5-2
Aerotech Corporation's management was being misled by the traditional productcosting system, because the high-volume product lines were being overcosted and
the low-volume product line was being undercosted. The high-volume products
essentially were subsidizing the low-volume line. The traditional product-costing
system failed to show that the low-volume products were driving more than their
share of overhead costs. As a result of these misleading costs, the company's
management was mispricing its products.
5-3
5-4
5-5
(b)
(c)
McGraw-Hill/Irwin
Managerial Accounting, 6/e
(d)
5-6
5-7
5-8
In traditional, volume-based costing systems, only direct material and direct labor
are considered direct costs. In contrast, under an activity-based costing system, an
effort is made to account for as many costs as possible as direct costs of
production. Any cost that can possibly be traced to a particular product line is
treated as a direct cost of that product.
5-9
McGraw-Hill/Irwin
5-2
5-10
Non-value-added costs are the costs of activities that can be eliminated with no
deterioration of product quality, performance, or perceived value. Some examples of
potential non-value-added costs are as follows: time spent unnecessarily moving
raw materials, work in process, or finished goods between operations; unnecessary
time spent by raw materials or work in process waiting for the next operation;
storage of unnecessary inventories of raw materials, parts, or partially completed
products; costs incurred in repairing defective units when the defects could be
eliminated with better quality control systems.
5-11
Time is spent in a manufacturing process in the following five ways: process time,
inspection time, move time, waiting time, and storage time. There is the potential for
non-value-added costs in any of these five areas. Inefficient or unnecessary steps in
the production process may result in non-value-added costs. Other potential nonvalue-added activities include unnecessary inspections, unnecessary movement of
materials and goods between operations, unnecessary time spent waiting by
materials or partially completed goods, and excessive inventory in storage.
5-12
Two factors that tend to result in product cost distortion under traditional, volumebased product-costing systems are as follows:
(a) Non-unit level overhead costs: Many overhead costs vary with cost drivers that
are not unit-level activities. Use of a unit-level cost driver to assign such costs
tends to result in cost distortion.
(b) Product diversity: When a manufacturer produces a diverse set of products,
which exhibit different consumption ratios for overhead activities, use of a single
cost driver to assign costs results in cost distortion.
5-13
Three important factors in selecting cost drivers for an ABC system are as follows:
(a) Degree of correlation between consumption of an activity and consumption of
the cost driver.
(b) Cost of measurement of the cost driver.
(c) Behavioral effects, that is, how the cost driver selected will affect the behavior of
the individuals involved in the activity related to the cost driver.
5-14
McGraw-Hill/Irwin
Managerial Accounting, 6/e
5-15
An activity dictionary lists all of the activities identified and used in an activity-based
costing analysis. The activity dictionary provides for consistency in the terminology
and level of complexity in the ABC analysis in the organizations various subunits.
5-16
Designing and implementing an ABC system requires a large amount of data from all
facets of an organization's operations. A multidisciplinary team will be more effective
in obtaining access to this data, and the result will be a better ABC system.
Moreover, a multidisciplinary team typically helps in gaining acceptance of the new
product-costing system.
5-17
Tipoffs that a new product-costing system may be needed include the following
(eight required):
(a) Line managers do not believe the product costs reported by the accounting
department.
(b) Marketing personnel are unwilling to use reported product costs in making
pricing decisions.
(c) Complex products that are difficult to manufacture are reported to be very
profitable although they are not priced at a premium.
(d) Product-line profit margins are difficult to explain.
(e) Sales are increasing, but profits are declining.
(f) Line managers suggest that apparently profitable products be dropped.
(g) Marketing or production managers are using "bootleg costing systems," which
are informal systems they designed, often on a personal computer.
(h) Some products that have reported high profit margins are not sold by
competitors.
(i) The firm seems to have captured a highly profitable product niche all for itself.
(j) Overhead rates are very high, and increasing over time.
(k) Product lines are diverse.
(l) Direct labor is a small percentage of total costs.
(m) The results of bids are difficult to explain.
(n) Competitors' high-volume products seem to be priced unrealistically low.
McGraw-Hill/Irwin
5-4
Line managers are close to the production process and may realize that a complex
product, which is difficult to manufacture, is undercosted by a traditional, volumebased costing system. Because of the cost distortion that is common in such
systems, the undercosted product may appear to be profitable when it is really
losing money. Line managers may have a "gut feeling" for this situation, even if the
cost-accounting system suggests otherwise.
5-19
5-20
5-21
McGraw-Hill/Irwin
Managerial Accounting, 6/e
SOLUTIONS TO EXERCISES
EXERCISE 5-22 (15 MINUTES)
1.
$90,000
= $1,500
60 *
*The total number of units (of both types) produced.
2.
Material-handling cost per lens = $1,500. The analysis is identical to that given for
requirement (1).
3.
4.
McGraw-Hill/Irwin
5-6
3,835,000 yen
39,000 yen
3,874,000 yen
1,820,000 yen
156,000 yen
195,000 yen
39,000 yen
2,210,000 yen
52,000 yen
52,000 yen
793,000 yen
793,000 yen
McGraw-Hill/Irwin
Managerial Accounting, 6/e
910,000 yen
780,000 yen
78,000 yen
52,000 yen
156,000 yen
39,000 yen
2,015,000 yen
Cost driver: for costs allocated to support departments, square footage; for costs
assigned to products, number of units produced.
EXERCISE 5-24 (5 MINUTES)
Cost pool 1: unit-level
Cost pool 2: unit-level
Cost pool 3: batch-level
Cost pool 4: product-sustaining-level
Cost pool 5: facility-level
EXERCISE 5-25 (15 MINUTES)
1.
a.
