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Copyright © 2008, The McGraw-Hill Companies, Inc. McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid Decision Making
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Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

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Page 1: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

Chapter EightACCT7110-Dr. Bailey-Spring 2008

Activity-Based Costing: A Tool to Aid Decision Making

Page 2: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-2

Activity Based Costing (ABC)

ABC is designed to provide managers with cost information for decisions. What products/services

profitable? What customers? Where is the waste from

non-value-added activities?

ABC is agood supplement to our traditional

cost systemI agree!

Page 3: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-3

Learning Objective 1

Understand activity-based Understand activity-based costing and how it differs costing and how it differs from a traditional costing from a traditional costing

system.system.

Page 4: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-4 How Costs are Treated UnderActivity–Based Costing

ABC differs from traditional cost accounting in three ways.ABC differs from traditional cost accounting in three ways.

Manufacturingcosts

Nonmanufacturingcosts

ABC assigns both types of costs to products.

Traditionalproduct costing

ABCproduct costing

Page 5: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-5 How Costs are Treated UnderActivity–Based Costing

ABC does not assign all manufacturing costs to products.

Manufacturingcosts

Nonmanufacturingcosts

Traditionalproduct costing

ABCproduct costing

All

Most, butnot all

Som

e

ABC differs from traditional cost accounting in three ways.ABC differs from traditional cost accounting in three ways.

Page 6: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-6 How Costs are Treated UnderActivity–Based Costing

Plantwide Overhead

Rate

Plantwide Overhead

Rate

DepartmentalOverhead

Rates

DepartmentalOverhead

Rates

Activity–BasedCosting

Activity–BasedCosting

Number of cost pools

Lev

el o

f co

mp

lexi

ty

ABC uses more cost pools.

ABC differs from traditional cost accounting in three ways.ABC differs from traditional cost accounting in three ways.

Page 7: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-7 How Costs are Treated UnderActivity–Based Costing

ABC uses more cost pools.

Each ABC cost pool has itsown unique measure of activity.

Each ABC cost pool has itsown unique measure of activity.

ABC differs from traditional cost accounting in three ways.ABC differs from traditional cost accounting in three ways.

Traditional cost systems usually relyon volume measures such as direct laborhours and/or machine hours to allocate

all overhead costs to products.

Traditional cost systems usually relyon volume measures such as direct laborhours and/or machine hours to allocate

all overhead costs to products.

Page 8: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-8

ActivityAn event that causes the consumption of overhead

resources.

Activity Cost Pool

A “cost bucket” in which costs related to a particular

activity measure are accumulated.

$

$

$ $

$$

How Costs are Treated UnderActivity–Based Costing

Page 9: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-9

Activity MeasureActivity

Measure

An allocation basein an activity-based

costing system.

An allocation basein an activity-based

costing system.

How Costs are Treated UnderActivity–Based Costing

The term cost driver is also used to refer to an activity measure.

The term cost driver is also used to refer to an activity measure.

Page 10: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

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8-10

Simple countof the number oftimes an activity

occurs.

Transactiondriver

A measureof the amountof time neededfor an activity.

Durationdriver

Two common types of activity measures:

How Costs are Treated UnderActivity–Based Costing

Page 11: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-11 How Costs are Treated UnderActivity–Based Costing

Traditional cost systems usually rely on volumemeasures such as direct labor hours and/or machine

hours to allocate all overhead costs to products.

Traditional cost systems usually rely on volumemeasures such as direct labor hours and/or machine

hours to allocate all overhead costs to products.

ABC definesABC definesfive levels of activityfive levels of activity

that largely do not relatethat largely do not relateto the volume of unitsto the volume of units

produced.produced.

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8-12

ManufacturingManufacturingcompanies typically combinecompanies typically combine

their activities into fivetheir activities into fiveclassifications.classifications.

