAXMANN®
The customers due to defects in the product return 5,000 units each year. They are replaced free of charge by Olive Ware. The replaced components cannot be repaired and do not have any scrap value. If these defective components had not been supplied, that is had the sale returns due to defective units been nil, customers’ perception about the quality of the product would improve. This could yield 10% increase in market share for Olive ware that is demand for its products could increase to 150,000 units per annum. Required (i) ANALYZE, the cost of poor quality per annum due to supply of defective items to the customers. (ii) The company management is considering a proposal to implement an inspection process immediately before delivery of products to the customers. This would ensure nil sales returns. The cost of having such a facility would be ` 2 crores per annum, this would include materials and equipment for quality check, overheads and utilities, salaries to quality control inspectors etc. ANALYZE the net benefit, if any, to the company if it implements this proposal. (iii) Quality control investigations reveal that defective production is entirely on account of inferior quality raw material components procured from a large base of 30 suppliers. Currently there is no inspection at the procurement stage to check the quality of these materials. The management has a proposal to have inspectors check the quality control at the procurement stage itself. Any defective raw material component will be replaced free of cost by the supplier. This will ensure that no product produced by Olive Ware is defective. The cost of inspection for quality control (materials, equipment, salaries of inspectors etc.) would be ` 4 crore per annum. ANALYZE the net benefit to the company if it implements this proposal? Please note that scenarios in questions (ii) and (iii) are independent and not related to each other.
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
(i)
`
TAXMANN®
TS TT TFYRDI SEI S S SU YEL ENY ORO DDT OR R H B N E E O E E I U E T I R A YVNYEHSSONDH EB T C T C I VL DOU V A I T R UN4 O EERI P R OC I R E N T L E E T L E W V E U TEM W T RN E C E R E UC VO VD UR AI S TPO DODAI P U & O O H S S L L B F N L O EWNU E (S E NC A I TC NC I R A I D D A C O T R E M E E S N Y ON I F S I T Y EHH LX EA ET R T F N UV A L I V T S G C E R E R A H A TV ET UO BUIMONUNEN H T O S T N N O U E O I F E I P T STC O 4OT NL R T D I E O E A V N E S T E H E TT L OI BBEI I R I C F NCT RF E U T H M D T V R U F S D I I EEE Y V T C I E D O US F R AFR LDONTEDNEO E T P I N T C E E D W I TE O HECNC HOP EFAS DAE N E A V I D N T T E F T I SE TSRE DRG EU UB A R L A E R C O E T N C R E M E N I U DT F A E D I U H ET R D R E L OE T E ENDFSTV HEVMNE ODI U S E E A RN A S R I N P B YOOH OS F F PE DTL TPEO A R E D TOL T SH DHPEPNTCS E WRV P H F I O A I S K E L L I T E F I IT H UTRT T G U R OSC E N CH U FE 4 A (E O NT OESSEC NNO R T R E S L O I I I S U TM A DF WT EV WU T F O S T R I D I M A Y I R I E D F S B M A SN N SN D T T E ONO OEEND UNDS I S LS U S D U I V M R L U U R E E W A NI O R OP A EC E AR N NIN CE OS I T A U A ES H T N N O T E OD RC TN E S E S Q4A S T OAA RL EE N R S ESEPPI HI H PU T R E P E E E T T D H R PECUB A O H E L R ME U EO O SVSCD ET TMA O HW HBPCC P NETEL U S O R M R N T I N H I N U T G N T N S E R L I P E F T ETO EIST O S I I NN T O A S R O L MO R H 3 NN OW T OUT I B A DDOR D4O N