Quality-control costs assigned to the enamel paint line under the traditional
system:
Quality-control costs = 16% direct-labor cost
Quality-control
costs assigned to
enamel paint line = 16% $98,000
= $15,680
McGraw-Hill/Irwin
5-8
2.
Assigned
Cost
$ 552
9,800
7,200
$17,552
The traditional product-costing system undercosts the enamel paint product line, with
respect to quality-control costs, by $1,872 ($17,552 $15,680).
McGraw-Hill/Irwin
Managerial Accounting, 6/e
(b)
(c)
Stage two: Select cost drivers for each activity-cost pool. Then assign the costs
in each cost pool to the company's product lines in proportion to the amount of
the related cost driver used by each product line.
2.
As described in the answer to the preceding exercise, the new system probably will
reveal distortion in the firm's reported product costs. In all likelihood, the high-volume
products are overcosted and the low-volume specialty products are undercosted.
3.
Strategic options:
(a)
Lower the prices on the firm's high-volume products to compete more effectively.
(b)
(c)
Consider eliminating the specialty product lines. This option may not be desirable
if there is a marketing need to produce a full product line. Also, the specialty
wheels may give Wheelco prestige.
McGraw-Hill/Irwin
5-10
Classification
P
P
P
P
P
P
P
B
B
B
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Activity
(11)
(12)
(13)
(14)
(15)
(16)
(17)
(18)
(19)
Classification
B
B
U
U
U
U
B
F
F
Small
Sales
(Unit cost: $675,000/225,000
= $3.00 per box ........................ $
Order Size
Medium
Large
Total
commissionsa
6,000
$135,000
$534,000
$ 675,000
Catalogsb
(Unit cost: $295,400/590,800
= $.50 per catalog) ...................
127,150
105,650
62,600
295,400
47,400
31,200
26,400
105,000
4,850
24,150
31,000
60,000
$185,400
$296,000
$654,000
$1,135,400
103,000
592,000
2,180,000
$1.80
$.50
$.30
McGraw-Hill/Irwin
5-12
The analysis of selling costs shows that small orders cost more than large orders.
This fact could persuade management to market large orders more aggressively
and/or offer discounts for them.
These definitions are consistent with those given in the chapter. An argument for the
ABC project team's classification would be that the activity or account in question was
characterized by the definition of the activity-level classification given above. An argument
against the team's classification would be that the particular activity or account did not
satisfy the definition.
For example, moving materials is a batch-level activity because a raw material must be
moved to the product area when a production run or batch is started. Depreciation is a
facility-level account because depreciation on plant and equipment represents the cost of
providing production facilities in which manufacturing can take place.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
McGraw-Hill/Irwin
5-14
SOLUTIONS TO PROBLEMS
PROBLEM 5-33 (35 MINUTES)
1.
Activity-based costing results in improved costing accuracy for two reasons. First,
companies that use ABC are not limited to a single driver when allocating costs to
products and activities. Not all costs vary with units, and ABC allows users to select
a host of nonunit-level cost drivers. Second, consumption ratios often differ greatly
among activities. No single cost driver will accurately assign costs for all activities
in this situation.
2.
Information
Systems
Services
Billings:
3,600 hours x $140
2,400 hours x $140
Less: Professional staff cost:
3,600 hours x $50
2,400 hours x $50
Administrative cost.
Income
(120,000)
(152,704)
$ 63,296
( 229,056)
$ 94,944
Income billings.
18.84%
18.84%
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$504,000
$336,000
(180,000)
Activity
Driver
Cost
Staff support
In-house
computing
$207,000
145,000
Miscellaneous
office charges
29,760
Application
Rate
300 clients
5,000 computer
hours (CH)
$29 per CH
1,200 client
transactions (CT)
$24.80 per CT
Activity
Staff support:
240 clients x $690...
60 clients x $690.
In-house computing:
2,900 CH x $29.
2,100 CH x $29.
Miscellaneous office charges:
480 CT x $24.80...
720 CT x $24.80...
Total .
McGraw-Hill/Irwin
5-16
E-Commerce
Consulting
Information
Systems
Services
$165,600
$ 41,400
84,100
60,900
17,856
$120,156
11,904
$261,604
Billings:
3,600 hours x $140..
2,400 hours x $140..
Less: Professional staff cost:
3,600 hours x $50
2,400 hours x $50
Administrative cost.
Income..
Income billings...
E-Commerce
Consulting
Information
Systems
Services
$504,000
$336,000
(120,000)
(120,156)
$ 95,844
28.53%
(180,000)
( 261,604)
$ 62,396
12.38%
4.
Yes, his attitude should change. Even though both services are needed and
professionals are paid the same rate, the income percentages show that e-commerce
consulting provides a higher return per sales dollar than information systems
services (28.53% vs. 12.38%). Thus, all other things being equal, professionals
should spend more time with e-commerce.
5.
Probably not. Although both services produce an attractive return for Clark and
Shiffer, the firm is experiencing a very tight labor market and will likely have trouble
finding qualified help. In addition, the professional staff is currently overworked,
which would probably limit the services available to new clients.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Executive
$ 40
25
160
$225
$ 65
25
120
$210
Direct material.
Direct labor..
Manufacturing overhead.
Unit cost
2. Activity-based application rates:
McGraw-Hill/Irwin
5-18
Activity
Driver
Application
Rate
Activity
Cost
Manufacturing
setups
$1,344,000
= $8,400 per SU
Machine
processing
3,696,000
77,000 machine
hours (MH)
= $48 per MH
Product
shipping
1,120,000
= $3,200 per OS
350 outgoing
shipments (OS)
Deluxe
Executive
$ 840,000
$ 504,000
1,536,000
640,000
2,160,000
$3,016,000
480,000
$3,144,000
16,000
30,000
$188.50*
$104.80**
Direct material
Direct labor.