Unit-LevelUnit-LevelActivityActivity

Batch-Level Batch-Level ActivityActivity

Product-LevelProduct-LevelActivityActivity

Customer-LevelCustomer-LevelActivityActivityOrganization-Organization-

sustainingsustainingActivityActivity

How Costs are Treated UnderActivity–Based Costing

Page 13: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-13 Characteristics of SuccessfulABC Implementations

Strong topmanagement support

Strong topmanagement support

Cross-functionalinvolvement

Cross-functionalinvolvement

Link to evaluationsand rewards

Link to evaluationsand rewards

Page 14: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-14

Classic Brass – An ABC Example

SalesCost of goods sold 3,200,000$

Direct materials 975,000$ Direct labor 351,250 Manufacturing overhead 1,000,000 2,326,250

Gross margin 873,750 Selling and administrative expenses

Shipping expenses 65,000 Marketing expenses 300,000 General administrative expenses 510,000 875,000

Net operating incomeoperating loss (1,250)$

Classic Brass[Traditional] Income StatementYear Ended December 31, 2005

Manufacturing overhead is allocated to products usinga single plantwide overhead rate based on machine hours.

Manufacturing overhead is allocated to products usinga single plantwide overhead rate based on machine hours.

Page 15: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-15Define Activities, Activity Cost Pools,and Activity Measures

At Classic Brass, the ABC team, selected the followingactivity cost pools and activity measures:

At Classic Brass, the ABC team, selected the followingactivity cost pools and activity measures:

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8-16

• Customer Orders – This activity is assigned all costs of resources that are consumed by taking and processing customer orders.

• Product Designs - assigned all costs of resources consumed by designing products.

• Order Size - assigned all costs of resources consumed as a consequence of the number of units produced.

• Customer Relations – assigned all costs associated with maintaining relations with customers.

• Other – assigned all overhead costs that are not associated with the other cost pools.

• Customer Orders – This activity is assigned all costs of resources that are consumed by taking and processing customer orders.

• Product Designs - assigned all costs of resources consumed by designing products.

• Order Size - assigned all costs of resources consumed as a consequence of the number of units produced.

• Customer Relations – assigned all costs associated with maintaining relations with customers.

• Other – assigned all overhead costs that are not associated with the other cost pools.

Define Activities, Activity Cost Pools,and Activity Measures

Page 17: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

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8-17

Learning Objective 2

Assign costs to cost pools Assign costs to cost pools using a first-stage using a first-stage

allocation. allocation.

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Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-18 Assign Overhead Coststo Activity Cost Pools

Page 19: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-19 Assign Overhead Coststo Activity Cost Pools

Direct materials, direct labor, and shipping are excludedDirect materials, direct labor, and shipping are excludedbecause Classic Brass’ existing cost system can directlybecause Classic Brass’ existing cost system can directly

trace these costs to products or customer orders.trace these costs to products or customer orders.

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8-20

At Classic Brass the following distribution of resource consumption across activity cost pools is determined.

Assign Overhead Coststo Activity Cost Pools

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8-21

Indirect factory wages $500,000Indirect factory wages $500,000Percent consumed by customer orders 25%Percent consumed by customer orders 25%

$125,000$125,000

Indirect factory wages $500,000Indirect factory wages $500,000Percent consumed by customer orders 25%Percent consumed by customer orders 25%

$125,000$125,000

Assign Overhead Coststo Activity Cost Pools

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8-22

Factory equipment depreciation $300,000Factory equipment depreciation $300,000Percent consumed by customer orders 20%Percent consumed by customer orders 20%

$ 60,000$ 60,000

Factory equipment depreciation $300,000Factory equipment depreciation $300,000Percent consumed by customer orders 20%Percent consumed by customer orders 20%

$ 60,000$ 60,000

Assign Overhead Coststo Activity Cost Pools

Page 23: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin

8-23 Assign Overhead Coststo Activity Cost Pools

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8-24

Learning Objective 3

Compute activityCompute activityrates for cost pools.rates for cost pools.

