JUST IN TIME (JIT)

The JIT control system is based on a philosophy that inventory is undesirable. Subscribers to the JIT philosophy
believe inventory reductions expose organizational problems and inefficiencies. These problems and inefficiencies
may not be brought to management's attention if inventories are not pushed to lower and lower levels. They would
remain hidden and undetectable at higher levels of inventory.

JIT production control systems foster automation and reduced levels of inventory. Consequently, raw material
inventories and direct labor costs may be too small to warrant separate cost pools-they can be combined with
other cost pools.

Additional adjustments may be necessary to accommodate standard costs, which are constantly adjusted to reflect
the latest technological changes in production methods. Also, more costs could be traced to specific products and
fewer costs would have to be allocated.

JIT production control systems foster automation and reduced levels of inventory. Consequently, raw material
inventories and direct labor costs may be too small to warrant separate cost pools-they can be combined with
other cost pools.

Additional adjustments may be necessary to accommodate standard costs, which are constantly adjusted to reflect
the latest technological changes in production methods. Also, more costs could be traced to specific products and
fewer costs would have to be allocated.

The JIT manufacturer will limit the number of suppliers to a few. Long-term contracts are entered into with
suppliers. Suppliers' raw material must be top quality with no defects.

Small quantities of raw material are delivered frequently and little or no raw material is maintained by the buyer.

Suppliers must be located close enough to the JIT buyer to deliver small quantities very quickly. The supplier
must agree to providing a top-quality product to its JIT customer.

The geographical proximity is important to minimize shipping and handling costs of supplies and materials.
Geographical proximity also facilitates frequent communication and joint planning between a supplier and
customer.

Push Vs Pull System

Push System: In a push system, releases are scheduled. So, throughput is determined by an exogenously set
release rate (given by the Master Production Schedule). Since the releases are linked to orders (or forecasts), a
push system is controlled by upstream information and is inherently make-to-order. In terms of our nomenclature,
open lines are push systems because they have no endogenous restriction on releases to the line.

Pull System: In a pull system, releases are authorized. That is, there is an endogenous signal based on system
status that determines whether a release is allowed or not. In particular, the system status that triggers releases is
based on stock voids, which means that a pull system is controlled by downstream information and is
inherently make-to-stock. In our nomenclature, closed lines are pull systems, because buffer spaces act as stock
voids to trigger releases.

Larger levels of inventory exist by design in push production control systems. The inventory buffers permit lower
levels of communication between business segments, permit longer production runs, and protect the firm from
environmental uncertainties and unforeseen interruptions in production or supplies.

Kaizen and Kanban are each Japanese manufacturing concepts that have been popularized all all over the world.
Kaizen is a Japanese term that stands for “improvement”. It is a strategy that believes that alter brings
improvement. It centers on practices that bring about continuous improvement. Kanban is also a Japanese term
however it indicates “signboard”. It truly is a idea that aids in the implementation of lean manufacturing and just
in time (JIT) production. Kanban is more like a sophisticated scheduling system in general. It regulates demand
and supply. Its implementation is currently limited to achieving lean management and JIT production.

Economic order quantity (EOQ) is that size of the order which gives maximum economy in purchasing
any material and ultimately contributes towards maintaining the materials at the optimum level and at the
minimum cost.

In other words, the economic order quantity (EOQ) is the amount of inventory to be ordered at one time for
purposes of minimizing annual inventory cost.

The quantity to order at a given time must be determined by balancing two factors: (1) the cost of possessing or
carrying materials and (2) the cost of acquiring or ordering materials. Purchasing larger quantities may decrease
the unit cost of acquisition, but this saving may not be more than offset by the cost of carrying materials in stock
for a longer period of time.

The carrying cost of inventory may include:

 Interest on investment of working capital

 Property tax and insurance

 Storage cost, handling cost

 Deterioration and shrinkage of stocks

 Obsolescence of stocks.

Formula of Economic Order Quantity (EOQ):

The different formulas have been developed for the calculation of economic order quantity (EOQ). The following
formula is usually used for the calculation of EOQ.

 A = Demand for the year

 Cp = Cost to place a single order

 Ch = Cost to hold one unit inventory for a year

 *=×

Example:

Pam runs a mail-order business for gym equipment. Annual demand for the TricoFlexers is 16,000. The annual
holding cost per unit is P2.50 and the cost to place an order is P50.

