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7.2 Cost object: is something that is assigned a separate measure of cost because management need such cost
information; for example, responsibility centres, products, projects and so on. (The various production
departments in a manufacturing firm also provide examples of cost objects. For example, the material handling
cost pool may be allocated across the various production departments that use material handling services. In a
hospital costs may be assigned to reception, a ward, a doctor, operating theatres or intensive care unit (ICU) and
so on.)
Cost pool: a collection of costs that are to be assigned to cost objects. Costs are often pooled because they have
the same cost driver. (An example of a cost pool is all costs related to material handling in a manufacturing
firm.)
Cost allocation base: is some factor or variable that is used to allocate costs in a cost pool to cost objects. (An
example of a cost allocation base may be the weight of materials handled for each production department that
uses material handling services. This base would be used to assign the costs in the material handling cost pool to
the production departments.)
Cost driver: is a factor or activity that causes a cost to be incurred. (From the example above, the allocation base
of weight of materials handled for each production department may be a cost driver depending on its causal
relationship to the costs in the cost pool.)
The difference between cost allocation bases and cost drivers is that cost drivers are allocation bases but not all
allocation bases are cost drivers. Ideally allocation bases should be cost drivers; that is, there should be a cause
and effect relationship between the costs in the cost pool and the allocation base. In practice, some allocation
bases do not have this relationship, or the relationship is imperfect. Under these circumstances the accuracy of
the cost allocations can be questioned.
Projects to: Administrative costs that can be General office and administrative
directly traced to specific projects costs of NGO (depreciation of
rebuild after a disaster
office equipment, general
event Salaries of project designers and
stationery and postage, rent,
planners
construct additional cleaning, general accounting and
infrastructure Salaries of staff involved in office staff salaries, bank fees etc)
project field work
deliver long-term Salaries of CEO and top
community Transport of staff and materials to management
development field
Legal, insurance and risk
Accommodation for field staff management costs not directly
traceable
Technical and engineering
consulting costs Marketing, advertising,
publishing and other costs for
Building and infrastructure
general awareness and fund
materials
raising campaigns
Consulting and advocacy activity
costs of seeking change in
government and institutional
policies
External audit and reporting costs
7.6 A support department is a unit in an organisation that is not involved directly in producing the organisation’s
goods or services. However, a support department does provide services that enable the organisation’s
production process to take place. Production departments, on the other hand, are units that are directly involved
in producing the organisation’s goods and services.
Examples of ‘production’ departments in a travel agency may include ticketing and bookings departments and so
on. Examples of support departments in a cafe chain may include washing dishes (either manual or stacking and
unstacking dishwashers), cleaning, ordering/buying (some franchises rely on ordering from a central unit and
some require purchasing at the local market), bookings desk, head office, laundry and accounting.
7.7 Activity-based costing can be used to assign manufacturing overhead costs to products in two stages. In the first
stage overhead costs are assigned to activity cost pools (that is, activities). In the second stage, activity costs are
assigned from the activities to products in proportion to the products' consumption of each activity, measured by
the amount of activity driver consumed. In traditional costing systems, when a two-stage allocation process is
used, the first stage is to assign overhead costs to production departments and the second stage is to assign the
overhead costs from the production departments to products in proportion to the products' consumption of the
departmental overhead cost drivers.
7.8 Using departmental overhead rates instead of a single plantwide overhead rate can improve the accuracy of
product cost information. The allocation bases used for each department are likely to be more realistic in
representing the relationship between overhead costs and the product, compared to using just one plantwide rate.
However, using departmental overhead rates requires the distribution of overhead costs to departments, the
allocation of support department costs to production departments and the collection of cost driver data by
production departments. While this approach usually provides more useful information than the single cost pool
approach, it is more expensive to operate and still can provide misleading information. A problem with this
approach is that costs with different behaviour patterns are added together before allocation to the product. It is
difficult to identify a realistic cost driver for a cost pool that includes setup costs, space costs and indirect
material costs, for example.
Using activity-based costing should improve the accuracy of cost information. Allocating costs to activities
rather than departments enables the identification of even more appropriate allocation bases. For example, ABC
uses both volume and non-volume-based cost drivers as allocation bases and attempts to aggregate costs that
have similar behaviour patterns. Again, however, there is an additional cost in analysing costs and cost drivers at
an activity level rather than at a department level.
