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TRANSCRIPT
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Management Accounting & Decisions II N12401
Lecture 6
Activity-Based Costing
by Hung Woan-Ting
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Learning Objectives
1. To revisit the cost accumulation system
2. To differentiate traditional costing systems from activity-based costing (ABC) system
3. To appreciating the design and cost flows in ABC system
4. To appreciate the usefulness of ABC system in practice
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1.0 Cost accumulation system
Generating cost information relevant to management
In need of a sound cost accumulation system:
Many indirect costs are relevant for decision-making (Support function resources? Joint resources?)
Attention directing system (Profitability?)
Many product-related decisions are not independent (demand for resources?)
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1.1 Cost accumulation system
Different types of costing systems:
Direct costing systems
Indirect costs are not assigned to cost objects so that only contributions to indirect costs are reported
Appropriate where the majority of costs are direct
Require that indirect costs are incorporated at the special study stage
Traditional costing systems
Use simplified methods to allocate indirect costs to cost objects
Activity-based costing systems
Use detailed (sophisticated) methods to allocate indirect costs to cost objects
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1.2 Rationale for development
Cost structure dominance? (Direct costs? Indirect costs?)
Cost drivers? (Volume-based?)
Range of products produced? (Limited? Wide range?)
Information costs?
Level of competition in business environment?
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2.0 Traditional vs. ABC
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2.0 Traditional vs. ABC
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Both systems use a two-stage allocation process but differently
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2.0 Traditional vs. ABC
Traditional systems allocate costs to departments
ABC systems allocate costs to activities that
require resources (ABC systems tend to
have more cost centres/cost pools)
traditional systems rely on a small
number of volume-based cost drivers (typically direct labour
or machine hours)
ABC systems use many activity-
based cost drivers
In Stage ONE In Stage TWO
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2.1 Traditional vs. ABC
ABC systems seek to use only cause-and-effect cost drivers
traditional systems often rely on arbitrary allocation bases
ABC systems tend to establish separate cost driver rates for support departments
traditional systems merge support and production centre costs
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Example:
Products HV (a high volume product) and LV (a low volume product) are two of several products produced by HWT Plc.
HV is made in large batches and LV is made in small batches
HV consumes 30%of DLHs and LV consumes 5%
Each product consumes 15% of the batch-related indirect costs
The traditional system uses DLH s as the cost driver and the ABC system uses the number of batches processed
All overheads (total = 1m) are batch-related
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2.2 Traditional vs. ABC
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Which product consumes higher level of resources?
If HV is discontinued, by how much will OH decline (in the long tern)?
Management receives different signals (which one is more reliable?)
Traditional: Drop HV
ABC: Drop LV 11
2.2 Traditional vs. ABC
Traditional System ABC System
HV LV HV LV
Sales 600K 150K 600K 150K
Direct costs 310K 40K 310K 40K
OH allocated
Profits/Losses
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3.0 Designing ABC System
Involves four stages:
1.Identify the major activities that take place in an organization
Activities chosen should be at a reasonable level of
aggregation based on cost/benefit criteria Choice of activities influenced by total cost of the
activity centre and the ability of a single cost driver to provide a satisfactory determinant of the cost of the activity
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3.0 Designing ABC System
2.Assign costs to cost pools /cost centre for each activity
Costs assigned to activity cost pools will include
direct and indirect costs Resource cost drivers used to assign indirect costs
Reliability of cost information will be reduced if
arbitrary allocations are used to assign a significant proportion of costs to activities
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3.0 Designing ABC System
3. Determine the cost driver for each major activity
Drivers at this stage called activity drivers: provide a good explanation of costs of each activity pool, be easily measurable, data should be easy to obtain and identifiable with the product
Activity cost drivers consist of transaction and duration
drivers 4. Assign the cost of activities to products
The cost driver must be measurable so that it can be identified with individual products
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3.1 Classification of activities
Unit-level activities: Performed each time a unit of the product or service
is produced Resources are consumed in proportion to the
number of units produced or sold E.g.: Direct materials and labour, energy costs consumed in
proportion to machine processing time
Batch-related activities:
Performed each time a batch of goods is produced Costs vary with the number of batches made E.g.: set-ups, purchase ordering, first-item inspection activities
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3.1 Classification of activities
Product/service sustaining activities:
Performed to enable the production of individual products or services
E.g.: activities related to maintaining an accurate bill of materials, preparing engineering change notices
Facility-sustaining (or business-sustaining) activities:
Performed to support the organization as a whole Common to all products and services (not allocated to
products/services) E.g.: plant management, property costs and salaries of general
administrative staff
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3.2 Practicing with ABC
Case study:
Robot Toy Company manufactures two products, X-O-Tron and Mechoman.
