Activity-Based Costing
ASSIGNMENT CLASSIFICATION TABLE
Brief
Exercises
Study Objectives
Questions
*1.
1, 2, 3,
4, 5
*2.
*3.
*4.
6, 10, 11,
12
*5.
13, 14, 15
*6.
Differentiate between
value-added and nonvalue-added activities.
8, 16, 17
8, 9
*7.
19
10, 11, 12
17, 18
*8.
18
9, 10
16
*9.
Explain just-in-time
(JIT) processing.
20
1, 2
Exercises
1, 2, 3, 4, 5,
6, 12, 13
A
Problems
B
Problems
1A, 3A,
4A, 5A
1B, 3B,
4B, 5B
1A, 2A,
3A,
4A, 5A
1A, 5A
1B, 5B
5A
5B
7, 8
3, 4, 5, 6,
7, 12
1, 3, 4, 5, 6,
8, 9, 10, 11,
12, 13
11
*Note:All asterisked Questions, Exercises, and Problems relate to material contained in the
appendix*to the chapter.
17-1
Description
Difficulty
Level
Time
Allotted (min.)
1A
Moderate
3545
2A
Moderate
2535
3A
Moderate
3545
4A
Moderate
4050
5A
Moderate
3545
1B
Moderate
3545
2B
Moderate
2535
3B
Moderate
3545
4B
Moderate
4050
5B
Moderate
3545
17-2
17-3
ANSWERS TO QUESTIONS
1.
Direct labor is a valid basis for allocating overhead when: (a) direct labor constitutes a significant
part of total product cost, and (b) there is a high correlation between direct labor and changes in
the amount of overhead costs.
2.
The amount of direct labor in many industries has greatly decreased, due to advances in
computerized systems, technological innovation, global competition and automation.
Total overhead costs resulting from depreciation on expensive equipment and machinery, utilities,
repairs, and maintenance have significantly increased. Many companies now use machine hours
as the basis on which to allocate overhead in an automated manufacturing environment.
3.
4.
Under a traditional volume-based costing system where overhead cost is allocated on the basis
of units of output, the high-volume product will undoubtedly absorb more overhead than the lowvolume product.
5.
Activity-Based Costing
Activities performed in making
products
Multiple cost drivers
Sum of costs of activities
consumed in making
product
Traditional Costing
Units of production
Single unit-level base
Direct materials plus direct labor
plus manufacturing overhead
(b) There are two assumptions that must be met in using ABC:
(1) All overhead costs related to the activity must be driven by the cost driver used to assign
costs to products.
(2) All overhead costs related to the activity should respond proportionally to changes in
the activity level of the cost driver.
6.
7.
17-4
9.
An activity cost pool is the accumulated overhead cost attributed to a distinct type of activity.
10.
A cost driver is any factor or activity that has a direct cause-effect relationship with the resources
consumed. A cost driver should be an accurate and appropriate measure of an activity consumed
or performed in manufacturing a product or rendering a service.
11.
A cost driver is accurate and appropriate if it measures the actual consumption of specific activities
in manufacturing a product or rendering a service and the data relating to the cost driver is
available and easily obtained.
12.
13.
The primary benefit of ABC is more accurate product costing. This results from using more cost
pools and enhanced control over overhead costs, and leads to better management decisions.
14.
The limitations of ABC are: (a) higher analysis and measurement costs that accompany multipleactivity cost pools and cost drivers and (b) the necessity still to allocate some costs arbitrarily.
15.
ABC is the superior costing system when: (1) product lines differ greatly in volume and
manufacturing complexity; (2) product lines are numerous, diverse, and require differing degrees
of support services; (3) overhead costs constitute a significant portion of total costs; (4) the
manufacturing process or the number of products has changed significantly; and (5) data from
the
existing system is being ignored.
16.
Basic ABC has been enhanced by identifying activities as value-added and non-value-added.
17.
Identifying non-value-added activities highlights for managers the activities that should be
reduced or eliminated because they add no value to the product.
18.
The overall objective of using ABC in service industries is no different than for manufacturing
industries; that is, improved costing of services rendered (by job, service, contract, or customer).
The general approach to costing is the sameanalyze operations, identify activities, assign
overhead costs to activity cost pools, and identify and use cost drivers to assign the cost pools to
the services.
17-5
Greater accuracy in cost allocation is achieved by recognizing the four levels of activity. Some
activities are affected (driven) by changes in the number of units produced, while other activities
are affected only by changes in the number of batches or the number of products, and some,
facility-level activities, are unaffected by changes in either units, batches, or products produced.