C O O A S F C ED ERNUT R N E T T S E D N # O S R O C C S E T N ER U ER E S D T R E M I PA T WL C UR I P D R ER EE R UNUS CUEYE A EL U H H E T T P HM R S L U I HE M DUE OTV T I4RR E T E C E C I I T O HA V RN N OTRHWOL N O U F A N R T N E E T I I T T I ETSD L I L LME NS DP A EU BOR OA E E Y N M U OUE E E N ND S B I R C BTNNDO N B O ) T E E V T C MAEC H D DDONER A L D I E E P P R F O N T EEI L L A AT T I ON M U PH'DITMBL D U URD E S A E R F S T P R STI O O O L O O EGUOE E VDE OAYW EC OW NT ON I I NACCYR HB APBT C W F ) L (ii)
RDS EI ENM E M RTH E O M N A S PC T I U EI T T HU AE S N T U SL I T N SN SRE B P R I A T E F U I A O E N E O P R T F R K T URR S EN E R O A R P EE O E C S BBI T HC L M OMN A 4 T I I TUU D R T N E R EN ES SU N T T NI L A I A A EN E R N T M E SDO PO M UP I W PI E AT C SET I U L E T A A HB P C H R L TI P UPT R E O E T DU D N E R N F OSR UO F SO L RSO E O N C PI T T # F BT NS R E N S O S I U S S R T UE DO T T DCI E I L E L N C R H U N YU U E4 R A R M UO V O E E I 7T A UW L WM V CYN I S N L T EA EF N NN U E E VE O N I PAED H I L T N RMD T U /DME A Y D N OP E T BBE I R R A A C I C N R S O H A D TU T P F ERL S EN HEPO RRS Y D T O E MEC T E A NRY I OR PHECL E G F T AV A S BT O N RRT S C U ME U I S TI EU NN QE N S E GC L OI &IURA DWR E H O C O O A S C MV R(H T O EA A T E PS CDH UH M N MM O E 4 FI ND FL O O OU L L AU S T T M S NEPT I P S R R Y O O E UN E OR UNL OC P R WF #AF SUB F Ans.
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2.9
(iv) Between inspection at the end of the process and inspection at the raw material procurement stage, ADVISE a better proposal to implement (a) in terms of profitability and (b) in terms of long term business strategy? [RTP May 2019](20 Marks)
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D YED L LM H E E U T O R R OC I R T D UWE N L C O EF H ET NR I DO A L O E U H T OWBSEL CTRTU I EEEENN GBGKEE ADNRVB O A L T E L L S U R L I OM TON NW N EWLNOY O L I TI T T MI I I T F U W L EE P A BU R UNSEIQ T R C T CEI R N OBNE R R UPOO PE CO H R P D E4 E E F H S O T N MA O TO T T R E S A I R OSC T O U LC F C A UTCI NE I R DS E OORNH T RCEAT T A T P T S E ND MEN BIR E GO VM WI ON T AT W I C E T R L E C E R U FFAU E E S L O H DE P T R NDE O OERY T E L I N TD T A S ) N C ENENAY I E O R PM R N CC R SI A UEN LC NE 3IP ) Y B T M I F U E N N N E A B R E E H P T E Y B T I L SL D A E UL U A QS O RT W OS S OO I PLH FM4 O O RM TF S U ONN CO N IA ET HUR B T E I P R T L N A S NO O OC P I T O R U T P L N O SE E H M T NE I G DC N A EL I T N NP I E E A R L F M P XO L E ET P S M SO !C I
R NME A P U T S N TN S A E R HE GP I H S I H T E E B R U D S L N U E O OTW S T TOY C S N ODA CL P U NO M OW O I T C C HE EC PI H SHT NWO I T NSI T AT F C E RE UF N E CE NDB I T E O T N SY E A TH I HL EAT E R U R A QO 7FF M O EU EDR VR EN I L AHN /D4A `
TE TO FN A R H E I T N T O V O I I O PT F L I E E T YS N D C T E E D I E L B P O R I STB O N O F A G E E FINTF I BO T F O N O YT A E L R I Y E F N P R MI T E E A E N V SAI I ELL T D P L EBM UME SOD MTI E E R E OR F MNT R I N NALEEOO F A G N I OI S ARET O I B SOTF T P S T C P E O Y ELOTR L D PUR NEE SSP E EHTR E A NR EM4I R I SH D T E E E F NRT R M E EEYU MR CU MML P EOEONME T N I T R L A S A P H P N N T O MUR L R I A D E ICE T I E L T PC OH R U L T E T!T L EO P A A O SW S N OTMM R IE PSU ODNW WM RON A E O POA R V I T EG S R E G HN E FU H 4I PT O C