Robot's overhead costs consist of setting up machines,
$400,000; machining, $900,000; and inspecting, $300,000. Information on the two products is: X-O-Tron Mechoman Direct labor hours 15,000 25,000 Machine setups 600 400 Machine hours 24,000 26,000 Inspections 800 700
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3.2 Practicing with ABC
Required:
1. What is the overhead applied to X-O-Tron using traditional costing based on direct labour hours?
2. What is the overhead applied to Mechoman using traditional costing based on direct labour hours?
3. What is the overhead applied to X-O-Tron using ABC?
4. What is the overhead applied to Mechoman using ABC?
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ABC
Step 1: Cost object
Step 2: Costs
Step 3: Cost driver (level)
OAR
Step 4: Assign cost Total:
X-O-Tron
Mechoman
Traditional Costing
Costs
Cost driver (level)
OAR
Assign cost
X-O-Tron
Mechoman
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4.0 ABC/M in practice
Some obvious problems if implement ABC:
ABC requires more resources to implement, maintain and use initial analysis of activities is extensive and costly; analysis must be updated to maintain the accuracy of system; greater record keeping
Reported costs may not significantly differ from a less costly traditional system if indirect costs are a low proportion of total costs
Institutional resistance both internal and external personnel may have trouble understanding ABC
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4.1 ABC/M in practice
Real life example: The Boeing Company. Although Boeing does not use ABC as part of its accounting system, it has experimented with Activity Based Management (ABM). ABM involves the use of ABC data in management decisions. In 2000, Boeing tested ABM in two operations at its Wichita plant. One of the operations studied was Boeings Phase I preassembly chemical bath operation. It found that Boeing incorrectly calculated the in-house cost of that operation at $7 per part. As a result, Boeing outsourced that operation at a cost of $4 per part. Boeing found that it could actually conduct some of those outsourced operations in house at a cost of $3.50 per part.
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4.1 ABC/M in practice
Real life example (cont): Boeing identified additional costs that were associated with the outsourced operation. Boeings analysis of the activities that made up its Phase II structural bonding operation highlighted the fact that rework orders were an important Cost Driver for Manufacturing Overhead costs. An examination of the rework orders revealed that parts were being unnecessarily reworked. By introducing standardized quality criteria, Boeing was able to reduce the number of rework orders and thereby reduced its rework cost by 20%.
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4.1 ABC/M in practice
Real life example: Mobil Oils implementation of ABC at its US Lubricants Division in the early 1990s, highlighted thousands of unprofitable product lines and an inefficient relationship with its suppliers. As a result of this analysis, the Division reduced the number of its products from around 12,000 to 5,000 within eight years of adopting ABC, and cut the number of its suppliers from over 2,000 to around 500 in that same period. The Divisions after-tax profit increased from zero to $150 million within that same eight-year period.
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1. Read the following chapters in the prescribed textbooks
GNBCY Ch7
Drury Ch11
Optional readings on activity-based management (ABM): HNS Ch8 for introductory info on ABC/ABM (available in library and in Uni bookstore)
AHM Ch18 for a critical review on ABC/AbM (available in library and in Uni bookstore)
Currie (1998) Corporate Performance & ABM: How the Best Companies Make Their Systems Work, Int J of Strategic Cost Management, Autumn:25-33 (available via Library gateway)
2. Seminar 3 preparations:
Attempt the Question Sets attached at the back of this handout (indicative solutions in Moodle, please refer before seminar)
End of Lecture
Readings & Exe.