Hilton7e SM CH6
Hilton7e SM CH6
Hilton7e SM CH6
The two-dimensional activity-based costing model provides one way of picturing the
relationship between ABC and ABM. The vertical dimension of the model depicts the
cost assignment view of an ABC system. From the cost assignment viewpoint, the
ABC system uses two-stage cost allocation to assign the costs of resources to the
firm's cost objects. These cost objects could be products manufactured, services
produced, or customers served.
Depicted in the horizontal dimension of the model that follows is the process
view of an ABC system. The emphasis now is on the activities themselves, the
processes by which work is accomplished in the organization. The left-hand side of
the model depicts activity analysis, which is the detailed identification and
description of the activities conducted in the enterprise. Activity analysis entails the
identification not only of the activities, but also of their root causes, the events that
trigger activities, and the linkages among activities. The right-hand side of the model
depicts the evaluation of activities through performance measures. These processes
of activity analysis and evaluation constitute activity-based management.
The two-dimensional ABC model is depicted in the diagram on the next page.
6-2
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Diagram of two-dimensional ABC model (from review question 6-1 on preceding page):
Cost Assignment View
RESOURCE COSTS
Process View
Activity analysis
ROOT
ACTIVITY
CAUSES
TRIGGERS
ACTIVITIES
PERFORMANCE
MEASURES
Assignment of activity
costs to cost objects
using second-stage
cost drivers
COST OBJECTS
(products or services
produced; customers)
McGraw-Hill/Irwin
6-2
6-3
An activity's trigger is the preceding event that indicates that the activity should be
performed. The activity's root cause is the event or activity that, if it had not
occurred, would have prevented the activity in question from happening. For
example, the event that triggers the activity of rework is the identification of a
defective part during inspection. However, the inspection is not the root cause of the
rework activity. The root cause of the defective part, and hence the need for rework,
could lie in erroneous part specifications, in an unreliable vendor, or in faulty
production.
6-4
Four techniques for reducing or eliminating non-value-added costs that result from
non-value-added activities are as follows:
(a) Activity reduction
(b) Activity elimination
(c) Activity selection
(d) Activity sharing
6-5
Examples of activity sharing include the use of common parts in several related
products, and the use of a common service facility (e.g., a photocopying center) by
several departments.
6-6
6-7
6-8
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6-9
6-10
A trend analysis tracks customer-related costs over time to determine whether they
are increasing, decreasing, remaining relatively stable or behaving in any particularly
unusual manner. Trend analysis can help management decide which customerrelated costs need their attention most urgently, and which customers need the most
attention. Perhaps even better than comparing the customer-related costs to the
companys norms, would be to compare them to industry-wide norms, or the norms
for the industrys best performers. Such information can sometimes be generated
from benchmarking studies, which focus on the best practices of organizations both
within the industry and beyond.
6-11
McGraw-Hill/Irwin
6-4
6-12
Kaizen costing is most consistent with the old saying "slow and steady wins the
race." Kaizen costing is the process of cost reduction during the manufacturing
phase of an existing product. The Japanese word kaizen refers to continual and
gradual improvement through small betterment activities, rather than large or radical
improvement made through innovation or large investments in technology.
6-13
Employee empowerment is the concept that workers are encouraged to take their
own initiative to improve operations, reduce costs, and improve product quality and
customer service.
Benchmarking is the continual search for the most effective method of
accomplishing a task, by comparing existing methods and performance levels with
those of other organizations, or with other subunits within the same organization. An
example of benchmarking is an airline's determining how many of its competitors'
flights are delayed and comparing the data with its own flight-delay record.
The most effective methods of accomplishing various tasks in a particular industry,
often discovered through benchmarking, are referred to as best practices.
Reengineering is the complete redesign of a process, with an emphasis on finding
creative new ways to accomplish an objective. Reengineering has sometimes been
described as taking a blank piece of paper and starting from scratch to redesign a
business process. Rather than searching continually for minute improvements, reengineering involves a radical shift in thinking about how an objective should be
met.