Manufacturing setup, machine
processing, and outgoing shipments..
Total cost.
Deluxe
Executive
$ 40.00
25.00
$ 65.00
25.00
188.50
$253.50
104.80
$194.80
3. The Deluxe storage cabinet is undercosted. The use of machine hours produced a
unit cost of $225; in contrast, the more accurate activity-based-costing approach
shows a unit cost of $253.50. The difference between these two amounts is $28.50.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
5.
Executive
*$253.50 $225.00
$194.80
$210.00
No, the discount is not advisable. The regular selling price of $270, when compared
against the more accurate ABC cost figure, shows that each sale provides a profit to
the firm of $16.50 ($270.00 - $253.50). However, a $30 discount will actually produce
a loss of $13.50 ($253.50 - $240.00), and the more units that are sold, the larger the
loss. Notice that with the less-accurate, machine-hour-based figure ($225), the
marketing manager will be misled, believing that each discounted unit sold would
boost income by $15 ($240 - $225).
McGraw-Hill/Irwin
5-20
a.
Indirect material.
Other indirect manufacturing costs (e.g., building maintenance, machine and
tool maintenance, property taxes, insurance, depreciation on plant and
equipment, rent, and utilities).
b.
2.
The increase in the overhead rate should not have a negative impact on the
company, because the increase in indirect costs was offset by a decrease in
direct labor.
3.
Rather than using a plantwide overhead rate, Digital Light could implement
separate activity cost pools. Examples are as follows:
Separate costs into departmental overhead accounts (or other relevant pools),
with one account for each production and service department. Each
department would allocate its overhead to products on the basis that best
reflects the use of these overhead services.
Treat individual machines as separate cost centers, with the machine costs
collected and charged to the products using machine hours.
4.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Medform
Procel
$ 30.00
$ 45.00
45.00
106.50
$181.50
60.00
142.00
$247.00
McGraw-Hill/Irwin
5-22
Cost
Activity Cost
Driver
Application
Rate
Order
processing
$120,000
600 orders
processed (OP)
= $200 per OP
Machine
processing
500,000
50,000 machine
hrs. (MH)
= $10 per MH
Product
inspection
90,000
15,000 inspection
hrs. (IH)
= $6 per IH
Medform
Procel
Order processing:
350 OP x $200 .......................
250 OP x $200 .......................
Machine processing:
23,000 MH x $10 ....................
27,000 MH x $10 ....................
Product inspection:
4,000 IH x $6 ........................
11,000 IH x $6 ........................
Total
$324,000
66,000
$386,000
2,500
$129.60*
3,125
$123.52**
$ 70,000
230,000
$ 50,000
270,000
24,000
Direct material.
Direct labor:
3 hours x $15
4 hours x $15
Order processing, machine processing,
and product inspection..
Total cost.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Medform
Procel
$ 30.00
$ 45.00
45.00
60.00
129.60
$204.60
123.52
$228.52
a.
b.
Yes, especially since Meditechs selling prices are based heavily on cost. An
overcosted product will result in an inflated selling price, which could prove
detrimental in a highly competitive marketplace. Customers will be turned off
and will go elsewhere, which hurts profitability. With undercosted products,
selling prices may be too low to adequately cover a products more accurate
(higher) cost. This situation is also troublesome and will result in lower
income reported for the company.
Valdosta Vinyl Company (VVC) is currently using a plantwide overhead rate that is
applied on the basis of direct-labor dollars. In general, a plantwide manufacturingoverhead rate is acceptable only if a similar relationship between overhead and direct
labor exists in all departments or the company manufactures products that receive the
same proportional services from each department
In most cases, departmental overhead rates are preferable to plantwide
overhead rates because plantwide overhead rates do not provide the following:
McGraw-Hill/Irwin
5-24
Because the company uses a plantwide overhead rate applied on the basis of directlabor dollars, the elimination of direct labor in the Molding Department through the
introduction of robots may appear to reduce the overhead cost of the Molding
Department to zero. However, this change will not reduce fixed manufacturing costs
such as depreciation and plant supervision. In reality, the use of robots is likely to
increase fixed costs because of increased depreciation. Under the current method of
allocating overhead costs, these costs merely will be absorbed by the remaining
departments.
3.
a.
In order to improve the allocation of overhead costs in the Cutting and Finishing
departments, management should move toward an activity-based costing system.
The firm should:
b.
Establish a separate overhead pool and rate for the Molding Department.
Identify fixed and variable overhead costs and establish fixed and variable
overhead rates.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Activity Cost
Pool
Machine setups
Material handling
Hazardous waste control
Quality control
Other overhead costs
Total
Level of
Cost Driver
6 setups
9,000 pounds
2,100 pounds
8 inspections
550 machine hours
Assigned
Overhead
Cost
$24,000
36,000
21,000
1,200
11,000
$93,200
2.
$93,200
= $93.20 per box
1,000 boxes
3.
Predetermined
overhead rate
b.
5.
$34,375
= $34.375 per box
1,000 boxes
McGraw-Hill/Irwin
5-26
(b)
Level of
Cost Driver
4 setups
800 pounds
400 pounds
4 inspections
60 machine hours
Assigned
Overhead
Cost
$16,000
3,200
4,000
600
1,200
$25,000
$25,000
= $250
100 plates
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$210
60
250
$520
2.
Type of Activity
Unit-level
Batch-level
Product-sustaining-level
Facility-level
I: Machine-related costs:
$1,800,000
18,000 machine hrs.
III. Engineering:
$360,000
200 change orders
McGraw-Hill/Irwin
5-28
III: Engineering:
Odds:
Ends:
$270,000
= $270 per unit
1,000 units
$90,000
= $18 per unit
5,000 units
Ends:
McGraw-Hill/Irwin
Managerial Accounting, 6/e
5.