Calculate economic order quantity (EOQ)

Calculation:

Underlying Assumptions of Economic Order Quantity:

1. The ordering cost is constant.

2. The rate of demand is constant
3. The lead time is fixed
4. The purchase price of the item is constant i.e no discount is available
5. The replenishment is made instantaneously, the whole batch is delivered at once.

The purpose of the EOQ model is to identify the least cost quantity of a material to be purchased at each order
point. The model explicitly considers the carrying and ordering costs and identifies the purchase quantity that
minimizes the total of these costs.
Target Costing vs kaizen

Target costing is considered a procedural approach that is used to determine a maximum allowable cost for a
product, while kaizen costing is a mandate to reduce costs, increase product quality, and/or improve production
process through continuous improvement. Target costing has a large potential for cost reduction in life-long
product cost because these costs are embedded in the product during design and development. Kaizen costing has
limited potential in cost reduction of existing products, but may be useful in target costing in the future.

Re-order Level or Ordering Point or Ordering Level:

This is that level of materials at which a new order for supply of materials is to be placed. In other words, at this
level a purchase requisition is made out. This level is fixed somewhere between maximum and minimum levels.
Order points are based on usage during time necessary to requisition order, and receive materials, plus an
allowance for protection against stock out.

The order point is reached when inventory on hand and quantities due in are equal to the lead time usage quantity
plus the safety stock quantity.

Formula of Re-order Level or Ordering Point:

The following two formulas are used for the calculation of reorder level or point.

Ordering point or re-order level = Maximum daily or weekly or monthly usage × Lead time

The above formula is used when usage and lead time are known with certainty; therefore, no safety stock is
provided. When safety stock is provided then the following formula will be applicable:

Ordering point or re-order level = Maximum daily or weekly or monthly usage × Lead time + Safety stock

Examples:

Example 1:

Minimum daily requirement 800 units

Time required to receive emergency supplies 4 days
Average daily requirement 700 units
Minimum daily requirement 600 units
Time required for refresh supplies One month (30 days)

Calculate ordering point or re-order level

Calculation:

Ordering point = Ordering point or re-order level = Maximum daily or weekly or monthly usage × Lead time

= 800 × 30

= 24,000 units

Example 2:

Two types of materials are used as follows:

Minimum usage
20 units per week each

Maximum usage 40 units per week each

Normal usage 60 units per week each
Re-order period or Lead time
Material A: 3 to 5 weeks
Material B 2 to 4 weeks

Calculate re order point for two types of materials.

Calculation:

Ordering point or re-order level = Maximum daily or weekly or monthly usage × Maximum re-order period

A: 60 × 5 = 300 units
B: 60 × 4 = 240 units

Minimum Limit or Minimum Level of Stock:

The minimum level or minimum stock is that level of stock below which stock should not be allowed to fall. In
case of any item falling below this level, there is danger of stopping of production and, therefore, the management
should give top priority to the acquisition of new supplies.

Formula: Minimum level or minimum limit can be calculated by the following formula or equation:

Minimum limit or level = Re-order level or ordering point – Average or normal usage × Normal re-order period

Or the formula can be written as:

Minimum limit or level = Re-order level or ordering point – Average usage for Normal period

Example:

Normal usage 100 units per day

Maximum usage 130 units per day
Minimum usage 70 units per day
Re-order period 25 to 30 days

Calculate: minimum limit or level

To calculate minimum limit of materials we must calculate re-order point or re-order level first.

Calculation:

Ordering point or re-order level = Maximum daily or weekly or monthly usage × Maximum re-order

= 130 × 30

= 3,900 units

Minimum limit or level = Re-order level or ordering point – Average or normal usage × Normal re-order period

= 3900 – (100 × 27.5*)

1150 units

*(25 + 30 ) / 2

Maximum Level or Maximum Limit of Stock:

The maximum stock limit is upper level of the inventory and the quantity that must not be exceeded without
specific authority from management. In other words, the maximum stock level is that quantity of material above
which the stock of any item should not normally be allowed to go. This level is fixed after taking into account
such factors as: capital, rate of consumption of materials, storage space available, insurance cost, risk of
deterioration and obsolescence and economic order quantity.

