Activity-Based Costing Systems

Transcription

1 4 Activity-Based Costing Systems

2 4-2 Learning Objective 1

3 4-3 Traditional Costing Systems Traditional cost systems were created when manufacturing processes were labor intensive. A single company-wide overhead rate based on direct labor hours may be used to allocate overhead to products in these labor intensive processes.

4 4-4 Traditional Costing Systems In this example, overhead will be allocated to jobs using direct labor hours. If total overhead is $120, how much will be allocated to each job?

5 4-5 Traditional Costing Systems Overhead Rate = $120 8 direct labor hours Overhead Rate = $15 per direct labor hour Job 1 = 2 hours $15 per hour = $30 Job 2 = 6 hours $15 per hour = $90

6 4-6 Traditional Costing Systems The company introduces automated machinery. Total overhead rises from $120 to $420, while the labor time needed for Job 2 falls from 6 hours to 1 hour. Now allocate the $420 overhead to the two jobs.

7 4-7 Traditional Costing Systems Overhead Rate = $420 3 direct labor hours Overhead Rate = $140 per direct labor hour Job 1 = 2 hours $140 per hour = $280 Job 2 = 1 hour $140 per hour = $140

8 4-8 Traditional Costing Systems Is this a reasonable costing method? Automation benefited only Job 2, but most of the additional overhead cost was allocated to Job 1. Clearly, we need to look for another cost driver.

9 4-9 Learning Objective 2

10 4-10 Activity-Based Costing (ABC) A costing method that identifies the activities performed within the organization as it delivers its goods and services. Products Require Activities Activities Consume Resources People Manage Activities

11 4-11 Activity-Based Costing (ABC) A costing method that assigns costs to products, based on the number of activities the organization used in producing them. Lot size Direct labor hours Process setups Design time Machine hours Customer contact

12 4-12 Activity-Based Costing (ABC) Both manufacturing and nonmanufacturing costs may be assigned to products. A ABC is a good supplement to our traditional cost system. B C Allocation bases often differ from traditional costing systems. Used in internal decision making as well as in inventory valuation for external reporting.

13 4-13 ABC Compared with Traditional Costing Activity-Based Costing Traditional Costing

14 4-14 ABC Compared with Traditional Costing Traditional Costing Directly traced or allocated Resource Costs Activity-Based Costing Resource Costs Directly traced or allocated Predetermined overhead rate Cost Pools: Plants or Departments Cost Objects Cost Pools: Activities or Activity Centers Cost Objects Cost driver rates for each activity

15 4-15 Activity-Based Costing (ABC) An Activity Cost Pool is a common way to collect costs that are related to a specific activity in the ABC system. Activity Costs $ $ $ $ $ $

16 4-16 Four Steps in the ABC Process Identify and classify the activities related to the company s products or services. Estimate the cost of each activity identified in. Calculate a cost-driver rate for each activity. Assign activity costs to products using the cost-driver rate.

17 4-17 Learning Objective 3

18 4-18 Identify and Classify Activities UNIT-LEVEL ACTIVITIES Resources acquired and activities performed for individual units of product. BATCH-LEVEL ACTIVITIES Resources acquired and activities performed for a group or batch of similar products or services. PRODUCT-LEVEL ACTIVITIES Resources acquired and activities performed to produce and sell a specific product or service. CUSTOMER-LEVEL ACTIVITIES Resources acquired and activities performed to serve specific customers. FACILITY-LEVEL ACTIVITIES Resources acquired and activities performed to provide general capacity to produce goods or services.

19 4-19 Identify and Classify Activities TOP DOWN APPROACH ABC teams of people from top levels of management generate the activity dictionary. RECYCLING APPROACH Reuses documentation of processes used for other purposes. INTERVIEW OR PARTICIPATIVE APPROACH ABC teams include or interview operating employees.

20 4-20 Learning Objective 4

21 4-21 Estimate the Cost of Activities The ABC teams should gather data on the costs of all the activities identified in Step 1. Examine accounting records for recorded cost information. Ask employees to indicate how much time they work on various activities.