6-14
6-15
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6-16
6-17
The key features of a just-in-time inventory and production management system are
as follows: a smooth production rate; a pull method of coordinating steps in the
production process; purchase of materials and manufacture of subassemblies and
products in small lot sizes; quick and inexpensive setups of production machinery;
high-quality levels of raw material and finished products; effective preventive
maintenance of equipment; an atmosphere of teamwork to improve the production
system; and multiskilled workers and flexible facilities.
6-18
"TQC" stands for total quality control. Since no parts are purchased or manufactured
until they are needed for production in a JIT system, it is crucial that they be just
right for their intended purpose.
6-19
In a just-in-time (JIT) production system, raw materials and parts are purchased or
produced just in time to be used at each stage of the production process. This
approach to inventory and production management brings considerable cost
savings from reduced inventory levels.
The key to the JIT system is the "pull" approach to controlling manufacturing.
The diagram on the next page displays a simple multistage production process. The
flow of manufacturing activity is depicted by the solid arrows running down the
diagram from one stage of production to the next. However, the signal that triggers
more production activity in each stage comes from the next stage of production.
These signals, depicted by the dashed-line arrows, run up the diagram. We begin
with sales at the bottom of the exhibit. When sales activity warrants more production
of finished goods, the goods are "pulled" from production stage III by a signal that
more goods are needed. Similarly, when production employees in stage III need
more inputs, they send a signal back to stage II. This signal triggers production
activity in stage II. Working our way back up to the beginning of the process,
purchases of raw materials and parts are triggered by a signal that they are needed
in stage I.
McGraw-Hill/Irwin
6-6
Sales
Denotes flow of materials, parts, partially finished goods, and finished goods.
Denotes a signal that more goods are needed at the next stage of production.
Five key features of JIT purchasing are as follows: only a few suppliers; long-term
contracts with suppliers; materials and parts delivered in small lot sizes immediately
before they are needed; only minimal inspection of delivered parts and materials;
and grouped payments to each vendor.
McGraw-Hill/Irwin
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SOLUTIONS TO EXERCISES
Airline:
(a)
(b)
Preparing excess food for a flight, which is not consumed, because the flight
occupancy was misforecast.
(c)
(d) Canceling a flight because of an aircraft maintenance problem that should have
been prevented by routine maintenance.
2.
3.
Bank:
(a)
(b)
(c)
(d)
(e)
Hotel:
(a)
(b)
(c)
(d)
McGraw-Hill/Irwin
6-8
Activity Description
Value-Added
or Non-ValueAdded
Taking reservations
VA
Customer calls on
phone
Customer desires
reservation
Customers waiting
for a table
NVA
Seating customers
VA
Table becomes
available
Taking orders
VA
Customers indicate
readiness to order
Serving meals to
customers
VA
Returning meal to
kitchen for revised
preparation
NVA
Customer complains
about meal
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Activity Trigger
Root Cause
VA
VA
Customers are
finished
Delivering check to
table
VA
Customers are
finished ordering and
eating
Collecting payment
VA
Customers have
produced cash or
credit card
Performance Measure
Tagging luggage
Handling luggage
McGraw-Hill/Irwin
6-10
Enplaning passengers
Today
To:
From:
Subject:
Customer-Profitability Analysis
108
114
112
116
110
124
121
127
125
128
(11)
(12)
(13)
(14)
(15)
(16)
(17)
(18)
(19)
(20)
113
135
133
106
111
107
134
119
136
137
Yes, the ranking by sales revenue is different from that based on operating income.
2.
No, the companys least profitable customers are not the ones with the lowest sales
revenue. The least profitable customers are numbers 119 and 134.
3.
Yes, the profile would be different, because the ordering of the customers along the
horizontal axis would match the order in requirement (1) instead of the ordering in
Exhibit 6-7.
4.
A customer characterized by high sales revenue would not necessarily be the most
profitable, because the customer may demand costly services such as special
handling or packaging, frequent small shipments, or unique design features.
Year 1
Year 2
Year 3
Year 4
Year 5
1.1%
1.9%
1.1%
1.1%
12.0%
Special packaging.
