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Copyright © 2012 McGraw-Hill Ryerson Limited
5-1
PowerPoint Author:
Robert G. Ducharme, MAcc, CAUniversity of Waterloo, School of Accounting and Finance
MANAGERIALACCOUNTINGNinth Canadian Edition GARRISON, CHESLEY, CARROLL, WEBB, LIBBY
MANAGERIALACCOUNTINGNinth Canadian Edition GARRISON, CHESLEY, CARROLL, WEBB, LIBBY
Activity-Based Costing: A Tool to Aid Decision Making
Chapter 5
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Copyright © 2012 McGraw-Hill Ryerson Limited
Activity–Based Costing (ABC)
ABC is designed to provide managers with
cost information for strategic and other
decisions that potentially affect capacity, and
therefore, affect “fixed”as well as variable costs.
ABC is agood supplement to our traditional
cost systemI agree!
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How Costs are Treated UnderActivity–Based Costing
ABC differs from traditional cost accounting in four ways.ABC differs from traditional cost accounting in four ways.
Manufacturingcosts
Non-manufacturingcosts
ABC assigns both types of costs to products.
Traditionalproduct costing
ABCproduct costing
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How Costs are Treated UnderActivity–Based Costing
ABC does not assign all manufacturing costs to products.
Manufacturingcosts
Non-manufacturingcosts
Traditionalproduct costing
ABCproduct costing
All Most, butnot all
Som
e
ABC differs from traditional cost accounting in four ways.ABC differs from traditional cost accounting in four ways.
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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 four ways.ABC differs from traditional cost accounting in four ways.
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How Costs are Treated UnderActivity–Based Costing
Each ABC cost pool has itsown unique measure of activity.
Each ABC cost pool has itsown unique measure of activity.
Traditional cost systems usually relyTraditional cost systems usually relyon volume measures such as direct labouron volume measures such as direct labour
hours and/or machine hours to allocatehours and/or machine hours to allocateall overhead costs to products.all overhead costs to products.
Traditional cost systems usually relyTraditional cost systems usually relyon volume measures such as direct labouron volume measures such as direct labour
hours and/or machine hours to allocatehours and/or machine hours to allocateall overhead costs to products.all overhead costs to products.
ABC differs from traditional cost accounting in four ways.ABC differs from traditional cost accounting in four ways.
ABC uses more cost pools.LO 1
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How Costs are Treated UnderActivity–Based Costing
Traditional Costing The predetermined overhead rate is based on budgeted activity.
This results in applying all overhead costs
including unused, or idle capacity costs to
products.
Traditional Costing The predetermined overhead rate is based on budgeted activity.
This results in applying all overhead costs
including unused, or idle capacity costs to
products.
ABC Products are charged
for the costs of capacity they use – not
for the costs of capacity they don’t
use. Unused capacity costs are treated as
period expenses.
ABC Products are charged
for the costs of capacity they use – not
for the costs of capacity they don’t
use. Unused capacity costs are treated as
period expenses.
ABC bases level of activity on capacity.
ABC differs from traditional cost accounting in four ways.ABC differs from traditional cost accounting in four ways.
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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
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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.
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Simple countSimple countof the number ofof the number oftimes an activitytimes an activity
occurs.occurs.
Transactiondriver
A measureA measureof the amountof the amountof time neededof time neededfor an activity.for an activity.
Durationdriver
Two common types of activity measures:
How Costs are Treated UnderActivity–Based Costing
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How Costs are Treated UnderActivity–Based Costing
Traditional cost systems usually rely on volumeTraditional cost systems usually rely on volumemeasures such as direct labour hours and/or machinemeasures such as direct labour hours and/or machine
hours to allocate all overhead costs to products.hours to allocate all overhead costs to products.
Traditional cost systems usually rely on volumeTraditional cost systems usually rely on volumemeasures such as direct labour hours and/or machinemeasures such as direct labour hours and/or machine
hours to allocate all overhead costs to products.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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Manufacturingcompanies typically combine
their activities into fiveclassifications.