FOO FEYO S ND ROO EE ET BH S I TT BT I I E R E A H T L TE R TI T L P CDNKT NG A S LU N U NI I O OC I OFD I E D H W RNIAN M O / A CN O Q T R PS IHNPET C C L T R EEE U S ND TNE CAYGE HBV DTO O O E O S G A U N T I I E E OOGNT ETH4E T A M G S R C T C C G W TSU I C A R MNO TH UEPO E AU R N E E E DV O D N U T S V OI DOGEOSEI NH( L T S T I L RC RARE MHN T I L T N M T U T PE P C A WO S SRREGAAS R EFE I E H T N N R E F F E S T O U HD VN I T L E E EOTC C P T R I A E D T U I L O FF FO NGOUPHR C L R MI DE O ONRSSCP E E U N P O I DNOTOFEWT R L SR E L NOEARER A O S P S U A D A F E I I M ET Z R H I O F H C R FCHI CU L G EU M O A O T T I E I T HD O CWDOR4U OTS H T O A P A E R T S E N R TOO C S F EH M R A RO T ESI EEUEDE T E NPRVEAHOT HIU O W R T N I T HCTG OTET SQA O E T N A I T Y T C T H F T A R S E L H C EBE ETO T C I T T A E F R E EV ONV N G Y F E I N E R R H PEN O E N T T E D E O H I T I SRI R C O P L T E I S NT D 4TRDA E I F T C S THE I F C RO E AU UL T C O E FN A U # Y PD QS YEGS O GL DTN P I L O I N KNEP N C O F SI A I N Y I CARPN T O R I A V O C C C AT NUI N L I I DNPPE T O BI S O F A A E C PE SNOFC I P W T R O I S E G U AT N M A AEOR N N S N D H C Y R I OIEO TMAF O B U E T O R DA R I I RCR RU C T T DA LC E WYP EHOSE SE O R E H I T E F HS HT E RUUI FNH T H N 4I 4U O PQDV VO ET T I (b)
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(iv) (a)
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TAXMANN®
SE S T B T I I N N L L U I U W S T N I O N S U E E V V I S E T I I BT C C EN D O F E L I E F T U E DC UOD L DWA O T O RNT O P I GST E C NS R I OUO K D R F AG OE T R R YSP E T BI H S DNS 4 EUO V R D L O OG SO S EGI T B N O U S L D A N O ARO COG N& O S I T T I S N E UU QD R OO SO I (G & (iii)
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.10
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4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
2.11
TOYEY MHNI T C S G O I UU T I NI GEL T A L A MOA N B A UR I HNC IT TQE U N I L O L Q U I F M O ! N O M T E I LD E T D E H E S EG R L N T T MAESUEI F T T T DOX EO OS E W R N ST L S E I RNPAKEIS M W E M E Y C H L R DMOOE T A E I ECTHET S N C E N EA NR I DN OUETYM CCRUT U I B O DA RL L SR I YR A E NT UO APE T NUEOD E MH TOQDHD ETOCEOSN T V R N 4 A E I A N A T R N A 7STACS H K T E O I CGCL 7T I F EE T E I E C VH MISN EU I F L C NO EVD /LKO BIO L O CI T R S/R S T ET T T IN P HCOI F E CUCEN D NO DOE ECYOEIIV I T Y T M R T R BI I C T R C L PT IE F EE LA F MA EEVPF O E S O RUUVM E N D E QQI T D LETAOI C T R A S A VE GI SLOR O I T F F NN E A T T R E C H T OE T H T I L EDT N S S G L M TI SS O OI F! E T HCL O C ES I Que. 6. (Cost of Quality; TPM; TQM) Star Automobile Group is among top 20 business houses in India. It has been founded in the year 1940, at the height of India’s movement for independence from the British, the group has an illustrious history. Star’s footprint stretches over a wide range of industries, spanning automobiles (two wheelers manufacturer and three wheelers manufacturer). Star’s headquarter is located at Hyderabad. Bike Production is one of segment of Star Group. Management of Star wants to analyse the following actual information for the April: `
Customer Complaints Centre Cost
35 per hr.
Equipment Testing Cost Warranty Repair Cost
18 per hr. 1,560 per bike
Manufacturing Rework Cost
228 per bike
Volume and Activity Data Bikes Requiring Manufacturing Rework
3,200 bikes
Bikes Requiring Warranty Repair
2,600 bikes
Production Line Equipment Testing Time
1,600 hrs.