11.0%
11.5%
13.0%
12.0%
12.0%
McGraw-Hill/Irwin
6-12
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Step 2:
(b)
Step 4:
Storing dough until bagel machine is free. (Could move toward a JIT
system for dough mixing.)
(c)
Step 5:
Keeping cut-out bagels until boiling vat is free. (Could move toward
JIT system.)
(d)
Step 6:
(e)
Step 7:
(ef
Step 7:
(g)
Step 9:
(h)
Step 10:
(i)
Step 11:
McGraw-Hill/Irwin
6-14
Ingredients, such as flour and raisins, are received and inspected in the morning
or afternoon they are to be used. Then they are placed on a conveyor belt that
transports the ingredients to the mixing room next door.
(b)
(c)
The board is tipped automatically and the dough slides into the hopper of a
bagel machine. This machine pulls off a piece of dough, rolls it into a cylindrical
shape, and then squeezes it into a doughnut shape. The bagel machines can be
adjusted in a setup procedure to accommodate different sizes and styles of
bagels. Workers remove the uncooked bagels and place them on a tray. The
trays are set on the conveyor, which carries the uncooked bagels into an
adjoining room.
(d)
This room houses three 50-gallon vats of boiling water. The bagels are boiled for
approximately one minute.
(e)
Bagels are removed from the vats with a long-handled strainer and placed on a
wooden board. The boards full of bagels are placed on the conveyor, which
transports them to the oven room.
(f)
The two ovens contain eight racks that rotate but remain upright, much like the
seats on a Ferris wheel. A rack full of bagels is finished baking after one
complete revolution in the oven. When a rack full of bagels is removed from the
oven, a fresh rack replaces it. The oven door automatically opens and closes as
each rack completes a revolution in the oven.
(g)
After the bagels are removed from the oven, they are placed in baskets for
cooling.
(h)
While the bagels are cooling, they are inspected. Misshapen bagels are removed
and set aside for sale at a reduced price.
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Managerial Accounting, 7/e
(2)
(i)
After the bagels are cool, the wire baskets are placed on the conveyor and
transported to the packaging room next door.
(j)
Here the bagels are dumped automatically into the hopper on a bagging
machine. This machine packages a half dozen bagels in each bag and seals the
bag with a twist tie.
(k)
Then the packaged bagels are placed in cardboard boxes, each holding 24 bags.
(l)
The boxes are placed in the freezer, where the bagels are frozen and stored for
shipment. The freezer has a door in the packaging room, and another door in the
shipping/receiving room.
(3)
New equipment:
Better Bagels, Inc. would need to purchase a new conveyor system that would
transport partially completed bagels between production steps. The conveyor would
tip the bagels automatically into appropriate production machines at various points in
the process. Also needed would be an efficient oven that would open and close
automatically (and quickly) to minimize heat loss.
McGraw-Hill/Irwin
6-16
2.
3.
4.
5.
6.
The activity phase of a two-dimensional ABC system could help solve the problem
with the photon gismo. This phase would identify activities in the gismo's production
process, as well as the linkages, triggers, and root causes of those activities. For
example, suppose that part of the photon gismo's cost includes the inspection of a
particular component that is sometimes damaged in the assembly operation.
Furthermore, suppose that the root cause of that damage is subsequently determined
to be excessive tightening of a bolt on the mounting chassis for the photon gismo's
parts. Eliminating the problem of excessive tightening would potentially also eliminate
the need for inspecting the component.
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Managerial Accounting, 7/e
2.
Average grade point average (GPA) of students admitted to the business school.
b.
c.
d.
e.
A college or university could also benefit from benchmarking "outside the box." All
colleges and universities have grounds and maintenance departments, food service
operations, and housing operations. So do hospitals and hotels. These types of
college operations could be benchmarked against similar operations in hospitals or
hotels.
Colleges have course scheduling procedures. Scheduling is also an important activity
in airlines, bus lines, railroads, hospitals, and landscaping firms, to name a few.