7.10 Labour cost is a commonly used base for allocating overhead costs to cost objects including projects such as
those undertaken by FFA. Although such projects may be self funded by the member countries they result in
additional overhead costs being incurred by the FFA. As these overhead costs cannot be specifically traced cost
effectively to the individual projects, an appropriate allocation base is needed to allocate them to the individual
projects to avoid cross-subsidisation of projects from member contributions and donations.
It is likely that there is some relationship between the level of salary costs for the projects and the increase in
overhead costs incurred by the FFA (as larger, higher cost projects are likely to require more support from FFA),
though the correlation is unlikely to be perfect. In the absence of a stronger logical connection and a more
practical, cost effective allocation base the use of salary costs as the allocation base may be reasonable.
However, it is not surprising that the member countries questioned and sought independent advice on the
accountability of the seemingly high overhead recovery rate of 66% of salary costs, because to them the
overhead recovery is an uncontrollable cost.
7.11 The primary benefit of using a predetermined overhead rate instead of an actual overhead rate is to provide
timely information for decision making, planning and control. Also the predetermined rate removes fluctuations
inherent in monthly actual overhead rates. While the use of actual overhead rates removes the need to account
for over- or under-allocated overhead, this is because it relies on data that are not known until after the event, so
it cannot be used in a timely fashion. Notice that in both approaches, it is necessary to calculate an overhead rate,
as overhead costs cannot be traced directly to products.
7.12 The denominator volume is the measure of cost driver volume used to calculate the manufacturing overhead rate.
The most common measure is the budgeted volume of cost driver for the coming year. Theoretical capacity is
the maximum level of production that the plant can run at, without ever stopping. Practical capacity assumes the
business operates at the maximum level that its resources allow under normal, efficient operating conditions.
Product costs will be higher using practical capacity, as the denominator measure of cost driver volume will be
lower, resulting in higher overhead rates. For a car manufacturer, the cost of the car would go up, bearing the
cost of the overheads created by the excess capacity. Raising the price if demand is declining is unlikely, and
managerial attention would be required. Using theoretical capacity as the denominator will result in lower
overhead rates and product costs, but there will be higher levels of underapplied overhead. This scenario is
usually untenable.
7.13 Management accountants allocate indirect costs to responsibility centres to help managers understand the effects
of their decisions, to encourage particular patterns of resource usage and to support the product costing system.
For example production departments may source services from support departments and where these services are
supplied for ‘free’ there may be a tendency to over-consume them. Where they are charged to departments, the
departmental managers are held responsible for these costs and need to be careful about the amount of these
services they consume. Also, where departmental overhead rates are used for product costing, it is necessary to
allocate the costs of support departments to production departments, to calculate departmental overhead rates for
the production departments.
The problems encountered in allocating a proportion of costs of the Prime Infrastructure Group (which changed
its name to Babcock and Brown Infrastructure on 1 July 2005) to its responsibility centre of Dalrymple Bay Coal
Terminal (DBCT) related to the disentanglement of overheads associated with DBCT’s operations from the costs
of other activities within the Prime group. The amount of overhead allocated by Prime to DBCT affected the
overhead cost per loaded tonne sought to be recovered by DBCT in the total price per loaded tonne of coal
charged to terminal users. The terminal users have little option but to use the terminal facility because of its
monopolistic nature. The competition authority, to ensure fair and reasonable access for terminal users, needed
to approve the terms and conditions of terminal access. It sought an independent review of Prime’s method of
allocating overhead to DBCT, which found that Prime had not reliably estimated the amount of overhead
7.15 Under the direct method of support department cost allocation, all support department costs are allocated
directly to the production departments, and none of these costs are allocated to other support departments. Under
the step-down method, a sequence is first established for allocation of support department costs. Then the costs
incurred in the first support department in the sequence are allocated among all other departments that follow in
the sequence, including other support departments. The method proceeds in a similar fashion through the
sequence of support departments, never allocating back to a support department that has had its costs allocated.