Ends
$240.00
180.00
800.00
360.00
270.00
307.20
$2,017.20
200.00
72.00
18.00
15.36
$725.36
6.
Odds
$ 160.00
120.00
Odds
$2,017.20
120%
$2,420.64
Ends
$725.36
120%
$870.43 (rounded)
McGraw-Hill/Irwin
5-30
Ends
$ 800.00 $ 200.00
72.00
360.00
18.00
270.00
15.36
307.20
$1,737.20 $ 305.36
1,000 5,000
$1,737,200 $1,526,800
Total = $3,264,000
Cost distortion:
Odds
Traditional volume-based costing system:
reported product cost .................................................
Activity-based costing system:
reported product cost .................................................
Amount of cost distortion per unit....................................
Ends
664.00
$996.00
2,017.20
$(1,353.20)
725.36
$270.64
Traditional
system
undercosts
odds by
$1,353.20
per unit
Production volume ............................................................. 1,000
Total amount of cost distortion for entire
product line .................................................................. $(1,353,200)
Traditional
system
overcosts
ends by
$270.64
per unit
5,000
$1,353,200
McGraw-Hill/Irwin
Managerial Accounting, 6/e
a.
GSCC's predetermined overhead rate, using direct-labor cost as the single cost
driver, is $10 per direct labor dollar, calculated as follows:
Overhead rate
= $12,000,000/$1,200,000
= $10 per direct-labor dollar
b.
The full product costs and selling prices of one pound of Jamaican and one
pound of Colombian coffee are calculated as follows:
Jamaican
Direct material ........................................
Direct labor .............................................
Overhead (.40 $10)..............................
Full product cost ....................................
Markup (30%)..........................................
Selling price............................................
2.
$2.90
.40
4.00
$7.30
2.19
$9.49
Colombian
$ 3.90
.40
4.00
$8.30
2.49
$10.79
The new product cost, under an activity-based costing approach, is $11.06 per pound
of Jamaican and $4.62 per pound of Columbian coffee, calculated as follows:
Activity
Purchasing
Material handling
Quality control
Roasting
Blending
Packaging
McGraw-Hill/Irwin
5-32
Cost Driver
Purchase orders
Setups
Batches
Roasting hours
Blending hours
Packaging hours
Budgeted
Activity
2,316
3,600
1,440
192,200
67,200
52,000
Budgeted
Cost
$2,316,000
2,880,000
576,000
3,844,000
1,344,000
1,040,000
Unit Cost
$1,000
800
400
20
20
20
$2.90
.40
2.00
4.80
.80
.10
.05
.01
$11.06
$3.90
.40
.02
.12
.02
.10
.05
.01
$4.62
McGraw-Hill/Irwin
Managerial Accounting, 6/e
a.
The ABC analysis indicates that several activities other than direct labor drive
overhead. The cost computations show that the current system significantly
undercosted Jamaican coffee, the low-volume product, and significantly
overcosted the high-volume product, Colombian coffee.
b.
The implication of the ABC analysis is that the low-volume products are using
resources but are not covering their share of the cost of those resources. The
Jamaican blend is currently priced at $9.49 [see requirement 1(b)], which is
significantly below its activity-based cost of $11.06. The company should set
long-run prices above cost. If there is excess capacity and many of the costs are
fixed, it may be acceptable to price some products below full activity-based cost
temporarily in order to build demand for the product. Otherwise, the high-volume,
high-margin products are subsidizing the low-volume, low-margin products.
McGraw-Hill/Irwin
5-34
Kara Lindley's predecessor at Pensacola Air Industries (PAI) would have used a 10
percent material-handling rate, calculated as follows:
Payroll ....................................................................................
Employee benefits ................................................................
Telephone ..............................................................................
Other utilities.........................................................................
Materials and supplies .........................................................
Depreciation ..........................................................................
Total Material-Handling Department costs ........................
Material-handling rate
=
=
$270,000
54,000
57,000
33,000
9,000
9,000
$432,000
= 10%
2.
a.
b.
$432,000
69,000
$363,000
363,000
$
1.00
Purchase orders might be a more reliable cost driver than is the dollar amount of
direct material, because resources are consumed in processing a purchase
order. The size of the order does not necessarily have an impact on the
consumption of resources.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$ 3,009,000
10%
$ 300,900
New method:
Directly traceable material-handling costs
[$54,000 + (20% $54,000) + $4,200] ...........................
Purchase orders (120,000 $1.00)......................................
Total (new method) ...............................................................
$ 69,000
120,000
$ 189,000
Net reduction.........................................................................
$ 111,900
McGraw-Hill/Irwin
5-36
A forecast of the cumulative dollar impact over a three-year period from 20x4 through
20x6 of Kara Lindley's recommended change for allocating Material-Handling
Department costs to the Government Contracts Unit is $351,519, calculated as
follows:
20x5
20x6
$4,428,000
$4,538,700
$ 453,870
69,000a
$ 384,870
381,150
125,780
400,208 (rounded)
132,069 (rounded)
$ 384,870
400,208
$
.96
132,069
$ 126,786
69,000a
$ 195,786
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$ 3,177,090 c
$ 309,960d
$ 317,709e
192,264
195,786
117,696
$ 121,923
$4,428,000 = $3,099,600
$4,538,700 = $3,177,090
d10% $3,099,600 = $309,960
e10% $3,177,090 = $317,709
b70%
c70%
a.
$111,900
117,696
121,923
$351,519
Integrity:
Refrain from engaging in any activity that would prejudice Lindley's ability to
carry out her duties ethically.
McGraw-Hill/Irwin
5-38
Objectivity:
b.