*20. (a) Just-in-time processing has a just-in-time philosophy and a demand-pull approach to eliminate
inventory. It is dedicated to having the right amount of materials, parts, or products at the
time they are needed.
(b) There are three important elements in JIT processing:
(1) A company must have dependable suppliers who are willing to deliver on short notice
exact quantities of raw materials according to precise quality specifications.
(2) A multiskilled workforce must be developed.
(3) A total quality control system must be established.
17-6
2.
As a result, for Sassafras, one of the products (Product RX3) may have been
low volume and therefore may have more overhead costs assigned to it
under an ABC system.
17-7
Cost Driver
Number of requisitions
Number of setups
Machine hours used
Number of employees
Number of inspections
Estimated
Expected Use of
Overhead Cost Drivers per Activity =
$ 450,000
4,000,000
1,440,000
336,000
17-8
Activity-Based
Overhead Rates
$37.50 per designer hour
$25.00 per machine hour
$18.00 per labor hour
$10.50 per finished unit
$ 90,000
480,000
1,760,000
Cost Drivers
11,000 orders
50,000 machine hours
500,000 labor hours
15,000 Orders
60,000 Machine hours
440,000 Labor hours
Activity-Based
Overhead Rates
$6.00 per order
$8.00 per machine hour
$4.00 per labor hour
Overhead
Total overhead
Rates
=
applied
$6
$ 66,000
$8
400,000
$4
2,000,000
$2,466,000
Non-value-added
Non-value-added
Value-added
Non-value-added
Non-value-added
Non-value-added
Non-value-added
Value-added
Hours
3.0
2.0
1.5
6.5
Non-value-added Activities
(2) Staff meetings
(4) Lunch
(6) Entertaining a prospective client
Hours
1
1
2
4
17-9
Batch- or unit-level
Unit-level
Unit-level
Batch- or unit-level
Facility-level
Batch- or product-level
Batch- or product-level
Unit-level
Facility-level
Batch-level
Facility-level
Unit-level
Product-level
Unit-level
Batch-level
Batch-level
Product-level
Facility-level
$50,000
= $5,000 per product change
10
Machining
$300,000
= $2 per machine hour
150,000
Material handling
$100,000
= $1,000 per set up
100
17-11
SOLUTIONS TO EXERCISES
EXERCISE 17-1
(a)
Estimated overhead
= Predetermined overhead rate
Direct labor costs
$300,000
= 200% of direct labor cost
$50,000 + $100,000
(b)
Cost drivers
Machine hours
Set up hours
Estimated overhead
$200,000
100,000
Traditional costing
$50,000 X 200%
$100,000 X 200%
Standard
$100,000
$100,000
Custom
$200,000
$200,000
Activity-based costing
Machining:
1,000 X $100
1,000 X $100
$100,000
Machine setup:
100 X $200
400 X $200
20,000
$120,000
17-12
$100,000
80,000
$180,000
EXERCISE 17-2
(a)
Product 249S
Sales
$200,000
$160,000
$80,000
Costs
55,000
50,000
15,000
$145,000
$110,000
$65,000
Operating income
(b)
Product 137Y
Product 137Y
Product 249S
Sales
$200,000
$160,000
$80,000
Costs
50,000
35,000
35,000
$150,000
$125,000
$45,000
Operating income
(c) Product 540X:
Product 137Y
Product 249S
(d) These costs are similar probably because the cost drivers are
essentially the same; that is, they are based on a unit volume
concept.
