Professional Documents
Culture Documents
Activity‐Based
g( )
Costing (ABC) and
Management
ACG 6309
Dr. Chula King
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Student Learning Outcomes
• Compute product costs under a traditional,
volume‐based product‐costing system
• Explain how an ABC system operates
p p
• Explain the concept of cost levels
• Compute product costs under an ABC system
• Explain why traditional, volume‐based costing
systems tend to distort product costs
• Explain the three criteria for selecting cost drivers
• Explain the concept of activity‐based
management.
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Traditional Volume Based Costing
Systems
• Plant‐wide overhead Rate
• Direct labor often used as allocation base
– Information already recorded and readily available
– Large component of product costs
L f d
– Belief that direct labor and overhead costs were
highly correlated
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1
Relevance Today
• Different environments
– Large variety of products consuming differing
amounts of overhead
– Direct labor costs have been shrinking while
overhead costs have been increasing
– Increasing overhead costs no longer highly
correlated with direct labor
– Cost reductions because of technology
– Reduced complexity of gathering diverse sources
of data because of technology
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Activity‐Based Costing (ABC)
• Number of allocation bases used for assigning
costs to products
– Cost objects
– Performing activities
Performing activities
– Resource consumption
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Activity‐Based Costing (ABC)
• Activity: Event causing the consumption of
overhead resources
• Activity Cost Pool: A “cost bucket” that
accumulates costs
accumulates costs
• Activity Measure: Used as the allocation base
for applying overhead costs
• Activity Rate: Predetermined overhead rate
for each activity cost pool.
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2
Activity Based Costing (ABC)
• Overhead costs are assigned using a two stage
procedure
• Stage 1: Identification of significant activities
and assignment of overhead costs to each
and assignment of overhead costs to each
activity in proportion to resources used
• Stage 2: Identification of cost drivers
appropriate for each activity and allocation of
overhead to the product.
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Stage One Cost Pools (Cost Hierarchy)
• Unit level: performed for each unit of
production, e.g., machining
• Batch level: performed for each batch of the
p
product, e.g., setup, quality assurance, receiving
, g, p, q y , g
• Product‐sustaining level –performed to support
an entire product line, e.g., engineering
• Facility or general operations level: Required for
entire manufacturing process to occur, e.g., plant
management, plant maintenance, depreciation
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Stage Two – Cost Drivers
• Each cost pool is assigned a cost driver
• Overhead costs are assigned by using the cost
drivers and assessing the relative proportion
of the activity consumed by the product
of the activity consumed by the product
• Pool rate is calculated – per unit cost of the
cost driver and eventual cost for each product
line
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3
Exhibit 5‐4
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For Example
• Edgeworth Box Corporation manufactures a
variety of special packaging boxes used in the
pharmaceutical industry. The company’s
Dallas plant is semi
Dallas plant is semi‐automated
automated, but the
but the
special nature of the boxes requires some
manual labor. The controller has chosen
activity cost pools, cost drivers and pool rates
for the Dallas plant product‐costing system
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Edgeworth Box Corporation
Budgeted Level for
Activity Cost Pool Overhead Cost Cost Driver Cost Driver Pool Rate
Purchasing, storage and
material handling $ 200,000 Raw material costs $1,000,000 20% of material cost
Engineering and product Hours in design
design 100,000 department 5,000 hrs. $20 per hour
Machine setup costs 70,000 Production runs 1,000 runs $70 per run
Machine depreciation and
maintenance 300,000 Machine hours 100,000 hrs. $3 per hour
Factory depreciation, taxes,