Customer Complaints Centre Time
2,000 hrs.
Additional Information Due to the quality issues in the month, the bike production line experienced unproductive ‘down time’ which cost ` 7,70,000. Star carried out a quality review of its existing suppliers to enhance quality levels during the month at a cost of ` 1,25,000. Required (i) PREPARE a statement showing ‘Total Quality Costs’. (ii) ADVISE any TWO measures to reduce the non- conformance cost. [RTP Nov. 2019][Nov. 2021]
TAXMANN®
Cost Data
(i)
W E I V E 2 R E I L P P U 3 Prevention Costs Appraisal Costs
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E M I 4 N W O $
Internal Failure Costs
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SDEE SNNLD A Y R ) H E O NU MI NS AA T T E R L S L U I L T N P N E S T SNAI BE E I O N OFNYOV B D I L C I R L E O T N R A N YN I OPRYO T L N P A T Y ER R C F I TT C L V A I D A S S EEEUAL T D H A E U U L R E N ET R C U P H Q R I R R S Q U T 4 L US E N A G SSAT CA T NE EETTFANSO I HMSSOCIET T O O I I T EM T EC N FR CSD I T R O E V SA N AO E I T E VT E I T SW V H C EC C S TR I TT GS NNR N I AAD EPA SG LT O L S H F N C A M M M E O GC I S RRHEOI YLW I T T O L H T A S S ROO N YOOTA F F R O T D LC T SI T N N PON L C T N 3 L O O P S OOE P A E H CCAY OU AU C&C CQ NSTTF Y N N S I E T SOK YLE OTL ITA S A I S T L A N E M T O A I O T A T L S W CUS C R O A U Q M O D O TN O UTE ENC CSQEF R QEB R F T N AU OYES UO O TH FH L L G O I 4 I I P O C L T SA C A IT FNA I F H S GR N L LO NASSLDUIA O T A N S I N CANQ I T L 3 N E N O R A A I R R E P L OTT T R E C PAAAESO PTT T S S U L L T P X E I XD A L E A E R A E AT EE R E R R R HL I E D DR DN P E T E H H NONO PNVF HA 4 AOOWACAT T 57,79,400 Total Quality Costs
S E K I B R I A P E 2 Y T N A R R A 7
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S R H S T N I A L P M O # R E M O T S U # External Failure Costs
S E K I B K R O W E 2 G N I R U T C A F U N A `
` Particulars of Costs
S R H G N I T S E 4 T N E M P I U Q %
cost of quality ac-
(ii)
S T S O # Y T I L A U 1 L A T O 4 @ G N I W O H 3 T N E M E T A T 3
Ans.
tivities
TAXMANN®
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.12
TGA S) GMA NE NG I I S O T N N N E S I S I S T N Y A S U S T A E E L N C F CP Y I I L A T O EL I RGXU L MA N E P I F FU GD S E O Q NU U L G I C MD R N N I E EN UI N T R T N A I S C N T Y AO AN N S F L I O E P US AI I R NV ST N I C I I A E EH U D M H D T YT O R N G R DN E I P I SVNR E A Y F E N O AI V L EO SC E Y E T D NC I NA R E DI G H N N E EM ACT T M N SANA I NMIR A E GM WN G H O O T I R DY GP G F KT I NE N A I I N R E C V EU R N O D T BI R A C PHDS N AE E I F MGO T V UN IUV L NI O DOAV AA R NH ON AT T IMM
Total Productive Maintenance (TPM)
keeping all equipment in top working condition