17-13
EXERCISE 17-3
(a)
Cost drivers
Machine hours
Number of setups
Estimated overhead
$300,000
600,000
Design
$600,000
= $400 per setup
1,500
Wool
Cotton
$150,000
$150,000
400,000
200,000
$350,000
$550,000
Estimated overhead
$900,000
=
= $2 per direct labor hour
Direct labors hours
450,000
Traditional costing
225,000 X $2
225,000 X $2
Wool
$450,000
Cotton
$450,000
17-14
EXERCISE 17-4
(a)
(40,000 X 1) = 40,000
= $400,000
= 300,000
$700,000
Estimated
Overhead
Setting up machines
Assembling
Inspection
$180,000
280,000
240,000
(c)
Activity Cost Pools
Setting up machines
Assembling
Inspection
Total cost assigned
Expected
Use of
Cost Drivers
ABC
Overhead
Rate
1,000
70,000
1,200
Car Wheels
Expected Use Activity-Based
of Cost Driver
Overhead
per Product
Rates
200
40,000
100
17-15
$180
$ 4
$200
$180
$4
$200
Cost
Assigned
$ 36,000
$160,000
$ 20,000
$216,000
Truck Wheels
Expected use Activity-Based
of Cost Driver
Overhead
per Product
Rates
800
30,000
1,100
$180
$ 4
$200
Cost
Assigned
$144,000
$120,000
$220,000
$484,000
17-16
EXERCISE 17-5
(a)
Expected use
of Cost Drivers
1,500
700
$400,000*
*$100,000 + $300,000
Commercial
Expected use of Cost
Drivers per Product
ABC Overhead Rates
1,000
$ 60.00
450
$100.00
$100,000
$
.10
Residential
Expected use of Cost
Drivers per Product
ABC Overhead Rates
500
$ 60.00
250
$100.00
$300,000
$
.10
(b)
Revenues
Direct material costs
Direct labor costs
Overhead costs
Operating income (loss)
(c)
Commercial
$300,000
$ 30,000
100,000
115,000
245,000
$ 55,000
Cost Assigned
$ 60,000
45,000
10,000
$115,000
Cost Assigned
$30,000
25,000
30,000
$85,000
Residential
$480,000
$ 50,000
300,000
85,000
435,000
$ 45,000
Assuming that the cost drivers are a reasonable representation of what is occurring in the
two product lines, it seems appropriate to switch to activity-based costing. By using this
system, more accurate cost information is developed which should lead to better
allocations of resources and more informative pricing decisions in the future.
17-17
EXERCISE 17-6
(a) Traditional costing:
$235,000 2,500 (800 + 1,700) hours
= $94 per direct labor hour
(1) One mobile safe:
800 hours X $94 = $75,200
$75,200 200 = $376 each
(2) One walk-in safe:
1,700 hours X $94 = $159,800
$159,800 50 = $3,196 each
(b) Activity-based costing:
(1) Material handling costs
$150,000 500 (300 + 200) moves = $300 per move
(a) One mobile safe:
300 moves X $300 = $90,000
$90,000 200 = $450 each
(b) One walk-in safe:
200 moves X $300 = $60,000
$60,000 50 = $1,200 each
(2) Purchasing activity costs
$85,000 800 (450 + 350) orders = $106.25 per order
(a) One mobile safe:
450 orders X $106.25 = $47,812.50
$47,812.50 200 = $239.0625 each
(b) One walk-in safe:
350 orders X $106.25 = $37,187.50
$37,187.50 50 = $743.75 each
17-18
Mobile safe
Walk-in safe
Traditional
Costing
$ 376
$3,196
Activity-Based
Costing
**$689.0625**
$ 1,943.75**
**$450 + $239.0625
**$1,200 + $743.75
EXERCISE 17-7
The following activities might be identified at Quik Prints Company from
your analysis of its operations and a discussion with the owner-manager,
Damon Hastings.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
17-19
11.
12.
13.
EXERCISE 17-8
Budgeted Costs
Cost Driver
Engineering design
Engineering prototypes
Engineering
Engineering hours
Depreciation, machinery
Electricity, machinery
Machinery
Machine hours
Machine setup
Number of setups
Inspections
Tests
Quality control
Number of tests or
inspections
Depreciation, plant
Insurance, plant
Property taxes
Oil, heating
Electricity, plant lighting
Factory utilities
Square feet
Machine hours
Custodial wages
Maintenance
Number of
machines
Machine hours
EXERCISE 17-9
The following cost drivers might be used to assign overhead:
1.
2.
3.
4.
5.
6.
7.
8.
Labor hours
Labor hours
Labor hours
Gallons of chemicals
Number of cartfuls or
labor hours
Number of cartfuls
Gallons of juice
Gallons of juice
9.
10.
11.
12.
13.
14.
15.
17-20
EXERCISE 17-10
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
EXERCISE 17-11
(a) The overhead rates are:
Activity Cost Pools
Materials handling
Machine setups
Quality inspections
Expected Use
Estimated of Cost Drivers Activity-Based
Overhead per Activity = Overhead Rates
$35,000
1,000
$35
27,500
500
55
27,000
600
45
Instruments
Number
Cost
Gauges
Number
Cost
Cost
Assigned
400
200
$14,000
11,000
600
300
$21,000
16,500
$35,000
27,500
200
9,000
400
18,000
27,000
$34,000
$55,500
$89,500
50
300
$680
17-22
$185
MEMO
To:
From:
Student
Re:
17-23
EXERCISE 17-12
(a) (1) Traditional product costing system:
$400,000 X .70 = $280,000 Selling costs assigned in March to the
high intensity product line.