Under the reciprocal services method, a system of simultaneous equations is established to reflect the reciprocal
provision of services among support departments. Then, all of the support departments’ costs are allocated
among all of the departments that use the various support departments’ output of services. The reciprocal
services method of support department cost allocation is the only method that fully accounts for the reciprocal
provision of services among departments.
7.16 As stated in the previous answer, under the reciprocal services method all of the support departments’ costs are
allocated among all of the departments that use the various support departments’ output of services. It is the only
method that fully accounts for the reciprocal provision of services among departments. However, this degree of
accuracy may not be necessary for the purpose and sometimes makes very little difference to the resulting
costings. The degree of inaccuracy of the reciprocal and step down methods depends on the amount of overhead
in each cost pool and the level of support provided between departments. As the method of allocating support
department costs becomes more detailed and sophisticated the cost of maintaining the system increases.
7.17 The term reciprocal services refers to two or more support departments providing support services to each other.
In a university, for example, the IT department provides support services to the human resource (HR)
department but the human resource department also provides HR support to the IT department. In fact, IT gives
support to all other departments (e.g. maintenance, grounds, student administration, faculty administration,
library, security) and receives support from many of them (maintenance of facilities, HR, security).
7.18 The contribution margin statement is used to highlight the separation of variable and fixed costs. The total
contribution margin is equal to sales revenue less the variable cost of goods sold (sometimes called the variable
manufacturing expenses) and the variable selling and administrative expenses. The fixed expenses deducted
below the contribution margin include both fixed manufacturing overhead and fixed selling and administrative
expenses.
In the absorption costing income statement, the cost of goods sold expensed, for each month, includes variable
manufacturing costs and the predetermined fixed manufacturing overhead cost applied to products sold. The
expenses deducted after that are the selling and administrative expenses, which include both fixed and variable
components.
7.19 Both absorption and variable costing systems assign direct material, direct labour and variable manufacturing
overhead costs to products in exactly the same way, but they differ over their treatment of fixed manufacturing
overhead. Absorption costing includes fixed manufacturing overhead as a part of product cost. Variable costing
excludes fixed manufacturing overhead from product cost and expenses it in the period in which it is incurred.
The key distinction between variable and absorption costing is the timing of fixed manufacturing overhead
becoming an expense. Eventually, fixed overhead is expensed under both product costing systems. Under
variable costing, fixed overhead is expensed immediately, when it is incurred. Under absorption costing, fixed
overhead is inventoried and not expensed until the accounting period during which the manufactured goods are
sold.
2 Denyer Ltd will not know the data for actual costs and cost drivers until the end of the year. For timely decision
making it is necessary to have estimates and use predetermined rates.
EXERCISE 7.22 (20 minutes) Predetermined plantwide overhead rate: printing firm
budgeted manufacturing overhead
1 Predetermined overhead rate = budgeted level of cost driver
$546 000
15 000 machine hours = $36.40 per machine hour
2 Business cards 600 $36.40 = $21 840
Wedding invitations 300 $36.40 = $10 920
Promotion flyers 200 $36.40 = $7280
An alternative calculation, since both types of product use the same amount of the cost driver, is the
following:
$180 000
= $1500 ¿
120∗¿
* The total number of units (of both types) produced.
2 Material handling cost per lens = $1500. The analysis is identical to that given for requirement 1.
EXERCISE 7.27 (20 minutes) Normal costing; alternative denominator volumes: engineering
firm
1 Practical capacity will be greater than the actual volume of production. Overhead will be underapplied at the end
of the coming year. Job costs and tender quotes will be lower than their actual costs because the overhead cost
will be understated.
2 A change from practical capacity to the budgeted volume will increase the overhead rate and, therefore, increase
job costs and tender quotes. This will make it more difficult to win tenders.
3 If normal volume were used, by the end of this year actual production will be lower than the normal volume, as
the company is expected to be in the ‘trough’ of its normal business cycle. Overhead would be underapplied, but
not by as much as it would have been if practical capacity had been used as the denominator volume. Next year
the company will be in the peak of its two-year cycle and, if normal volume is used as the denominator volume,
overhead will be overapplied. Over the two-year cycle, the underapplied and overapplied overhead should even
out, assuming that actual production behaves as expected over its normal cycle.
Job costs and tender quotes under normal volume will be understated this year and overstated next year,
compared to their actual cost. The average cost over the two years should approximate the actual production
cost.