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8-25

Calculate Activity Rates

The ABC team determines that Classic Brass will have these total activities for each activity cost

pool . . . 1,000 customer orders,1,000 customer orders, 400 new designs,400 new designs, 20,000 machine-hours,20,000 machine-hours, 250 customer relations activities.250 customer relations activities.

Now the team can compute the individual activity rates by dividing the total cost for each activity by the total activity levels.

Now the team can compute the individual activity rates by dividing the total cost for each activity by the total activity levels.

Page 26: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

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8-26

Calculate Activity Rates

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8-27

TracedTraced TracedTraced TracedTraced

Activity-Based Costing at Classic Brass

DirectMaterials

DirectMaterials

DirectLaborDirectLabor

ShippingCosts

ShippingCosts Overhead CostsOverhead Costs

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

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8-28

Activity-Based Costing at Classic Brass

DirectMaterials

DirectMaterials

DirectLaborDirectLabor

ShippingCosts

ShippingCosts

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

OrderOrderSizeSize

OrderOrderSizeSize

CustomerCustomerOrdersOrders

CustomerCustomerOrdersOrders

ProductProductDesignDesignProductProductDesignDesign

CustomerCustomerRelationsRelationsCustomerCustomerRelationsRelations OtherOtherOtherOther

Overhead CostsOverhead Costs

First-Stage Allocation

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8-29

Activity-Based Costing at Classic Brass

DirectMaterials

DirectMaterials

DirectLaborDirectLabor

ShippingCosts

ShippingCosts

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

Cost Objects:Cost Objects:Products, Customer Orders, CustomersProducts, Customer Orders, Customers

CustomerCustomerOrdersOrders

CustomerCustomerOrdersOrders

OrderOrderSizeSize

OrderOrderSizeSize

CustomerCustomerRelationsRelationsCustomerCustomerRelationsRelations OtherOtherOtherOther

Overhead CostsOverhead Costs

First-Stage Allocation

Second-Stage AllocationsSecond-Stage AllocationsSecond-Stage AllocationsSecond-Stage Allocations

$/Order$/Order $/Design$/Design $/MH$/MH $/Customer$/Customer

UnallocatedUnallocated

ProductProductDesignDesignProductProductDesignDesign

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8-30

Learning Objective 4

Assign costs to a cost Assign costs to a cost object using a second-object using a second-

stage allocation. stage allocation.

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8-31

Classic Brass Information

Standard Stanchions1.1. Requires no new design resources.Requires no new design resources.2.2. 30,000 units ordered with 600 separate orders.30,000 units ordered with 600 separate orders.3.3. Each stanchion requires 35 minutes of machineEach stanchion requires 35 minutes of machine

time for a total of 17,500 machine-hours.time for a total of 17,500 machine-hours.

Standard Stanchions1.1. Requires no new design resources.Requires no new design resources.2.2. 30,000 units ordered with 600 separate orders.30,000 units ordered with 600 separate orders.3.3. Each stanchion requires 35 minutes of machineEach stanchion requires 35 minutes of machine

time for a total of 17,500 machine-hours.time for a total of 17,500 machine-hours.

Custom Compass Housing1. Requires new design resources.2. 400 separate orders.3. 400 custom designs prepared.4. 1,250 compass housings produced, requiring 2

machine-hours each for a total of 2,500 machine-hours.

Custom Compass Housing1. Requires new design resources.2. 400 separate orders.3. 400 custom designs prepared.4. 1,250 compass housings produced, requiring 2

machine-hours each for a total of 2,500 machine-hours.

Assigning Overhead to Products

Page 32: Copyright © 2008, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin Chapter Eight ACCT7110-Dr. Bailey-Spring 2008 Activity-Based Costing: A Tool to Aid.

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8-32

Quick Check

• What is a stanchion!?

A.An upright bar, post, prop, brace, or support

B.A medical instrument to control bleeding

C.A large rivet used in steel construction

D.A brass organ pipe

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8-33

Assigning Overhead to Products

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8-34

Let’s take a look at how Classic Brass system works for just one of the 250 customers – Windward

Yachts who placed a total of three orders.