(2) Activity-based costing system:
ActivityBased
Cost Drivers
Overhead
Overhead Cost
Used
X
Rates =
Assigned
$930,000
250
2,000
60,000
9,000
$930,000
$.05
$300
$10
$2.50
$1.00
$.03
$46,500
75,000
20,000
150,000
9,000
27,900
$328,400
17-24
EXERCISE 17-13
(a) (1) Traditional product costing system:
$55,000 X .17 = $9,350 Quality-control overhead costs assigned in
June to the low-calorie dessert line are $9,350 ($55,000 X .17).
(2) Activity-based costing system:
ActivityBased
Cost Drivers
Overhead
Overhead Cost
Used
X
Rate
=
Assigned
6,000
10,000
420
$.60
$.33
$12.00
$3,600
3,300
5,040
$11,940
17-25
EXERCISE 17-15
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Value-added
Non-value-added
Non-value-added
Non-value-added
Non-value-added
Value-added
Value-added
Non-value-added
Non-value-added
Non-value-added
Non-value-added
Value-added
EXERCISE 17-16
Value-Added Activities
Writing contracts and letters
Taking depositions
Contemplating legal strategy
Litigating a case in court
Hours
1.0
1.0
1.0
2.5
5.5
Non-value-Added Activities
Attending staff meetings
Doing research
Traveling to/from court
Eating lunch
Entertaining a prospective client
Hours
0.5
1.0
1.0
1.0
2.0
5.5
Questionable Classifications
Writing contracts is value-added; writing letters may be value-added if
related to a specific case or it may be non-value-added if it is billing a client
or collecting receivables. Research may be value-added if it is unique,
related to a specific case, and is billable. Research may be nonvalue-added
if it is something the attorney should already have known and is not billable
to the client.
17-26
EXERCISE 17-17
Activity Cost Pools
Engineering
Machinery
Machine setup
Quality control
Factory utilities
Maintenance
Activity Level
Product-level
Unit-level
Batch-level
Depends on frequency. Could be unit batch
or product-level
Facility-level
Facility-level
EXERCISE 17-18
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Facility-level activity
Product-level activity
Batch-level activity
Product-level activity
Product-level activity
Batch-level activity
Facility-level activity
Batch-level or unit-level activity
Unit-level activity
Unit-level activity
17-27
SOLUTIONS TO PROBLEMS
PROBLEM 17-1A
(a) Computation of unit coststraditional costing.
Products
Manufacturing Costs
Direct materials
Direct labor
Overhead
Total unit cost
Home Model
Commercial Model
$18.50
19.00
*23.40*
$60.90
$26.50
19.00
*23.40*
$68.90
(b)
Estimated
Overhead
$ 70,350
150,500
390,600
51,000
52,580
787,250
$1,502,280
Expected
Use of Cost Drivers
Activity-Based
Overhead Rate
335,000 Pounds
35,000 Machine hours
217,000 Parts
25,500 Tests
5,258 Gallons
335,000 Pounds
(c)
Home Model
ActivityExpected
Based
Use of
Overhead
Cost
Drivers X Rates = Assigned
215,000
27,000
165,000
15,500
3,680
215,000
$ .21
$ 4.30
$ 1.80
$ 2.00
$10.00
$ 2.35
(b)
17-28
$ 45,150
116,100
297,000
31,000
36,800
505,250
$1,031,300
Commercial Model
ActivityExpected
Based
Use of
Overhead
Cost
Drivers X Rates = Assigned
120,000
8,000
52,000
10,000
1,578
120,000
$ .21
$ 4.30
$ 1.80
$ 2.00
$10.00
$ 2.35
$25,200
34,400
93,600
20,000
15,780
282,000
$470,980
54,000
10,200
$19.10
$46.17
Home Model
$18.50
19.00
19.10
$56.60
Commercial Model
$26.50
19.00
46.17
$91.67
(e)
Activity
Receiving
Forming
Assembling
Testing
Painting
Packing and shipping
(f)
17-29
PROBLEM 17-2A
(a) The allocation of total manufacturing overhead using activity-based
costing is as follows:
Overhead Rate
Purchase orders @ $30
Machine setups @ $50
Machine hours @ $40
Inspections @ $25
Total assigned costs (a)
Royale
Drivers
Cost
Used
Assigned
Majestic
Drivers
Cost
Used
Assigned
15,000
5,000
75,000
9,000
25,000
13,000
45,000
19,000
$ 450,000
250,000
3,000,000
225,000
$3,925,000
$ 750,000
650,000
1,800,000
475,000
$3,675,000
25,000
10,000
$157
$367.50
Total
Overhead
$1,200,000
900,000
4,800,000
700,000
$7,600,000
(b) The cost per unit and gross profit of each model under ABC costing
were:
Direct materials
Direct labor
Manufacturing overhead
Total cost per unit
Royale
$ 700
120
157
$ 977
Majestic
$ 420.00
100.00
367.50
$ 887.50
$1,600
977
$ 623
$1,300.00
887.50
$ 412.50
(c) Managements future plans for the two television models are not
sound. Under ABC costing, the Royale model is $210.50 ($623.00
$412.50) per unit more profitable than the Majestic model. If any product
should be phased out, it is the Majestic. But, by applying ABC and
activity-based management analysis, Jacobson may determine how to
reduce the costs of producing the Majestic model.