Public service is an important component of the mission of many colleges and
universities. Effectiveness in this area could be benchmarked against a service
organization such as the American Red Cross.
Academic advising and counseling for students in a college or university could be
benchmarked against similar operations in employment search firms and human
resources departments in for-profit businesses.
In short, the sky's the limit on the kinds of organizations against which a college or
university might effectively benchmark its operations.
McGraw-Hill/Irwin
6-18
SOLUTIONS TO PROBLEMS
PROBLEM 6-33 (30 MINUTES)
1.
The method and timing of how the company prepares its production schedule
The Purchasing Department will need to plan to have high-quality, reliable, and
flexible suppliers who can quickly deliver orders of varying sizes as needed.
Operations
Greater employee participation will result from cell production team arrangements.
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Less rework and fewer defective units because of cell-level accountability and
control and product problem solving at the cell level.
More satisfied customers should result because of shorter lead times and higher
quality.
3.
Higher team morale and motivation, since each cell team is responsible for all cell
production and will, therefore, have more control over their work and an increased
sense of ownership.
McGraw-Hill/Irwin
6-20
2.
With a just-in-time purchasing system, companies avoid costly build-ups of rawmaterial inventories because materials and parts are ordered only when needed. The
suppliers under such a system are highly reliable and deliver quality goods on time.
Thus, despite the absence of inventories that firms can rely on if needed, the
likelihood of excessive stockouts is fairly low.
3.
Long-term contracts under a JIT purchasing system set tight standards with respect
to the quality of materials purchased. The quality is high, which reduces the need
for incoming inspections.
4.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
aWarehousing:
bOutgoing
3.
Extra inventory moves in the warehouse may be caused by books being shelved (i.e.,
stocked) incorrectly, poor planning for the arrival and subsequent
placement/stocking of new titles, and other similar situations. Extra shipments
would likely be the result of errors in order entry and order filling, goods lost in
transit, or damaged merchandise being sent to customers.
4.
Activity
Incoming
receipts.
Warehousing.
Outgoing
shipments
Cost-Driver
Quantity
%
Books
%
Software
Cost-Driver
Quantity:
Books
Cost-Driver
Quantity:
Software
2,000
9,000
70%
80%
30%
20%
1,400
6,650*
600
1,800
15,000
25%
75%
3,750
11,000**
McGraw-Hill/Irwin
6-22
Software
$210,000
$ 90,000
266,000
72,000
56,250
$532,250
165,000
$327,000
13.65%
12.58%
Incoming receipts:
$300,000 2,000 purchase orders = $150 per purchase order
5.
Additional cost cutting of $25,250 is needed for books to achieve the 13% target of
$507,000 ($3,900,000 x 13%). Tools that the company might use include customerprofitability analysis, target costing, value engineering, kaizen costing,
benchmarking, and reengineering.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
PROBLEM 6-36 (50 MINUTES, PLUS TIME SPENT AT GROCERY STORE AND BANK)
This is a chance to think carefully about how detailed and precise an activity analysis can
be. It's also an opportunity to invoke your sense of humor and air your pet peeves about a
couple of errands we all have to do routinely.
There is clearly no single correct answer. Reasonable answers will vary widely.
1.
Bank
(1) Strategically choose time of day
and branch location
McGraw-Hill/Irwin
6-24
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Managerial Accounting, 7/e
Bank
Activity
(1)
(2)
(3)a
(4)a
(5)i
(6)j
(7)k
(8)l
(9)m
(10)
(11)h
VA or NVA
VA
VA
VA, NVA
VA, NVA
VA, NVA
NVA
VA, NVA
NVA
NVA
VA
VA, NVA
aDepends
McGraw-Hill/Irwin
6-26
part of grocery shopping drives the author up the wall. Why not have all nonexpress-lane customers wait in one line and then feed into the next available checkout
lane? This configuration is typical of banks, but the author has seen it done in only
one grocery store.
fBagging can be simultaneous with checking out, especially if bar code scanners are
in use.
gThe store could adopt the technology of an automated material-handling system
(AMHS) here. Bags of groceries would be placed in bins with the customer's number
indicated. Then the bins would be transported by conveyor to a location by the front
door. When the customer drove up, a store employee would load the groceries into
the car. The author has seen this system in operation, but rarely.
hDepends on the configuration of the parking lot.
iDepends on how user-friendly the documents are.
jNVA, but a lot better than in a typical grocery store. See note (e) above.
kDepends on the bank's operating procedures and level of teller training.
lElectronic operating systems process transactions much faster than do manual
systems.
mNVA, because we wouldn't have to check if errors were extremely rare or
nonexistent.