Formula: Maximum level or maximum limit can be calculated by the help of following formula:

Maximum limit or level = Re-order level or ordering point – Minimum usage × Minimum re-order period +
Economic order quantity

Example:

Normal usage 100 units per day

Maximum usage 130 units per day
Minimum usage 70 units per day
Re-order period 25 to 30 days
Economic order quantity 5,000 units

Calculate maximum limit or level.

In order to calculate maximum limit of stock we must calculate re-order point or re-order level first.

Ordering point or re-order level = Maximum daily or weekly or monthly usage × Maximum re-order

= 130 × 30
 = 39,000 units

Calculation:

Maximum limit or level = Re-order level or ordering point – Minimum quantity used in re-order period usage +
Economic order quantity

= 3900 – (70 × 25) + 5,000

= 7150 units

Multiple Choice Identify the choice that best completes the statement or answers the question.

____ 1. Which of the following is not an ordering cost?

a. cost of receiving inventory c. cost of the merchandise ordered
b. cost of preparing the order d. cost of storing the inventory
____ 2. The cost of receiving inventory is regarded as
a. an ordering cost. c. a purchasing cost.
b. a carrying cost. d. a cost of not carrying goods in stock.
____ 3. A _____________ system of production control is paced by product demand.
a. EOQ c. push
b. ABC d. pull
____ 4. Which of the following statements is false concerning electronic data interchange?
a. Electronic data interchange (EDI) is essential in a pull system.
b. One of the benefits realized by EDI organizations is a faster processing of transactions.
c. Electronic data interchange is essential in a push system.
d. Electronic data interchange refers to computer-to-computer exchange of information.
____ 5. _____________ is a "pull" system of production and inventory control.
a. EDI c. JIT
b. EOQ d. ABC
____ 6. In a JIT system, the quality of each product begins with
a. a company's vendors. c. inspection of finished goods inventory.
b. employees. d. a good product warranty.
____ 7. Reducing setup time is a major aspect of
a. all push inventory systems. c. a JIT system.
b. the determination of safety stock quantities. d. an EOQ system.
____ 8. Reducing inventory to the lowest possible levels is a major focus of
a. JIT. c. EOQ.
b. push inventory systems. d. ABC.
____ 9. JIT is a philosophy concerned with
a. when to do something. c. where to do something.
b. how to do something. d. how much of something should be done.
____ 10. When JIT is implemented, which of the following changes in the accounting system would not be expected?
a. fewer cost allocations
b. elimination of standard costs
c. combining labor and overhead into one product cost category
d. combing raw material and materials in work-in-process into one product cost category
____ 11. Striving for flexibility in the number of products that can be produced in a short period of time is characteristic of
a. EOQ systems. c. JIT.
b. push systems in general. d. pull systems in general.
____ 12. Just-in-time (JIT) inventory systems
a. result in a greater number of suppliers for each production process.
b. focus on a "push" type of production system.
c. can only be used with automated production processes.
d. result in inventories being either greatly reduced or eliminated.
____ 13. The JIT philosophy does not focus on
a. standardizing parts used in products.
b. eliminating waste in the production process.
c. finding the absolute lowest price for purchased parts.
d. improving quality of output.
____ 14. In a JIT manufacturing environment, product costing information is least important for use in
a. work in process inventory valuation. c. product profitability analysis.
b. pricing decisions. d. make-or-buy decisions.
____ 15. With JIT manufacturing, which of the following costs would be considered an indirect product cost?
a. cost of specific-purpose equipment c. property taxes on the plant
b. cost of equipment maintenance d. salary of a manufacturing cell worker
____ 16. With JIT manufacturing, which of the following costs would be considered a direct product cost?
a. insurance on the plant c. janitors' salaries
b. repair parts for machinery d. salary of the plant supervisor
____ 17. Which of the following statements is not true?
a. JIT manufacturing strives for zero inventories.
b. JIT manufacturing strives for zero defects.
c. JIT manufacturing uses manufacturing cells.
d. JIT manufacturing utilizes long lead time and few deliveries.
____ 18. The JIT environment has caused a reassessment of product costing techniques. Which of the following statements
is true with respect to this reassessment?
a. Traditional cost allocations based on direct labor are being questioned and criticized.
b. The federal government, through the SEC, is responsible for the reassessment.
c. The reassessment is caused by the replacement of machine hours with labor hours.
d. None of the above is true.
____ 19. When a firm adopts the just-in-time method of management,
a. employees are retrained on different equipment, but the plant layout generally remains unchanged.
b. new machinery and equipment must be purchased from franchised JIT dealers.
c. machinery and equipment are moved into small autonomous production lines called islands or cells.
d. new, more efficient machinery and equipment are purchased and installed in the original plant
layout.
____ 20. Which of the following describes the effect on direct labor when management adopts the JIT philosophy?
a. Each direct labor person performs a single task, thereby allowing that person to reach his
or her theoretical potential.
b. Because each person runs a single machine in a JIT environment, there are more
employees classified as direct labor.
c. The environment becomes more labor-intensive.
d. Machine operators are expected to run several different types of machines, help set up for
production runs, and identify and repair machinery needing maintenance.
____ 21. Kaizen means
a. doing it the Japanese way.
b. continuous improvement.
c. employee empowerment.
d. implementation of a centralized organizational structure.
____ 22. Kaizen costing is used for which of the following types of products?