17-30
PROBLEM 17-3A
(a) Predetermined overhead rate using machine hours:
$830,000 100,000 hrs. = $8.30 per machine hour
(b) Manufacturing cost per stair under traditional costing:
Direct materials................................................................
Direct labor.......................................................................
Overhead (14,500 X $8.30)...............................................
Total cost of 280 stairs.............................................
$103,600
112,000
120,350
$335,950
$1,199.82
600 Orders
8,000 Moves
100,000 D/L Hours
1,250 Setups
6,000 Inspections
168,000 Components
90,000 Sq. ft.
Activity-Based
Overhead Rate
$95 per order
$10.25 per move
$2.10 per D/L hour
$68 per setup
$15 per inspection
$.75 per component
$2.00 per sq. ft.
Expected Use of
Cost Drivers
Purchasing
60 Orders
Handling materials
800 Moves
Production
5,000 D/L Hours
Setting up machines 100 Setups
Inspecting
450 Inspections
Inventory control
16,000 Components
Utilities
8,000 Sq. ft.
Total overhead assigned
17-31
Activity-Based
X Overhead Rates = Cost Assigned
$95
$10.25
$2.10
$68
$15
$.75
$2.00
$5,700
8,200
10,500
6,800
6,750
12,000
16,000
$65,950
$ 103,600
112,000
65,950
$ 281,550
$1,005.54
(d) The difference between the traditional cost and the activity-based cost
per unit, $1,199.82 versus $1,005.54, is not great in amount but $194.28
or ($1,199.82 $1,005.54) is 19.3% of the more correct ABC cost per
unit. Activity-based costing is the preferable costing system for setting
prices because the real costs are more accurately reflected. The
greater accuracy is a result of multiple, more relevant activity cost
drivers under ABC than the single cost driver used with the traditional
volume-based system.
17-32
PROBLEM 17-4A
(a) Computation of unit coststraditional costing
Overhead cost per labor hour is $1,241,660 (120,000 + 25,000) =
$8.563
Manufacturing Costs
Direct materials
Direct labor
Overhead
CoolDay
$0.400
0.250
0.428*
$1.078
Products
LiteMist
$1.200
0.500
0.771**
$2.471
(c)
Estimated
Overhead
Expected Use
of Cost Drivers
Activity-Based
Overhead Rate
$ 145,860
396,000
270,000
189,000
6,600
6,600,000
900,000
900,000
240,800
$1,241,660
800
CoolDay
LiteMist
Expected
ActivityUse of
Based
Cost
Overhead
Cost
Drivers X Rates = Assigned
Expected
ActivityUse of
Based
Cost
Overhead =
Cost
Drivers X Rates
Assigned
6,000
3,000,000
600,000
600,000
$22.10
$0.06
$0.30
$0.21
$132,600
180,000
180,000
126,000
600
3,600,000
300,000
300,000
$22.10
$0.06
$0.30
$0.21
$13,260
216,000
90,000
63,000
350
$301
105,350
$723,950
450
$301
135,450
$517,710
(b)
3,000,000
300,000
$0.241
$1.726
Products
CoolDay
LiteMist
$0.400
$1.200
0.250
0.500
0.241
1.726
$0.891
$3.426
Manufacturing Costs
Direct materials
Direct labor
Overhead
(e) To:
From:
Student
Subject:
b.
c.
d.
