Home » Accounting Question

Accounting Question

Accounting assignment that contains 4 questions I uplthe subject book and the assignment fileAll answers should be clear and well presented with clear examples Please post your answers in the same file Avoid plagiarism so I don’t lose marks There must be at least two references All answers must be typed using Time new roman( size12, double-spaced)

College of Administration and Finance Sciences
Assignment (2)
Deadline: Saturday 11/11/2023 @ 23:59
Course Name: Cost Accounting
Student’s Name:
Course Code: ACCT 301
Student’s ID Number:
Semester: 1st
CRN:
Academic Year: 1445 H
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
/15
Level of Marks: High/Middle/Low
Instructions – PLEASE READ THEM CAREFULLY
• The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
• Assignments submitted through email will not be accepted.
• Students are advised to make their work clear and well presented, marks may be
reduced for poor presentation. This includes filling your information on the cover
page.
• Students must mention question number clearly in their answer.
• Late submission will NOT be accepted.
• Avoid plagiarism, the work should be in your own words, copying from students or
other resources without proper referencing will result in ZERO marks. No exceptions.
• All answers must be typed using Times New Roman (size 12, double-spaced) font.
No pictures containing text will be accepted and will be considered plagiarism.
• Submissions without this cover page will NOT be accepted.
College of Administration and Finance Sciences
Assignment Question(s):
(Marks 15)
Q1. Discuss with suitable examples why activity-based costing (ABC) is better than the
traditional costing system. Provide a suitable numerical example of ABC in the manufacturing
sector and show all the necessary calculations required under the ABC system.
(3 Marks)
Note: Your answer must include suitable numerical examples showing all the calculations of the
ABC system. You are required to assume values of numerical examples of your own and they should
not be copied from any sources.
(Chapter 7)
Answer:
Q2. “A non-routine decision is one that is taken in response to a non-repetitive, operational
scenario.” Comment on this statement and explain with suitable examples the various types of
non-routine operating decisions that a company makes under such a scenario. Support your
answer with numerical examples along with qualitative considerations involved in making such
decisions.
(4 Marks)
Note: Your answer must include suitable numerical examples for various types of non-routine
operating decisions. You are required to assume values of numerical examples of your own and they
should not be copied from any sources.
Answer:
(Chapter 4)
College of Administration and Finance Sciences
Q3. ADLG Company has two support departments, SS1 and SS2, and two operating
departments, OD1 and OD2. The company has decided to use the direct method and allocate
variable SS1 dept. costs based on the number of transactions and fixed SS1 dept. costs based on
the number of employees. SS2 dept. variable costs will be allocated based on the number of
service requests and fixed costs will be allocated based on the number of computers. The
following values have been extracted for the allocation:
(4 Marks)
Support Departments
Operating Departments
SS1
SS2
OD1
OD2
Total Department variable costs
16,000
19,000
105,000
68,000
Total department fixed costs
19,500
34,000
120,000
55,000
Number of transactions
50
55
250
140
Number of employees
18
24
47
38
Number of service requests
37
22
26
32
Number of computers
20
25
31
37
You are required to allocate variable and fixed costs.
(Chapter 8)
Answer:
Q4. JKL Company processes a direct material and produces three products: P1, P2, and P3. The
joint costs of the three products in 2018 were SAR 120,000. The total number of units for each
product and the selling price per unit is given below:
(4 Marks)
Product
Units
Selling Price per unit
P1
55,000
SAR 70
College of Administration and Finance Sciences
P2
34,500
SAR 58
P3
10,500
SAR 44
You are required to use the physical volume method and sales value at the split-off method to
allocate the joint costs to each product.
Answer:
(Chapter 9)
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 4
Relevant Information for Decision Making
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Chapter 4: Relevant Costs for Nonroutine
Operating Decisions
Learning objectives






Q1: What is the process for identifying and using relevant
information in decision making?
Q2: How is relevant quantitative and qualitative information used
in special order decisions?
Q3: How is relevant quantitative and qualitative information used
in keep or drop decisions?
Q4: How is relevant quantitative and qualitative information used in
outsourcing (make or buy) decisions?
Q5: How is relevant quantitative and qualitative information used in
product emphasis and constrained resource decisions?
Q6: What factors affect the quality of operating decisions?
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Q1: Nonroutine Operating Decisions
• Routine operating decisions are those made on a
regular schedule. Examples include:
• annual budgets and resource allocation decisions
• monthly production planning
• weekly work scheduling issues
• Nonroutine operating decisions are not made on a
regular schedule. Examples include:
• accept or reject a customer’s special order
• keep or drop business segments
• insource or outsource a business activity
• constrained (scarce) resource allocation issues
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 3
Q1: Nonroutine Operating Decisions
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 4
Q1: Process for Making Nonroutine
Operating Decisions
1. Identify the type of decision to be made.
2. Identify the relevant quantitative analysis technique
(s).
3. Identify and analyze the qualitative factors.
4. Perform quantitative and/or qualitative analyses
5. Prioritize issues and arrive at a decision.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 5
Q1: Identify the Type of Decision


Special order decisions

determine the pricing

accept or reject a customer’s proposal for order quantity
and pricing

identify if there is sufficient available capacity
Keep or drop business segment decisions

examples of business segments include product lines,
divisions, services, geographic regions, or other distinct
segments of the business

eliminating segments with operating losses will not
always improve profits
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 6
Q1: Identify the Type of Decision



Outsourcing decisions

make or buy production components

perform business activities “in-house” or pay another
business to perform the activity
Constrained resource allocation decisions

determine which products (or business segments)
should receive allocations of scarce resources

examples include allocating scarce machine hours or
limited supplies of materials to products
Other decisions may use similar analyses
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 7
Q1: Identify and Apply the Relevant
Quantitative Analysis Technique(s)


Regression, CVP, and linear programming are
examples of quantitative analysis techniques.
Analysis techniques require input data.

Data for some input variables will be known and for
other input variables estimates will be required.

Many nonroutine decisions have a general
decision rule to apply to the data.

The results of the general rule need to be
interpreted.

The quality of the information used must be considered
when interpreting the results of the general rule.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 8
Q2-Q5 : Identify and Analyze Qualitative Factors

Qualitative information cannot easily be valued in
dollars.



can be difficult to identify
can be every bit as important as the quantitative
information
Examples of qualitative information that may be
relevant in some nonroutine decisions include:

quality of inputs available from a supplier

effects of decision on regular customers

effects of decision on employee morale

effects of production on the environment or the
community
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 9
Q1: Consider All Information and Make a Decision

Before making a decision:

Consider all quantitative and qualitative information.
• Judgment is required when interpreting the effects of
qualitative information.

Consider the quality of the information.
• Judgment is also required when user lower-quality
information.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 10
Q2: Special Order Decisions


A new customer (or an existing customer) may
sometimes request a special order with a lower
selling price per unit.
The general rule for special order decisions is:


accept the order if incremental revenues exceed
incremental costs,
subject to qualitative considerations.
Price >= Relevant
Variable Costs +