Unit-LevelActivity
Batch-Level Activity
Product-LevelActivity
Customer-LevelActivityOrganization-
sustainingActivity
How Costs are Treated UnderActivity–Based Costing
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Characteristics of Successful ABC Implementations
Strong topmanagement support
Strong topmanagement support
Cross-functionalinvolvement
Cross-functionalinvolvement
Link to evaluationsand rewards
Link to evaluationsand rewards
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Designing an ABC System
Cost Objects(e.g., productsand customers)
Cost Objects(e.g., productsand customers)
ActivitiesActivities
Consumptionof ResourcesConsumptionof Resources
CostCost
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Designing an ABC System
Steps for Implementing ABC Identify and define activities, activity cost pools and
activity measures. Assign overhead costs to activity cost pools. Calculate activity rates. Assign overhead costs to cost objects using the activity
rates and activity measures. Prepare management reports.
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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 BrassIncome Statement
Year Ended December 31, 2010
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.
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Define 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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Customer Orders - 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 - 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
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Direct materials, direct labour, and shipping are excludedbecause Classic Brass’ existing cost system can directly
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Assign Overhead Costs to Activity Cost Pools
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At Classic Brass the following distribution of resource consumption across activity cost pools is determined.
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Indirect factory wages $500,000Percent consumed by customer orders 25%
$125,000
Indirect factory wages $500,000Percent consumed by customer orders 25%
$125,000
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Assign Overhead Costs to Activity Cost Pools
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Factory equipment depreciation $300,000Percent consumed by customer orders 20%
$ 60,000
Factory equipment depreciation $300,000Percent consumed by customer orders 20%
$ 60,000
Assign Overhead Costs to Activity Cost Pools
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Calculate Activity Rates
The ABC team determines that Classic Brass will have these total activities for each activity cost
pool . . . 1,000 customer orders, 400 new designs, 20,000 machine-hours, 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.
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TracedTraced TracedTraced TracedTraced
DirectMaterials
DirectMaterials
DirectLabourDirectLabour
ShippingCosts
ShippingCosts Overhead CostsOverhead Costs
Cost Objects:Products, Customer Orders, Customers
Cost Objects:Products, Customer Orders, Customers
Activity-Based Costing at Classic Brass
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DirectMaterials
DirectMaterials
DirectLabourDirectLabour
ShippingCosts
ShippingCosts
Cost Objects:Products, Customer Orders, Customers
Cost Objects:Products, Customer Orders, Customers
OrderSize
OrderSize
CustomerOrders
CustomerOrders
ProductDesignProductDesign
CustomerRelationsCustomerRelations OtherOther
Overhead CostsOverhead Costs
First-Stage Allocation
Activity-Based Costing at Classic Brass
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DirectMaterials
DirectMaterials
DirectLabourDirectLabour
ShippingCosts
ShippingCosts
Cost Objects:Products, Customer Orders, Customers
Cost Objects:Products, Customer Orders, Customers
CustomerOrders
CustomerOrders
OrderSize
OrderSize
CustomerRelationsCustomerRelations OtherOther
Overhead CostsOverhead Costs
First-Stage Allocation
Second-Stage AllocationsSecond-Stage Allocations
$/Order$/Order $/Design$/Design $/MH$/MH $/Customer$/Customer
UnallocatedUnallocated
ProductDesignProductDesign
Activity-Based Costing at Classic Brass
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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
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Assigning Overhead to Products
The customer-level cost is assigned to customers directly; it is not assigned to
products.
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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. Two orders for 150 standard stanchions per order.2. One order for a custom compass housing.
Orders1. Two orders for 150 standard stanchions per order.2. One order for a custom compass housing.
Machine-hours1. The 300 standard stanchions required 175 machine-hours.2. The custom compass housing required 2 machine hours.
Machine-hours1. The 300 standard stanchions required 175 machine-hours.2. The custom compass housing required 2 machine hours.