TSDE) F S E ON OT UOIL CT Y H G CH EI TNA R T S IMO UN L T O ION A RM C F HEOS LC ME A N NIP U RHIMR I W U E T QN T T N TEW N I S L E OL O GC ADM NK I P G C R NOI U UO N Q DWI P S E EE EI R E R L EA L NGKR I NYE I T PR HA L UBTH E HTTTT C S A LAO HG L F I C T N WU I R Y N OU T SS -AI L 0MASN N E 4DUO NQI D OALT IN I AD ET R NA A M O ON NI T C ET W CNF O G S WON D SO I K I D KA H RE T E OR N I WB )
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
H ESC CU I UCH D W D EN R T S LAO L R I C I WA Y PI T KEL RRA OYU WT Q ENA L A R R T R FA O O T F SWO E F CO N S AE HC T S CN O EAGC H HC NY I T T I ESL I R YCP A L U U R D M E Q PEOL ORC A T RO O PL ST ST KANF RLIO L A OI L T R WWP A SYMP L O E E R CO T NA I J RA H CMEM I M AL T OS MU T I
YHOGYED T T R T N E G I I A I T L L USS A A A UOIIUSI N QREMQGM H N V O I I ETT S RI I H HSC L PH T E T E E MTA TE J GC B N R O NI O V I CIHA A T V R E STT OET G T N U RS) S N I OA PD I A R S H MNE W MU T I IAC SD Y W TS I NN T A N E C D A Y A SO AC Y P S R MO T BC PN IG M E A S I E LC OS GA F I NN E FCED I N T RF D I A E E T S UT H A UH ET L NS C BT I S A NF E FO I ER OR O S I TTC U SE U N N T Q PE I M C EE T I MDRP U T OENTS T ) S A LVA R A O I LF N NREYL T T A I S O EI OPA L I M ANHA T T A IWUITR T S SH LEQD I E A N T E P RGO U A I AN HA R CT GI DE I R M OTDHNNO N T A A I OR FOR T DF O CEWS DN E I EE S N W C OT N CE A RBM E A R CO T N 3 F AN EL O HA T BC NMN I O SUN E MF R I O UT SP S A T OS EE O MH C TE OO WTH TNT EED VVN OIA BGE E AB C N G NEA R I OM Y F R L E P O R F PE N AH O ETC L T I S F H U O WM S T S NO OC I T A E R H E T
TAXMANN®
EERE EEDG GCAHNRCR N O A I NID UNTTI H T AT HA3NA F A F T TA R OMTIU TL E C T T O RAEP S PUE EOFRE C UFFAR EMDA A H DNT ARINP L U O TOSSH E C SH CK N LDS L ENA NINT R S O ALEDNO B E T L RAW N C S R A S A P USTU F S R S E W D S TN A R CEMO S A T E YAEOORT3I R T L D A N CP P RT EEP ASC E T U T PS D3GCUS SN N N O R D ERE MC AASR O T T R O EMN H A A S UC CEB E D ) N L T COV I S A N -N C T I E OSA A RR 1ARROF D T O E H S P A U F U T 4MT T A Y R MENT I 3 AO S T T ITAT ML I E TF EENMA I O A T WU I NNKHE D O V A T E M AQ SC N I KA R T I MNEI F C RN I FO V A O OBYAOS D E T T I ENE ETERYL 3 T P C A I R G O WE C TT L I UNT AMA A N HEDGIUQAC A R S B T QNMEN ONU E P S E R OHORS Y T O N E A D T NI N F ) I BUGE I I ER N TI H A SN PA S T UOYM S T PP T A C N R S U C AI SO A OSO FP O TD O CMCAF T )
Y H P O S O L I H P T N E M E G A N A M A S I T N E M E G A N A Y T I L A U 1 L A T O 4
Ans.
2.13
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Total Quality Management (TQM)
2.2 TOTAL QUALITY MANAGEMENT
Que. 7. FIZI is a new banking company which is about to open its first branch in INDIA. FIZI believes that in order to win customers from the market, it needs to offer potential customers a new banking experience. Other banking companies are focusing on interest rates and bank charges, whereas FIZI believes that quality and timely availability of service is an important factor to attract customers.