The total cost of the two products under the two approaches was
as follows:
17-34
CoolDay
$1.078
LiteMist
$2.471
$0.891
$3.426
17-35
PROBLEM 17-5A
(a) Computation of assigned overhead under traditional costing (direct
labor dollars appears in the first line of the schedule of overhead
data):
Predetermined overhead rate X direct labor dollars
Overhead assigned to audit:
Overhead assigned to tax:
Estimated
Overhead
$216,000
76,200
204,000
142,500
81,300
$720,000
Expected Use of
Cost Drivers per Activity
Activity-Based
Overhead Rates
Expected
Use of
Cost
Driver
Audit
ActivityBased
Overhead
Rate
$1,000,000
600
25,000
22
56,000
$.12
$30.48
$3.40
$3,562.50
Direct
Cost
Assigned
Expected
Use of
Cost
Driver
Tax
ActivityBased
Overhead
Rate
Cost
Assigned
$120,000
18,288
85,000
78,375
56,000
$800,000
1,900
35,000
18
25,300
$.12
$30.48
$3.40
$3,562.50
Direct
$96,000
57,912
119,000
64,125
25,300
$357,663
17-36
$362,337
Activity
Employee training
Typing and secretarial
Computing
Facility rental
Travel
Traditional costing
ABC
Difference
Tax
$320,000
362,337
$42,337
The $42,337 difference for audits is 10.6% lower under ABC costing,
while the $42,337 difference for tax is 13.2% higher under ABC costing.
Clearly, ABC costing should be used to determine the relative
profitability of each service.
17-37
PROBLEM 17-1B
(a) Computation of unit coststraditional costing.
Manufacturing Costs
Curler
Direct materials
Direct labor
Overhead ($438,000 120,000 hours)
Total unit cost
$5.25
8.00
3.65
$16.90
Products
Dryer
$9.75
8.00
3.65*
$21.40
(b)
Activity Cost Pools
Purchasing
Receiving
Assembling
Testing
Finishing
Packing and shipping
Estimated
Total Expected
Activity-Based
Overhead Use of Cost Drivers = Overhead Rates
$57,500
42,000
166,000
52,000
60,000
60,500
$438,000
500 Orders
140,000 Pounds
830,000 Parts
130,000 Tests
120,000 Units
12,100 Cartons
(c)
Curler
ActivityExpected
Based
Use of
Overhead
Cost
Drivers X Rates = Assigned
170
58,000
415,000
82,000
80,000
8,040
$115.00
$.30
$.20
$.40
$.50
$5.00
$19,550
17,400
83,000
32,800
40,000
40,200
$232,950
Dryer
ActivityExpected
Based
Use of
Overhead
Cost
Drivers X Rates = Assigned
330
82,000
415,000
48,000
40,000
4,060
$115.00
$.30
$.20
$.40
$.50
$5.00
$37,950
24,600
83,000
19,200
20,000
20,300
$205,050
80,000
40,000
$2.91
$5.13
17-38
Curler
$5.25
8.00
2.91
$16.16
Dryer
$9.75
8.00
5.13
$22.88
(e)
Activity
Purchasing
Receiving
Assembling
Testing
Finishing
Packing and shipping
(f)
(1) Activity-based costing shows the blow dryer will absorb 76 percent
more overhead per unit, $5.13 versus $2.91, than the hair curler.
(2) A comparison of ABC and traditional costing shows that the
proper amount of overhead assigned to the two products is not
equal as under traditional costing at $3.65 per unit; rather it is $2.91
per curler unit and $5.13 per blower unit. Under traditional costing,
the margin of error on the curlers is 74 cents per unit, an
overstatement of 25%, and on the blowers it is $1.48 per unit, an
understatement of 29%. These distorted overhead assignments
have likely led to overpricing the curlers and underpricing the
blowers.
17-39
PROBLEM 17-2B
(a) The allocation of total manufacturing overhead using activity-based
costing is as follows:
Activity-Based Overhead Rate
Purchase orders @ $40
Machine setups @ $250
Machine hours @ $4
Tests and inspections @ $20
Total costs assigned (a)
Ice House
Drivers
Cost
Used
Assigned
2,500
480
60,000
5,000
$100,000
120,000
240,000
100,000
$560,000
Cool Chest
Drivers
Cost
Used
Assigned
Total
Overhead
$79,000
75,000
80,000
60,000
$294,000
$179,000
195,000
320,000
160,000
$854,000
1,975
300
20,000
3,000
50,000
20,000
$11.20
$14.70
(b) The cost per unit and the gross profit of each product under ABC
costing were:
Direct materials
Direct labor
Manufacturing overhead
Total cost per unit
Sales price per unit
Cost per unit
Gross profit (loss)
Ice House
$9.50
8.00
11.20
$28.70
Cool Chest
$6.00
5.00
14.70
$25.80
$35.00
28.70
$6.30
$24.00
25.70
($ (1.70)
17-40
PROBLEM 17-3B
(a) Predetermined overhead rate using machine hours:
$1,750,000 100,000 hrs. = $17.50 per machine hour
(b) Manufacturing cost per kitchen under traditional costing:
Direct materials.....................................................................