Assigning Overhead to Customers
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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 labour 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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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 labour 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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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 labour 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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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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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 labour 1,900 Shipping 205
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Prepare Management Reports
Customer Profitability Analysis The second step is to incorporate Windward Yachts’
previously computed activity-based cost assignments.Windward
YachtsSales 11,350$ Direct costs
Direct material 2,123 Direct labour 1,900 Shipping 205
ABC cost assignmentsCustomer orders 960 Product design 630 Order size 3,363 Customer relations 1,470
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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 labour 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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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 12
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 12
is a powerful tool for targeting improvement efforts, activity rates can also provide valuable clues on
where to focus improvement efforts.
Benchmarking can be used to compare activity cost information with world-class standards of performance
achieved by other organizations.
Benchmarking can be used to compare activity cost information with world-class standards of performance
achieved by other organizations.LO 4
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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 labour 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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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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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 = $875,000
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Product Margins Computed Usingthe Traditional Cost System
The fourth step is to actuallycompute the product margins.
Sales 2,660,000$ 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$ LO 5
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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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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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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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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 non-manufacturing 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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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 5A: 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 5A: ABC Action Analysis
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Appendix 5A: 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 5A: ABC Action Analysis
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$125 per order × 400 orders = $50,000Other entries in the table are computed similarly.
Appendix 5A: ABC Action Analysis
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Next, label each cost using an ease of adjustment code:
• Green costs adjust more or less automatically to changes in activity level without any action by managers.
• Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost.
• Red costs can be adjusted to changes in activity level only with a great deal difficulty and with management intervention.
Next, label each cost using an ease of adjustment code:
• Green costs adjust more or less automatically to changes in activity level without any action by managers.
• Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost.
• Red costs can be adjusted to changes in activity level only with a great deal difficulty and with management intervention.
Appendix 5A: ABC Action Analysis
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Sales 540,000$
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 5A: ABC Action Analysis
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Appendix 5B
Using a Modified form of Activity-Based Costing to
Determine Product costs for External Reports
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Appendix 5B
ABC product costs:• Include organization-sustaining costs and unused capacity costs.• Exclude non-manufacturing costs even if they are caused by the products.
ABC product costs:• Include organization-sustaining costs and unused capacity costs.• Exclude non-manufacturing costs even if they are caused by the products.
A modified form of activity-basedcosting can be used to develop product
costs for external financial reports.
A modified form of activity-basedcosting can be used to develop product
costs for external financial reports.
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Appendix 5B
Total estimated manufacturing overhead 1,520,000$ Total estimated direct labour hours 400,000
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00$ 18.00$ Direct labour hours per unit 2.0 1.5 Units produced 50,000 200,000
Total estimated manufacturing overhead 1,520,000$ Total estimated direct labour hours 400,000
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00$ 18.00$ Direct labour hours per unit 2.0 1.5 Units produced 50,000 200,000
Maxtar Industries provides the following informationfor the company as a whole and for its only two
products—premium and standard smoker/barbecue units.
Maxtar Industries provides the following informationfor the company as a whole and for its only two
products—premium and standard smoker/barbecue units.
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Appendix 5B
Assuming that Maxtar’s traditional cost system relies on one predetermined plantwide overhead rate with
direct labour-hours (DLHs) as the allocation base, then its plantwide overhead rate is computed as follows:
Assuming that Maxtar’s traditional cost system relies on one predetermined plantwide overhead rate with
direct labour-hours (DLHs) as the allocation base, then its plantwide overhead rate is computed as follows:
Predeterminedoverhead rate = $3.80 per DLH=
$1,520,000400,000 DLHs
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Appendix 5B
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 7.60 5.70 Unit product cost 71.60$ 53.70$
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 7.60 5.70 Unit product cost 71.60$ 53.70$
Maxtar’s traditional cost system wouldreport unit product costs as follows:
Maxtar’s traditional cost system wouldreport unit product costs as follows:
2.0 DLH × $3.80 per DLH
1.5 DLH × $3.80 per DLH
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Appendix 5B
The ABC project team at Maxtar hasdeveloped the following basic information.