Required
EXPLAIN how Total Quality Management would enable FIZI to gain competitive advantage in the banking sector. [RTP May 2018]
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Overall
E H T M O R F Y L E V I S U L C X E D E V I E C R E P SR I E vM Y T O I L T A S UU QC h E FH O T F TO P EE CC NN OE CR E EF E HR T F -O 1E 4M A NF R )
RD E N HE T O E NH AT E NR I GA NO I H K R OW S WR EE S M OO HT T S U SC A L HA CN UR S E E ST C LX I A V R NEE E RB S E T R N NO I AT ECC B U E NRD E O AH R CT P SD R E E NT H MAF OTO T N S S T UEN CME T ER I P S A I E PC HE E 4DR
S ET HC T E F NE I TD N O ER ME EZ VG N OI RV PE MI IH SC UA OF UO NM I I T A N OT E CA RM OI F T L TU P ME H ET T T H A T I DW L U S OR HE V SI L NE OD I T TY A I T I S T L I A A N U AHQ T GY R S T OI I LH EA T HUN 4QI X I M T C U D O R P E H T G N I N U T E N I F
Y T I L A U Q G N I R U S N E F O S E S S E C O R P E H T F O G N I N U T E N I F
F O E R U T A N E H T H T I W S E M M A R G O R P T N E M P O L E V E D E EE YS OR L U P O MC EC GI NM I E C UD DA OC RA T N N A I Y L L A N O S R E P D N A Y L L A N O I S S E F O R P S E E Y O L P M E E H T G N I R E W O P M E
Y T I L A U Q O T T N E M T I M M O C T N E M E G A N A M P O T E H T G N I V O R P M I
N O D E S A B G N I D R A W E R R E P O R P D N A S E C N A M R O F R E P E H T FS O T N GE NM I R E OV T I E N I H OC MA
TAXMANN®
GSY NU G I E C D T NEA AHT R PTS XGE ENT I TA YA R T R I O R OP OP R I RO R POC ECD HNN I T DA RN N E A MAL S P E OC T S S I S UVE CRI N EES S LU HA T B FNS O O I Y ST I N DD A EA P ER NT M EDO HNC T OE GYH NET I BN K P I AI S MH D E SSE NNN O AI ET S A L ME R E SRM I E H HT O 4T
C T E N O I T C A F S I T A S R E M O T S U C E H T G N I R U S N E
L A C I N H C E T E R EA HC T R NE I GM O NT I S N I U A C R T N I HS T I A WL L SE E EW YS OA L E P C MT I EC A SR T I P EG DN I I V K ON RA PB DF L O U S OT CC )E :P )S & A
E R U S E K A M O T E L E P G OA ET PS Y DR NE AV SE E D S S N E CA OH RC PA E GT NA I G D AE NF I AS I MT A HS T S I I WR FE L M E S O T I T SS NU RC E E CH NT OT CA H TT )
E BD1 L 4 U ON HI SE D TA A HM T TE S B ON CA AC SN T A NE AM T HS T E RV E N HI T H A C R I TH N EW N MI TS S Y E VA NW I Y NN AA SM A E WR EA I E V R EE BH 4 D L D U E OS HI SM I -N 1I 4M
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.14
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Y L L A C I N H C E T Y L N O T O N EE CV I I V T R C E E S P S RR E E T T P E E BR AA TC E R GE SM UO HS T T U DC L U OA WM O SR R F E O MS L OA T S T UU #B
R E T A E R G D N A S T N I A L P M O C R E M O T S U C R E L L A M SN O O I TT C DA AS F EI L T A DS L U R OE HM SO T SS I H U 4C
E S U O T S R E H T O D N E M M O C E R O T S R E M O T S U C E T A V I T O M O S L A K DN L A U B OS CI H TT )
SE T H N T EE MC EU R D I E U QR ET O R SF F R E A E T M MSI ET OR T Y OS S U U CMB SG T L NA I OIN D T I O DV S NOA ORE PPS SY E E BV R I ET OL T S )PE :MF )AN & XI SE S E E RU R I OE U F Q U EYQ L R E F T OA O SI L S DH A ET - G M 1MN E 4I L
SSE R G H E NT S MI R R T OEOE E F T M S T UMN O CEE T S IU WVN A OH EC L VO L DNT A ONON C A T O S S I E R T T R C UN A OEOF HMMS I REI ST E A R S GI T U A NQ E HR OE T L O RREM ODM F EIO DT EATT NLAD A EETE PRA L OKSD ENEL BAEU B O YO R O SE I W L L A HPI S DTMH L EET U T KR OE CLNE KPAM NMBO AOHT S "CI TU OWC FT )
4 . % . / 2 ) 6 . % 3 3 % . ) 3 5 " . 2 % $ / ( #
2.15
DR O L T U OCY E WS T I L GA KN NI U AK Q BNE V EAO B HN R T P I EM -G I 1AO 4TT N AE WV R OD U L T AI L O D EN F V I E OT T P I T X EE E UPL NMA I T ON N O CI OD T CN I D KAD NSA AT I G F BO N I FR R I PR U NRC UEN H RG I GI E T NHI OEP L VS AE NH D ) T S O # D E R I U Q E 2
E V I T C E P S R E P L A I C N A N I &
D O O ' S T I M R E T G N O , E V I T C E P S R E 0 L A I C N A N I & N O . Que. 8. (Total Quality Management) Kasan Ltd. is a manufacturing company, which is engaged in production of wide range of consumer products for home consumption. Among its all product CFL lamp are its most efficient and environmental friendly product. Kasan has a quality control department that monitor the quality of the products produce by company.