EXERCISE 7.29 (15 minutes) Step-down method of support department cost allocation:
bank
EXERCISE 7.30 (25 minutes) Reciprocal services method of support department cost
allocation: bank
First, specify equations to express the relationships between the support departments.
Notation: H denotes the total cost of Human Resources
C denotes the total cost of Computing
Equations: H = 720 000 + 0.20C (1)
C = 1 200 000 + 0.20H (2)
Solution of equations: Substitute from equation (2) into equation (1).
H = 720 000 + 0.20(1 200 000 + 0.20H)
= 720 000 + 240 000 +0 .04H
0 .96H = 960 000
H = 1 000 000
Substitute the value of H into equation (2).
C = 1 200 000 + 0.20(1 000 000)
EXERCISE 7.31 (20 minutes) (appendix) Variable and absorption costing: manufacturer
1 Porter Ltd
Income statement under absorption costing
Year ended 31 December
Sales revenue (36 000 units at $45/unit) $1 620 000
Less: Cost of goods sold (36 000 $35/unit)* 1 260 000
Gross margin 360 000
Less Selling and administrative expenses:
:
Variable $108 000
Fixed 30 000
138 000
Net profit $222 000
3 (a) The absorption costing profit is higher because 1500 units produced are carried forward as finished goods
inventory. Each unit carries forward a cost of $8 for manufacturing overhead that is expensed under
variable costing. Therefore using the absorption costing method the costs in the income statement are
$12 000 lower than when using the contribution margin approach, where total fixed costs are expensed as
period costs.
(b) The short cut method is based on the change in closing inventory, which represents costs incurred in the
current period which will be released against future revenue. Where production is greater than sales (as in
this case) the higher value of closing inventory deducted from the cost of goods available for sale shows a
lower cost of goods sold— and, therefore, a higher gross profit. The calculation for this is shown below.
6 One would expect the departmental overhead rates to be the best approach. However, in this case the plantwide
rate results in less underapplied/overapplied overhead. Perhaps direct labour hours is a better cost driver for
‘Fabrication’ than machine hours. As the question does not identify the actual overhead costs for each
department separately, it is not possible to identify which department contributes most to the underapplied
overhead and, therefore, assess the appropriateness of each department’s cost driver.
Quarterly
Estimated Estimated direct predetermined
manufacturing labour hours overhead rate
1 (a) overhead (DLHs) (per DLH)
First quarter $200 000 25 000 $8.00
Second quarter 160 000 16 000 $10.00
Third quarter 100 000 12 500 $8.00
Fourth quarter 140 000 14 000 $10.00
$600 000 67 500
6 The annual rate is preferred, as it averages out (that is, normalises) the effects of fluctuations in overhead costs
and cost driver volumes over the year. Notice that with quarterly overhead rates, the firm may underprice its
product in January and overprice it in April. Note also that an increase in prices in two quarters of the year could
further decrease demand for the product, which would then further increase its cost and price per unit.
PROBLEM 7.34 (45 minutes) Departmental overhead rates and activity-based costing:
manufacturer
1 (a) Former product costing system: traditional system based on a single volume-related cost driver.
(b) Current product costing system: departmental overhead rates based on different cost drivers.
Overhead
costs
assigned to
activities.
2 Suggested activity cost pools and activity drivers are shown in 1 (c) above.
2 Product prices:
Basic Advanced
Total cost....................................................................................... $2 200 $3 000
Markup, 10% of cost..................................................................... 220 300
Price............................................................................................... $2 420 $3 300
4 Comparison of total product cost assigned to each product under three alternative product costing systems:
Basic Advanced
Plantwide overhead rate*........................................................ $2 200 $3 000
Departmental overhead rate**................................................ 2 080 3 120
†
Activity-based costing ........................................................... 1 965 3 235
4 As practical capacity is unlikely to be achieved at all times throughout the year, using the practical capacity rate
is likely to result in some underapplied overhead and therefore understated product cost.
Normal volumes are average over the normal business cycle, which may span two to three years, or longer.
Overhead will be underapplied, and products undercosted, in years when the business operates below the normal
volume and vice versa.
