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Karleen Nordquist..
The College of St. Benedict...
and St. Johns University....
Chapter 4
Activity-Based Costing
Chapter 4
Activity-Based Costing
After studying this chapter, you should be able to:
1 Recognize the difference between traditional costing
and activity-based costing.
2 Identify the steps in the development of an activitybased costing system.
3 Identify the activity cost pools used in activity-based
costing.
4 Identify and use the activity cost drivers in activitybased costing.
Chapter 4
Activity-Based Costing
After studying this chapter, you should be able to:
5 Understand the benefits and limitations of activitybased costing.
6 Differentiate between value-added and nonvalueadded activities.
7 Understand the value of a hierarchy of activity levels
to activity-based costing.
8 Explain just-in-time (JIT) processing.
Preview of Chapter 4
ABC vs. Traditional Costing
ACTIVITYBASED
COSTING
Illustration of Traditional
Costing Versus ABC
Unit Costs Under Traditional
Costing
Unit Costs Under ABC
Comparing Unit Costs
Preview of Chapter 4
ABC: A Closer Look
ACTIVITYBASED
COSTING
Benefits
Limitations
When to Switch to ABC
Value-Added Versus NonvalueAdded Activities
Hierarchy of Activity Levels
Just-in-Time Processing
Objective
Elements
Benefits
Study Objective 1
Traditional Costing
Systems
Often the most difficult part of computing
accurate unit costs is determining the proper
amount of overhead cost to assign to each
product, service, or job.
Unlike direct materials and direct labor costs
which can usually be easily traced to the
product, overhead is an indirect or common
cost that generally cannot be traced to a
product.
Traditional Costing
Systems
In Chapters 2 and 3 a single predetermined
overhead rate was used throughout the year
to assign costs to products.
We assumed that direct labor cost and
machine hours were the relevant activity
bases for the assignment of all overhead in
job order and process costing, respectively.
Traditional Costing
Systems
When overhead cost allocation systems were first developed,
direct labor made up a large part of total manufacturing cost.
It was widely accepted that there was a high correlation
between direct labor and the incurrence of overhead cost. As a
result, direct labor became the most popular basis for overhead
allocation.
Direct
Labor
Hours
Products
Illustration 4-2
Traditional Costing
Systems
Even in todays environment, direct labor is
often the appropriate basis for assigning
overhead cost to products.
It is appropriate when
direct labor constitutes a significant part of
total product cost, and
a high correlation exists between direct labor
and changes in the amount of overhead costs.
Activity-Based Costing
Activity-based costing (ABC) allocates overhead to
multiple activity cost pools and assigns the activity
cost pools to production by means of cost drivers.
In ABC, an activity is any event, action, transaction,
or work sequence that causes the incurrence of cost in
the production of a product or rendering of a service.
A cost driver is any factor or activity that has a direct
cause/effect relationship with the resources consumed.
Activity-Based Costing
ABC first allocates costs to activities, and
then to the products based on each products
use of those activities.
The reasoning behind ABC cost allocation is
simple: products consume activities;
activities consume resources.
Activity-Based Costing
ABC allocates overhead in a two-stage process:
Activity-Based Costing
Not all products or services share equally in activities.
The more complex a products manufacturing operation,
the more activities and cost drivers it is likely to have.
If there is little or no correlation between changes in the
cost driver and consumption of the overhead cost,
inaccurate product costs are inevitable.
The next slide shows an illustration of an activity-based
costing system with seven activity cost pools and
correlated cost drivers.
Activity-Based Costing
System
Overhead Costs
Ordering
and
Receiving
Materials
Cost Pool
Setting
Up
Machines
Cost Pool
Numbe
r of
POs
Numbe
r of
Setups
Machining
Cost Pool
Assembling
Cost Pool
Inspecting
and
Testing
Cost Pool
Painting
Cost Pool
Supervising
Cost Pool
Machin
e Hours
Numbe
r of
Parts
Numbe
r of
Tests
Numbe
r of
Parts
Direct
Labor
Hours
Products
Illustration 4-4
Illustration of Traditional
Costing versus ABC
A simple case example will now be presented to compare
traditional costing and activity-based costing. It illustrates
the distortion that can occur in traditional overhead cost
allocation.
Atlas Company products two automobile anti-theft devices, The Boot
and The Club. The Boot is a high-volume item, totaling 25,000 units
annually, while The Club is a low-volume item totaling only 5,000
units a year. Both products require one hour of direct labor.
Therefore, annual direct labor hours are 30,000. Expected annual
manufacturing overhead costs are $900,000. Thus, the predetermined
overhead rate is $30 ($900,000 30,000) per direct labor hour.
The Boot
$40
12
30*
$82
The Club
$30
12
30*
$72
*Predetermined overhead rate times direct labor hours ($30 x 1 hr. = $30)
Illustration 4-5
Study Objective 2
Study Objective 3
Identifying Activities
A well designed activity-based costing system starts with
an analysis of the activities performed to manufacture a
product. This analysis should identify all resourceconsuming activities.
Allocating Overhead to
Cost Pools
After the activity cost pools are identified, overhead costs
are assigned directly to activity cost pools.
Atlas Companys activity cost pools, along with with
estimated overhead allocated to each activity cost pool are
shown below:
Atlas Company
Estimated
Overhead
$300,000
500,000
100,000
$900,000
Illustration 4-6
Study Objective 4
Cost Drivers
Number of setups
Machine hours
Number of inspections
Expected Use of
Cost Drivers
per Activity
1,500 setups
50,000 machine hours
2,000 inspections
Illustration 4-7
Expected Use of
Cost Drivers per
Activity
Activity-based
Overhead Rate
Estimated
Overhead
$300,000
500,000
100,000
Expected Use of
Cost Drivers
per Activity
1,500 setups
50,000 machine hours
2,000 inspections
Activity-Based
Overhead Rates
$200 per setup
$10 per machine hour
$50 per inspection
$900,000
Illustration 4-9
Expected Use of
Cost Drivers
per Activity
The Boot
1,500 setups
500
50,000 machine hours
30,000
2,000 inspections
500
The Club
1,00
20,000
1,500
Illustration 4-10
Activity-Based
Overhead
Rates
$200
$ 10
$ 50
Cost
Assigned
$100,000
300,000
25,000
$425,000
25,000
$17
Illustration 4-11a
Activity-Based
Overhead
Rates
$200
$ 10
$ 50
Cost
Assigned
$200,000
200,000
75,000
$475,000
5,000
$95
Illustration 4-11b
Manufacturing Costs
Direct materials
Direct labor
Overhead
Total cost per unit
The Boot
Traditional
ABC
Costing
$40
$40
12
12
17
30
$82
$69
The Club
Traditional
ABC
Costing
$ 30
$30
12
12
95
30
$72
$137
Study Objective 5
Benefits of ABC
The primary benefit of ABC is more accurate product
costing because:
ABC leads to more cost pools used to assign overhead
costs to products. Instead of one pool and one driver,
numerous activity cost pools with more relevant cost
drivers are utilized.
ABC leads to enhanced control over overhead costs.
Many overhead costs can be traced directly to activities.
Thus, managers become more aware of their
responsibility to control the activities that generate costs.
Benefits of ABC
ABC leads to better management decisions. More
accurate product costing helps in setting selling prices
and in deciding to whether make or buy components.
Activity-based costing does not, in and of itself, change
the amount of overhead costs, but it does in certain
circumstances allocate those costs in a more accurate
manner. And, if the score-keeping is more realistic,
more accurate, and better understood, managers should
be able to better understand cost behavior and overall
profitability.
Limitations of ABC
Although ABC systems often provide better product cost data
than traditional volume-based systems, there are limitations.
ABC can be expensive to use. ABC systems are more
complex than traditional costing systems. There is a cost to
identifying multiple activities and applying numerous cost
drivers.
Some arbitrary allocations continue. Even though more
overhead costs can be assigned directly to products, certain
overhead costs remain to be allocated by means of some
arbitrary volume-based cost driver.
Study Objective 6
Activity-Based Management
Activity-based management (ABM) is an
extension of ABC from a product costing
system to a management function that focuses
on reducing costs and improving processes
and decision making.
A refinement of activity-based costing used in
ABM is the classification of activities as
either value-added or nonvalue-added.
Value-Added versus
Nonvalue-Added Activities
Value-added activities increase the worth of a
product or service to customers.
They involve resource usage and related costs
that customers are willing to pay for.
Value-added activities are the functions of
actually manufacturing a product or service.
Examples include engineering design,
machining, assembly, painting, and packaging.
Value-Added versus
Nonvalue-Added Activities
Nonvalue-added activities are production- or servicerelated activities that simply add cost to, or increase
the time spent on, a product or service without
increasing its market value.
Examples include the repair of machines, storage of
inventory, moving of materials, maintenance, and
inspections.
Identifying and labeling activities as value-added or
nonvalue-added is part of the analysis of operations,
the first step, in an ABC system.
Value-Added versus
Nonvalue-Added Activities
Not all activities labeled nonvalue-added are
totally wasteful, nor can they be totally
eliminated.
For example, although inspection is a nonvalueadded activity from a customers perspective,
few companies would eliminate their quality
control functions. Similarly, moving and
waiting time is nonvalue-added, but it would be
impossible to completely eliminate.
Value-Added versus
Nonvalue-Added Activities
Nevertheless, because mangers recognize the
nonvalue-added characteristic of these
activities, they are motivated to minimize
them as much as possible.
Attention to such matters is part of the
growing practice of activity-based
management which helps managers
concentrate on continuous improvement of
operations and activities.
Study Objective 7
Study Objective 8
Just-in-Time Processing
Many U.S firms have switched from a traditional just
in case approach to production to just-in-time (JIT)
processing.
JIT minimizes inventory storage and waiting time,
which are nonvalue-added activities.
Under JIT processing, raw materials are received just
in time for use in production, sub-assembly parts are
completed just in time for use in finished goods, and
finished goods are completed just in time to be sold.
Appendix 4A
Activity-Based Costing in Service
Industries
Appendix 4A
Study Objective 9
Apply activity-based costing to
service industries.
Appendix 4A
Appendix 4A
Appendix 4A
Copyright
Copyright 1999 John Wiley & Sons, Inc. All rights
reserved. Reproduction or translation of this work
beyond that named in Section 117 of the 1976 United
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these programs or from the use of the information
contained herein.
Chapter 4
Activity-Based Costing