TAXMANN®
As per the recent cost of poor quality report, the current rejection rate for CFL lamps is 5% of units input. 5,000 units of input go through the process each day. Each unit that is rejected results in a ` 200 loss to the Kasan Ltd. company. The quality control department has proposed few changes to the inspection process that would enable early detection of defects. This would reduce the overall rejection rate from 5% to 3% of units input. The improved inspection process would cost the company ` 15,000 each day. Required (i) ANALYSE the proposal and suggest if it would be beneficial for the Kasan to implement it. (ii) After implementation, ANALYSE the maximum rejection rate beyond which the proposal ceases to be beneficial? [MTP Oct. 2020; MTP April 2019] Ans.
E CT AA R NN OO YT I T I C L E A J T UE U QRP RTN ONI E OR S T PR I FUN O CU TEF S OHO C4 ES SO HE T T ECD COE R UP V DE O EH R R P OTM T MI SOE T RB N AFO S T WM D YEE NT S AIO D PE P O MT R OCP E CJ S E I NR T AF A S O H A TT +N E U HO S 4C I
(i) Analysis of the proposal to make changes to the inspection process:
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S W O L L O F S A T U O D E K R O W E B N A C Y N A P M O C E H T O T T I F E N E B D E T C E P X E E H 4 F FYO N E O T I OR I T T ORL S CFEAO EEBUC R Q J E MR E FRHUO O E4NO C EP EU Y T F H A DAT O R E D T E T TR CSU O N OHU P C ETA DCI N R T D E R N EER F US A O D CO D T L EL S U T EPT U I HOCOSN R E E T WR U J TPE E S S R !I S H TTE ) 4 UC Y O P Y Y A RA NP A I D D D F N HO H OHC C C I AA YAST T C E AEI E ES DDN PI T U SN HE T N CC IU AE EJ E E H TR ST U I T E OYYI PR TT NA A SBBN I T HN DEU TT FU ECD O E P ETUT D SN MCE C E I T EE J I E RJ F N OVR DE O UOT SLR S RT ETEP IUE I T HN MNON A 4UR IUWO `
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N O I T C E P S N I E H T O T S L O R T N O C L A N O I T I D Y DA AD EH S C E A HE T G N I T N E M EE L B P D ML IU FO O W TS S OS E CC EO HR 4P
T DN L U E OM WE L LP A S M OI PD OL RU PO EH HS T Y GN A NP I T N M EO MC EN L A P S MA I+ NE OH YT NE AR O PF ME R OE CH E4 H T Y OA T TD I H F C E L A NAS EEO B P T O E R N P E E HEH 4BT
S I Y SA I SD S H E CC OA RE PD E NS OS I E T C C EO PR SP NT I EUT HP I NN T I OFU T OR E S P S L T O I RN T U N OF CO S GRI E NB N I V O I OMT RUC PNE J MEE IH R F4F O O TY T S S OAO CDC H E EC H HA 4 4E E ER HE T FH I YW L T N N OI O SP L O EN RH T O TT N I OTA CUU OOQ T E SDG N T I N F N I E O W M4 O E L L VD O OEF RVE L PO H MV T INE I ET V HS L T O OS TC N T EES HO MT C EN L E P AH MHT ITL RA OE U T Q ETE A S E NR S EG T I S F SE SI E N TE I KF AE B MNE EH TB ) T DN EI O VT OC RE PJ ME IR N OI T N EO UT I DC YU AD DE HR CM AO ER SF NT S OI I F T E C N EE J E B R T NI I N NU OR I T E C UP D E R F 2 O T R! E B2 M E UB E NSB L EO D HR L T TU TNO E OW ,C
F O L O R T N O C F O T S O C E H T O T L A U Q E E B S I H T D L U O W T N I O P TY A A HD WR TE !P
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S T N EY MB ES N VO OI E RT B PC D EL MJ IE U ERO HO FW T FRY I EN SB I A TMP A HUM 4NO C E S N T H I T A N S SA UE C+ UE DH E T 2RO LT O R T T I F N E ON CE SB S EE CH 2O T RY P A ND O T IH CCY GEAA NPED S I S H NT V I L C I N O A OU 3T E `
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TAXMANN®
4 . % % ' ! . ! 4 3 / # # ) ' % 4 ! 2 4 3 ! 4 2 ! 0
2.16