Orders1.1. Two orders for 150 standard stanchions per order.Two orders for 150 standard stanchions per order.2.2. One order for a custom compass housing.One order for a custom compass housing.

Orders1.1. Two orders for 150 standard stanchions per order.Two orders for 150 standard stanchions per order.2.2. One order for a custom compass housing.One order for a custom compass housing.

Machine-hours1.1. The 300 standard stanchions required 175 machine-hours.The 300 standard stanchions required 175 machine-hours.2.2. The custom compass housing required 2 machine hours.The custom compass housing required 2 machine hours.

Machine-hours1.1. The 300 standard stanchions required 175 machine-hours.The 300 standard stanchions required 175 machine-hours.2.2. The custom compass housing required 2 machine hours.The custom compass housing required 2 machine hours.

Assigning Overhead to Customers

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8-35

Assigning Overhead to Customers

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8-36

Learning Objective 5

Use activity-based costing Use activity-based costing to compute product and to compute product and

customer margins.customer margins.

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8-37

Prepare Management Reports

CustomStandard Compass

Stanchions Housings TotalSales 2,660,000$ 540,000$ 3,200,000$ Direct costs

Direct material 905,500 69,500 975,000 Direct labor 263,750 87,500 351,250 Shipping 60,000 5,000 65,000

Product Margin Calculations

The first step in computing product margins is togather each product’s sales and direct cost data.

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8-38

Prepare Management Reports

Product Margin CalculationsThe second step in computing product margins is toincorporate the previously computed activity-based

cost assignments pertaining to each product.

CustomStandard Compass

Stanchions Housings TotalSales 2,660,000$ 540,000$ 3,200,000$ Direct costs

Direct material 905,500 69,500 975,000 Direct labor 263,750 87,500 351,250 Shipping 60,000 5,000 65,000

ABC cost assignmentsCustomer orders 192,000 128,000 320,000 Product design 252,000 252,000 Order size 332,500 47,500 380,000

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8-39

Prepare Management Reports

Product Margin Calculations

The third step in computing productmargins is to deduct each product’sdirect and indirect costs from sales.

Sales 2,660,000$ 540,000$ Costs

Direct material 905,500$ 69,500$ Direct labor 263,750 87,500 Shipping 60,000 5,000 Customer orders 192,000 128,000 Product design 252,000 Order size 332,500 47,500

Total cost 1,753,750 589,500 Product margin 906,250$ (49,500)

CustomStandard Stanchions Compass Housings

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8-40

CustomStandard Compass

Stanchions Housings TotalSales 2,660,000$ 540,000$ 3,200,000$ Total costs 1,753,750 589,500 2,343,250 Product margins 906,250$ (49,500)$ 856,750$

Less costs not assigned to products:Customer relations 367,500 Other 490,500 Total 858,000

Net operating incomet operating loss (1,250)$

Product Margin Calculations

The product margins can be reconciled withthe company’s net operating income as follows:

Prepare Management Reports

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8-41

Prepare Management Reports

Customer Profitability Analysis The first step in computing Windward Yachts’ customer

margin is to gather its sales and direct cost data.

WindwardYachts

Sales 11,350$ Direct costs

Direct material 2,123 Direct labor 1,900 Shipping 205

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8-42

Prepare Management Reports

Customer Profitability Analysis The second step is to incorporate Windward Yachts’

previously computed activity-based cost assignments.

WindwardYachts

Sales 11,350$ Direct costs

Direct material 2,123 Direct labor 1,900 Shipping 205

ABC cost assignmentsCustomer orders 960 Product design 630 Order size 3,363 Customer relations 1,470

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8-43

Prepare Management Reports

Customer Profitability Analysis The third step is to compute Windward Yachts’ customer margin ($699) by deducting all its direct and indirect costs from its sales.