The steps Kara Lindley could take to resolve this ethical conflict are as follows:
She should also discuss the situation with an objective advisor to clarify the
issues involved and obtain an understanding of possible courses of action.
If the ethical conflict still exists after exhausting all levels of internal review,
then she may have no other course of action than to resign from the
company and submit an informative memorandum to an appropriate
representative of the company.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
2.
Queensland Electronics should not continue with its plans to emphasize the Zodiac
model and phase out the Novelle model. As shown in the following activity-based
costing analysis, the Zodiac model has a gross margin of less than 1 percent, while
the Novelle model generates a gross margin of nearly 42 percent.
Cost per event for each cost driver:
Soldering....................
Shipments ..................
Quality control...........
Purchase orders........
Machine power ..........
Machine setups .........
$ 880,000
836,000
1,170,000
1,110,000
47,500
948,500
1,600,000
19,000
78,000
185,000
190,000
9,485
=
=
=
=
=
=
$ .55
44.00
15.00
6.00
.25
100.00
Zodiac
Novelle
$2,316,000
196,000
304,000
$2,816,000
$ 4,642,000
462,000
3,344,000
$ 8,448,000
Assigned costs:
Solderingd ...................................................................
Shipmentse .................................................................
Quality controlf ...........................................................
Purchase ordersg .......................................................
Machine powerh..........................................................
Machine setupsi .........................................................
Total assigned costs.........................................................
Total cost ...........................................................................
$ 220,000
167,200
315,900
632,700
3,800
450,000
$1,789,600
$4,605,600
$ 660,000
668,800
854,100
477,300
43,700
498,500
$ 3,202,400
$11,650,400
McGraw-Hill/Irwin
5-40
Zodiac
aMaterial .........................................
bDirect
labor...................................
hours .............................
dSoldering ......................................
eShipments ....................................
fQuality control..............................
gPurchase orders ..........................
hMachine power.............................
iMachine setups ............................
cMachine
Novelle
4,000 $579
4,000 $49
4,000 $76
400,000 $.55
3,800 $44
21,060 $15
105,450 $6
15,200 $.25
4,500 $100
22,000 $211
22,000 $21
22,000 $152
1,200,000 $.55
15,200 $44
56,940 $15
79,550 $6
174,800 $.25
4,985 $100
Profitability analysis:
Sales...............................................................
Less: Cost of goods sold.............................
Gross margin.................................................
Units sold.......................................................
Per-unit calculations:
Selling price ...........................................
Less: Cost of goods sold......................
Gross margin .........................................
Gross margin percentage.....................
a$8.60/$1,160.00
Zodiac
Novelle
$4,640,000 $20,020,000
4,605,600 11,650,400
$ 34,400 $ 8,369,600
4,000
22,000
$1,160.00
1,151.40
$
8.60
a
0.7%
Total
$24,660,000
16,256,000
$ 8,404,000
$910.00
529.56
$380.44
41.8%b
= 0.7%
= 41.8%
b$380.44/$910.00
McGraw-Hill/Irwin
Managerial Accounting, 6/e
costs and product profitability for improved resource management and pricing
decisions.
McGraw-Hill/Irwin
5-42
Using Ultratechs unit cost data, the total contribution margin expected from the PC
board is $4,720,000, calculated as follows:
Revenue .................................................................................
Direct material .......................................................................
Material-handling charge (10% of material) .......................
Direct labor ($28 per hr. 4 hr.) ..........................................
Variable overhead ($8 per hr. 4 hr.)*................................
Machine time ($20 per hr. 1.5 hr.) ....................................
Total cost ........................................................................
Unit contribution margin......................................................
Total contribution margin (40,000 $118) .........................
Per Unit
$600
$280
28
112
32
30
$482
$118
Total for
40,000
Units
$24,000,000
$11,200,000
1,120,000
4,480,000
1,280,000
1,200,000
$19,280,000
$ 4,720,000
Revenue .................................................................................
Direct material .......................................................................
Material-handling charge (10% of material) .......................
Direct labor ($28 per hr. 1.5 hr.) .......................................
Variable overhead ($8 per hr. 1.5 hr.)*.............................
Machine time ($20 per hr. .5 hr.) ......................................
Total cost ........................................................................
Unit contribution margin......................................................
Total contribution margin (65,000 $60) ...........................
Per Unit
$300
$160
16
42
12
10
$240
$ 60
Total for
65,000
Units
$19,500,000
$10,400,000
1,040,000
2,730,000
780,000
650,000
$15,600,000
$ 3,900,000
McGraw-Hill/Irwin
Managerial Accounting, 6/e
The pool rates, which apply to both the PC board and the TV board, are calculated as
follows:
Procurement............................
Production scheduling...........
Packaging and shipping.........
Machine setup .........................
Hazardous waste disposal.....
Quality control.........................
General supplies .....................
Machine insertion ...................
Manual insertion .....................
Wave soldering .......................
$800,000/4,000,000
$440,000/110,000
$880,000/110,000
$892,000/278,750
$96,000/16,000
$1,120,000/160,000
$132,000/110,000
$2,400,000/3,000,000
$8,000,000/1,000,000
$264,000/110,000
=
=
=
=
=
=
=
=
=
=
Using activity-based costing, the total contribution margin expected from the PC
board is $3,464,000, calculated as follows:
Revenue ...................................................................................
Direct material .........................................................................
Procurement ($.20 per part 55 parts) ................................
Production scheduling...........................................................
Packaging and shipping.........................................................
Machine setup ($3.20 per setup 3 setups)........................
Hazardous waste disposal ($6 per lb. .40 lb.)...................
Quality control
($7.00 per inspection 2 inspections) ..........................
General supplies .....................................................................
Machine insertion ($.80 per part 36 parts)........................
Manual insertion ($8 per part 19 parts).............................
Wave soldering .......................................................................
Total cost
Unit contribution margin
Total contribution margin
McGraw-Hill/Irwin
5-44
Per Unit
$600.00
$280.00
11.00
4.00
8.00
9.60
2.40
14.00
1.20
28.80
152.00
2.40
$ 513.40
$ 86.60
Total for
40,000
Units
$24,000,000
$11,200,000
440,000
160,000
320,000
384,000
96,000
560,000
48,000
1,152,000
6,080,000
96,000
$20,536,000
$ 3,464,000
Revenue .................................................................................
Direct material .......................................................................
Procurement ($.20 per part 26 parts) ..............................
Production scheduling.........................................................
Packaging and shipping.......................................................
Machine setups ($3.20 per setup 2 setups)....................
Hazardous waste disposal ($6 per lb. .03 lb.).................
Quality control ($7.00 per inspection x 1 inspection) .......
General supplies ...................................................................
Machine insertion ($.80 per part 25 parts)......................
Manual insertion ($8.00 per part x 1 part)...........................
Wave soldering .....................................................................
Total cost..........................................................................
Unit contribution margin......................................................
Total contribution margin ....................................................
4.
Per Unit
$ 300.00
$ 160.00
5.20
4.00
8.00
6.40
.18
7.00
1.20
20.00
8.00
2.40
$ 222.38
$ 77.62
Total for
65,000
Units
$19,500,000
$10,400,000
338,000
260,000
520,000
416,000
11,700
455,000
78,000
1,300,000
520,000
156,000
$14,454,700
$ 5,045,300
The analysis using the previously reported costs indicates that the unit contribution of
the PC board is almost double that of the TV board. On this basis, management is
likely to accept the suggestion of the production manager and concentrate
promotional efforts on expanding the market for the PC boards.
However, the analysis using activity-based costing does not support this
decision. This analysis shows that the unit dollar contribution from each of the boards
is not as different as previously believed, and the total contribution from the TV board
exceeds that of the PC board by almost $1.6 million. As a percentage of selling price,
the contribution from the TV board is almost double that of the PC board (26 percent
versus 14 percent).
McGraw-Hill/Irwin
Managerial Accounting, 6/e
a.
b.
$300,000
180,000
$ 480,000
2,400,000
$ 72,000
15,000
93,000
540,000
225,000
30,000
30,000
45,000
1,050,000
$3,930,000
The unit costs of Tuff Stuff and Ruff Stuff, with overhead assigned on the basis
of direct-labor hours, are calculated as follows:
Tuff Stuff:
Direct material ........................................................
Direct labor ($24.00 per hour 2 hours)* ............
Overhead ($10.50 per hour 2 hours)* ...............
Tuff Stuff unit cost ...........................................
$15.00
48.00
21.00
$84.00
40,000
60,000
100,000
McGraw-Hill/Irwin
5-46
$ 9.00
72.00
31.50
$112.50
40,000
60,000
100,000
The total budgeted cost of the Fabricating and Assembly Departments, after
separation of costs into the activity cost pools, is calculated as follows:
Total
Direct material..........
Direct labor...............
Overhead:
Indirect labor
Fringe benefits
Indirect material
Power
Setup
Quality assurance
Other utilities
Depreciation
Total overhead
Total cost
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$ 480,000
2,400,000
$ 72,000
15,000
93,000
540,000
225,000
30,000
30,000
45,000
$1,050,000
$3,930,000
Fabricating
Percent
Dollars
100%
$ 480,000
74%
1,776,000
76%
80%
80%
50%
78%
54,720
12,000
60,000
480,000
15,000
24,000
15,000
35,100
$ 695,820
$2,951,820
Assembly
Percent
Dollars
26%
$624,000
24%
20%
$ 17,280
3,000
33,000
60,000
210,000
6,000
15,000
9,900
$354,180
$978,180
20%
50%
22%
The unit costs of the products using activity-based costing are calculated as follows:
Fabricating:
Total cost ................................................................................... $2,951,820
480,000
Less: Direct material.................................................................
Less: Direct labor...................................................................... 1,776,000
Pool overhead cost................................................................... $ 695,820
Hours:
88,000 hours
120,000 hours
208,000 hours
Pool rate per machine hour ($695,820/208,000)..................... $3.35 per hour (rounded)
Fabricating cost per unit: Tuff Stuff ($3.35 4.4 hours) .... $14.74 per unit (rounded)
Ruff Stuff ($3.35 6.0 hours).... $20.10 per unit (rounded)
Assembly:
Total cost ...................................................................................
Less: Direct labor......................................................................
Pool overhead cost...................................................................
Setups:
$978,180
624,000
$354,180
1,000
272
1,272
$15.00
48.00
14.74
13.92
$91.66
$ 9.00
72.00
20.10
3.79
$104.89
$112.50
$104.89
The activity-based costing unit costs may lead the company to decide to lower its
price for Ruff Stuff in order to be more competitive in the market and continue
production of the product. It now appears that Ruff Stuff has lower unit costs and can
afford lower prices. Using ABC for assigning overhead costs generally leads to a
more accurate estimate of the costs incurred to produce a product. Management
should be able to make better informed decisions regarding pricing and production of
the companys products.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
2.
Again, based on the product costs reported by the firm's traditional, volume-based
product-costing system, product W appears to be very profitable. As in requirement
(1), however, the validity of this assessment depends on the accuracy of the reported
product costs.
3.
Gigabyte's competitors have moved aggressively into the market for gismos (product
G), but they have abandoned the whatchamacallit (product W) market to Gigabyte.
These competing firms apparently believe they can sell gismos at a much
lower price than Gigabyte's management feels is feasible. This evidence suggests that
Gigabyte's competitors may believe their product cost for gismos is below Gigabyte's
reported product cost. In contrast, Gigabyte's competitors apparently believe that
they cannot afford to sell whatchamacallits at Gigabyte's current price of $600.
Perhaps the competing firms' reported production costs for product W are higher than
the cost reported by Gigabyte's product-costing system.
The danger to Gigabyte is that the company will be forced out of the market for
its second largest selling product. This could be disastrous to Gigabyte, Inc.
4.
Product
G
T
W
Total
Raw-Material
Cost per Unit
$105.00
157.50
52.50
Annual
Volume
8,000
15,000
4,000
Annual
Raw-Material
Cost
$ 840,000
2,362,500
210,000
$3,412,500
Percentage
of Total
Raw-Material
Cost*
25%
69%
6%
100%
McGraw-Hill/Irwin
5-50
$105.00
48.00
110.25
.43
31.50
82.03
45.25
$422.46
Product
T
Product
W
$157.50
36.00
122.50
.32
46.20
120.75
6.90
$490.17
$ 52.50
24.00
238.88
1.89
157.50
39.38
142.21
$656.36
aMachinery:
McGraw-Hill/Irwin
Managerial Accounting, 6/e
8,000 units =
15,000 units =
4,000 units =
$110.25
$122.50
$238.88
8,000 units =
15,000 units =
4,000 units =
$ .43
$ .32
$ 1.89
8,000 units =
15,000 units =
4,000 units =
$ 31.50
$ 46.20
$157.50
8,000 units =
15,000 units =
4,000 units =
$ 82.03
$120.75
$ 39.38
8,000 units =
15,000 units =
4,000 units =
$ 45.25
$ 6.90
$142.21
Comparison of reported product costs, new target prices, and actual selling prices:
Product
G
Reported product costs:
Traditional, volume-based costing system
Activity-based costing system
Target price based on new product costs
(150% new product cost)
Current actual selling price
Product
T
Product
W
$573.00
422.46
$508.50
490.17
$286.50
656.36
633.69
639.00
735.26
762.75
984.54
600.00
Date:
Today
To:
From:
I.M. Student
Subject:
Implement the new activity-based costing system and revise its database frequently.
2.
Lower the target price of gismos to $639, the current actual selling price. This price is
slightly over our usual 50 percent markup over product cost.
3.
Consider lowering the price of thingamajigs to $736 in order to increase demand. The
lower price still yields Gigabyte a 50 percent markup over product cost.
4.
Raise the price of whatchamacallits to $985. If the product does not sell at that price,
consider discontinuing the product line.
McGraw-Hill/Irwin
5-52
Product
T
$573.00
$508.50
$ 286.50
422.46
$150.54
490.17
$ 18.33
656.36
$(369.86)
Traditional
system
overcosts
product
G by
$150.54
per unit
Product volume.......................................................
Total amount of cost distortion for entire
product line .......................................................
Product
W
Traditonal
system
overcosts
product
T by
$18.33
per unit
Traditional
system
undercosts
product
W by
$369.86
per unit
8,000
15,000
$1,204,320
274,950
$(1,479,440)
4,000
McGraw-Hill/Irwin
Managerial Accounting, 6/e
SOLUTIONS TO CASES
CASE 5-49 (45 MINUTES)
1.
Activity-based costing (ABC) differs from traditional costing in that it focuses on activities
that consume resources as the fundamental cost drivers. ABC is a two-stage cost
assignment process focused on causality and the determination of cost drivers. It usually
uses several different activities to assign costs to products or services. Therefore, it is
more detailed and more accurate than traditional costing. It also helps managers
distinguish between value added and non-value added activities.
2.
McGraw-Hill/Irwin
5-54
JY-63
Estimated
20x5
Product
Cost
Direct material:
No cost increase ................
Direct labor:
Direct labor
$370,370
1.08 cost increase* ......
Material handling:
Number of parts
5
sales in units ................ 5,000
25,000
$1.60 per unit................
Inspection:
Inspection hours
5,000
$20 per hour .................
Machining:
Machining activity in
15,000
hours
$20 per hour .................
Assembly:
Assembly activity in
6,000
hours
$40 per hour .................
Total cost..............................
RX-67
20x4
Cost
Data
$2,000,000
RX-67
Estimated
20x5
Product
Cost
$3,500,000
$185,186
400,000
40,000
100,000
200,000
10
5,000
50,000
7,500
80,000
150,000
30,000
300,000
600,000
5,500
240,000
220,000
$3,080,000
$4,750,000
McGraw-Hill/Irwin
Managerial Accounting, 6/e
Sales revenue..................................................
Cost of goods manufactured and sold:
Beginning finished-goods inventory ............
Add: Direct material .....................................
Direct labor ..........................................
Material handling ................................
Inspection ............................................
Machining ............................................
Assembly .............................................
Cost of goods available for sale....................
Less: Ending finished-goods inventory*...
Cost of goods sold .........................................
Operating margin ............................................
JY-63
$3,621,000
RX-67
$4,459,000
Total
$8,080,000
$ 480,000
2,000,000
400,000
40,000
100,000
300,000
240,000
$3,560,000
431,200
$3,128,800
$ 492,200
$ 600,000
3,500,000
200,000
80,000
150,000
600,000
220,000
$5,350,000
665,000
$4,685,000
$ (226,000
$1,080,000
5,500,000
600,000
120,000
250,000
900,000
460,000
$8,910,000
1,096,200
$7,813,800
$ 266,200
McGraw-Hill/Irwin
5-56
2.
Regular
Model
Advanced
Model
Deluxe
Model
$210.00
110%
$231.00
$430.00
110%
$473.00
$464.00
110%
$510.40
Advanced
Model
$ 50.00
40.00
416.00
Deluxe
Model
$ 84.00
40.00
153.60
Direct material..................................................
Direct labor.......................................................
Machinery depreciation and maintenancea...
Engineering, inspection and
repair of defectsb........................................
Purchasing, receiving, shipping, and
material handlingc ......................................
Factory depreciation, taxes, insurance,
and miscellaneous overhead costsd ........
Total ..................................................................
Regular
Model
$ 20.00
20.00
62.40
34.08
87.00
68.15
30.55
104.00
58.50
24.99
$192.02
178.50
$875.50
51.17
$455.42
aPool
I:
Depreciation, machinery ................................................................
Maintenance, machinery ................................................................
Total..................................................................................................
Regular:
Advanced:
Deluxe:
McGraw-Hill/Irwin
Managerial Accounting, 6/e
$2,960,000
240,000
$3,200,000
$ 62.40
$416.00
$153.60
II:
Engineering .....................................................................................
Inspection and repair of defects ...................................................
Total..................................................................................................
Regular:
Advanced:
Deluxe:
$ 34.08
$ 87.00
$ 68.15
cPool
III:
Purchasing, receiving, and shipping ............................................
Material handling ............................................................................
Total..................................................................................................
Regular:
Advanced:
Deluxe:
IV:
Depreciation, taxes, and insurance for factory ...........................
Miscellaneous manufacturing overhead ......................................
Total..................................................................................................
($1,190,000 42%)
($1,190,000 15%)
($1,190,000 43%)
20,000 =
1,000 =
10,000 =
$ 500,000
800,000
$1,300,000
$ 30.55
$104.00
$ 58.50
dPool
Regular:
Advanced:
Deluxe:
$ 700,000
750,000
$1,450,000
$ 600,000
590,000
$1,190,000
$ 24.99
$178.50
$51.17
3.
Regular
Model
Product costs based on activity-based
costing system ...................................................
Markup percentage....................................................
New target price.........................................................
$192.02
110%
$211.22
Advanced
Model
$875.50
110%
$963.05
Deluxe
Model
$455.42
110%
$500.96
The new target price of the regular model, $211.22, is lower than the current actual
selling price, $220.
McGraw-Hill/Irwin
5-58
MEMORANDUM
Date:
Today
To:
From:
I.M. Student
Subject:
Product costing
Based on the cost data from our traditional, volume-based product-costing system,
our regular model is not very profitable. Its reported actual contribution margin is only
$10 ($220 $210). However, the validity of this conclusion depends on the accuracy of
the product costs reported by our product-costing system. Our competitors are
selling motors like our standard model for $212. This price suggests that their product
cost is substantially below our previously reported cost of $210.
Our new, activity-based costing system reveals serious product cost
distortions stemming from our old costing system. The new costing system shows
that the regular model costs only $192.02, which implies a target price of $211.22. This
price is lower than our current actual selling price and roughly consistent with the
price our competitors are charging.
In contrast, our new product-costing system reveals that the advanced model's
product cost is $875.50 instead of the previously reported cost of $430. The new
product cost suggests a target price of $963.05 for the advanced model, rather than
$473, which was our previous target price for the advanced model.
McGraw-Hill/Irwin
Managerial Accounting, 6/e
The company should adopt and maintain the activity-based costing system. The price
of the regular model should be lowered to the $212. Lowering the price should enable
the firm to regain its competitive position in the market for the regular model. Further
price cuts should be considered if marketing studies indicate such a move will
increase demand.
The price of the advanced model should be set near the target price of $963.05.
If the advanced model does not sell at this price, management should consider
discontinuing the product line. Input from the marketing staff should be sought before
such an action is taken. An important consideration is the extent to which sales in the
regular model and deluxe model markets depend on the firm's offering a complete
product line.
A slight price reduction should be considered for the deluxe model (from
$510.40 down to $500.96). However, the product cost distortion from the old costing
system did not affect this model as seriously as it did the other two.
McGraw-Hill/Irwin
5-60
Deluxe
Model
$210.00
$ 430.00
$464.00
192.02
$ 17.98
875.50
$(445.50)
455.42
$ 8.58
Traditional
system
overcosts
Regular
model by
$17.98
per unit
Product volume.......................................................
Total amount of cost distortion for entire
product line.........................................................
Advanced
Model
Traditonal
system
undercosts
Advanced
model by
$445.50
per unit
Traditional
system
overcosts
Deluxe
model by
$8.58
per unit
20,000
1,000
10,000
$359,600
$(445,500)
$85,800
McGraw-Hill/Irwin
Managerial Accounting, 6/e
The controller, Erin Jackson, has acted ethically up to this point. She correctly
pointed out to the president that the firm's traditional, volume-based product-costing
system was distorting the reported product cost for the company's three products.
She designed an activity-based costing system to provide more accurate productcosting data.
2.
The production manager, Alan Tyler, is not acting ethically. Although we can
sympathize with his plight, we cannot condone his pressuring the controller to
suppress or alter the new product-costing data she has compiled.
What can Tyler do that is ethical and has the potential for positive results?
First, he could take a hard look at the deluxe model's production process. Are there
non-value-added activities that could be reduced or eliminated? Second, he could
argue to the president that the company should carry a full product line, if he has
reason to believe that is the firm's best strategy.
3.
Jackson has an ethical obligation to the president, to the company, to her profession,
and to herself to report accurate product-costing data to the president. There is
nothing wrong with her offer to her friend to go over her analysis again to verify its
accuracy. However, she must report what she finds with no suppression or alteration
of the data. Several of the ethical standards for managerial accounting apply in this
case. (See Chapter 1 for a listing of these standards.) The standards that are most
clearly relevant include the following:
Integrity:
Objectivity:
McGraw-Hill/Irwin
5-62
McGraw-Hill/Irwin
Managerial Accounting, 6/e