22 4-22 Calculate Cost-Driver Rates for Activities Two pieces of information are required to compute the cost-driver rate: Activity Cost Activity Volume = Cost-Driver Rate Activity Cost Activity Volume May Company has 4 employees in its Quality Control Department. Salaries and costs for the department total $360,000 per year. May produces 500,000 units of product a year. What is the cost-driver rate per unit? $360, ,000 units = $.72 per unit

23 4-23 Calculate Cost-Driver Rates for Activities MAY has a customer service center where customers can call to ask questions. Customers pay a fixed fee for each call they make to the service center. It costs MAY $1,260,000 a year to operate the center. The center receives 120,000 calls per year. The center handles 1,000,000 minutes of calls. What is the appropriate cost driver: total minutes for all calls or number of calls? What is the cost-driver rate?

24 4-24 Calculate Cost-Driver Rates for Activities Since customers are charged per call, the proper activity in this case is the number of calls handled by the center. The cost-driver rate would be: $1,260, ,000 units = $10.50 per call

25 4-25 Calculate Cost-Driver Rates for Activities Cause and effect relationship between activity and costs Based on resource s practical capacity to support activities Appropriate cost-driver base Measurable Predict or explain an activity s use of resources

26 4-26 Practical Capacity Note When estimating the cost of an activity, only the costs associated with the product should be used (practical capacity). The cost of unused capacity should not be applied to products. EXAMPLE Suppose we rent a 1,000 square foot warehouse for $1,000 per month. Only 800 sq. ft. are used to store Product A. The rest of the warehouse is unused. How much rent cost should be allocated to Product A?

27 4-27 Practical Capacity Note 80%, or $800 should be assigned to Product A 20%, or $200 should be assigned to unused capacity

28 4-28 Learning Objective 5

29 4-29 Assign Activity Costs to Products 1. Identify all the activities related to a given product or service. 2. Determine how many units of each activity are used per unit of product. 3. Assign costs to products using the costdriver rates for each activity.

30 4-30 Assign Activity Costs to Products Example: Yazz, Inc. produces 130,000 units of Product A and 400,000 units for Product B. Using the following cost information, how much overhead should be allocated to Product A? Activity Cost-Driver Base Cost-Driver Rate Resources Used by Product A Factory Floor Space Square Footage $ ,000 Sq. Ft. Electricity Kilowatts $ ,000 KW Water Gallons $ ,000 Gal. Quality Control Units Inspected $ ,000 Units Packaging - Inner Ounces of product $ ,000 Oz. Packaging - Outer Boxes $ ,000 Boxes

31 4-31 Assign Activity Costs to Products Activity Cost-Driver Base Cost-Driver Rate Resources Used by Product A Cost Assigned Factory floor space Square footage $ ,000 sq. ft. $ 1,000,000 Electricity Kilowatts $ ,000 kw. $ 750 Water Gallons $ ,000 gal. $ 12,800 Quality control Units $ ,000 units $ 114,750 inspected Inner packaging Ounces of $ ,000 oz. $ 6,750 product Outer packaging Boxes $ ,000 boxes $ 168,750 Total Cost Assigned to Product A $ 1,303,800

32 4-32 Activity-Based Costing Example Let s look at an example from the Bilson Company.

33 4-33 Activity-Based Costing Example Bilson, Inc. manufactures and sells 5,000 units of Product A (deluxe model), and 25,000 units of Product B (standard model) each year. Product A requires 3.0 direct labor hours (DLH) and Product B requires 2.5 DLH to produce. Employing a traditional costing system, Bilson assigns overhead cost to products using direct labor hours. The predetermined overhead rate is: Mfg. overhead cost Direct labor hours = $1,550,000 77,500 = $20/DLH

34 4-34 Activity-Based Costing Example Bilson s unit product costs using traditional costing are: Product A Product B Direct material $ $ Direct labor Manufacturing overhead 3.0 DLH $20/DLH DLH $20/DLH Total unit product cost $ $ Bilson marks its products up by 50 percent and allocates its $500,000 customer service costs based on revenue.