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(ii) Analysis of maximum rejection rate beyond which the proposal ceases to be beneficial `
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N E HD T E R SR T I U N C UN I S T O C E S T H I T N L UA U Q E L L I W YY BN SA E VP OM RO PC ME IH ET T O A T R G NN OI I T U C R EC J C E A R S ET HF I T E FN I SE I B T A E HH 4T
NDY L A MI AEA IC V H D T O I F H R E E C P NRM A O EM E EB I T E A EEH R BB T TL LL N N LE II EW WHS R L R I UAYWY T CSI EN O L VA A PU OP O B R Q PRAM O SEODC E H O I NE ETPI H T WFAT A R OOLO P T XT NLS E T OBOEF I S I C T RE E A C N EOH EE J L ETP E B T O R A T ME ERTA N HESX G T HN E EH NTI RT EOVO HTA& S W ED H S EI S DFTVE L RO EO T OT A GV R WN N NN EAI RM T R O E S I S T HEI OC T C VT H O E O EJ RNH E NP )TR ) -
EH HC T A OE T S G N I V A S F NO I D TE L U V L SO E V R N LI L I T WS O LC A S E OH PT ON RA PH ET HS T S E EL T S I A R T A NH OT I T Y C T I EL J A E U R Q R O O DP NF OO T YS Y EO A "C D
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Que. 9. Delicious Box Ltd. is a manufacturer and supplier of android set up boxes for various DTH operators. This is very popular with the operators as it converts normal TV to a smart TV. To ensure supply of good quality products to meet the expectations of the viewers, it has set up quality control department that regularly conducts quality inspection and submits its report to the management on weekly basis.
Strategic Cost Management & Performance Evaluation (SCM & PE/SCMPE) | CRACKER AUTHOR PUBLISHER DATE OF PUBLICATION EDITION ISBN NO NO. OF PAGES BINDING TYPE
K.M. Bansal, Meena Verma TAXMANN June 2022 2nd Edition 9789356222182 926 PAPERBACK
: : : : : : :
Rs. : 1150 | USD : 49
Description This book is prepared exclusively for the Final Level of Chartered Accountancy Examination requirement. It covers the questions & detailed answers strictly as per the new syllabus of ICAI. The Present Publication is the 2nd Edition & updated till 30th April 2022 for CA-Final | New Syllabus | Nov. 2022/May 2023 exams. This book is authored by CA (Dr.) K.M. Bansal & CA Meena Verma with the following noteworthy features:
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Strictly as per the New Syllabus of ICAI
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Coverage of this book includes: Past Exam Questions
Solved Paper: December 2021 (Suggested Answers)
Solved Paper: May 2022 (Suggested Answers)
Questions from RTPs and MTPs of ICAI
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[Arrangement of Question] Questions in each chapter are arranged 'topic/sub-topic' wise with additional solved practice questions
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[Examples, Questions, Case Scenarios along with Solutions] are included on various topics based on the Skill Assessment as provided by the ICAI
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[Case Studies] are covered in relevant chapters of this book
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[Marks Distribution] Chapter-wise marks distribution from May 2018 onwards
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[Previous Exam Trend Analysis] Previous exam trend analysis from Nov. 2020 onwards
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[Comparison with Study Material] Chapter-wise comparison with ICAI Study Material
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