3.
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Managerial Accounting, 7/e
$12.00*
$ 4.50*
1.00*
$ 5.50
$ 6.50
20,000
$(130,000)
(40,000)
60,000
13,500
14,000
$600,000
.20
120,000
$ 37,500
cost of overtime premiums, $40,000, is less than the additional forgone contribution
margin if the overtime is not used (15,000 units $6.50 = $97,500). Therefore, the overtime
should be used.
McGraw-Hill/Irwin
6-28
Conditions that should exist in order for a company to install just-in-time inventory
methods successfully include the following:
Accurate sales forecasts are needed for effective finished-goods planning and
production scheduling.
Reliable vendors who can deliver quality raw materials on time with minimum lead
time must be identified.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Process View
Activity analysis
1
7
11
2
8
3
9
12
13
ROOT
CAUSES
(see req. (3)
for examples)
4
10
14
15
16
ACTIVITY
TRIGGERS
Activity evaluation
ACTIVITIES
PERFORMANCE
MEASURES
(see req. (4) for examples)
Assignment of activity
costs to cost objects
using second-stage
cost drivers
COST OBJECTS
(Product lines: cooking
utensils, tableware,
flatware)
McGraw-Hill/Irwin
6-30
3.
(9)
Realization by purchasing personnel that the ordered part will be (or may
be) late in arriving
(11)
Receipt of order
(12)
(13)
Vendor delay
Delay in placing order
Failure by purchasing personnel to make deadline clear
(11)
Use of vendor that has not been fully certified as a reliable supplier
Critical importance of parts
(12)
Misspecification of parts
Error by purchasing personnel in placing order
Vendor error
Inspector error
(13)
Misspecification of parts
Incomplete specifications
Poor product design
Error by purchasing personnel in placing order
Vendor error
*This list is not necessarily complete. Other root causes may exist.
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Managerial Accounting, 7/e
Performance Measures
(6)
Number of vendors
Number of vendors that are precertified as dependable
(10)
(12)
(16)
McGraw-Hill/Irwin
6-32
The net cash savings realized by AgriCos Service Division as a result of the just-intime inventory program is $43,000, computed as follows:
Cash
Savings
(loss)
Funds released from inventory investment .......................
Interest ..................................................................................
Insurance savings ($80,000 .60) .....................................
Warehouse rental revenue
[(8,000 sq. ft. .75) $2.50 per sq. ft.] ...........................
Warehouse rental cost: no effect ........................................
Transferred employees: no effect .......................................
Contribution of lost sales (3,800 units at $10.00)* .............
Overtime premium (7,500 units at $5.60) ..........................
Net cash savings ..................................................................
$400,000
.15
$60,000
48,000
15,000
(38,000)
(42,000)
$43,000
$22.00
$9.50
2.50
12.00
$10.00
The
incremental cost of $5.60 per unit for overtime is less than the additional $10.00
per unit contribution for the 7,500 units that would have been lost sales. Therefore,
the overtime hours should be used.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Factors, other than financial, that should be considered before a company implements
a JIT inventory program include:
Distributor relations: Stockouts of spare parts or finished goods can impair the
manufacturer's image with its distributors, who represent the direct contacts with
the ultimate customers.
due to stockouts. Brand loyalty can deteriorate when service standards are
lowered. Therefore, it is crucial that before adopting JIT, management think
through all the implications. It is important to maintain the company's prior service
standards and if possible to improve on them.