35 4-35 Activity-Based Costing Example $ Traditional Costing Product A Product B Volume 5,000 25,000 Sales Price $ $ Sales Revenue $ 975,000 $ 3,900,000 Direct Material $ ,000 $ ,000 Direct Labor , ,000 Overhead , ,250,000 Gross Margin $ $ 325,000 $ $ 1,300,000 Customer Service Costs 100, ,000 Product operating income $ 225,000 $ 900,000 $975,000 ($975,000 +$3,900,000) $500,000

36 4-36 Activity-Based Costing Example Sales of Product A have increased steadily since introduction, but company income has declined. Management at Bilson is unhappy with the traditional costing system and they have decided to try activity-based costing. In addition, management has observed that the cost of direct labor is relatively stable. Since labor does not behave like a unit-level cost, labor will be combined with overhead and the total conversion cost will be assigned using ABC.

37 4-37 Activity-Based Costing Example The total conversion cost is: Traditional overhead $1,550,000 Labor (77,500 $10) 775,000 Total $2,325,000 In addition, management has observed that the cost of direct labor is relatively stable. Since labor does not behave like a unit-level cost, labor will be combined with overhead and the total conversion cost will be assigned using ABC.

38 4-38 Activity-Based Costing Example Management has identified the following five activities and costs in the production of its two products: Activity Cost Machine setups $ 800,000 Quality inspections 450,000 Production orders 225,000 Machine-hours worked 650,000 Material receipts 200,000 Total $ 2,325,000 Total conversion cost

39 4-39 Activity-Based Costing Example The following transaction data has been complied by management of Bilson: Activity Total Product A Product B Machine setups 5,000 3,000 2,000 Quality inspections 9,000 6,000 3,000 Production orders Machine-hours worked 50,000 15,000 35,000 Material receipts

40 4-40 Activity-Based Costing Example These data can be used to develop predetermined cost-driver rates for each of the five activities: Activity Costs Total Transactions Rate per Transaction Machine setups $ 800,000 5,000 $ per setup Quality inspections 450,000 9, per inspection Production orders 225, per order Machine-hours worked 650,000 50, per hour Material receipts 200, per receipt Total $ 2,325,000 $ 800,000 5,000 Machine setups = $ per setup

41 4-41 Activity-Based Costing Example The activity-based overhead rates we just calculated can be used to assign conversion costs to Bilson s two products. Product A Activity ABC Rate Transactions Amount Machine setups $ ,000 $ 480,000 Quality inspections , ,000 Production orders ,000 Machine-hours worked , ,000 Material receipts ,500 Total overhead assigned $ 1,087,500 Number of units produced 5,000 Conversion per unit $217.50

42 4-42 Activity-Based Costing Example The activity-based overhead rates we just calculated can be used to assign conversion costs to Bilson s two products. Product B Activity ABC Rate Transactions Amount Machine setups $ ,000 $ 320,000 Quality inspections , ,000 Production orders ,000 Machine-hours worked , ,000 Material receipts ,500 Total overhead assigned $ 1,237,500 Number of units produced 25,000 Conversion per unit $ 49.50

43 4-43 Activity-Based Costing Example The activity-based overhead rates we just calculated can be used to assign conversion costs to Bilson s two products. Product B Activity ABC Rate Transactions Amount Machine setups $ ,000 $ 320,000 Quality inspections , ,000 Production orders ,000 Machine-hours worked , ,000 Material receipts ,500 Total overhead assigned $ 1,237,500 Total Number conversion of units assigned produced to Product A $ 1,087,500 25,000 Total Overhead conversion per assigned unit to Product B 1,237,500 $ Total overhead $ 2,325,000

44 4-44 Activity-Based Costing Example Let s compute the product cost for A and B using our ABC overhead rates: Activity Based Costing Product A Product B Direct materials $ $ Conversion Total unit product cost $ $ These amounts did not change as a result of using ABC.

45 4-45 Activity-Based Costing Example Now compare the unit product costs using the traditional costing system and our ABC system. Costing Method Product A Product B Activity-based costing $ $ Traditional costing Remember, we used one overhead rate based on direct labor hours.

