1 Activity-Based Costing Better Costing for Better Decisions.
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Transcript of 1 Activity-Based Costing Better Costing for Better Decisions.
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Activity-Based Costing
Better Costing for Better Decisions
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Indirect Costs
Not easily and conveniently traceable to cost objects
Cost element is shared among cost objects
Physically impossible to trace
Not cost effective to trace
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Indirect Costs
Need for allocation
Estimate product or activity cost
What does it really cost?
Increase awareness of indirect costs
Activities are not free
Plan more cost efficient operations
Now that we know what it costs, what should we do?
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Allocation of Indirect Costs
Typical allocation methods
Ability to bear
Fairness or equity
Benefits received
Cause and effect
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Traditional Allocation Method
Indirect costs allocated to cost object based on the cost object’s consumption of some measure of activity, usually labor hours
$10,000,000 total indirect cost400,000 total labor hours
= $25 per hour rate
A product consuming 6 labor hours would be charged $150 of indirect costs
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Criticisms of Traditional Overhead Allocation
Assumes all overhead is volume-related
Factory-wide or departmental rates
All related to single activity measure
Departmental focus, not process focus
Focus on costs incurred, not cause of costs
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Activity-Based Costing
Purpose
Allocation of indirect costs based on causal activities
Attempts to identify “direct” link between cost and cost object
Results in better allocation
Does not provide “true” cost
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Activity-Based Costing
Traditional allocation method
Activity-based allocation method
Costs Products
Costs ProductsActivities
First stage Second stage
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Overview of ABC
Identifies activities required to produce the product or service
Determines the cost of the activities
Allocates costs to the cost object based on the object’s consumption of activities
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Levels of Cost Incurrence
Not all costs are volume-related
Unit level
Batch level
Product level
Facility level
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Operation of an ABC System
Assign costs to activity pools
First stage allocation
Identify the costs incurred to perform various activities
Determine the measure of activity best related to each cost pool
Cost drivers
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Operation of an ABC System
Determine rate per unit of activity
Assign costs to products/services based on consumption of activities
Second stage allocation
Indirect costs are converted to direct costs
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Implementing ABC
Step 1 – Plan the system
What are the goals?
Inventory valuation
Process improvement
Foster active involvement
Assemble cross-functional team
Functional specialists
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Implementing ABC
Step 2 – Define, analyze activities and resources
Decompose organization into elemental activities Who does what, and why?
Interview employees
Determine resources
Determine inputs and outputs
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Implementing ABC
Gather statistics on activities
Inputs and outputs
Transaction, duration, intensity
For possible use as second-stage cost drivers
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Implementing ABC
Step 3 – Establish activity cost pools and determine first stage allocation
First stage allocations assign costs to cost pools
Requires costs to be re-categorized according to why they are incurred, not by type
Drivers may be employee time, square footage, etc.
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Implementing ABC
Step 4 – Determine second stage drivers and assign costs to cost objects
Outputs of activity analysis may be second stage drivers
Distance moved, times handled, machine hours, units, etc.
Amount assigned to the cost object is the amount of activity consumed times the rate per unit of the activity
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When is ABC Most Useful?
High amounts of overhead cost
Multiple products
Complex products
Complex production system
Significant variation in volume between high and low volume products
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When is ABC Most Useful?
Different products place different demands on resources
Problems with current cost allocations due to changes in products or processes
Better cost information is needed
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Activity-Based Management
Natural extension of ABC
Why are activities performed? Are they necessary?
Are they consistent with organizational goals?
How are they performed? Are they performed efficiently?
Can they be redesigned or eliminated?
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ABM for Process Improvement
Focus on problems, opportunities
Prioritize opportunities for improvement
Most critical
Greatest potential for cost savings
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ABM for Process Improvement
Determine and explain causes for problems and opportunities
Cannot improve the system without first understanding it
Select specific improvement projects
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ABM for Process Improvement
Use ABC/ABM data to test potential impact of changes
Make changes
Iterate
Process of continual improvement
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Implications of ABC/ABM
Shifts focus from managing costs to managing activities
Aids in recognizing, measuring and controlling complexity
Promotes understanding of why costs are incurred
Provides better cost allocation information
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Implications of ABC/ABM
Useful for planning future operations
Fosters continuous improvement
Likely to meet with substantial resistance
Analysis of why and how activities are performed