McGraw-Hill/Irwin
6-34
budgetedmanufacturing overhead
budgeteddirect-labor hours
$1,496,000
20,000 hr
(b)
Raw-material cost
(c)
Factory space
(d)
Machine hours
(e)
Production runs
(f)
(g)
(h)
(i)
3.
4.
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Managerial Accounting, 7/e
Overhead Item
Supervision .................................................
Machine maintenancelabor ....................
Machine maintenancematerials .............
Electrical power ..........................................
Natural gas (for heating) ............................
Factory supplies .........................................
Setup labor ..................................................
Lubricants ...................................................
Property taxes .............................................
Insurance .....................................................
Depreciation on manufacturing
equipment ...............................................
Depreciation on trucks and forklifts ..........
Depreciation on material conveyors .........
Building depreciation .................................
Grinding wheels ..........................................
Drill bits .......................................................
Purchasing ..................................................
Waste collection .........................................
Custodial labor ............................................
Telephone service.......................................
Engineering design.....................................
Inspection of raw materials ........................
Receiving .....................................................
Inspection of finished goods .....................
Packaging ....................................................
Shipping ......................................................
Wages of parts clerks (find parts for
production departments) .......................
Wages of material handlers .......................
Fuel for trucks and forklifts........................
Depreciation on raw-material
warehouse ..............................................
Depreciation on finished-goods
warehouse ..............................................
McGraw-Hill/Irwin
6-36
Req. (2)
Cost Pool
and
Cost Driver
Req. (3)
Req. (4)
Candidate
for
Elimination
Production
Activity
h
d
d
d
c
a
e
d
c
c
process
process
process
process
process
process
process
process
process
process
d
b
b
c
a
a
b
a
c
h
i
g
g
a
a
f
process
move
move
process
process
process
process
process
process
process
process
inspection
process
inspection
process
move
h
b
b
storage
move
move
X
X
X
storage
storage
Activity accounting identifies the costs and other performance measures that pertain
to significant activities in the firm. Identification of activities and their costs helps
management to identify and examine non-value-added costs. For example,
management may be able to eliminate (or significantly reduce) the cost of fuel and
depreciation for the trucks and forklifts and the wages of material handlers by
installing an automated material-handling system. Similarly, adoption of a JIT
approach to production could enable management to eliminate or reduce the wages of
parts clerks and the depreciation on the two warehouses.
6.
budgetedcost
budgetedlevel of cost driver
$20,000
20,000
$40,000
$40,000
400
Customer-profitability analysis:
Trace
Telecom
Caltex
Computer
$190,000
80,000
$110,000
$123,800
62,000
$ 61,800
$ 24,000
19,000
$ 18,000
16,000
8,000
3,000
40,000
9,000
$103,000
$ 7,000
6,000
4,000
30,000
10,000
$ 84,000
$ (22,200)
Customer-profitability graph:
25,000
20,000
15,000
10,000
$7,000
5,000
0
Customer
-5,000
-10,000
-15,000
-20,000
$(22,200)
-25,000
Trace
Telecom
McGraw-Hill/Irwin
6-38
Caltex
Computer
Customers*
0%
1
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Customer
Numbera
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
Customer
Network-All, Inc.
Golden Gate Service Associates
Graydon Computer Company
Mid-State Computing Company
Trace Telecomb
The California Group
Tele-Install, Inc.
Caltex Computerc
Operating
Profit
Cumulative
Operating
Profit
Cumulative
Operating
Profit as a
Percentage of
Operating
Income
$93,000
71,000
60,000
42,000
7,000
6,000
(18,000)
(22,200)
$ 93,000
164,000
224,000
266,000
273,000
279,000
261,000
238,800
39%
69%
94%
111%
114%
117%
109%
100%
aCustomer
2.
Memorandum
Date:
Today
To:
From:
I. M. Student
Subject:
Customer-profitability profile
The attached customer-profitability profile shows that two of our customer relationships are
unprofitable (Tele-Install, Inc. and Caltex Computer). As the profile shows, over half of our
operating income is generated by our two most profitable customers, and 94 percent of our
operating profit is generated by our three most profitable customers. Without our two
unprofitable customers, our operating income would be 17% higher.