Direct labor............................................................................
Overhead (15,000 X $17.50).................................................
Total cost of 50 kitchens..............................................
$180,000
200,000
262,500
$642,500
$12,850
Estimated
Overhead
$ 114,400
164,320
500,000
174,480
184,800
252,000
360,000
$1,750,000
Expected Use of
Cost Drivers per
Activity
650 Orders
8,000 Moves
100,000 D/L Hours
1,200 Setups
6,000 Inspections
36,000 Components
90,000 Sq. ft.
Activity-Based
Overhead Rates
$176 per order
$20.54 per move
$5 per D/L hour
$145.40 per setup
$30.80 per inspection
$7 per component
$4 per sq. ft.
Expected Use of
Cost Drivers
Purchasing
50 Orders
Handling materials
800 Moves
Production
12,000 D/L Hours
Setting up machines 100 Setups
Inspecting
450 Inspections
Inventory control
3,000 Components
Utilities
8,000 Sq. ft.
Total overhead assigned
17-41
Activity-Based
X Overhead Rates = Cost Assigned
$176
$20.54
$5
$145.40
$30.80
$7
$4
$8,800
16,432
60,000
14,540
13,860
21,000
32,000
$166,632
$ 180,000
200,000
166,632
$ 546,632
$10,932.64
(d) The difference between the traditional cost and the activity-based cost
per unit of $1,917.36 ($12,850 vs. $10,932.64) is significant17.5%
($1,917.36 $10,932.64). The traditional costing did not take into
account the mass production of 50 identical kitchens rather than
building custom-made, one-of-a-kind, kitchens. ABC allowed for the
savings in fewer orders, fewer material moves, fewer setups, fewer labor
hours, and fewer inspections when producing 50 identical units. The
greater accuracy of ABC over traditional costing, which used only one
cost driver (machine hours), results from the identification of multiple
activities and their relevant cost drivers.
17-42
PROBLEM 17-4B
(a) Computation of unit coststraditional costing
Overhead cost per labor hour is $1,485,000 (60,000 + 30,000) = $16.50
Manufacturing Costs
Direct materials
Direct labor
Overhead
*$16.50 X .075
**$16.50 X .15
(b)
Activity Cost Pools
Grape processing
Aging
Bottling and corking
Labeling and boxing
Maintain and inspect
equipment
(c)
StarDew
$1.100
.500
1.238*
$2.838
Products
VineRose
$2.400
1.000
2.475**
$5.875
Estimated
Overhead
Expected Use
of Cost Drivers
per Activity
$189,000
416,000
360,000
240,000
10,000
10,400,000
1,600,000
1,600,000
280,000
$1,485,000
560
StarDew
Expected
ActivityUse of
Based
Cost
Overhead
Cost
Drivers X Rates = Assigned
8,000
$18.90
$151,200
800,000
$0.04
32,000
800,000
$0.225
180,000
800,000
$0.15
120,000
$500
80,000
$563,200
Activity-Based
Overhead Rates
VineRose
Expected
ActivityUse of
Based
Cost
Overhead
Cost
Drivers X
Rates
= Assigned
2,000
$18.90
$37,800
9,600,000
$0.040
384,000
800,000
$0.225
180,000
800,000
$0.15
120,000
400
$500
200,000
$921,800
800,000
200,000
$0.704
$4.609
17-43
Products
StarDew
VineRose
$1.100
$2.400
.500
1.000
0.704
4.609
$2.304
$8.009
Manufacturing Costs
Direct materials
Direct labor
Overhead
(e) To:
From:
Student
Subject:
17-44
StarDew
$2.8380
VineRose
$5.875
$2.304
$8.009
17-45
PROBLEM 17-5B
(a) Computation of total overhead cost using direct labor hours:
Total overhead
$265,000
=
= $53 per D/L hour
Total direct labor hours
5,000
Overhead assigned to farm animals:
Overhead assigned to pets:
Expected Use of
Cost Drivers
per Activity
Estimated
Overhead
$64,000
70,000
28,000
33,000
30,000
40,000
$265,000
4,000 treatments
800 operations
28,000 miles
3,000 appointments
5,000 D/L hours
(Pets only)
Activity-Based
Overhead Rates
$16 per treatment
$87.50 per operation
$1 per mile
$11 per appointment
$6 per D/L hour
Expected
Use of
Cost
Drivers
Drug treatment