Activity and Activity Measures
Estimated Overhead
Cost Premium Standard Total
Direct labour support (DLHs) 800,000$ 100,000 300,000 400,000 Machine setups (setups) 480,000 600 200 800 Parts administration (part types) 240,000 140 60 200 Total manufacturing overhead 1,520,000$
Expected ActivityActivity and Activity Measures
Estimated Overhead
Cost Premium Standard Total
Direct labour support (DLHs) 800,000$ 100,000 300,000 400,000 Machine setups (setups) 480,000 600 200 800 Parts administration (part types) 240,000 140 60 200 Total manufacturing overhead 1,520,000$
Expected Activity
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Appendix 5B
We can calculate the following activity rates:
Activity and Activity Measures
Estimated Overhead
Cost
Total Expected Activity
Direct labour support (DLHs) 800,000$ ÷ 400,000 = 2$ per DLHMachine setups (setups) 480,000 ÷ 800 = 600$ per setupParts administration (part types) 240,000 ÷ 200 = 1,200$ per part typeTotal manufacturing overhead 1,520,000$
Activity Rate
Using the new activity rates, let’s assign overheadto the two products based upon expected activity.
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Appendix 5B
Activity and Activity MeasuresExpected Activity
Activity Rate
Direct labour support (DLHs) 100,000 × 2$ = 200,000$ Machine setups (setups) 600 × 600$ = 360,000 Parts administration (part types) 140 × 1,200$ = 168,000 Total overhead cost assigned 728,000$
AmountActivity and Activity MeasuresExpected Activity
Activity Rate
Direct labour support (DLHs) 100,000 × 2$ = 200,000$ Machine setups (setups) 600 × 600$ = 360,000 Parts administration (part types) 140 × 1,200$ = 168,000 Total overhead cost assigned 728,000$
Amount
Premium Product
Activity and Activity MeasuresExpected Activity
Activity Rate
Direct labour support (DLHs) 300,000 × 2$ = 600,000$ Machine setups (setups) 200 × 600$ = 120,000 Parts administration (part types) 60 × 1,200$ = 72,000 Total overhead cost assigned 792,000$
AmountActivity and Activity MeasuresExpected Activity
Activity Rate
Direct labour support (DLHs) 300,000 × 2$ = 600,000$ Machine setups (setups) 200 × 600$ = 120,000 Parts administration (part types) 60 × 1,200$ = 72,000 Total overhead cost assigned 792,000$
Amount
Standard Product
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Copyright © 2012 McGraw-Hill Ryerson Limited
Appendix 5B
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 14.56 3.96 Unit product cost 78.56$ 51.96$
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 14.56 3.96 Unit product cost 78.56$ 51.96$
Activity-based unit product costs for both product linesActivity-based unit product costs for both product lines
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Copyright © 2012 McGraw-Hill Ryerson Limited
Appendix 5B
Activity-based unit product costs for both product linesActivity-based unit product costs for both product lines
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 14.56 3.96 Unit product cost 78.56$ 51.96$
Premium StandardDirect materials cost per unit 40.00$ 30.00$ Direct labour cost per unit 24.00 18.00 Manufacturing overhead per unit 14.56 3.96 Unit product cost 78.56$ 51.96$
$728,000 ÷ 50,000 units
$792,000 ÷ 200,000 units
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Copyright © 2012 McGraw-Hill Ryerson Limited
Appendix 5B
Note that the unit product cost of a Standard unitdecreased from $53.70 to $51.96 . . . . .
Note that the unit product cost of a Standard unitdecreased from $53.70 to $51.96 . . . . .
. . . . . while the unit cost of a Premium unit increased from $71.60 to $78.56.
. . . . . while the unit cost of a Premium unit increased from $71.60 to $78.56.
Premium Standard Premium StandardDirect material 40.00$ 30.00$ 40.00$ 30.00$ Direct labour 24.00 18.00 24.00 18.00 Manufacturing overhead 14.56 3.96 7.60 5.70 Unit product cost 78.56$ 51.96$ 71.60$ 53.70$
Activity-Based Costing Traditional CostingPremium Standard Premium Standard
Direct material 40.00$ 30.00$ 40.00$ 30.00$ Direct labour 24.00 18.00 24.00 18.00 Manufacturing overhead 14.56 3.96 7.60 5.70 Unit product cost 78.56$ 51.96$ 71.60$ 53.70$
Activity-Based Costing Traditional Costing
Comparing the two approaches
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