An activity-based costing analysis of customer-related costs provided the data for the
customer-profitability analysis portrayed in the profile.
McGraw-Hill/Irwin
6-40
Refrain from engaging in any conduct that would prejudice carrying out duties
ethically.
Abstain from engaging in or supporting any activity that might discredit the
profession.
Waters' request is unethical since she has responsibilities to report all information of
use to decision makers in the company. She should protect the overall interests and
goal attainment of Resolute Electronics Corporation by encouraging further study of
the problem by her staff, informing her superiors of this matter, and working with
others to find solutions.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
The steps that Andrew Fulton, assistant controller, could follow to resolve this
situation are as follows:
and losses continue to mount, Fulton should discuss it again with Waters and may
write a report detailing the probable economic effects of the situation and
mentioning Waters' request to suppress the component failures.
Fulton should advise Waters that he intends to take the matter further and discuss
the issue with her superior. If the matter is not resolved satisfactorily, Fulton
should continue up through higher levels in the organization (eventually to the
board of directors) until the matter is resolved.
Fulton should clarify the relevant concepts with a confidential and objective
advisor to obtain an understanding of possible courses of action.
If, after exhausting all internal review levels, the ethical conflict still exists, Fulton
may have no recourse but to resign and write an informative memorandum to the
appropriate organizational representative.
McGraw-Hill/Irwin
6-42
2.
3.
4.
5.
6.
Kaizen costing seeks to lower costs during the manufacturing phase through
continuous improvement in the production process. Costs are lowered through
constant small betterment activities, which every employee in the company is trying
to achieve.
By lowering its costs and improving quality through continuous improvement
efforts, the company will be in a better position to compete in the global market on
both price and quality.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Cost base
for current year
$500
$400
Actual cost
performance
at end of
last year
Kaizen goal:
cost-reduction amount
Kaizen goal:
cost-reduction rate
Actual cost
reduction
achieved
Actual cost
performance
of current year
Cost base
for next year
$300
$200
$100
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
12/31/x0
12/31/x1
McGraw-Hill/Irwin
6-44
Time
Shipping
Flume
Plant
Building 1
Loading Dock
Debarker
Chipping
machines
Labeled
rolls
stored
Labeling
Bins
(chips stored)
Labeling
Building
Forklifts
Small trucks
Plant
Building 2
Digester
Winding
machines
Fibers
stored
Calenders
(polishing)
Conveyor
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Paper
machines
Refining
area
(treatment
of
fibers)
Depressurized
blow tank
Pallets
(separated fibers
stored)
Pallets
(rolls stored)
Forklifts
3.
Storage time. Logs in the woodyard and finished rolls of paperboard in the
labeling building are stored for a long time.
(b)
Move time: A lot of effort and employee time is devoted to moving work in
process. Logs are unloaded from the railroad cars and subsequently reloaded
into the flume. Small trucks are used to transport chips to the digester in plant
building 2. Forklifts are used to transport separated fibers to the refining area.
Finally, forklifts are used to transport rolls of paperboard to the labeling
building.
(c)
(d)
Labor force: The labor force is probably larger than necessary. Much of this
excess labor is involved in material-handling operations.
(b)
(c)
(d)
(e)
Movement of the labeling machines to the other end of the labeling building,
closer to the winding machines.
(f)
McGraw-Hill/Irwin
6-46
Harvested trees arrive as needed for production by rail in the woodyard and are
transferred to the flume.
(2)
Logs are moved by a flume into the plant where they pass through a debarker
and are cut up into chips.
(3)
(4)
The chips then are placed in a digester, a large pressure cooker where heat,
steam, and chemicals convert the chips into moist fibers.
(5)
The fibers are loaded onto the AMHS, which carries the fibers to a
depressurized blow tank. This operation separates the fibers.
(6)
The AMHS is used to carry the separated fibers to the refining area, where the
fibers are washed, refined, and treated with chemicals and caustic substances
until they become pulp.
(7)
The wood pulp then enters the paper machines through a headbox, which
distributes pulp evenly across a porous belt of forming fabric.