New products Existing products

a. yes yes
b. no yes
c. no no
d. yes no
____ 23. A mandate to reduce costs, increase product quality, and/or improve production processes through continuous
improvement is known as
 a. kaizen costing. c. the theory of constraints.
b. activity-based costing. d. mass customization.
____ 24. The projected sales price for a new product (which is still in the development stage of the product life cycle) is
P50. The company has estimated the life-cycle cost to be P30 and the first-year cost to be P60. On this type of
product, the company requires a P12 per unit profit. What is the target cost of the new product?
a. P60 b. P30 c. P38 d. P42
____ 25. Which of the following formulas is the best representation of the concept of target costing?
a. target cost + profit margin = selling price
b. selling price - target cost = profit margin
c. selling price - profit margin = target cost
d. target cost - standard cost = profit margin
____ 26. Kaizen costing helps to
a. reduce product costs of products in the design and development stage.
b. keep the target cost as the primary focus after a product enters production.
c. keep profit margin relatively stable as product price declines over the product life cycle.
d. reduce the cost of engineering change orders during each stage of the product life cycle.
____ 27. The Whitehead Co. produces quality jewelry items for various retailers. For the coming year, it has estimated it
will consume 500 ounces of gold. Its carrying costs for a year are P2 per ounce. No safety stock is maintained. If
the EOQ is 100 ounces, what is the cost per order?
a. P40 b. P20 c. P5 d. P25
____ 28. The Whitehead Co. produces quality jewelry items for various retailers. For the coming year, it has estimated it
will consume 500 ounces of gold. Its carrying costs for a year are P2 per ounce. No safety stock is maintained. If
the EOQ is 100 ounces, what would be the estimate for Whitehead's total carrying costs for the coming year?
a. P200 b. P250 c. P100 d. P1,000
____ 29. A firm estimates that its annual carrying cost for material X is P.30 per lb. If the firm requires 50,000 lbs. per year,
and ordering costs are P100 per order, what is the EOQ (rounded to the nearest pound)?
a. 5,774 lbs. b. 4,082 lbs. c. 1,732 lbs. d. 1,225 lbs.
____ 30. Z Corp.'s EOQ for Material A is 500 units. This EOQ is based on:

Annual demand 5,000 units

Ordering costs P12.50

What is the annual carrying cost per unit for Material A?

a. P0.50 b. P2.00 c. P2.50 d. P5.00
____ 31. Z Corp.'s EOQ for Material A is 500 units. This EOQ is based on:

Annual demand 5,000 units

Ordering costs P12.50

What are Z Corp.'s total annual ordering costs for Material A?