Moreover, both these overhead rates assume that manufacturing overhead is volume driven. The overhead at
HHCL comprises both fixed and variable overhead costs. Indeed in most businesses there are likely to be
significant levels of non-volume-driven (that is, fixed) overheads. Under these circumstances neither of these
conventional overhead rates will result in accurate product costs.
Solution of equations:
R = 100 000 + 0.2(580 000 + 0.1R)
R = 100 000 + 116 000 + 0.02R
0.98R = 216 000
R = 220 408.20
E = 580 000 + 0.1(220 408.20)
E = 602 040.82
Allocation:
PROBLEM 7.42 (45 minutes) (appendix) Absorption versus variable costing: manufacturer
1
Cost per unit Variable Absorption
Direct material $6.00 $6.00
Direct labour 3.00 3.00
Variable overhead 4.00 4.00
Fixed overhead * 2.00
$13.00 $15.00
budgeted fixed overhead
* Fixed overhead =
budgeted level of production
$ 400 000
=
200 000
= $2 per unit
2 (a)
YoYum Ltd
Absorption costing income statement
for the year ended 30 June
Sales revenue (190 000 units sold at $19 per unit) $3 610 000
Less: Cost of goods sold (at absorption cost of $15 per unit) 2 850 000
Gross margin 760 000
Less: Selling and administrative expenses:
Variable (at $2 per unit) 380 000
Fixed 70 000 450 000
Net profit $310 000
Sales revenue (190 000 units sold at $19 per unit) $3 610 000
Less: Variable expenses:
Variable manufacturing costs (at variable cost of $13 per unit) 2 470 000
Variable selling and administrative costs (at $2 per unit) 380 000 2 850 000
Contribution margin 760 000
Less: Fixed expenses:
Fixed manufacturing overhead 400 000
Fixed selling and administrative expenses 70 000 470 000
Net profit $290 000
PROBLEM 7.43 (50 minutes) (appendix) Normal costing; profit under absorption and
variable costing: manufacturer
1 (a)
Sleepsound Pty Ltd
Income Statement under Absorption Costing
Year Ended 30 June
Sales revenue (13 500 at $60/unit) $810 000
Less: Cost of goods sold (13 500 $19.40)* 261 900
Gross margin 548 100
Less: Selling and administrative expenses
Variable 13 500
Fixed 90 000
103 500
Net profit $444 600
2 The absorption costing profit is $7500 higher because 1500 units produced are carried forward as finished goods
inventory. Each unit carries forward a cost of $5.00 for manufacturing overhead that is expensed under variable
costing.
3
Inventory calculations (units):
Finished goods inventory, January 1 ............................................................................. 0 units
Add: Units produced ...................................................................................................... 15 000 units
Less: Units sold .............................................................................................................. 13 500 units
Finished goods inventory, December 31 ....................................................................... 1 500 units
Support departments:
Power 18 400
Maintenance 4 000
3 Overhead cost of Elite case = (5 machine hrs $36.75) + (3 labour hrs $12.18) + (2 labour hrs $17.12)
= $254.53
4 Rising Fast Pty Ltd should use departmental rates to assign overhead to its products. The criterion for choosing
an allocation base is a close relationship between cost incurrence and use of the base. This relationship exists
with different bases in different departments, necessitating the use of departmental rates. Rising Fast’s
departments are dissimilar in that the Moulding Department is machine intensive while the other two
departments are labour intensive.
Preparation Coating
Overhead per month 45 000 120 000
Overhead per labour hour $1.50 ($45 000/30 000) $4 ($120 000/30 000)
Job no. Labour hours in prep Overhead Labour hours in coating Overhead Total cost
1 12 000 18 000 3 000 12 000 30 000
2 3 000 4 500 12 000 48 000 52 500
3 15 000 22 500 0 0 22 500
4 0 0 15 000 60 000 60 000
5 7 500 11 250 7 500 30 000 41 250
This would give us a better grasp of the overhead costs. Job 1, which we lost, was probably significantly overcosted
and Job 2, which we won, may have been significantly underpriced. There is another problem here as Job 5, for which
the costing was correct, was still lost.
1 Whether the margins we are charging are too high in the current economic climate. Given that we have spare
capacity, we could cut our margins in the short run. We do not want to get into a bidding war and it may be
preferable to emphasise our quality or other areas in which we can perform better than the competition.