(8)
Water is removed from the pulp by passing the pulp over a wire screen.
(9)
(10) Driers then remove any remaining water from the pulp.
(11) The AMHS carries the sheets of pulp to the calenders. The thin, dry sheets of
pulp are then smoothed and polished by the calendars.
(12) The paperboard is wound into large rolls and placed on the AMHS.
(13) The rolls are labeled and stored for shipment in the labeling building. Inventory
is minimized.
(14) The rolls of paperboard are shipped to customers from the new loading dock in
the labeling building.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
Shipping
Plant
Building 1
Debarker
Chipping
machines
Automated
Material
Handling
System
(AMHS)
Labeling
Building
Small quantities of
labeled rolls
stored
Labeling
machines
(new location)
New
construction
to connect
buildings
New construction to
connect buildings
Plant
Building 2
Digester
Winding
machines
Calenders
(polishing)
Depressurized
blow tank
McGraw-Hill/Irwin
6-48
Refining
area
(treatment
of
fibers)
Paper
machines
SOLUTION TO CASE
CASE 6-46 (45 MINUTES)
1.
A proliferation of part numbers means that the company may be ordering and
stocking many more types of unique parts than it needs to. Overordering and
overstocking entail more costs in purchasing, receiving, inspecting, storing, and
material handling than might otherwise be necessary.
2.
Long production cycles may indicate that the production process is inefficient.
Inefficiencies, in turn, imply non-value-added costs.
3.
An ABC system can be used to help reduce costs by focusing attention on the
problem of part number proliferation.
a.
b.
c.
Management's primary need is cost reduction so that the division can meet the
market-driven price. More accurate product costs, while always desirable, are
not the primary need here. The division will not be able to use cost-based
pricing anyway.
d.
e.
Part number proliferation is (at least partially) to blame for high production
costs.
f.
The design engineers, who strive for "engineering elegance" in their product
designs are largely to blame for part number proliferation. By designing
products "from scratch," engineers often specify new partsthat is, parts that
the division does not already use in its other products.
g.
An ABC system can help solve the problem of part number proliferation by
focusing attention on it. One method of directing attention to this problem is to
choose a cost driver that makes the design engineers aware of the implicit costs
from specifying new unique parts in a product design.
McGraw-Hill/Irwin
Managerial Accounting, 7/e
The objective is to find a cost driver that charges to a product the costs associated
with purchasing, receiving, inspecting, storing, and handling the parts used in the
product. Possible candidates for such a driver include (1) direct-material cost, (2)
number of parts, and (3) number of part numbers.
Driver number (3), the number of part numbers (i.e., the number of different
parts in a product), would probably work the best. It focuses most directly on the
problem at hand: part number proliferation. By charging a product for all the myriad
support costs that go along with using many different types of parts, the design
engineers will see more clearly the adverse cost effect of using new parts in a product
design. They will be encouraged, when it is possible, to use parts that the division
already stocks. The hope is that the design engineers will begin to make cost-effective
trade-offs between engineering elegance and product cost.
5.
The answer to this question is similar in spirit to the answer to requirement (4). The
ABC system could use cycle time as a cost driver in assigning production-line costs
to products. Thus, the longer a product's cycle time, the longer its assigned product
cost. In this manner, the costing system focuses attention on a problem that
management feels is unnecessarily inflating production costs.
6.
In the illustration used in Chapters 5 and 6, the fundamental role of the ABC system
was to achieve more accurate product costs by eliminating (or minimizing) the
problem of cost distortion that is so common in traditional, volume-based productcosting systems. The role of the ABC system here is fundamentally different. The
objective of the ABC system is to modify behavior. By choosing cost drivers that
focus attention on the implicit costs of part number proliferation and long production
cycles, the system encourages employees to change the way they do their work. The
design engineers, for example, are encouraged to use common parts in product
designs whenever possible rather than always designing from scratch to achieve
engineering elegance.
McGraw-Hill/Irwin
6-50
McGraw-Hill/Irwin
Managerial Accounting, 7/e