Relevant
Fixed Costs +
Opportunity
Cost
If the special order replaces a portion of normal
operations, then the opportunity cost of accepting
the order must be included in incremental costs.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 11
Q2: Special Order Decisions
RobotBits, Inc. makes sensory input devices for robot manufacturers.
The normal selling price is $38.00 per unit. RobotBits was approached
by a large robot manufacturer, U.S. Robots, Inc. USR wants to buy
8,000 units at $24, and USR will pay the shipping costs. The per-unit
costs traceable to the product (based on normal capacity of 94,000
units) are listed below. Which costs are relevant to this decision?
yes
yes
yes
no
yes
no
no
no
© John Wiley & Sons, 2011
Relevant?
Relevant?
Relevant?
Relevant?
Relevant?
Relevant?
Relevant?
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
$20.00
Slide # 12
Q2: Special Order Decisions
Suppose that the capacity of RobotBits is 107,000 units and projected
sales to regular customers this year total 94,000 units. Does the
quantitative analysis suggest that the company should accept the
special order?
First determine if there is sufficient idle capacity to accept this
order without disrupting normal operations:
Projected sales to regular customers
Special order 8,000 units
102,000
units
94,000 units
RobotBits still has 5,000 units of idle capacity if the order is
accepted. Compare incremental revenue to incremental cost:
Incremental profit if accept special order =
($24 selling price – $20 relevant costs) x 8,000 units = $32,000
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 13
Q2: Qualitative Factors in
Special Order Decisions
What qualitative issues, in general, might RobotBits consider before
finalizing its decision?
• Will USR expect the same selling price per unit on future
orders?
• Will other regular customers be upset if they discover the
lower selling price to one of their competitors?
• Will employee productivity change with the increase in
production?
• Given the increase in production, will the incremental costs
remain as predicted for this special order?
• Are materials available from its supplier to meet the increase
in production?
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 14
Q2: Special Order Decisions and Capacity Issues
Suppose instead that the capacity of RobotBits is 100,000 units and
projected sales to regular customers this year totals 94,000 units.
Should the company accept the special order?
Here the company does not have enough idle
capacity to accept the order:
Projected sales to regular customers
Special order 8,000 units
102,000
units
94,000 units
If USR will not agree to a reduction of the order to 6,000
units, then the offer can only be accepted by denying sales
of 2,000 units to regular customers.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 15
Q2: Special Order Decisions and Capacity Issues
Suppose instead that the capacity of RobotBits is 100,000 units and
projected sales to regular customers this year total 94,000 units. Does
the quantitative analysis suggest that the company should accept the
special order?
Variable cost/unit for
regular sales = $22.50.
CM/unit on regular sales
= $38.00 – $22.50 = $15.50.
The opportunity cost of accepting this
order is the lost contribution margin on
2,000 units of regular sales.
Incremental profit if accept special order =
$32,000 incremental profit under idle capacity – opportunity cost =
$32,000 – $15.50 x 2,000 = $1,000
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 16
Q2: Qualitative Factors in
Special Order Decisions
What additional qualitative issues, in this case of a capacity constraint,
might RobotBits consider before finalizing its decision?
• What will be the effect on the regular customer(s) that do not
receive their order(s) of 2,000 units?
• What is the effect on the company’s reputation of leaving
orders from regular customers of 2,000 units unfilled?
• Will any of the projected costs change if the company
operates at 100% capacity?
• Are there any methods to increase capacity? What effects do
these methods have on employees and on the community?
• Notice that the small incremental profit of $1,000 will probably
be outweighed by the qualitative considerations.
© John Wiley & Sons, 2011
Chapter 4: Relevant Costs for Nonroutine Operating Decisions
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 17
Q3: Keep or Drop Decisions

Managers must determine whether to keep or
eliminate business segments that appear to be
unprofitable.

The general rule for keep or drop decisions is:


