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What is an activity-based approach to designing a costing system?

Short Answer

Expert verified
An activity-based approach to designing a costing system involves identifying primary activities in the production process, allocating resources to these activities, identifying relevant cost drivers, calculating activity rates, and assigning costs to products or services based on their consumption of activities. This method provides more accurate and detailed costing information, aiding in better decision-making and management.

Step by step solution

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1. Understanding Activity-Based Costing

The activity-based approach to costing is a method where costs are assigned to products or services based on the resources and activities consumed by each product or service. This approach is designed to provide more accurate cost information by acknowledging the relationships between activities, resources, and the individual products or services they support.
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2. Identify the Primary Activities

The first step in designing an activity-based costing system is to identify the primary activities that are involved in producing a product or service. These activities can include things like purchasing materials, manufacturing products, quality control, packaging, and shipping. It is important to identify all activities that contribute to the overall production process.
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3. Allocate 91Ó°ÊÓ to Activities

Next, the resources consumed by each of these activities must be determined. The resources can be expenditure items such as labor, raw materials, electricity, and rent. Some resources may be used by multiple activities, and in those cases, the costs must be allocated between the activities based on a suitable allocation method, such as direct labor hours or machine hours.
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4. Identify the Cost Drivers

A cost driver is a factor that causes a change in the cost of an activity. In the activity-based approach, cost drivers are used to assign the cost of activities to products or services. For example, the number of units produced might be used as a cost driver for production-related activities, whereas the number of purchase orders could be used for purchasing activities. The key is to identify the most relevant cost drivers for each activity.
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5. Calculate Activity Rates

After identifying the cost drivers, the next step is to calculate the activity rates. Activity rates represent the cost per unit of the cost driver. This can be calculated by dividing the total cost of an activity by the total units of the cost driver. For example, suppose the total cost of a production activity is \(100,000, and there are 10,000 units produced. In this case, the activity rate would be \)10 per unit of production.
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6. Assign Costs to Products or Services

Finally, with the activity rates calculated, you can now assign the costs to the individual products or services. This is done by multiplying the activity rate by the quantity of the cost driver associated with each product or service. For example, if a product has consumed 500 units of a production activity with an activity rate of \(10 per unit, then the cost assigned to that product for this activity would be \)5,000. This process is repeated for all activities and all products or services to determine their total costs. By following these steps, an activity-based costing system can be designed and implemented, providing more accurate and detailed costing information for better decision-making and management.

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Key Concepts

These are the key concepts you need to understand to accurately answer the question.

Cost Accounting
Cost accounting is a branch of accounting that focuses on the recording, summarizing, and analyzing of costs associated with producing and selling goods or providing services. This financial practice is vital for businesses as it provides insights into how costs are incurred, and how they can be managed and reduced.

In the context of an activity-based costing (ABC) system, cost accounting extends beyond traditional methods which might oversimplify cost allocation. It offers a more nuanced view by assigning costs to specific activities that are responsible for resource consumption. Hence, cost accounting using an ABC approach enhances managerial decision-making abilities by facilitating the identification of areas where efficiencies can be gained and allows companies to price their products or services more accurately.

For students tackling exercises in cost accounting, especially within an activity-based system, it is crucial to understand the overall goal: to provide a detailed landscape of cost consumption and aid in strategic financial planning. Emphasizing how costs are traced to products through activities and cost drivers can help demystify the otherwise complex process in traditional cost accounting.
Cost Allocation
Cost allocation is a core principle in both cost accounting and activity-based costing systems. It involves spreading a cost or a group of costs to the different departments, products, or services that use these costs in some way. The goal is to spread the costs fairly based on some rational method reflecting the entity's consumption or use of the resources.

With an activity-based approach, cost allocation becomes more nuanced and precise because it entails assigning costs to the specific activities that generate them. The system requires the identification of numerous activities within an organization, and the costs are allocated to these activities first, before being attributed to products or services based on their consumption of each activity.

Relevance of Accurate Cost Allocation

For understanding textbook exercises, grasping the concept of accurate cost allocation via ABC is vital as it provides a clearer picture of how products consume resources and the subsequent implications on profitability. This concept counters the somewhat arbitrary cost distribution used in traditional costing methods, leading to more informed and strategic decision-making within businesses.
Cost Drivers
Within the realm of cost accounting, particularly in an activity-based costing system, cost drivers play a crucial role – they are the actual elements that cause a cost to increase or decrease. Precisely identifying and understanding cost drivers is central to effectively attributing costs to individual products or services on the basis of actual consumption.

For instance, if the number of machine hours is the cost driver for a manufacturing activity, then it's the changes in machine hours that will dictate the movement in the cost of that activity. Using cost drivers allows for a cause-and-effect relationship between the activities and the costs, ensuring that the cost allocation is reflective of real-world operations.

Utility in Exercises and Real-World Application

When working on textbook exercises, it’s pivotal to identify the cost drivers accurately, as they fundamentally influence how costs are allocated. Ensuring that the right cost driver is used is critical for the credibility of the costing exercise and the decisions that might be based on it. A clear understanding of cost drivers aids in dissecting complex scenarios presented in educational exercises, thereby enhancing learning outcomes and applying these concepts in practical scenarios.

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Most popular questions from this chapter

Speediprint Corporation owns a small printing press that prints leaflets, brochures, and advertising materials. Speediprint classifies its various printing jobs as standard jobs or special jobs. Speediprint's simple job- costing system has two direct-cost categories (direct materials and direct labor) and a single indirect-cost pool. Speediprint operates at capacity and allocates all indirect costs using printing machine-hours as the allocation base. Speediprint is concerned about the accuracy of the costs assigned to standard and special jobs and therefore is planning to implement an activity-based costing system. Speediprint's ABC system would have the same direct-cost categories as its simple costing system. However, instead of a single indirectcost pool there would now be six categories for assigning indirect costs: design, purchasing, setup, printing machine operations, marketing, and administration. To see how activity-based costing would affect the costs of standard and special jobs, Speediprint collects the following information for the fiscal year 2017 that just ended. 1\. Calculate the cost of a standard job and a special job under the simple costing system. 2\. Calculate the cost of a standard job and a special job under the activity- based costing system. 3\. Compare the costs of a standard job and a special job in requirements 1 and 2 . Why do the simple and activity-based costing systems differ in the cost of a standard job and a special job? 4\. How might Speediprint use the new cost information from its activity-based costing system to better manage its business?

The job-costing system at Melody's Custom Framing has five indirect cost pools (purchasing, material handling, machine maintenance, product inspection, and packaging) The company is in the process of bidding on two jobs: Job \(220,\) an order of 17 intricate personalized frames, and Job 330 , an order of 5 standard personalized frames. The controller wants you to compare overhead allocated under the current simple job-costing system and a newly designed activity-based job-costing system. Total budgeted costs in each indirect-cost pool and the budgeted quantity of activity driver are as follows. Information related to Job 220 and Job 330 follows. Job 220 incurs more batch- level costs because it uses more types of materials that need to be purchased, moved, and inspected relative to Job 330 . 1\. Compute the total overhead allocated to each job under a simple costing system, where overhead is allocated based on machine-hours. 2\. Compute the total overhead allocated to each job under an activity-based costing system using the appropriate activity drivers. 3\. Explain why Melody's Custom Framing might favor the ABC job-costing system over the simple jobcosting system, especially in its bidding process.

Marshall Devices manufactures metal products and uses activity-based costing to allocate overhead costs to customer orders for pricing purposes. Many customer orders are won through competitive bidding based on costs. Direct material and direct manufacturing labor costs are traced directly to each order. Marshall's direct manufacturing labor rate is \(\$ 20\) per hour. The company reports the following budgeted yearly overhead costs: Marshall has established four activity cost pools and the following budgeted activity for each cost pool: Some customer orders require more complex designs, while others need simple designs. Marshall estimates that it will do 120 complex designs during a year, which will each take 11.75 hours for a total of 1,410 design-hours. It estimates it will do 180 simple designs, which will each take 6 hours for a total of 1,080 design-hours. Paul Napoli, Marshall's controller, has prepared the following estimates for distribution of the overhead costs across the four activity-cost pools: Order 277100 consists of four different metal products. Three products require a complex design and one requires a simple design. Order 277100 requires \(\$ 4,550\) of direct materials and 80 direct manufacturing labor-hours. 1\. Allocate the overhead costs to each activity cost pool. Calculate the activity rate for each pool. 2\. Determine the cost of Order 277100 . 3\. How does activity-based costing enhance Marshall's ability to price its orders? Suppose Marshall used a simple costing system to allocate all overhead costs to orders on the basis of direct manufacturing labor-hours. How might this have affected Marshall's pricing decision for Order \(227100 ?\) 4\. When designing its activity-based costing system, Marshall uses time- driven activity-based costing system (TDABC) for its design department. What does this approach allow Marshall to do? How would the cost of Order 277100 have been different if Marshall had used the number of customer designs rather than the number of custom design-hours to allocate costs to different customer orders? Which cost driver do you prefer for design support? Why?

What is broad averaging, and what consequences can it have on costs?

(CMA, adapted) Plum Electronics, a division of Berry Corporation, manufactures two large-screen television models: the Mammoth, which has been produced since 2013 and sells for \(\$ 990\), and the Maximum, a newer model introduced in early 2015 that sells for \(\$ 1,254 .\) Based on the following income statement for the year ended November \(30,2017,\) senior management at Berry have decided to concentrate Plum's marketing resources on the Maximum model and to begin to phase out the Mammoth model because Maximum generates a much bigger operating income per unit. Details for cost of goods sold for Mammoth and Maximum are as follows: Plum's controller, Steve Jacobs, is advocating the use of activity-based costing and activity-based management and has gathered the following information about the company's manufacturing overhead costs for the year ended November 30,2017 After completing his analysis, Jacobs shows the results to Charles Clark, the Plum division president. Clark does not like what he sees. "If you show headquarters this analysis, they are going to ask us to phase out the Maximum line, which we have just introduced. This whole costing stuff has been a major problem for us. First Mammoth was not profitable and now Maximum. "Looking at the ABC analysis, I see two problems. First, we do many more activities than the ones you have listed. If you had included all activities, maybe your conclusions would be different. Second, you used number of setups and number of inspections as allocation bases. The numbers would be different had you used setup-hours and inspection-hours instead. I know that measurement problems precluded you from using these other cost-allocation bases, but I believe you ought to make some adjustments to our current numbers to compensate for these issues. I know you can do better. We can't afford to phase out either product." Jacobs knows that his numbers are fairly accurate. As a quick check, he calculates the profitability of Maximum and Mammoth using more and different allocation bases. The set of activities and activity rates he had used results in numbers that closely approximate those based on more detailed analyses. He is confident that headquarters, knowing that Maximum was introduced only recently, will not ask Plum to phase it out. He is also aware that a sizable portion of Clark's bonus is based on division revenues. Phasing out either product would adversely affect his bonus. Still, he feels some pressure from Clark to do something. 1\. Using activity-based costing, calculate the gross margin per unit of the Maximum and Mammoth models. 2\. Explain briefly why these numbers differ from the gross margin per unit of the Maximum and Mammoth models calculated using Plum's existing simple costing system. 3\. Comment on Clark's concerns about the accuracy and limitations of ABC. 4\. How might Plum find the ABC information helpful in managing its business? 5\. What should Steve Jacobs do in response to Clark's comments?

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