46 4-46 Activity-Based Costing Example Now compare the unit product costs using the traditional costing system and our ABC system. Costing Method Product A Product B Activity-based costing $ $ Traditional costing Adopting activity-based costing usually results in a shift of batch-level and product-level overhead costs from high-volume standard products to low-volume, more complex products.

47 4-47 Activity-Based Costing Example Now compare the unit product costs using the traditional costing system and our ABC system. Costing Method Product A Product B Activity-based costing $ $ Traditional costing Can you see how different allocation methods might lead to making different management decisions?

48 4-48 Activity-Based Costing Example Based on these results Bilson also decides to use ABC to assign its $500,000 customer service costs. The applicable activity is number of customer consultations. Customers buying Product A, the deluxe model, require more consultations than those buying Product B, the standard model. Cost per consultation = $500, ,000 consultations = $4.00

49 4-49 Activity-Based Costing Example No change in sales price ABC Costing Product A Product B Volume 5,000 25,000 Sales Price $ $ Sales Revenue $ 975,000 $ 3,900,000 Direct Material $ ,000 $ ,000 Conversion ,087, ,237,500 Gross Margin $ (62.50) $ (312,500) $ $ 1,937,500 Customer Service Costs 200, ,000 Product operating income $ (512,500) $ 1,637,500 Let s compare product income using traditional and ABC costing.

50 4-50 Product A Product B Volume 5,000 25,000 Sales Price $ $ Sales Revenue $ 975,000 $ 3,900,000 Direct Material $ ,000 $ ,000 Conversion ,087, ,237,500 Gross Margin $ (62.50) $ (312,500) $ $ 1,937,500 Customer Service Costs 200, ,000 Product operating income $ (512,500) $ 1,637,500 ABC Costing Product A Product B Volume 5,000 25,000 Sales Price $ $ Sales Revenue $ 975,000 $ 3,900,000 Direct Material $ ,000 $ ,000 Direct Labor , ,000 Overhead , ,250,000 Gross Margin $ $ 325,000 $ $ 1,300,000 Customer Service Costs 100, ,000 Product operating income $ 225,000 $ 900,000 Traditional Costing

51 4-51 Learning Objective 6

52 4-52 Product Profitability Should Bilson drop Product A? Should Bilson increase the price of Product A? Should Bilson reduce the price of Product B? Now that we have measured product costs accurately, we see how profitable each product really is.

53 4-53 Product Profitability The price of Product A, the deluxe model, should probably be increased. Customers who buy deluxe models may buy based on features instead of price. The price of Product B, the standard model, may be too high. Customers who buy standard models are price sensitive. Decreasing the price would increase volume, possibly resulting in more income.

54 4-54 Customer Profitability What are the costs and benefits of serving specific customers? Buy/sell orders Service calls Order changes Activity-based analysis can be used to track the costs of serving customers and those customers contribution to company profits.

55 4-55 Estimating Costs of New Products Apply ABC analysis of present product lines to proposed new products. This is valid as long as the activities involved with the new products are similar to those for the present products.

56 4-56 Learning Objective 7

57 4-57 ABC in Service and Merchandising Companies The process is exactly the same as for manufacturing! Identify and classify the activities related to the company s products or services. Estimate the cost of each activity identified in. Calculate a cost-driver rate for each activity. Assign activity costs to products using the relevant cost-driver rates.

58 4-58 ABC Benefits and Limitations More accurate and informative product costs lead to better pricing decisions. The activities driving costs are more accurately measured. Managers gain easier access to the relevant costs. An ABC system is very expensive to develop and implement, and very time-consuming to maintain.

59 4-59 When Should a Company Use ABC? Indirect costs are significant in proportion to direct costs. Goods are complex, requiring many inputs and processes. Complex, low-volume products are profitable while standard, high-volume products are not. Different departments believe costs are assigned inaccurately. The company loses bids it thought were low, and wins bids it thought were high. Operations have changed significantly, but the costing system has not changed. Introduction of new models result in higher sales, apparent profits per unit, but an overall income decline.

60 4-60 End of Chapter 4