keep the business segment if its contribution margin
covers its avoidable fixed costs,
subject to qualitative considerations.
Drop if: Contribution < Relevant Margin Fixed Costs + • Opportunity Cost If the business segment’s elimination will affect continuing operations, the opportunity costs of its discontinuation must be included in the analysis. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 18 Q3: Keep or Drop Decisions Starz, Inc. has 3 divisions. The Gibson and Quaid Divisions have recently been operating at a loss. Management is considering the elimination of these divisions. Divisional income statements (in 1000s of dollars) are given below. According to the quantitative analysis, should Starz eliminate Gibson or Quaid or both? © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 19 Q3: Keep or Drop Decisions Use the general rule to determine if Gibson and/or Quaid should be eliminated. The general rule shows that we should keep Quaid and drop Gibson. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 20 Q3: Keep or Drop Decisions Using the general rule is easier than recasting the income statements: Quaid & Russell only Profits increase by $11 when Gibson is eliminated. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 21 Q3: Keep or Drop Decisions Suppose that the Gibson & Quaid Divisions use the same supplier for a particular production input. If the Gibson Division is dropped, the decrease in purchases from this supplier means that Quaid will no longer receive volume discounts on this input. This will increase the costs of production for Quaid by $14,000 per year. In this scenario, should Starz still eliminate the Gibson Division? Profits decrease by $3 when Gibson is eliminated. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 22 Q3: Qualitative Factors in Keep or Drop Decisions What qualitative issues should Starz consider before finalizing its decision? • What will be the effect on the customers of Gibson if it is eliminated? What is the effect on the company’s reputation? • What will be the effect on the employees of Gibson? Can any of them be reassigned to other divisions? • What will be the effect on the community where Gibson is located if the decision is made to drop Gibson? • What will be the effect on the morale of the employees of the remaining divisions? © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 23 • Q4: Insource or Outsource (Make or Buy) Decisions Managers often must determine whether to • • • The general rule for make or buy decisions is: • • make or buy a production input keep a business activity in house or outsource the activity choose the alternative with the lowest relevant (incremental cost), subject to qualitative considerations If the decision will affect other aspects of operations, these costs (or lost revenues) must be included in the analysis. Outsource if: Cost to Outsource < Cost to Insource Where: © John Wiley & Sons, 2011 Cost to Relevant Relevant Opportunity Insource = FC + VC + Cost Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 24 Q4: Make or Buy Decisions Graham Co. currently of our main product manufactures a part called a gasker used in the manufacture of its main product. Graham makes and uses 60,000 gaskers per year. The production costs are detailed below. An outside supplier has offered to supply Graham 60,000 gaskers per year at $1.55 each. Fixed production costs of $30,000 associated with the gaskers are unavoidable. Should Graham make or buy the gaskers? The production costs per unit for manufacturing a gasker are: yes Relevant? Direct materials $0.65 Relevant? yes Direct labor 0.45 Variable manufacturing overhead yes 0.40 Relevant? no Relevant? Fixed manufacturing overhead* 0.50 $2.00 *$30,000/60,000 units = $0.50/unit $1.50 Advantage of “make” over “buy” = [$1.55 - $1.50] x 60,000 = $3,000 © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 25 Q4: Qualitative Factors in Make or Buy Decisions The quantitative analysis indicates that Graham should continue to make the component. What qualitative issues should Graham consider before finalizing its decision? • Is the quality of the manufactured component superior to the quality of the purchased component? • Will purchasing the component result in more timely availability of the component? • Would a relationship with the potential supplier benefit the company in any way? • Are there any worker productivity issues that affect this decision? © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 26 Q3: Make or Buy Decisions Suppose the potential supplier of the gasker offers Graham a discount for a different sub-unit required to manufacture Graham’s main product if Graham purchases 60,000 gaskers annually. This discount is expected to save Graham $15,000 per year. Should Graham consider purchasing the gaskers? Advantage of “make” over “buy” before considering discount (slide 23) $3,000 Discount 15,000 Advantage of “buy” over “make” $12,000 Profits increase by $12,000 when the gasker is purchased instead of manufactured. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 27 Q5: Constrained Resource (Product Emphasis) Decisions • Managers often face constraints such as • • production capacity constraints such as machine hours or limits on availability of material inputs limits on the quantities of outputs that customers demand • Managers need to determine which products should first be allocated the scarce resources. • The general rule for constrained resource allocation decisions with only one constraint is: • allocate scarce resources to products with the highest contribution margin per unit of the constrained resource, • subject to qualitative considerations. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 28 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) Urban’s Umbrellas makes two types of patio umbrellas, regular and deluxe. Suppose there is unlimited customer demand for each product. The selling prices and variable costs of each product are listed below. Regular Deluxe Selling price per unit $40 $110 Variable cost per unit 20 44 Contribution margin per unit $20 $ 66 Contribution margin ratio 50% Required machine hours/unit 0.4 60% 2.0 Urban has only 160,000 machine hours available per year. Write Urban’s machine hour constraint as an inequality. 0.4R + 2D ≤ 160,000 machine hours © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 29 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) Suppose that Urban decides to make all Regular umbrellas. What is the total contribution margin? Recall that the CM/unit for R is $20. The machine hour constraint is: 0.4R + 2D ≤ 160,000 machine hours If D=0, this constraint becomes 0.4R ≤ 160,000 machine hours, or R ≤ 400,000 units Total contribution margin = $20*400,000 = $8 million Suppose that Urban decides to make all Deluxe umbrellas. What is the total contribution margin? Recall that the CM/unit for D is $66. If R=0, this constraint becomes 2D ≤ 160,000 machine hours, or D ≤ 80,000 units Total contribution margin = $66*80,000 = $5.28 million © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 30 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) If the choice is between all Ds or all Rs, then clearly making all Rs is better. But how do we know that some combination of Rs and Ds won’t yield an even higher contribution margin? make all Ds; get $5.28 million make all Rs; get $8 million In a one constraint problem, a combination of Rs and Ds will yield a contribution margin between $5.28 and $8 million. Therefore, Urban will only make one product, and clearly R is the best choice. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 31 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) The general rule for constrained resource decisions with one scarce resource is to first make only the product with the highest contribution margin per unit of the constrained resource. In Urban’s case, the sole scarce resource was machine hours, so Urban should make only the product with the highest contribution margin per machine hour. R: CM/mach hr = $20/0.4mach hrs = $50/mach hr D: CM/mach hr = $66/2mach hrs = $33/mach hr Notice that the total contribution margin from making all Rs is $50/mach hr x 160,000 machine hours to be used producing Rs = $8 million. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 32 Q5: Constrained Resource Decisions (Multiple Scarce Resources) • Usually managers face more than one constraint. • Multiple constraints are easiest to analyze using a quantitative analysis technique known as linear programming. • A problem formulated as a linear programming problem contains • an algebraic expression of the company’s goal, known as the objective function • for example “maximize total contribution margin” or “minimize total costs” • a list of the constraints written as inequalities © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 33 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) Suppose Urban also need 2 and 6 hours of direct labor per unit of R and D, respectively. There are only 120,000 direct labor hours available per year. Formulate this as a linear programming problem. Max 20R + 66D R,D subject to: 0.4R+2D ≤ 160,000 mach hr constraint 2R+6D ≤ 120,000 DL hr constraint nonnegativity constraints R≥0 (can’t make a negative D≥0 amount of R or D) objective function R, D are the choice variables constraints © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 34 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) Draw a graph showing the possible production plans for Urban. Every R, D ordered pair To determine this, graph the is a production plan. constraints as inequalities. But which ones are feasible, 0.4R+2D ≤ 160,000 mach hr constraint given the constraints? When D=0, R=400,000 D When R=0, D=80,000 2R+6D ≤ 120,000 DL hr constraint When D=0, R=60,000 When R=0, D=20,000 80,000 20,000 60,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 35 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) There are not enough machine hours or enough direct labor hours to produce this production plan. There are enough machine hours, but not enough direct labor hours, to produce this production plan. This production plan is feasible; there are enough machine hours and enough direct labor hours for this plan. D 80,000 The feasible set is the area where all the production constraints are satisfied. 20,000 60,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 36 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) The graph helped us realize an important aspect of this problem – we thought there were 2 constrained resources but in fact there is only one. For every feasible production plan, Urban will never run out of machine hours. D The machine hour constraint is non-binding, or slack, but the direct labor hour constraint is binding. 80,000 We are back to a one-scarceresource problem. 20,000 60,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 37 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) Here direct labor hours is the sole scarce resource. We can use the general rule for one-constraint problems. R: CM/DL hr = $20/2DL hrs = $10/DL hr D: CM/DL hr = $66/6DL hrs = $11/DL hr D Urban should make all deluxe umbrellas. 80,000 Optimal plan is R=0, D=20,000. Total contribution margin = $66 x 20,000 = $1,320,000 20,000 60,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 38 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) Suppose Urban has been able to train a new workforce and now there are 600,000 direct labor hours available per year. Formulate this as a linear programming problem, graph it, and find the feasible set. Max 20R + 66D R,D subject to: 0.4R+2D ≤ 160,000 mach hr constraint 2R+6D ≤ 600,000 DL hr constraint R≥0 D≥0 The formulation of the problem is the same as before; the only change is that the right hand side (RHS) of the DL hour constraint is larger. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 39 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) The machine hour constraint is the same as before. 0.4R+2D ≤ 160,000 mach hr constraint D 100,000 2R+6D ≤ 600,000 DL hr constraint When D=0, R=300,000 When R=0, D=100,000 80,000 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 40 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) There are not enough machine hours or enough direct labor hours for this production plan. There are enough direct labor hours, but not enough machine hours, for this production plan. D 100,000 There are enough machine hours, but not enough direct labor hours, for this production plan. This production plan is feasible; there are enough machine hours and enough direct labor hours for this plan. 80,000 The feasible set is the area where all the production constraints are satisfied. 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 41 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) How do we know which of the feasible plans is optimal? We can’t use the general rule for one-constraint problems. We can graph the total contribution margin line, because its slope will help us determine the optimal production plan. D 100,000 80,000 The objective “maximize total contribution margin” means that we . . . this would be the choose a production plan so that the optimal production plan. contribution margin is a large as possible, without leaving the feasible set. If the slope of the total contribution margin line is lower (in absolute value terms) than the slope of the machine hour constraint, then. . . 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 42 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) What if the slope of the total contribution margin line is higher (in absolute value terms) than the slope of the direct labor hour constraint? If the total CM line had this steep slope, . . D 100,000 . . then this would be the optimal production plan. 80,000 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 43 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) What if the slope of the total contribution margin line is between the slopes of the two constraints? If the total CM line had this slope, . . D 100,000 . . then this would be the optimal production plan. 80,000 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 44 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) The last 3 slides showed that the optimal production plan is always at a corner of the feasible set. This gives us an easy way to solve 2 product, 2 or more scarce resource problems. D 100,000 R=0, D=80,000 The total contribution margin here is 0 x $20 + 80,000 x $66 = $5,280,000. R=?, D=? Find the intersection of the 2 constraints. 80,000 R=300,000, D=0 The total contribution margin here is 300,000 x $20 + 0 x $66 = $6,000,000. 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 45 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) To find the intersection of the 2 constraints, use substitution or subtract one constraint from the other. multiply each side by 5 Total CM = $5,280,000. D 100,000 80,000 0.4R+2D = 160,000 2R+10D = 800,000 2R+6D = 600,000 2R+6D = 600,000 subtract 0R+4D = 200,000 D = 50,000 Total CM = $20 x 150,000 + 2R+6(50,000) = 600,000 $66 x 50,000 = $6,300,000. 2R = 300,000 R = 150,000 Total CM = $6,000,000. 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 46 Q5: Constrained Resource Decisions (Two Products; Two Scarce Resources) By checking the total contribution margin at each corner of the feasible set (ignoring the origin), we can see that the optimal production plan is R=150,000, D=50,000. Total CM = $5,280,000. D 100,000 80,000 Knowing how to graph and solve 2 product, 2 scarce resource problems is good for understanding the nature of a linear programming problem (but difficult in more complex problems). Total CM = $6,300,000. 50,000 Total CM = $6,000,000. 150,000 300,000 © John Wiley & Sons, 2011 400,000 R Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 47 Q5: Qualitative Factors in Scarce Resource Allocation Decisions The quantitative analysis indicates that Urban should produce 150,000 regular umbrellas and 50,000 deluxe umbrellas. What qualitative issues should Urban consider before finalizing its decision? • The assumption that customer demand is unlimited is unlikely; can this be investigated further? • Are there any long-term strategic implications of minimizing production of the deluxe umbrellas? • What would be the effects of attempting to relax the machine hour or DL hour constraints? • Are there any worker productivity issues that affect this decision? © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 48 Q5: Constrained Resource Decisions (Multiple Products; Multiple Constraints) • Problems with multiple products, one scarce resource, and one constraint on customer demand for each product are easy to solve. • The general rule is to make the product with the highest contribution margin per unit of the scarce resource: – until its customer demand is satisfied – then move to the product with the next highest contribution margin per unit of the scarce resource, etc. • Problems with multiple products and multiple scarce resources are too cumbersome to solve by hand – Excel solver is a useful tool here. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 49 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) Urban’s Umbrellas makes two types of patio umbrellas, regular and deluxe. Suppose customer demand for regular umbrellas is 300,000 units and for deluxe umbrellas customer demand is limited to 60,000. Urban has only 160,000 machine hours available per year. What is his optimal production plan? How much would he pay (above his normal costs) for an extra machine hour? Regular Deluxe Selling price per unit $40 $110 Variable cost per unit 20 44 Contribution margin per unit $20 $ 66 Required machine hours/unit 0.4 CM/machine hour $33 $50 2.0 Urban should first concentrate on making Rs. He can make enough to satisfy customer demand for Rs: 300,000 Rs x 0.4 mach hr/R = 120,000 mach hrs. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 50 Q5: Constrained Resource Decisions (Two Products; One Scarce Resource) Regular Deluxe Selling price per unit $40 $110 Variable cost per unit 20 44 Contribution margin per unit $20 $ 66 Required machine hours/unit 0.4 CM/machine hour $33 $50 2.0 The 40,000 remaining hours will make 20,000 Ds. The optimal plan is 300,000 Rs and 20,000 Ds. The CM/mach hr shows how much Urban would be willing to pay, above his normal costs, for an additional machine hour. Here Urban will be producing Ds when he runs out of machine hours so he’ d be willing to pay up to $33 for an additional machine hour. If customer demand for Rs exceeded 400,000 units, Urban would be willing to pay up to an additional $50 for a machine hour. If customer demand for Rs and Ds could be satisfied with the 160,000 available machine hours, then Urban would not be willing to pay anything to acquire an additional machine hour. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 51 Q5: Constrained Resource Decisions Using Excel Solver To obtain the solver dialog box, choose “Solver” from the Tools pull-down menu. The “target cell” will contain the maximized value for the objective (or “target”) function. Choose “max” for the types of problems in this chapter. Add constraint formulas by clicking “add”. © John Wiley & Sons, 2011 Choose one cell for each choice variable (product). It’s helpful to “name” these cells. Click “solve” to obtain the next dialog box. Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 52 Q5: Constrained Resource Decisions Using Excel Solver Cell B2 was named “Regular” and cell C2 was named Deluxe. =20*Regular + 66*Deluxe =0. 4*Regular+2* Deluxe =2*Regular+ 6*Deluxe =Regular (cell B2) =Deluxe (cell C2) Then click “solve” and choose all 3 reports. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 53 Q5: Excel Solver Answer Report Refer to the problem on Slide #50. The total contribution margin for the optimal plan was $6.3 million. The optimal production plan was 150,000 Rs and 50,000 Ds. The machine and DL hour constraints are binding – the plan uses all available machine and DL hours. The nonnegativity constraints for R and D are not binding; the slack is 50,000 and 150,000 units respectively. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 54 Q5: Excel Solver Sensitivity Report Refer to the problem on Slide #50. This shows how much the slope of the total CM line can change before the optimal production plan will change. The CM per unit for Regular can drop to $13.20 or increase to $22 (all else equal) before the optimal plan will change. The CM per unit for Deluxe can drop to $60 or increase to $100 (all else equal) before the optimal plan will change. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 55 Q5: Excel Solver Sensitivity Report Refer to the problem on Slide #50. This shows how much the RHS of each constraint can change before the shadow price will change. The available DL hours could decrease to 480,000 or increase to 800,000 (all else equal) before the shadow price for DL would change. The available machine hours could decrease to 120,000 or increase to 200,000 (all else equal) before the shadow price for machine hours would change. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 56 Q5: Excel Solver Sensitivity Report Refer to the problem on Slide #50. The shadow price shows how much a one unit increase in the RHS of a constraint will improve the total contribution margin. Urban would be willing to pay up to $8.50 to obtain one more DL hour and up to $7.50 to obtain one more machine hour. © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 57 Q7: Impacts to Quality of Nonroutine Operating Decisions • The quality of the information used in nonroutine operating decisions must be assessed. • There may be more information quality issues (and more uncertainty) in nonroutine decisions because of the irregularity of the decisions. • Three aspects of the quality of information available can affect decision quality. • Business risk (changes in economic condition, consumer demand, regulation, competitors, etc.) • Information timeliness • Assumptions in the quantitative and qualitative analyses © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 58 Q7: Impacts to Quality of Nonroutine Operating Decisions • Short term decision must align to company’s overall strategic plans • Must watch for decision maker bias – Predisposition for specific outcome – Preference for one type of analysis without considering other options • Opportunity costs are often overlooked • Performing sensitivity analysis can help assess and minimize business risk • Established control system incentives (performance bonuses, etc.) can encourage sub-obtimal decision making © John Wiley & Sons, 2011 Chapter 4: Relevant Costs for Nonroutine Operating Decisions Eldenburg & Wolcott’s Cost Management, 2e Slide # 59 Cost Management Measuring, Monitoring, and Motivating Performance Chapter 6 Process Costing © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 1 Chapter 6: Process Costing Learning objectives • Q1: How are costs assigned to mass-produced products? • Q2: What are equivalent units & how do they relate to the production process? • Q3: How is the weighted average method used in process costing? • Q4: How is the FIFO method used in process costing? • Q5: What alternative methods are used for mass production? • Q6: How is process costing performed for multiple production departments? • Q7: How are spoilage costs handled in process costing? • Q8: How does process costing information affect managers’ incentives and decisions? © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 2 Q1: Job Order versus Process Costing © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 3 Q1: Job Order versus Process Costing © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 4 Q1: Introduction to Process Costing Process costing is a method of averaging costs over the units of production. This is necessary to determine the cost of the units transferred out of a department, as well as the cost of the department’s ending WIP inventory. WIP Inventory - Units This information is all known BI Units started Units completed & transferred out EI WIP Inventory - $ BI DM CC Units completed & transferred out Unlike job costing, there are no job cost records to give us this information EI © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 5 Q1: Process Costing with all Units Completed Riker Co. had June costs for Department 1 as follows: DM$60,000 CC 30,000 $90,000 There were no units in beginning or ending WIP inventory in June. During June Department 1 started 45,000 units, and all 45,000 were completed in June. What is the manufacturing cost/unit? WIP Inventory - Units 0 45,000 45,000 0 WIP Inventory - $ 0 90,000 90,000 0 The manufacturing cost/unit is $90,000/45,000 units = $2/unit. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 6 Q2: The Concept of Equivalent Units In order to value partially complete units of inventory, we measure units in equivalent whole units rather than actual units. Suppose that 30,000 units were completed in June, and the units in ending WIP were 1/3 complete. What is the manufacturing cost/unit? WIP Inventory - Units 0 45,000 30,000 15,000 WIP Inventory - $ 0 90,000 The 15,000 units taken to 1/3 completion are counted as 5,000 equivalent whole units, or 5,000 equivalent units of production (EUP). The manufacturing cost/unit = $90,000/[30,000 + 5,000]EUP = $2.57143/EUP. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 7 Q2: The Concept of Equivalent Units Using the cost/EUP of $2.57143 from the prior slide, compute the costs attached to the 30,000 completed units and the costs attached to the 15,000 units in ending WIP inventory. WIP Inventory - Units 0 30,000 45,000 WIP Inventory - $ 0 77,143 90,000 15,000 12,857 5,000 EUP x $2.57143 © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e 30,000 units x $2.57143 Slide # 8 Q2-Q4: Equivalent Units & Process Costing Methods • The prior slide simplified the computation of EUP. • 15,000 units taken to 1/3 completion is equivalent to 5,000 whole units only if costs are incurred evenly. • We will return to this later. • The prior slide ignored the different methods of computing EUP. • The weighted average and FIFO methods compute EUP differently. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 9 Q2-Q4: Three Categories of Units In process costing we categorize units according to the time period(s) they were produced. Prior months Current month BI units: The units in beginning Work in process inventory were worked on in prior months and (we assume) they will be completed in the current month. © John Wiley & Sons, 2011 Next month EI units: The units in ending Work in process inventory are started (we assume) in the current month and (we assume) they will be completed in the current month. Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 10 Q2-Q4: Three Categories of Units In process costing we categorize units according to the time period(s) they were produced. Prior months Current month Next month S&C units: Any units that are started in the current month and are totally complete by month end are called started & completed units. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 11 Q2-Q4: Summarizing the Physical Flow of Production The number of S&C units can be computed as the number of units transferred out less the number of BI units. For example, suppose a department had 5,000 units in beginning WIP and started 50,000 units this month. If 35,000 units were completed, what is the number of S&C units? WIP Inventory - Units 5,000 35,000 50,000 20,000 © John Wiley & Sons, 2011 BI units 5,000 S&C units30,000 Completed units 35,000 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 12 Q2-Q4: Two Process Costing Methods The weighted average and FIFO methods of process costing methods compute EUP differently. Prior months Current month The weighted average (WA) method gives credit for work performed in the current & prior months. © John Wiley & Sons, 2011 Next month This means that under the WA method, the EUP for BI units and S&C units is the same as the physical number of units in each category. Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 13 Q2-Q4: Two Process Costing Methods The weighted average and FIFO methods of process costing methods compute EUP differently. Prior months Current month The weighted average (WA) method gives credit for work performed in the current & prior months. © John Wiley & Sons, 2011 Next month The EUP for EI units and is based on the stage of completion of the EI units – only the portion of the work done in the current month is included. Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 14 Q2-Q4: Two Process Costing Methods The weighted average and FIFO methods of process costing methods compute EUP differently. Prior months Current month Next month The FIFO method gives credit only for work performed in the current month. This means that the EUP for BI units is based on the completion of these units during the current month. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 15 Q2-Q4: Two Process Costing Methods The weighted average and FIFO methods of process costing methods compute EUP differently. Prior months Current month Next month The FIFO method gives credit only for work performed in the current month. The EUP for EI units and is based on the stage of completion of the EI units – only the portion of the work done in the current month is included. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 16 Q2-Q4: Equivalent Units of Production Example In July, Rita Corp. had 30,000 units in beginning WIP that were 60% complete and 20,000 units in ending WIP that were 80% complete. There were 100,000 units completed and transferred to FG inventory. Compute EUP for July using both the weighted average and FIFO methods. First, summarize the physical flow of the units and compute S&C. WIP Inventory - Units 30,000 90,000 100,000 20,000 © John Wiley & Sons, 2011 BI units 30,000 S&C units 70,000 Completed units 100,000 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 17 Q2-Q4: Equivalent Units of Production Example In July, Rita Corp. had 30,000 units in beginning WIP that were 60% complete and 20,000 units in ending WIP that were 80% complete. There were 100,000 units completed and transferred to FG inventory. Compute EUP for July using both the weighted average and FIFO methods. Then, convert the physical units to EUP. WIP Inventory Units 30,00 90,0000 100,000 BI units 30,000 S&C units 70,000 Completed units 100,000 20,000 © John Wiley & Sons, 2011 Slide # 18 Q2-Q4: Equivalent Units of Production Example In July, Rita Corp. had 30,000 units in beginning WIP that were 60% complete and 20,000 units in ending WIP that were 80% complete. There were 100,000 units completed and transferred to FG inventory. Compute EUP for July using both the weighted average and FIFO methods. Then, convert the physical units to EUP. WIP Inventory Units 30,00 90,0000 100,000 BI units 30,000 S&C units 70,000 Completed units 100,000 (1-60%) 20,000 © John Wiley & Sons, 2011 Slide # 19 Q2-Q4: Equivalent Units & Process Costing Methods • The prior slides simplified the computation of EUP • 20,000 units started and taken to 80% completion is equivalent to 16,000 whole units only if costs are incurred evenly. • We usually assume that conversion costs are incurred evenly throughout production, but direct materials costs may not be incurred evenly. • Direct materials costs may be incurred at the beginning of processing or in some other uneven manner. • Because costs are incurred at different times, separate EUP computations are done for DM & CC. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 20 Q2-Q4: Separate EUP for DM & CC You are given the information below about the physical flow of the units in Department 1. The BI units were 25% complete and the EI units were 40% complete. Compute EUP for DM and CC if DM costs are incurred at the beginning of production. WIP Inventory Units 5,000 20,00 17,000 8,0000 © John Wiley & Sons, 2011 BI units 5,000 S&C units 12,000 Completed units 17,000 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e (1-25%) Slide # 21 Q2-Q4: Separate EUP for DM & CC Use the same information from the prior slide; recall that the BI units were 25% complete and the EI units were 40% complete. Compute EUP for DM and CC if 20% of DM costs are incurred at the beginning of processing and the rest of the DM costs are incurred when the units pass the 60% stage of completion. No Change (1-20%) © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 22 Q2-Q4: Cost per Equivalent Unit • The EUP calculations provide the denominator in the cost per EUP computation. • A cost per EUP is computed for each cost category. • The WA and FIFO methods use different numerators in the cost per EUP computation. • The numerator for the WA cost per EUP includes total costs (current costs plus the BI costs). • The numerator for the FIFO cost per EUP includes only current costs. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 23 Q3&4: Process Costing Example, no BI You are given the information below about May’s production and costs for Slocik Co. The units in ending WIP were 1/3 complete. Direct materials are added at the beginning of processing. What is the manufacturing cost per EUP under both methods? WIP Inventory - Units 0 30,000 45,000 WIP Inventory - $ 0 DM65,250 CC 28,000 15,000 First, compute the EUP for DM & CC. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 24 Q3&4: Process Costing Example, no BI WIP Inventory - Units 0 30,000 45,000 WIP Inventory - $ 0 DM65,250 CC 28,000 15,000 When there is no BI, WA and FIFO have the same EUP, and hence the same costs/EUP. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 25 Q3&4: Process Costing Example, no BI WIP Inventory - Units 0 30,000 45,000 WIP Inventory - $ 0 DM65,250 CC 28,000 15,000 Now, compute the costs/EUP for DM & CC. DM cost/EUP = $65,250/45,000 EUP = $1.45/EUP CC/EUP = $28,000/35,000 EUP = 0.80/EUP Total manufacturing cost/EUP $2.25/EUP © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 26 Q3&4: Process Costing Example, no BI The last step is a process cost report that breaks the “total costs to account for” into: • the portion that is assigned to the completed units, and • the portion that is assigned to the units in ending WIP inventory total costs to account for = $93,250 WIP Inventory - Units 0 30,000 45,000 15,000 total units to account for = 45,000 © John Wiley & Sons, 2011 WIP Inventory - $ 0 $ assigned to DM65,250 completed units CC 28,000 $ assigned to EI units Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 27 Q3&4: Process Costing Example, no BI The journal entry to record the costs transferred out is: FG inventory 67,500 WIP inventory 67,500 30,000 x $2.25 15,000 x $1.45 5,000 x $0.80 0 30,000 30,000 15,000 45,000 © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e 0 67,500 67,500 21,750 4,000 25,750 93,250 Slide # 28 Q3&4: Process Costing Example, with BI Colors R Us, Inc. uses a process costing system for its sole processing department. There were 6,200 units in beginning WIP inventory for February and 57,500 units were started in February. The beginning WIP units were 60% complete and the 5,000 units in ending WIP were 45% complete. All materials are added at the start of processing. Compute the EUP for DM and CC using both methods. First, compute the # of units started & completed: WIP Inventory - Units 6,200 57,500 5,000 © John Wiley & Sons, 2011 58,700 BI units 6,200 S&C units 52,500 Completed units 58,700 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 29 Q3&4: Process Costing Example, with BI WIP Inventory - Units 6,200 BI units 6,200 S&C units 52,500 57,500 58,700 Completed units 58,700 5,000 Now, compute the EUP for DM & CC (recall that BI & EI were 60% & 45% complete, respectively, and all DM are added at the start of processing). © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 30 Q3&4: Process Costing Example, with BI Beginning WIP inventory was valued at $42,896 [DM costs of $12,850 plus CC of $30,046]. During February Colors incurred DM costs of $178,250, and CC of $274,704. Compute the cost of the goods transferred out the the costs assigned to ending WIP inventory for February, using both methods. WIP Inventory - $ BI 42,896 DM178,250 CC 274,704 The EUP from the prior slide: Under FIFO, the numerator includes only current costs: DM cost/EUP = $178,250/57,500 EUP = $3.10 /EUP CC/EUP = $274,704/57,230 EUP = 4.80/EUP Total manufacturing cost/EUP $7.90/EUP © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 31 Q3&4: Process Costing Example, with BI Beginning WIP inventory was valued at $42,896 [DM costs of $12,850 plus CC of $30,046]. During February Colors incurred DM costs of $178,250, and CC of $274,704. Compute the cost of the goods transferred out the the costs assigned to ending WIP inventory for February, using both methods. WIP Inventory - $ BI 42,896 DM178,250 CC 274,704 The EUP from the prior slide: Under WA, the numerator includes BI and current costs: DM cost/EUP = $191,100/63,700 EUP = $3.00 /EUP CC/EUP = $307,750/60,950 EUP = 5.00/EUP Total manufacturing cost/EUP $8.00/EUP © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management,2e Slide # 32 Q3&4: Process Costing Example, with BI The last step is a process cost report that breaks the “total costs to account for” into: • the portion that is assigned to the completed units, and • the portion that is assigned to the units in ending WIP inventory total costs to account for = $495,850 WIP Inventory - Units 6,2 00 58,700 57, 5,00 total units to0500 account for = 63,700 © John Wiley & Sons, 2011 WIP Inventory - $ 42,896 $ assigned to DM178,250 completed units CC 274,704 $ assigned to EI units Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 33 Q3&4: WA Process Costing Example, with BI Under the WA method, there is no distinction between the 6,200 BI units and the 52,500 S&C units. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 34 Q3&4: FIFO Process Costing Example, with BI Under the FIFO method, the cost assigned to the 6,200 BI units is computed separately from the cost of the 52,500 S&C units. = 2,480 * $4.80 = 52,500 * $7.90 = 5,000 * $3.10 = 2,250 * $4.80 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 35 Q6: Accounting for Transferred-in Costs • “Transferred-in costs” (TI) is merely another cost category like DM or CC • All processing departments except the first will account for TI costs • When preparing a process cost report for a department with TI costs: • Compute EUP for TI costs; all TI costs are incurred at the start of processing • Compute cost/EUP for TI costs • Assign TI costs to EI units © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 36 Q6: Process Costing Example, with TI Costs Crusher Drugs manufactures a pain medication in a two-process cycle. In Department 2, direct materials are added as follows: 20% are added at the beginning of processing, and the rest at the 60% stage. There were 5,000 units in Dep’t 2’s beginning WIP inventory that were 40% complete, and 20,000 units were transferred in to Dep’t 2 in May. The Dep’t 2 ending WIP inventory of 6,000 units was 55% complete. Compute the May EUP for all cost categories for Department 2 using both methods. First, compute the # of units started & completed: Dep’t 2 WIP Inventory - Units 5,000 BI units 5,000 S&C units 14,000 20,000 19,000 Completed units 19,000 6,000 © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 37 Q6: Process Costing Example, with TI Costs Dep’t 2WIP Inventory - Units 5,000 BI units 5,000 S&C units 14,000 20,000 19,000 Completed units 19,000 6,000 Now, compute the EUP for DM & CC (recall that BI & EI were 40% & 55% complete, respectively; 20% of DM costs are incurred at the start of processing, and the rest are incurred at the 60% stage). © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 38 Q6: Process Costing Example, with TI Costs You are given the cost information below. Compute the cost per EUP under both methods. Under WA, the numerator includes BI and current costs: DM cost/EUP = $79,537.50/20,200 EUP = $3.9375/EUP CC/EUP = $35,122.50/22,300 EUP = 1.5750/EUP TI cost/EUP = $131,250/25,000 EUP = 5.2500/EUP Total manufacturing cost/EUP © John Wiley & Sons, 2011 $10.7625/EUP Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 39 Q6: Process Costing Example, with TI Costs You are given the cost information below. Compute the cost per EUP under both methods. Under FIFO, the numerator includes only current costs: DM cost/EUP = $72,240/19,200 EUP = $3.7625/EUP CC/EUP = $31,262/20,300 EUP = 1.5400/EUP TI cost/EUP = $112,000/20,000 EUP = 5.6000/EUP Total manufacturing cost/EUP $10.9025/EUP Next, complete the process cost report using both methods…. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 40 Q6: Process Costing Example, with TI Costs 4,000 * 3,000 * 14,000 * 1,200 * $3.7625 = 3,300 * $1.5400 = 6,000 * $5.6000 = © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Given $ * 19,000 1,200 * $3.9375 = 3,300 * $1.5750 = 6,000 * $5.2500 = Slide # 41 Q5: What Alternative Methods are Used for Mass Production? • Adaptations to Traditional Process Costing – Match equivalent units calculations more closely to actual production processes – Separate conversion costs into multiple pools • Standard costs simplify the accounting • Just-in-time production • Hybrid costing, or operation costing © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 42 Q7: Accounting for Spoilage in Process Costing • Costs of normal spoilage are absorbed by the good units transferred out. • Costs of abnormal spoilage are charged to a Loss from abnormal spoilage account. • Costs attach to spoilage depending on when spoilage is detected. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 43 Q7: Process Costing & Spoilage Example Hollidaze makes molded plastic party decorations. In June, there were 800 units in beginning WIP inventory that were 40% complete and the 500 units in ending WIP were 30% complete. The company completed 3,000 units in June, but 200 of these were defective and were discarded. The defective units are located upon inspection before transfer to finished goods. It was determined that 50 of these defective units should be considered normal spoilage. The remaining spoilage occurred because of a rare machine malfunction and should be considered abnormal spoilage. All direct materials are added at the beginning of processing. Compute the June EUP for DM and CC using both methods. First, compute the # of units started & completed: WIP Inventory - Units 800 BI units 800 S&C units 2,200 3,000 2,700 Completed units 3,000 500 © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e this includes 200 defective units Slide # 44 Q7: Process Costing & Spoilage Example WIP Inventory - Units 800 2,700 3,000 500 © John Wiley & Sons, 2011 BI units 800 S&C units 2,200 Completed units 3,000 Now, compute the EUP for DM & CC (recall that BI & EI were 40% & 30% complete, respectively; DM costs are incurred at the start of processing). Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 45 Q7: Process Costing & Spoilage Example You are given the cost information below. Compute the cost per EUP under both methods. Under WA, the numerator includes BI and current costs: DM cost/EUP = $11,375/3,500 EUP = $3.25/EUP CC/EUP = $7,245/3,150 EUP = 2.30/EUP Total manufacturing cost/EUP © John Wiley & Sons, 2011 $5.55/EUP Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 46 Q7: Process Costing & Spoilage Example You are given the cost information below. Compute the cost per EUP under both methods. Under FIFO, the numerator includes only current costs: DM cost/EUP = $8,640/2,700 EUP = $3.20/EUP CC/EUP = $5,943/2,830 EUP = 2.10/EUP Total manufacturing cost/EUP $5.30/EUP Next, complete the process cost report using both methods…. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 47 Q7: WA Process Costing & Spoilage Example The WA journal entry to record the costs transferred out is: FG inventory 15,81.50 Loss from abnormal spoilage 832.50 WIP inventory 16,650.00 Note the total good units accounted for is the total units to account for less the spoiled units. © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Q7: FIFO Process Costing & Spoilage Example The FIFO journal entry to record the costs transferred out is: FG inventory 15,910 Loss from abnormal spoilage 795 WIP inventory 16,705 © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 49 Q8: Process Costing Uses for Decision Making • Used to determine valuation for inventory and cost of goods sold at the end of each period • Required for financial statements and income tax returns • Helps managers evaluate if the production processes are operating as expected • Compare actual results to budget, standards, or prior periods • Identify areas for process improvements • Analyze benefits of quality improvements © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management 2e Slide # 50 Q8: Process Costing Limitations & Impacts on Managers’ Decision Making • Process cost information is generally not useful for many short-term decisions because unavoidable fixed costs are allocated to the products. • Need to determine incremental or marginal costs • Separating conversion costs into fixed and variable pools would help • Requires use of estimates: • The point of the production process when DM costs or CC are incurred. • Stage of completion for all units in beginning and ending WIP inventories © John Wiley & Sons, 2011 Chapter 6: Process Costing Eldenburg & Wolcott’s Cost Management, 2e Slide # 51 Cost Management Measuring, Monitoring, and Motivating Performance Chapter 7 Activity-Based Costing and Management © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 1 Chapter 7: Activity-Based Costing and Management Learning objectives • Q1: What is activity-based costing (ABC)? • Q2: What are activities and how are they identified? • Q3: What process is used to assign costs in an ABC system? • Q4: What is activity-based management? • Q5: What are GPK and RCA? • Q6: How does information from ABC, GPK, and RCA affect managers’ incentives and decisions? © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 2 Q1: Activity-Based Costing (ABC) • ABC is a method of cost system refinement. • Indirect costs are divided into “sub-pools” of costs of activities. • Activity costs are then allocated to the final cost objects using a cost allocation base (more commonly called cost drivers in ABC). • Activities are measurable, making it more likely that cost drivers can be found so that a final cost object will absorb indirect costs in proportion to its use of the activity. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 3 Q1: Traditional Costing vs. ABC Traditional costing systems: Indirect Costs Indirect costs are grouped into one (or a small number) of cost pools; a cost allocation base assigns costs to the individual products © John Wiley & Sons, 2011 Product A Direct Costs Product B Direct Costs Product C Direct Costs The individual products are the final cost objects. Direct costs are traced to the individual products. Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 4 Q1: Traditional Costing Systems © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 5 Q1: Traditional Costing vs. ABC Activity-based costing systems: Activity 1 Indirect Costs Activity 2 Activity 3 Indirect costs are assigned (traced & allocated) to various pools of activity costs. © John Wiley & Sons, 2011 Product A Direct Costs Product B Direct Costs Product C Direct Costs Activity costs are allocated to products Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e The individual products are the final cost objects & direct costs are traced to the individual products. Slide # 6 Q1: ABC Costing Systems © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 7 Q2: What are Activities and How are They Identified? The ABC cost hierarchy includes the following activities: • organization-sustaining – associated with overall organization • facility-sustaining – associated with single manufacturing plant or service facility • customer-sustaining – associated with a single customer • product-sustaining – associated with product lien or single product • batch-level – associated with each batch of product • unit-level – associated with each unit produced © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 8 Q2: ABC Cost Hierarchy Example Some of the costs incurred by the Dewey Chargem law firm are listed below. This firm specializes in immigration issues and family law. For each cost, identify whether the cost most likely relates to a(n) (1) organiz-ationsustaining, (2) facility-sustaining, (3) customer-sustaining, (4) productsustaining, (5) batch-level, or (6) unit-level activity and explain your choice. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 9 Q3: What Process is Used to Assign Costs in an ABC system? 1. Identify the relevant cost object. 2. Identify activities and group homogeneous activities. 3. Assign costs to the activity cost pools. 4. Choose a cost driver for each activity cost pool. 5. Calculate an allocation rate for each activity cost pool. 6. Allocate activity costs to the final cost object. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 10 Q3: How Are Cost Drivers Selected for Activities? • For each activity, determine its place in the ABC cost hierarchy. • Look for drivers that have a good cause-and-effect relationship with the activities’ costs. • Use a reasonable driver when there is no cause-and-effect relationship. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 11 Q3: ABC in Manufacturing Example Alphabet Co. makes products A & B. Product A is a low-volume specialty item and B is a high-volume item. Estimated factory- wide overhead is $800,000, and the number of DL hours for the year is estimated to be 50,000 hours. DL costs are $10/hour. Each product uses 2 DL hours. Compute the traditional cost of each product if Products A & B use $25 and $10 in direct materials, respectively. First, compute the estimated overhead rate: Estimated overhead rate = $800,000/50,000 hours = $16/hour. Product A Product B Direct materials $25 Direct labor (2hrs @ $10) Overhead (2 hrs @ $16) $77 $62 © John Wiley & Sons, 2011 $10 20 32 20 32 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 12 Q3: ABC in Manufacturing Example Alphabet Co. is implementing an ABC system. It estimated the costs and activity levels for the upcoming year shown below. First, compute the estimated overhead rate for each activity: © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 13 Q3: ABC in Manufacturing Example © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 14 Q3: ABC in Manufacturing Example Alphabet recently completed a batch of 100 As and a batch of 100 Bs. Direct material and labor costs were as budgeted. Information about each batch’s use of the cost drivers is given below. Compute the overhead allocated to each unit of A and B. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 15 Q3: ABC in Manufacturing Example Compute the total cost of each product and compare it to the costs computed under traditional costing. Traditional costing assigned $77 to a unit of Product A and $62 to a unit of Product B. • The only difference between the two costing systems is that Product A is assigned more overhead costs under ABC. • The additional overhead assigned to Product A reflects Product A’s consumption of resources. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 16 Q4: Activity-Based Management (ABM) • ABM is the process of using ABC information to evaluate opportunities for improvements in an organization. • Examples include managing & monitoring • customer profitability • product and process design • environmental costs • quality • constrained resources © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 17 Q4: ABM & Customer Profitability • Activities can be defined so that different costs of servicing customers are accumulated. • Examples include • analyzing the types of bank transactions used by various categories of customers • comparing the costs of servicing insurance contracts sold to married versus single individuals • comparing the costs of different distribution channels © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 18 Q4: ABM & Product/Process Improvements • Activities can be defined so that the costs of stages of production or of a business process are accumulated. • Examples include • determining the costs of non-value-added activities so the most costly can be reduced or eliminated • changing the steps in the accounts payable function to reduce the number of personnel • determining the most costly stages of product development so that the time to market is reduced © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 19 Q4: ABM & Environmental Costs • Activities can be defined so that types of environmental costs are accumulated. • Examples include • capturing the costs of contingent liabilities for waste disposal site remediation • comparing the cost of recycling packaging to the cost of disposal • computing the costs of treating different kinds of emissions © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 20 Q4: ABM & Quality Costs • Activities can be defined so that categories of costs of managing quality are accumulated. • Common categories of quality costs are • costs of prevention activities • costs of appraisal activities • costs of production activities • costs of postsales activities © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 21 Q5: What are GPK and RCA? • Costing approaches similar to ABC because they involve multiple pools and multiple drivers • GPK can be described as marginal planning and cost accounting – Each cost is traced to a cost center (smaller than a department) which performs a single repetitive activity, and is the responsibility of one manager) – Output measures tracks the volume of resource use – Costs are segregated into proportional (change with volume in resource use) and fixed – Practical capacity is used for estimated allocation rate volumes © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 22 Q5: Capacity Definitions • Theoretical capacity – maximum assuming continuous, uninterrupted operations 365 days/year • Practical capacity – typical operating conditions • Budgeted capacity – expected volume for the upcoming time period • Idle/excess capacity – difference between activity capacity used and one of the above measures of capacity © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 23 Q5: What are GPK and RCA? • Resource Consumption Accounting (RCA) • Builds on GPK and ABC principles • Each cost is assigned to a resource cost pool – Labor and machinery are often placed in different cost pools since they are different types of resources – RCA involves a significantly larger number of cost pools than traditional accounting – Like GPK, segregates proportional and fixed costs – Utilizes theoretical rather than practical capacity for allocating fixed costs • More likely to focus manager attention on reducing idle and nonproductive resource time © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 24 Q5: Benefits/Drawbacks to GPK/RCA • Benefits – Generates multi-level internal income statements useful for short terms decisions because it focuses on marginal cost – Increases cause & effect awareness among managers – Categorizes costs (and generates profit margin) at the product, product group, division, and company level – Avoids arbitrary allocations of fixed costs • Drawbacks – Can be costly to implement – Can result in a large number of variances to analyze © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 25 Q5: Comparison of ABC, GPK, and RCA ABC GPK RCA Character of cost accounting system Full costing Marginal costing Full and marginal costing Location of data Database separate from general ledger Comprehensive accounting system Comprehensive accounting system Primary decision relevance Mid- to long-term Short-term Short-, Mid-, and Long term Allocation of overhead based on Activities Cost Centers Resources and/or activities Cost Drivers Activity –Based Resource Output related Resource output or activity related Fixed cost allocation rate denominator Actual, budgeted, or practical capacity Budgeted or practical capacity Theoretical capacity © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 26 Q6: Decision Making with ABC, GPK, and RCA • Benefits • more accurate and relevant product cost information • employees focus attention on activities • measurement of the costs of activities and business processes • identify non-value-added activities and reduce costs • Costs • systems can be difficult to design and maintain • more information must be captured • decision makers may not use the information appropriately © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 27 Q6: Uncertainties in ABC and ABM Implementation • Judgment is required when determining activities. • Judgment is required when selecting cost drivers. • Denominator levels for cost drivers are estimates. • ABC information includes unitized fixed costs, so decision makers must use ABC information correctly. © John Wiley & Sons, 2011 Chapter 7: Activity-Based Costing and Management Eldenburg & Wolcott’s Cost Management, 2e Slide # 28 Cost Management Measuring, Monitoring, and Motivating Performance Chapter 8 Measuring and Assigning Support Department Costs © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 1 Chapter 8: Measuring and Assigning Support Department Costs Learning objectives • • • • • • • Q1: What are support departments, and why are their costs allocated to other departments? Q2: What process is used to allocate support department costs? Q3: How is the direct method used to allocate support costs to operating departments? Q4: How is the step-down method used to allocate support costs to operating departments? Q5: How is the reciprocal method used to allocate support costs to operating departments? Q6: What is the difference between single- and dual-rate allocations? Q7: How do support cost allocations affect decisions and managerial incentives? © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 2 Q1: Support versus Operating Departments • The operating departments of an organization produce products or services that generate revenue. • The support departments of an organization produce products or provide services to the operating and other support departments. • The support department costs are common costs that are shared between two or more other departments. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 3 Q1: Reasons for Allocating Support Department Costs • External reporting • Motivation • appropriate consumption of support department resources • efficiency of support department • monitor consumption of support department services • Decision making • product pricing • make or buy decisions © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 4 Q1: Support Department Allocation Process © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 5 Q2: Process for Allocating Support Department Costs 1. Clarify allocation purpose 2. Identify cost pools 3. Assign costs to cost pools 4. Choose allocation bases for each cost pool 5. Choose allocation method; allocate support department costs 6. Allocate updated operating department costs to units of goods or services, if relevant © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 6 Q2: Process for Allocating Support Department Costs 1. Clarify allocation purpose • if the purpose is to motivate the use of the services of a newly formed department, perhaps no costs should be allocated • if the purpose is to discourage operating department managers from over-use of the services of support departments, then a rate per unit of service might be large and not based on actual costs • if the purpose is to determine the full cost of products or services for long-term pricing decisions, then all support costs should be allocated © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 7 Q2: Process for Allocating Support Department Costs 2. Identify cost pools • the purpose will determine whether both fixed and variable support department costs should be allocated • the purpose will determine which costs should be allocated © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 8 Q2: Process for Allocating Support Department Costs 3. Assign costs to cost pools • some costs will be direct to the cost pool (e.g. toner cartridge costs would be direct to the “variable copying costs” cost pool) • some costs will be indirect to the cost pool (e. g. rent costs for an entire facility would be indirect to the “information technology costs” cost pool) © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 9 Q2: Process for Allocating Support Department Costs 4. Choose allocation bases for each cost pool • an allocation base with a good cause-andeffect relationship with the cost pool provides a reasonable allocation rate • users of support department services will carefully monitor their consumption of the allocation base © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 10 Q2: Process for Allocating Support Department Costs 5. Choose allocation method and allocate support department costs • in this chapter we cover three allocation methods • each of these three methods could be implemented using • a single- or dual-rate approach (covered later) • actual or budgeted costs and allocation bases (covered later) © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 11 Q2: Process for Allocating Support Department Costs 6. Allocate updated operating department costs to units of goods or services, if relevant • for some decisions, this may not be relevant • for long-term pricing decisions, this is likely to be relevant © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 12 Q3: The Direct Method of Allocating Support Department Costs • The direct method ignores the fact that support departments use each others’ services. • Each support department’s costs are allocated only to operating departments. • This method is the easiest computationally and the easiest to explain. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 13 Q3: The Direct Method Example Philco Toys makes metal and plastic toys in separate departments. It has two support departments, Accounting and Information Systems. Philco has decided to allocate Accounting department costs based on the number of employees in each department and Information Systems costs based on the number of computers in each department. Given the information below, use the direct method to allocate support department costs. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 14 Q3: The Direct Method Example Plastic Products is allocated 22/ (22+16) of Accounting department costs, and Metal Products is allocated 16/ (22+16). Notice that the number of employees in the support departments is ignored under the direct method. © John Wiley & Sons, 2011 Plastic and Metal Product share Info Systems costs equally because they have the same number of computers in each department. Notice that the number of computers in the support departments is ignored under the direct method. Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 15 Q4: The Step-Down Method of Allocating Support Department Costs • The step-down method allocates some (but not all) support department costs to other support departments. • The first support department’s costs are allocated to all operating and support departments that use its services. • Each subsequent support department’s costs are allocated to all operating and support departments that use its services, except any support department whose costs were already allocated. • Allocation order must be determined. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 16 Q4: The Step-Down Method Example Given the information for Philco, use the step-down method to allocate support department costs. Allocate the costs of the support department that provides the largest percentage of its services to the other support department first. First determine allocation order: Accounting provided 4/(4+22+16) = 4/42 = 9.5% of its services to Info Systems. Information Systems provided 4/(4+3+3) = 4/10 = 40% of its services to Accounting, so Information Systems goes first. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 17 Q4: The Step-Down Method Example Given the information for Philco, use the step-down method to allocate support department costs. Now perform the allocation: © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 18 Q4: The Step-Down Method Example Info Systems costs are allocated to Accounting, Plastic, & Metal based on each department’s number of computers compared to total non-Info Systems computers: 4+3+3=10. Accounting costs are allocated only to Plastic & Metal based on each department’s number of employees compared to total non-Accounting and non-Info Systems employees: 22+16=38 Total costs allocated out of Accounting are now higher because of the Info Systems costs allocated to Accounting. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 19 Q4: The Step-Down Method Example (22/38) x $76,800 (4/10) x $72,000 © John Wiley & Sons, 2011 (16/38) x $76,800 (3/10) x $72,000 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e (3/10) x $72,000 Slide # 20 Q5: The Reciprocal Method of Allocating Support Department Costs • The reciprocal method allocates all support department costs to other support departments. • The first step is to compute the total costs of each support department when its usage of other support department services is taken into consideration. • Support department costs are then allocated to all other operating and support departments that consume its services. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 21 Q5: The Reciprocal Method Example Given the information for Philco, use the reciprocal method to allocate support department costs. First determine total costs for each support department by writing an equation for its costs (use A and IS as abbreviations). A = $48,000 + [4/(4+3+3)] x IS; IS = $72,000 + [4/(4+22+16)] x A Then solve: A = $48,000 + (4/10) x [$72,000 + (4/42) x A] A = $48,000 + $28,800 + (16/420) x A] (404/420) x A = $76,800 A = $76,800 x (420/404) = $79,842 IS = $72,000 + (4/42) x $79,842 = $79,604 © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 22 Q5: The Reciprocal Method Example Given the information for Philco, use the reciprocal method to allocate support department costs. Now perform the allocation: © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 23 Q5: The Reciprocal Method Example These numbers are the solutions to the simultaneous equations. (4/42) x $79,842 (22/42) x $79,842 (16/42) x $79,842 © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 24 Q5: The Reciprocal Method Example (4/10) x $79,604 (3/10) x $79,604 (3/10) x $79,604 © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 25 Q6: Single- versus Dual-Rate Allocation • In single-rate allocation, each cost pool includes fixed and variable costs. • In dual-rate allocation, fixed and variable costs are in separate cost pools. • Both methods can be employed with the direct, step-down, or reciprocal methods. • The prior three examples used the singlerate allocation method. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 26 Q6: Single- versus Dual-Rate Example Philco has decided to use the direct method and allocate variable Accounting costs based on the number of transactions and fixed Accounting costs based on the number of employees. The Info Systems variable costs will be allocated based on the number of service requests and fixed costs will be allocated based on the number of computers. The required information is presented below. Now perform the allocation… © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 27 Q6: Single- versus Dual-Rate Example © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 28 Q7: Decision Making with Support Costs • Support costs need to be considered when evaluating decisions such as make/buy, keep/drop, special order, and constrained resource • Necessary to isolate relevant support costs – This may not be the same as the allocated support costs – For example, outsourcing an operating department may not result in a reduction in support department costs © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 29 Q7: Establishing Transfer Prices for Support Departments • Transfer prices should be set to motivate efficient use of the support department resources – If transfer price is set too high, user departments may outsource the service – If transfer price is set too low, user departments may utilize the support department inefficiently • The best transfer pricing approach is the Opportunity Cost approach – Each department is charged an amount that reflects the value of any opportunities forgone by not using the service for its next best alternative use. – This is often difficult in practice so most companies use a cost based or market based transfer pricing policy © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 30 Q7: Estimated versus Actual Support Costs and Rates A department’s allocation of support department costs = the allocation rate x the department’s consumption of the allocation base Either of these could be estimated or actual. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 31 Q7: Estimated versus Actual Support Costs and Rates the allocation rate x the department’s consumption of the allocation base Using actual rates and actual consumption provides the best measure of the cost of support services; it is the most accurate but the least timely. The purpose of the cost allocation will determine whether actual or estimated rates, and actual or estimated consumption, should be used. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 32 Q7: Estimated versus Actual Support Costs and Rates • Actual rates and consumption may be required for some types of government contracts. • Most federal grants to educational institutions allow the use of estimates. • Using an actual rate means that support service users are affected by • inefficiencies of support department managers • changes in the consumption of support services by other users © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 33 Q7: Other Common Cost Allocation Methods • Other cost allocation purposes may require the allocation to • be perceived as “fair” • be based on the user’s “ability to bear” the cost • Under the stand-alone method, a common cost is allocated based on information about the users’ consumption of the cost. • Under the incremental cost allocation method, a “primary user” is allocated the bulk of the common cost and the secondary user is allocated only the increment in cost that it caused. © John Wiley & Sons, 2011 Chapter 8: Measuring and Assigning Support Department Costs Eldenburg & Wolcott’s Cost Management, 2e Slide # 34 Q7: Stand-Alone versus Incremental Cost Allocation Methods Example Leslie has a job interview with Big Co. next month in New York City. Her plane ticket cost $300, and she will need to spend $125/night for 2 nights in a hotel. She estimates that she will spend $50 in cab fares and $50 for food. Big Co. has promised to reimburse her actual costs. After this trip was arranged, Small Co., also located in New York City, called her for an interview. If she interviews with Small Co. while she’s there, she will spend an additional $125 for another night at a hotel, and another estimated $40 in cab fares and food. Think of at least two ways to allocate Leslie’s travel costs using the stand-alone method. Discuss the merits of each. 1. Compute the total cost of the trip and divide it by 2, since there are 2 interviews. 2. Compute the total cost of the trip and allocate 2/3 of it to Big Co. and 1/3 to Small Co. sin...

Place your order
(550 words)

Approximate price: $22

Calculate the price of your order

550 words
We'll send you the first draft for approval by September 11, 2018 at 10:52 AM
Total price:
$26
The price is based on these factors:
Academic level
Number of pages
Urgency
Basic features
  • Free title page and bibliography
  • Unlimited revisions
  • Plagiarism-free guarantee
  • Money-back guarantee
  • 24/7 support
On-demand options
  • Writer’s samples
  • Part-by-part delivery
  • Overnight delivery
  • Copies of used sources
  • Expert Proofreading
Paper format
  • 275 words per page
  • 12 pt Arial/Times New Roman
  • Double line spacing
  • Any citation style (APA, MLA, Chicago/Turabian, Harvard)

Our guarantees

Delivering a high-quality product at a reasonable price is not enough anymore.
That’s why we have developed 5 beneficial guarantees that will make your experience with our service enjoyable, easy, and safe.

Money-back guarantee

You have to be 100% sure of the quality of your product to give a money-back guarantee. This describes us perfectly. Make sure that this guarantee is totally transparent.

Read more

Zero-plagiarism guarantee

Each paper is composed from scratch, according to your instructions. It is then checked by our plagiarism-detection software. There is no gap where plagiarism could squeeze in.

Read more

Free-revision policy

Thanks to our free revisions, there is no way for you to be unsatisfied. We will work on your paper until you are completely happy with the result.

Read more

Privacy policy

Your email is safe, as we store it according to international data protection rules. Your bank details are secure, as we use only reliable payment systems.

Read more

Fair-cooperation guarantee

By sending us your money, you buy the service we provide. Check out our terms and conditions if you prefer business talks to be laid out in official language.

Read more

Order your essay today and save 30% with the discount code ESSAYHELP