MGAB03H3 Lecture 6: Week 6 chapter notes

John Orland, controller of the JuiceCompany, has been concerned over the erosion of the recentfinancial results especially for the standard flavors (A and B)which used to earn a hefty 20 per cent of profit margin.

Recently, Dan Brun, the salesmanager has expanded the lines of products to encompass new flavors(D & C) which were in high demand by customers who were willingto pay 5 to 10 % premium.

Richard Dunn, the manufacturingmanager, was also excited to introduce the new flavors since theywere expected to generate higher margins while using the sametechnology as standard flavors. However, he noticed that theintroduction of new flavors added some technical complexities tothe production process. For instance, unlike flavors A & B,which were produced in huge volume and in long production runs,difficulties started to arise with the new flavors which wereproduced in smaller batches but required more changeovers and moreproduction runs (see Exhibit 3).

The Juice Company produced thedifferent flavors in the same factory. Each flavor had a bill ofmaterials that determines the quantity and cost of direct materialsused for the production of each flavor. Additionally, a routinesheet was used to track the direct labor expenses incurred at eachoperating step for each of the four flavors. All overhead costswere grouped at the plant level and allocated to each flavor on thebasis of direct labor cost. The rate was arbitrarily set at 400 %of direct labor costs (see Exhibit 2).

John was intrigued by the behaviorof their main competitors who were more interested in competing inlow margin flavors (A and B) than in high profit margins (Flavors C&D). Such behavior has led the controller to question theaccuracy of the costing system used by the company and to concludethat the current method of allocation of indirect costs isdistorting their products’ costs thereby causing inappropriatepricing.

To remedy the distortions caused bythe traditional method of costing based on one single cost pool ofindirect costs, John decided to implement activity-based costing(ABC) method which focuses on the activities, how they areperformed, and the resources they consumed and to assign activitiescosts to products based on how much demand each of these productsputs on these activities. After careful analysis of themanufacturing operations of the company and input from engineers aswell as manufacturing and operating managers, the controlleridentified four main activities: process production run, set upequipment, manage products, and run machines.

The demand on these activities bydifferent flavors is illustrated in Exhibit 3.

In order to determine the costsincurred to perform these various activities, he began byidentifying the resources that were being consumed by theseactivities. These resources were then grouped in six categories asshown in Exhibit 1. To gather the required new cost information, heproceeded to interview the department heads in charge of supportstaff wages and benefits and insurance; he found out that theirservices are used by three activities: process production run(35%), set up (35%), and the remaining 30 % consumed to manageproducts.

Next, the controller tackled theinformation system item and determines, after interview with thehead of the information system department, that process productionruns accounts for 25 % of their services while 75 % are used tomanage products.

The results of his investigationsabout the usage of the equipment revealed that it was entirely usedto run machines. Maintenance services were shared equally betweenthe production run activity and run machine activity. Finally,utility was shared equally by the four activities.

Questions

Describe the problem the company is facing

Estimate the costs for the four pens products using ABC

Explain why the ABC costs are different from those provided bythe traditional method based one single cost pool of indirectcosts.

What are the managerial implications for the revised estimates?(i.e.,What would you do if you were the manager of the company andwhy?)

1. ABC generally causes the least amount of cost distortionamong products because indirect costs are allocated to the productsbased on

1. A cost pool is :

A. a collection of homogeneous cost to be assigned.

B. almost always the combined result of decision made bydifferent responsibility center manager.

C. The primary function of a responsibility accountingsystem.

D. the amount of cost that has been allocated say, 10% to a userdepartment.

E. The tool used to allocate cost dollars to userdepartments.

2.Variable costs are those costs that:

A. vary (in total ) inversely with changes in activity.

B. vary (in totals) directly with in activity.

C. remain constant (in total) as activity changes.

D. Decrease on a per unit basis as activity increase.

E. Increase on a per unit basis as activity increases.

3. When comparing EOQ and JIT inventory system, which of thefollowing statement is false?

A. The EOQ approach takes the viewpoint that some inventory isnecessary.

B. The EOQ system assumes a constant order quantity.

C. JIT argues that inventory investments should beminimized.

D. The EOQ system focuse on acquistion and holding costs.

E. JIT argues that safety stocks are necessary to reduce theprobability of a stock shortage.

4. Procust costing in manufacturing firm is the process of:

A. Accumulating the company 's period costs

B. Allocating costs among the firm departments.

C. Placing a value on the company's fixed assets.

D. Assigning cost to the firm's inventory.

E. Assinging costs to the comapny's managers.

5.Decentralized firms can delegate authority by structuring anorganization into responsibility centers. Which of the followingorganizational segments is most like a totally independent,standalone business where managers are expected to "make it on theown?

A. Cost center

B. Revenue Center

C. Profit Center

D. Investment center

E. Contribution center

6. Costs that are expensed when incurred are called:

A. Product costs

B. Direct Costs

C. Inventoriable Cost

D. Period Cost

E. Indirect costs

7. A budget serves as a benchmark against which:

A. Actual result can be compared

B. Allocated results can be compared

C. actual result be inconsequential

D. Alloated results become inconsequential.

E. Cash balances can be compared to expense totals.

8. Activity based costing system.

A. use a single volume based cost driver.

B. Assign overhead to product based on the products' relativeusage of direct labor.

C. often reveal products that were under or over costed bytraditional costing.

D. Typically use fewer cost driver than more traditional costingsystem.

E . Have a tendency to distort product costs/

9.The point in a joint production process where each individualproduct becomes separately identifiable is commonly called the:

A. Decision point

B. Separation point

C. Individual product point

D. Split-off point

E. Joint product point.

10.The RIO calculation will indicate:

A. the percentage of each sale dollar that is invested inassets.

B. The sale dollars generated from each dollar of income.

C.How effectively a company used its invested capital

D. the invested capital generated from each dollar of income

E. the overall quality of the company's earnings.