insurance and utilities 200,000 Machine hours 100,000 hrs. $2 per hour
Other manufacturing
overhead costs 150,000 Machine hours 100,000 hrs. $1.50 per hour
Total $ 1,020,000
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4
Additional Information
20,000 Units of Box 10,000 units of Box
C52 W29
Direct labor hours 42 hours 21 hours
Raw material cost $40,000 $35,000
Hours in design dept 10 25
Production runs 2 4
Machine hours 24 20
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Determination of Total Overhead
Box C52 Box W29
Purchasing, storage and $8,000 (20% x $40,000) $7,000 (20% x $35,000)
material handling
Engineering and product 200 (10 hrs x $20/hr) 500 (25 hrs x $20/hr)
design
Machine setup costs 140 (2 runs x $70/run) 280 (4 runs x $70/run)
Machine depreciation and 72 (24 Mhr x $3/hr) 60 (20 Mhr x $3/hr)
maintenance
Factory depreciation, taxes, 48 (24 Mhr x $2/hr) 40 (20 Mhr x $2/hr)
insurance and utilities
Other manufacturing 36 (24 Mhr x $1.50/hr) 30 (20 Mhr x $1.50/hr)
overhead costs
Total overhead $8,496 $7,910
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Overhead Cost per Box
• Box C52: 20,000 boxes
$8,496 ÷ 20,000 boxes = $0.4248/box
• Box W29: 10,000 boxes
$7,910 ÷ 10,000 boxes = $0.791/box
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5
Predetermined Overhead Rate Based
on Direct Labor Hours
• Total budgeted overhead ÷ Total budgeted
direct labor hours
• Total budgeted overhead = $1,020,000
• Total budgeted direct labor hours = 4,000
lb d d di l b h 000
• Predetermined overhead rate = $1,020,000 ÷
4,000 direct labor hours = $255/direct labor
hour
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Total and per Unit Overhead Assigned
to C52 and W29
• Box C52: 42 direct labor hours x $255/direct
labor hour = $10,710
– $10,710 ÷ 20,000 boxes = $0.5355/box
• Box W29: 21 direct labor hours x $255/direct
Box W29 21 direct labor hours x $255/direct
labor hour = $5,355
– $5,355 ÷ 10,000 boxes = $0.5355/box
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Comparison of per Unit Overhead
Costs
C52 W29
Using ABC $0.4948 $0.791
Using single rate $0.5355 $0.5355
There are inherent inaccuracies built into the
single, volume based overhead rate. The
allocation using just direct labor hours does
not reflect the relative usage of the other
manufacturing support areas.
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6
Cost Drivers
• Characteristic of an event or activity that
results in the incurrence of costs.
– Degree of correlation
– Cost of measurement
Cost of measurement
– Behavioral effects
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Activity‐Based Management (ABM)
• Refers to the use of activity‐based costing
information to support organizational strategy,
improve operations, and manage costs.
• Assigns resource cost to a company
Assigns resource cost to a company'ss cost
cost
objects (i.e., the cost assignment viewpoint).
With a process viewpoint, the emphasis now
is on the activities themselves—what causes
them, the events that trigger them, and the
related linkages.
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ABM Goals
• To identify and eliminate non‐value‐added
activities: activities that are either
unnecessary and dispensable, or necessary
but inefficient
but inefficient
– Common examples of non‐value‐added activities
include move, wait, and storage time
– These activities give rise to non‐value‐added costs,
or costs that can be eliminated without
deterioration of product quality, performance, or
perceived value
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7
Customer Profitability Analysis
• Uses activity‐based costing to determine the
activities, costs, and profit associated with
serving particular customers.
• Factors that influence customer profitability
Factors that influence customer profitability
include order quantity, order frequency, special
packaging and/or delivery needs, engineering
design changes, sales visits/contacts, and, in
general, customized services.
• Customers can often be educated in terms of
buying habits, with the result being lower
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ll f b h h h d h
The Next Step
• Exercises 5‐26, 5‐27, 5‐36*, 5‐38*, 5‐40*, 5‐41*,
5‐44*
*Open ended to foster class discussion
• Problems 5‐46, 5‐49, 5‐50, 5‐52, 5‐53, 5‐54
bl 6 9 0 2 3
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