a. P6,000 b. P600 c. P125 d. P1,000
____ 32. Clear View Co. manufactures various glass products including a car window. The setup cost to produce the car
window is P1,200. The cost to carry a window in inventory is P3 per year. Annual demand for the car window is
12,000 units. What is the most economical production run (rounded to the nearest unit)?
a. 6,000 units b. 3,000 units c. 9,295 units d. 3,098 units
____ 33. Clear View Co. manufactures various glass products including a car window. The setup cost to produce the car
window is P1,200. The cost to carry a window in inventory is P3 per year. Annual demand for the car window is
12,000 units. If the annual demand for the car window was to increase to 15,000 units,
a. the number of setups would decrease.
b. the total carrying costs would increase.
c. the economic order quantity would decline.
d. all of the above would occur.
____ 34. A company has estimated its economic order quantity for Part A at 2,400 units for the coming year. If ordering
costs are P200 and carrying costs are P.50 per unit per year, what is the estimated total annual usage?
a. 6,000 units b. 28,800 units c. 7,200 units d. 2,400 units
____ 35 A company annually consumes 10,000 units of Part C. The carrying cost of this part is P2 per year and the
ordering costs are P100. The company uses an order quantity of 500 units. By how much could the company
reduce its total costs if it purchased the economic order quantity instead of 500 units?
a. P500 b. P2,000 c. P2,500 d. P0
____ 36. A company annually consumes 10,000 units of Part C. The carrying cost of this part is P2 per year and the
ordering costs are P100. The company uses an order quantity of 500 units. If the company operates 200 days per
year, and the lead time for ordering Part C is 5 days, what is the order point?
a. 250 units b. 1,000 units c. 500 units d. 2,000 units
____ 37. Which of the following tells management "when" to order?
a. safety stock level c. the economic order quantity
b. order point d. the Pareto inventory analysis
____ 38. Which of the following affects the order point?
a. daily usage c. safety stock
b. lead time d. all of the above
____ 39. A decrease in the lead time would reduce the
a. order point. c. economic order quantity.
b. safety stock. d. ordering costs.
____ 40. The size of the safety stock is directly affected by all of the following, except the
a. cost of a stockout. c. carrying cost of stock.
b. probability of a stockout. d. economic order quantity.
____ 41. If no safety stock is carried, the average inventory is equal to the
a. order point/2. c. economic order quantity/2.
b. order point x 2. d. economic order quantity x 2.
____ 42. The role of safety stock in an organization is to
a. reduce the lead time for an order to be received. c. reduce the order point.
b. reduce the probability of a stockout. d. decrease the economic order quantity.
____ 43. The optimal size of the safety stock is defined by the point where the
a. costs of carrying the safety stock equal stockout costs.
b. setup costs equal stockout costs.
c. ordering costs equal stockout costs.
d. reorder point equals safety stock.
____ 44. If a company carries safety stock and its annual carrying costs per unit are P0.30, what formula yields the total
annual carrying costs?
a. P0.30 x [(EOQ/2) + Safety stock)] c. P0.30 x [(EOQ x 2) + Safety stock)]
b. P0.30 x (EOQ + Safety stock) d. P0.30 x (EOQ - Safety stock)
____ 45. Blanchard Corp. operates its factory 300 days per year. Its annual consumption of Material Y is 1,200,000 gallons.
It carries a 10,000 gallon safety stock of Material Y and its lead time is 12 business days. What is the order point
for Material Y?
a. 10,000 gallons c. 48,000 gallons
b. 38,000 gallons d. 58,000 gallons
____ 46. Blanchard Corp. operates its factory 300 days per year. Its annual consumption of Material Y is 1,200,000 gallons.
It carries a 10,000 gallon safety stock of Material Y and its lead time is 12 business days. If the EOQ for Material
Y is 30,000 gallons, and the carrying cost per gallon per year is P.25, what is the total annual carrying cost for
Material Y?
a. P3,750 b. P7,500 c. P6,250 d. P10,000
____ 47. Blanchard Corp. consumes 1,200,000 gallons of Material Y per year. Its order quantity is 30,000 gallons. It
maintains a safety stock of 10,000 gallons and its annual carrying costs are P0.25 per gallon per year. If the
ordering cost is P20 per order, what are the total annual ordering costs?
a. P600 b. P800 c. P8,300 d. P1,200
____ 48. R Corp.'s order quantity for Material T is 5,000 lbs. If the company maintains a safety stock of T at 500 lbs., and
its order point is 1,500 lbs., what is the lead time assuming daily usage is 50 lbs.?
a. 30 days b. 100 days c. 10 days d. 20 days
____ 49. R Corp.'s order quantity for Material T is 5,000 lbs. If the company maintains a safety stock of T at 500 lbs., and
its order point is 1,500 lbs., what would be the total annual carrying costs assuming the carrying cost per unit is
P0.20?
a. P1,000
b. P600
c. P100
d. P1,100
____ 50. For Raw Material B, a company maintains a safety stock of 5,000 pounds. Its average inventory (taking into
account the safety stock) is 8,000 pounds. What is the apparent order quantity?
a. 16,000 lbs. b. 6,000 lbs. c. 10,000 lbs. d. 21,000 lbs.
31. C
Just in time 32. D
MULTIPLE CHOICE 33. B
34. C
1. D 35. A
2. A
36. A
3. D
37. B
4. C
38. D
5. C
6. A 39. A
7. C 40. D
8. A 41. C
9. A 42. B
10. B 43. A
11. C 44. A
12. D 45. D
13. C 46. C
14. A 47. B
15. C
48. D
16. B
49. B
17. D
50. B
18. A
105. C
19. C
20. D 106. D
21. B 107. D
22. B 108. A
23. A 109. D
24. C 110. B
25. C 111. B
26. C 112. C
27. B
28. C
29. A
30. A
30
JUST-IN-TIME AND BACKFLUSHING

D 1. If 500 units are produced per day and 2,000 units are in process at any time, the throughput time is:

A. 1/2 day C. two days

B. 1/4 day D. four days

SUPPORTING CALCULATION:

2,000
= 4 days
500
D 2. In a JIT system, if the rate of output is doubled while the number of units in process is cut in half, then the
speed of the system has been:

A. reduced by 25% C. reduced by 50%

B. doubled D. quadrupled

B 3. If the annual carrying cost percentage is 30% and average work in process is P300,000 and management
plans to use JIT to double the velocity of work in process without changing total annual output, the savings
in annual carrying costs will be:

A. P90,000 C. P150,000

B. P45,000 D. P180,000

SUPPORTING CALCULATION:

30% x 1/2 x P300,000 = P45,000

A 4. If Step 1 in a production process processes each unit and sends it to await Step 2, and 500 units are waiting
between Steps 1 and 2, how many defective units might Step 1 produce before the problem is detected in
Step 2?

A. 500 C. 250

B. an unlimited number D. 1,000

C 5. Assume that a company plans a reduction in work in process levels of 50% and has an annual inventory
carrying cost of 20% and a past average cost of work in process of P75,000. The 50% reduction in work in
process would be expected to produce annual savings of:

A. P37,500 C. P7,500

B. P15,000 D. P3,750

SUPPORTING CALCULATION:

50% x 20% x P75,000 = P7,500

D 6. Alpha Company has 10 work stations where work in process is held, 100 average units in work in process per
station, an average cost of a unit in work in process of P75, and an annual inventory carrying cost of 20%. If
Alpha plans a 50% reduction in work in process levels, the expected annual savings in carrying costs would
be:

A. P37,500 C. P30,000

B. P15,000 D. P7,5000

SUPPORTING CALCULATION:

50% x 20% x (10 x 100 x P75) = P7,500

B 7. Beta Company has an average peso loss per defective unit of P25, a planned reduction in number of
defective units produced per out-of-control condition of 5, and the number of out-of-control conditions not
discovered immediately is 250. The expected savings in cost of defects would be:

A. P1,250 C. P6,250

B. P31,250 D. P125

SUPPORTING CALCULATION:

P25 x 5 x 250 = P31,250

B 8. Beta Company has an average peso loss per defective unit of P25, a planned reduction in work in process
levels of 50%, and an average number of units in work in process per station of 100. Assume that the total
number of instances in which some work station goes out of control limits and produces defects is expected
to be 500 annually and that in half those instances the out-of-control condition is not discovered
immediately and enters 10% of the units produced. The expected annual savings in cost of defective units
would be:

A. P1,250 C. P6,250

B. P31,250 D. P125

SUPPORTING CALCULATION:

P25 x (50% x 100 x 10%) x (1/2 x 500) = P31,250

B 9. Cheeta Company has materials cost in the June 1 Raw and In Process of P10,000, materials received during
June of P205,000 and materials cost in the June 30 Raw and In Process of P12,500. The amount to be
backflushed from Raw and In Process to Finished Goods at the end of June would be:

A. P215,000 B. P202,500
 C. P207,500 D. P217,500

D 10. In backflush costing, if the conversion cost in the Raw and In Process was P500 on July 1 and P1,000 on July
31, the account to be credited at the end of July for the P500 increase would be:

A. Raw and In Process C. Raw Materials

B. Finished Goods D. Cost of Goods Sold

A 11. In backflush costing, if the conversion cost in Raw and In Process was P1,000 on March 1 and P400 on March
31, the account to be credited for the P600 decrease would be:

A. Raw and In Process C. Raw Materials

B. Finished Goods D. Cost of Goods Sold