1,700
Surgery
200
Travel
26,000
Consultation
600
Accounting/Office
2,000
Boarding/Grooming
Farm Animals
ActivityBased
Overhead
Cost
Rates
Assigned
$16
$87.50
$1
$11
$6
$27,200
17,500
26,000
6,600
12,000
000,000
$89,300
Expected
Use of
Drivers
2,300
600
2,000
2,400
3,000
(Direct)
Pets
ActivityBased
Overhead
Rate
$16
$87.50
$1
$11
$6
Cost
Assigned
$36,800
52,500
2,000
26,400
18,000
40,000
$175,700
$106,000
159,000
$265,000
40%
60%
$89,300
175,700
$265,000
34%
66%
ABC:
Farm animals
Pets
Total
17-47
BYP 17-1
Activities
Laundering
Housekeeping
Dietary
Computing information
technology
Nursing care
Surgery
Clinical lab
Imaging (X-ray, etc.)
Pharmacy
Emergency room
Maintenance
Billing and collecting
(b)
Cost Drivers
Pounds of linen
Square footage; number of beds
Number of meals
Minutes of computer usage; or number of
work stations
Number of patients
Number of procedures or operations
Number of tests
Number of images
Number of prescriptions
Number of cases or patients
Square footage
Number of invoices
17-48
BYP 17-2
MANAGERIAL ANALYSIS
Total
Estimated
Overhead
Expected Use of
Cost Drivers
Per Activity
$1,050,000
2,280,000
3,600,000
1,400,000
15,000 Hours
2,500 Designs
90 Products
700 Tests
Activity-Based
Overhead Rates
Market analysis
1,800 Hours
Product design
280 Designs
Product development
10 Products
Prototype testing
92 Tests
Total overhead assigned
Activity-Based
Overhead Rates
$70
$912
$40,000
$2,000
Cost Assigned
$126,000
255,360
400,000
184,000
$965,360
Market analysis
800 Hours
Product design
178 Designs
Product development
3 Products
Prototype testing
70 Tests
Total overhead assigned
17-49
Activity-Based
Overhead Rates
$70
$912
$40,000
$2,000
Cost Assigned
$56,000
162,336
120,000
140,000
$478,336
17-50
BYP 17-3
REAL-WORLD FOCUS
(a) 1.
2.
3.
4.
(b) At Colorado Springs, ABC and its resultant development of cost drivers
constituted an excellent tool for understanding manufacturing processes, overhead consumption and manufacturing efficiencybut it did
not ascertain the real value of its product in the form of inventory.
Successful ABC implementation requires clear goals, simple tracking
methods, close internal and external collaboration, and consistent, as
well as persistent, follow-through.
17-51
BYP 17-4
17-52
BYP 17-5
COMMUNICATION ACTIVITY
(a) The following unique strategies and tactics prompted sales to take off:
1.
2.
Super Bakery avoided the local market restrictions of most freshbaked goods by refrigerating the product, vacuum-sealing it, and
distributing it nationally.
3.
4.
17-53
BYP 17-6
RESEARCH ASSIGNMENT
(a) The 1996 survey conducted by The Cost Management Group of the
IMA found that 49% of all responding firms have adopted ABC (up from
41% a year earlier), that 25% of the nonadopting companies were
considering it, that 21% had not considered it, and that only 5%
seriously considered ABC and rejected it. The survey also showed that
for those companies that adopted ABC, 54% used ABC for decision
making not only for accounting purposes but used it for decision
making outside the accounting function.
(b) Krumwiedes survey attempted to determine if adoption of ABC is
associated with kinds of products and processes, quality and lean
production practices, and information technologies.
(c) The factors that appeared to separate those who adopted ABC from
those who didnt were: (1) potential for cost distortions, (2) decision
usefulness of cost information, (3) lack of system initiatives, and (4) the
size of organization.
(d) Professor Krumwiede
implementation tips:
recommends
the
following
basic
ABC
1.
2.
17-54
4.
5.
6.
7.
8.
17-55
BYP 17-7
ETHICS CASE
17-56