PowerPoint Authors:Susan Coomer Galbreath, Ph.D., CPACharles W. Caldwell, D.B.A., CMAJon A. Booker, Ph.D., CPA, CIACynthia J. Rooney, Ph.D., CPA

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ABC Action Analysis

Appendix 7A

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Learning Objective 6

(Appendix 7A)

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

report.

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Appendix 7A: 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 Baxter Battery Company example

that we discussed earlier.

Appendix 7A: ABC Action Analysis

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Appendix 7A: ABC Action Analysis

$1,800,000 ÷ 10,000 orders = $180 per orderOther entries in the table are computed similarly.

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$180 per order × 4,000 orders = $720,000Other entries in the table are computed similarly.

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$180 per order × 6,000 orders = $1,080,000Other entries in the table are computed similarly.

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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 of 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 of difficulty and with management intervention.

Appendix 7A: ABC Action Analysis

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Sales 18,700,000$

Green costsDirect materials 6,000,000$ Shipping costs 1,000,000 7,000,000

Green margin 11,700,000$

Yellow costsDirect labor 5,000,000 Indirect factory wages 3,360,000 Factory utilities 850,000 Administrative wages and salaries 1,280,000 Office equipment depreciation 252,000 Marketing wages and salaries 420,000 Selling expenses 60,000 11,222,000

Yellow margin 478,000$

Red costsFactory equipment depreciation 1,610,000 Factory building lease - Administrative building lease - 1,610,000

Red margin (1,132,000)$

Action Analysis of LongLife Batteries

Appendix 7A: ABC Action Analysis

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End of Appendix 7A