Sales 11,350$ Direct costs

Direct material 2,123$ Direct labor 1,900 Shipping 205 Customer orders 960 Product design 630 Order size 3,363 Customer relations 1,470 10,651

Customer margin 699$

Windward Yachts

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8-44 Product Margins Computed Usingthe Traditional Cost System

CustomStandard Compass

Stanchions Housings TotalSales 2,660,000$ 540,000$ 3,200,000$ Direct costs

Direct material 905,500 69,500 975,000 Direct labor 263,750 87,500 351,250

The first step in computing product margins is togather each product’s sales and direct cost data.

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8-45 Product Margins Computed Usingthe Traditional Cost System

Plantwide manufacturingoverhead rate

$1,000,000 20,000 MH

= $50 per machine-hour=

The second step in computing product marginsis to compute the plantwide overhead rate.

Production DepartmentIndirect factory wages 500,000$ Factory equipment depreciation 300,000 Factory utilities 120,000 Factory building lease 80,000

Total manufacturing overhead 1,000,000$

Manufacturing Overhead Costs at Classic Brass

Machine-hoursStandard Stanchions 17,500 Custom compass Housings 2,500 Total machine-hours 20,000

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8-46 Product Margins Computed Usingthe Traditional Cost System

The third step in computing product margins isallocate manufacturing overhead to each product.

Machine Overhead Overhead Hours Rate Allocated

Standard Stanchions 17,500 50.00$ 875,000$ Custom Compass Housings 2,500 50.00 125,000 Total overhead allocated to products 1,000,000$

17,500 hours × $50 per hour = $875,00017,500 hours × $50 per hour = $875,000

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8-47 Product Margins Computed Usingthe Traditional Cost System

The fourth step is to actuallycompute the product margins.

Sales 2,660,000$ 540,000$ 3,200,000$ Cost of goods sold

Direct materials 905,500$ 69,500$ 975,000$ Direct labor 263,750 87,500 351,250 Manufacturing overhead 875,000 2,044,250 125,000 282,000 1,000,000 2,326,250

Product margin 615,750$ 258,000 873,750

Selling and administrative 875,000 Net operating incomet operating loss (1,250)$

CustomStandard Stanchions Compass Housings Total

Shipping expenses 65,000$ Marketing expenses 300,000 General administrative expenses 510,000

875,000$

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Standard CustomStanchions Compass Housings

Product margins – traditional 615,750$ 258,000$ Product margins – ABC 906,250 (49,500) Change in reported margins 290,500$ (307,500)$

The Differences Between ABCand Traditional Product Costs

The traditional costsystem overcosts thestandard stanchionsand reports a lower

product marginfor this product.

The traditional costsystem undercosts the

custom compasshousings and reports

a higher productmargin for this product.

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8-49 Differences Between ABC and Traditional Product Costs

There are three reasons why thereported product margins for the two

costing systems differ from one another.

Traditional costing allocates all manufacturing overhead to products. ABC costing only assigns manufacturing overhead costs consumed by products to those products.

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8-50 Differences Between ABC and Traditional Product Costs

Traditional costing allocates all manufacturing overhead costs using a volume-related allocation base. ABC costing also uses non-volume related allocation bases.

There are three reasons why thereported product margins for the two

costing systems differ from one another.

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8-51 Differences Between ABC and Traditional Product Costs

Traditional costing disregards selling and administrative expenses because they are assumed to be period expenses. ABC costing directly traces shipping costs to products and includes nonmanufacturing overhead costs caused by products in the activity cost pools that are assigned to products.

There are three reasons why thereported product margins for the two

costing systems differ from one another.

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Targeting Process Improvement

Activity-based management is used in conjunction with ABC to identify areas that would benefit

from process improvements.

Activity-based management is used in conjunction with ABC to identify areas that would benefit

from process improvements.

While the theory of constraints approach discussed in Chapter 1

is a powerful tool for targeting improvement efforts, activity rates can also provide valuable clues on

where to focus improvement efforts.

While the theory of constraints approach discussed in Chapter 1

is a powerful tool for targeting improvement efforts, activity rates can also provide valuable clues on

where to focus improvement efforts.

Benchmarking Benchmarking can be used to compare activity cost can be used to compare activity cost information with world-class standards of performance information with world-class standards of performance

achieved by other organizations.achieved by other organizations.

Benchmarking Benchmarking can be used to compare activity cost can be used to compare activity cost information with world-class standards of performance information with world-class standards of performance

achieved by other organizations.achieved by other organizations.

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Activity-Based Costing and External Reporting

Most companies do not use ABCfor external reporting because . . .

1. External reports are less detailed than internal reports.

2. It may be difficult to make changes to the company’s accounting system.

3. ABC does not conform to GAAP.

4. Auditors may be suspect of the subjective allocation process based on interviews with employees.

1. External reports are less detailed than internal reports.

2. It may be difficult to make changes to the company’s accounting system.

3. ABC does not conform to GAAP.

4. Auditors may be suspect of the subjective allocation process based on interviews with employees.

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ABC Limitations

Substantial resourcesrequired to implement

and maintain.

Resistance tounfamiliar numbers

and reports.

Desire to fullyallocate all costs

to products.

Potentialmisinterpretation ofunfamiliar numbers.

Does not conform toGAAP. Two costing

systems may be needed.

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Appendix 8A

ABC Action Analysis

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Learning Objective 6

Prepare an action analysis Prepare an action analysis report using activity-based report using activity-based costing data and interpret costing data and interpret

the report. the report. (Appendix 8A)(Appendix 8A)

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Appendix 8A: ABC Action Analysis

Conventional ABC analysis does not identify potentially relevant costs. An

action analysis report helps because it:

• Shows what costs have been assigned to a cost object.

• Indicates how difficult it would be to adjust those costs in response to changes in the level of activity.

Conventional ABC analysis does not identify potentially relevant costs. An

action analysis report helps because it:

• Shows what costs have been assigned to a cost object.

• Indicates how difficult it would be to adjust those costs in response to changes in the level of activity.

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Constructing an action analysis report begins with the first-stage allocation process. In addition to computing an

overall activity rate for each activity cost pool, an activity rate is computed for each type of overhead cost that is consumed

supporting a given activity.

Let’s revisit the stage-one allocationsfrom the Classic Brass example that we

discussed earlier.

Appendix 8A: ABC Action Analysis

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Appendix 8A: ABC Action Analysis

$125,000 ÷ 1,000 orders = $125 per orderOther entries in the table are computed similarly.

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$125 per order × 600 orders = $75,000Other entries in the table are computed similarly.

Appendix 8A: ABC Action Analysis

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$125 per order × 400 orders = $50,000Other entries in the table are computed similarly.

Appendix 8A: ABC Action Analysis

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Next, label each cost using an ease of adjustment code:

• Green costs adjust more or less automatically to changes in activity level without any action by managers.

• Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost.

• Red costs can be adjusted to changes in activity level only with a great deal difficulty and with management intervention.

Next, label each cost using an ease of adjustment code:

• Green costs adjust more or less automatically to changes in activity level without any action by managers.

• Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost.

• Red costs can be adjusted to changes in activity level only with a great deal difficulty and with management intervention.

Appendix 8A: ABC Action Analysis

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Sales 540,000$

Green costsDirect materials 69,500$ Shipping costs 5,000 74,500

Green margin 465,500$

Yellow costsDirect labor 87,500 Indirect factory wages 262,500 Factory utilities 19,500 Administrative wages and salaries 49,000 Office equipment depreciation 6,000 Marketing wages and salaries 42,000 Selling expenses 2,000 468,500

Yellow margin (3,000)$

Red costsFactory equipment depreciation 46,500 Factory building lease - Administrative building lease - 46,500

Red margin (49,500)$

Action Analysis of Custom Compass Housing

Appendix 8A: ABC Action Analysis

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End of Chapter 8