2 Whether our overhead cost structure is too high. Are our competitors undercutting us on jobs like number 5
because they have a leaner overhead structure? Or does the problem go back to inefficiencies in the factory, as a
result of which we are using too much material and labour? We need to investigate whether our cost structures
are similar to our competitors.
3 If the general market is quiet, should we be expecting to recover all of our fixed costs on every job? Given that
our fixed costs are significant, we may need to look at just the variable costs of each order for the short run.
At this juncture I would recommend a bidding policy based on the departmental overhead rates. However, there
needs to be more work done to understand why we are uncompetitive and perhaps a move to cut our costs.
6 The total sales revenue across both of Chalk Talk’s first two years of operation is the same under absorption
and variable costing, $250 000, as shown in requirement 5. Sales revenue has nothing to do with the costing
method used. Chalk Talk sold 5000 units in Years 1 and 2 combined, at a sales price of $50. This results in total
sales revenue for the two years of $250 000.
The total of the costs expensed across Years 1 and 2, is the same under both variable and absorption costing, $209 000, as
shown in requirement 5. The reason for this result is that Chalk Talk produced the same number of units that the
company sold, across the two-year period. Chalk Talk produced and sold 5000 units during Years 1 and 2
combined. Thus, the same amount of manufacturing cost is expensed, during the two-year period, under
absorption and variable costing.
Chalk Talk’s combined profit across the two-year period is $41 000 under both absorption and variable costing
(requirement 4). This result must occur, of course, because total sales revenue and total expenses are the same
under both costing methods over the two-year period.
As the analysis in requirement 3 shows, Chalk Talk’s profit is distributed differently across Years 1 and 2 under
absorption and variable costing. Both costing methods yield the same reported profit across the two-year
combined period, but the profit is not the same within each year under the two costing methods. Absorption
costing yields a $7000 higher profit in Year 1 and a $7000 lower profit in Year 2. This result occurs because
under absorption costing, Chalk Talk’s expenses are $7000 lower in Year 1 and $7000 greater in Year 2.
Thus, the timing with which expenses are recognised causes the difference between absorption and variable costing.
Under absorption costing, some of Chalk Talk’s Year 1 fixed manufacturing overhead is not expensed until Year
2, when the units are sold. In contrast, under variable costing all of the Year 1 fixed manufacturing overhead is
expensed in Year 1 as a period cost.
(b) At the end of Year 2 Chalk Talk has no finished goods inventory on hand. The two-year total production
of 5000 units is equal to the two-year total sales. Since there is no finished goods inventory at the end of
Year 2, the value of finished goods inventory on the balance sheet is zero no matter what product costing
system is used.
(c) Yes, this relationship will be true at any balance sheet date. For any balance sheet date when the company
has non-zero finished goods inventory, the cost of that inventory measured under absorption costing will
be greater than the cost measured under variable costing. Under absorption costing, fixed manufacturing
overhead is inventoried as a product cost. However, under variable costing, fixed manufacturing overhead
is not inventoried as a product cost. It is treated as a period cost instead and expensed during the period in
which it is incurred.
Reported profit for Year 2 is $7000 lower under absorption costing. This amount matches the difference
in the amount by which the year-end finished goods inventory balance declined during Year 2 under
absorption versus variable costing. During Year 2, the company sold more units than it produced. Under
absorption costing, $7000 of inventoried fixed manufacturing overhead was expensed during Year 2.
Under variable costing, this fixed manufacturing overhead had already been expensed during Year 1.
Therefore, the year-end balance in finished goods inventory declined during Year 2 by $7000 more under
absorption costing than under variable costing.
(f) Yes, this relationship will always hold true at any balance sheet date. There are two ways to think about
this issue.
(i) As explained in the text, during any time period during which inventory increases (that is, production
exceeds sales), income reported under absorption costing will exceed income reported under variable
costing. This result occurs because under absorption costing, some fixed manufacturing overhead
costs will be stored as product costs and inventoried under absorption costing, but these fixed
manufacturing overhead costs would be expensed as period costs under variable costing.
Time
(ii) Another way to explain the answer to this question involves the basic accounting equation: