ACTIVITY-BASED COSTING AND
ANALYSIS
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EiTEX-BDU
Background
Activity based costing is about assigning
overhead costs. In costing, we learned that
product costs consist of direct materials, direct
labor,
and
factory
overheads.
We
also
understood that direct materials are assigned
to product costs via the materials requisition
form, and direct labor is allocated to product
costs using time tickets.
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Direct material and direct labor
costs are easily traceable to these
source documents, so accuracy in
assigning these costs is not
difficult to achieve.
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However, factory overheads cannot be
allocated to products using source
documents.
We
must
use
an
allocation system to assign overhead
costs, such as factory maintenance
and factory supervisors salaries, to
products.
As factories become more and more
mechanized,
factory
overhead
becomes a larger portion of product
costs. As a result, assigning factory
overhead to individual products
manufactured
becomes
more
important.
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This chapter introduces three methods of
allocating overhead:
1. The single plant-wide overhead rate
method
2. The departmental overhead rate method
3. The
activity-based
costing
(ABC)
method.
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Why is this important?
Most companies produce more than one
product. An important managerial accounting
function
is
to
accurately
allocate
direct
materials, direct labor, and factory overhead
costs to each product so that the cost of each
product is available.
Management can then determine the gross
profit per product, and use this cost data to
set appropriate selling prices for each
product. If the product costs are not
allocated accurately, the gross profit for
each product will be incorrect, and
management may set inappropriate selling
prices.
Plant-wide Overhead Rate Method
The plant-wide overhead rate method is
practical when (1) overhead costs are
closely related to production volume, or
(2) a company produces only one
product. The plant-wide method is
applied as follows:
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1. Total
budgeted
overhead
costs
are
combined into one overhead cost pool.
2. Next, the cost pool is divided by the
chosen allocation base, such as total direct
labor hours, to arrive at a single plant wide
allocation rate.
3. Finally, this rate is applied to assign costs
to all products.
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The advantages of using the plant-wide
overhead rate method are:
1.
The information necessary is readily
available
2.
Its implementation is simple
3.
It is sufficient to meet financial accounting
requirements.
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However, for a company that makes more
than one product, or whose factory
overhead
production
costs
are
not
volume,
the
related
to
plant-wide
overhead rate method is the least accurate
and may result in over or under-assignment
of factory overhead costs to individual
products.
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This is known as product cost
distortion. Product cost distortion
can lead to inappropriate selling
prices and decreased company
profitability.
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Departmental Overhead Rate Method
The
departmental
overhead
rate
method results in a better allocation
of
factory
overhead
departments
resources
when
are
costs
to
overhead
consumed
in
substantially different ways.
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Its calculations involve two stages:
First stage overhead costs are determined
separately for each production department.
Second stage each department determines an
allocation base, such as machine hours or direct
labor hours. An overhead rate is then computed
for each production department. This overhead
rate is used to allocate factory overhead costs to
products passing through that department.
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While the departmental overhead rate method is
more accurate than the plant wide overhead rate
method, it has limitations that may result in
product cost distortions. Different products
within the department may differ in batch size
and complexity. Additionally, significant overhead
costs such as machine setup
costs and
engineering modifications may not be affected by
factors such as machine hours.
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Activity-Based Costing Rates and Methods
ABC attempts to
more accurately
assign
overhead costs by focusing on activities that
cause factory overhead costs to increase.
Examples of such activities are machine setup
costs, cutting parts, receiving shipment, and
sampling
products
for
quality
control
purposes.
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These activities are then matched with
the activity that causes the cost to
increase (the activity driver). The costs of
these activities are often driven by
activities other than direct labor hours or
machine hours.
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For example, quality control costs are driven
by the number of product lots produced. So,
a product with more lots produced should
bear more of the quality control costs.
Engineering design modifications are costly,
as engineers tend to be higher paid than
most factory employees.
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The cost of engineering design modifications
are driven by the number change requests. A
standardized product will require few change
requests, where a product that is customized
may require several change requests. So, a
product with more change requests should be
allocated more of the engineering design
modification costs.
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ABC accumulates overhead costs into activity pools
and then allocates those costs to products using
activity rates in four steps.
Step one: Identify activities and cost pools.
Activities causing overhead cost are typically
separated into four levels reflecting control: (1) unit
level activities are performed on each product unit,
(2) batch level activities are performed only on each
batch or group of units,
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(3) product level activities are performed on each
product line independent of the number of units or
batches, and (4) facility level activities are
performed to sustain facility capacity as a whole.
Step 2: Trace overhead costs to cost pools. Look for
costs that are caused by the same activities within
each activity level. Pool costs that are related to the
same driver.
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Step 3:
Determine activity rate. Proper
determination of activity rates depends on
proper identification of the cost driver within
each pool and proper measures of activities.
To compute the activity rate, total cost in an
activity pool is divided by the measure of the
activity.
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Step 4:
Assign overhead costs to cost
objects. Overhead costs in each activity
cost pool are allocated to product lines
and then divided by the number of units
of that product line to arrive at overhead
cost per product unit.
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Example:
Windy River Float Trips uses activity-based costing
to compute the cost of the river raft trips. Each raft
holds six customers and a guide. The costs for these
float trips are as follows:
Activities (cost driver)
Costs ($)
Trailer rent fee (trip)
$127 per trip
Advertising (trips)
Insurance (trips)
215 per trip
50 per trip
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Depreciation (trips, people)
40 per trip
plus $8 per person
Wages (trips, guides)
400 per trip per
guide
Shore lunch (people)
60 per person
Required: Compute the cost of a raft trip with 4
rafts, 24 customers and 4 guides.
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Activities
Costs ($)
Trailer Rent Fee
$ 127
Advertising
Insurance
215
50
Depreciation 264 (($8/person x 28 people*) + $40/trip)
Wages
1,600 ($400/guide x 4guides)
Shore lunch1,680 ($60/person x 28 people*)
Total
$3,936 cost per trip
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[Link] of Activity-Based Costing
1. More accurate overhead cost allocation
because there are more cost pools, the costs
in each pool are more similar, and allocation is
based on activities that cause overhead costs.
2. More effective overhead cost control by
focusing on processes or activities.
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3. Focus on relevant factors by assigning
costs to any cost object that is of
interest to management.
4. Better management of activities by
helping managers identify the causes
of costs and the activities driving them.
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Disadvantages of Activity-Based Costing
1. ABC is not easy to implement and maintain.
ABC requires management commitment and
financial resources.
2.
Uncertainty with decisions may remain
and management must interpret ABC data
with caution in making managerial decisions.
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THANK YOU VERY
MUCH!
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