Professional Documents
Culture Documents
ACTIVITY-BASED MANAGEMENT
Questions, Exercises, and Problems: Answers and Solutions
3.1
3.2
Disagree. This chapter deals with the problem of allocating indirect costs
to products.
Indirect costs can be the overhead costs incurred in
manufacturing a good or providing a service.
3.3
Step 2 of ABC is to identify the cost drivers associated with each activity.
These cost drivers can be selected based on causal relation, benefits
received, or reasonableness.
3.4
3.5
1.
2.
3.
4.
Allocate costs to products by multiplying the cost driver rate times the
cost driver volume consumed by the product.
1.
Causal relation. Allocate costs to the product that causes the cost.
2.
Benefits received.
most benefit.
3.
3.6
3.7
The traditional approach uses one allocation rate to allocate indirect costs
(typically based on direct-labor hours or machine hours), and therefore is
simple and relatively inexpensive to implement.
The activity-based
costing approach uses multiple allocation rates using several different
allocation bases (for example, machine setups, number of purchase
orders, etc.), and therefore requires more accounting resources to
implement.
3-1
Solutions
3.8
Cultures that focus on long-term results are more likely to accept activitybased costing. ABC takes time to be implemented effectively, and
requires participation across the organization. Cultures that focus on
short-term results are less likely to accept activity-based costing.
3.9
3.10
Activity based costing identifies cost drivers (activities that cause costs)
that were not previously accounted for by the costing system. Once
known, the production managers can control costs by managing these
cost drivers. Furthermore, by providing marketing managers with more
accurate product costs, they can make informed decisions about pricing.
3.11
False. The lesson learned from activity-based costing is that costs are a
function not only of output volume, but also of other factors such as
complexity. A complex multi-product operation will cost more than a
simple single product operation, for example.
3.12
Low volume products often require more machine setups and purchase
orders for a given level of production output because they are produced in
smaller batches. Further, the low volume product adds complexity to the
operation by disrupting the production flow of the high volume items.
Thus, when overhead is applied based on the volume of output, high
volume products are allocated relatively more overhead than low volume
products, while low volume products cause more costs.
3.13
Solutions
University
litter pickup
equipment storage
Restaurant
Bike Shop
3-2
3.14
3.15
Many companies have seen the proportion of direct labor costs to total
product costs fall dramatically as production has been automated. When
labor is such a small part of product costs, the relationship between labor
costs and overhead is weak. Hence, product costs may be erroneous,
especially if overhead is a large portion of product costs. Also, small
errors in assigning labor to products may be magnified when overhead
rates are several hundred percent of labor costs.
3.16
3.17
3.18
No cost system can measure costs perfectly. For example, the allocation
of overhead costs will probably vary according to the cost system and
allocation base you use. Some systems measure costs using market
values (e.g., measure the change in the market value of an asset used in
a job); others use historical costs (e.g., conventional historical cost
measures of depreciation of an asset used on a job). Some cost systems
include a measure of opportunity costs of resources used on a job; others
do not. In short, there are many alternative ways to measure costs, and
none of them are perfect.
3.19
No. While activity-based costing may yield more detailed product cost
information, it must pass a cost-benefit test. Activity-based costing
requires a much more detailed breakdown of costs into activities that
cause costs. This can be a complex task involving the teamwork of
management, production, accounting, purchasing, marketing, and many
others. A company should implement ABC only if it thinks the benefit
from improved management decisions will outweigh the cost of
establishing and maintaining the new cost system.
3.20
Capacity sustaining costs are essentially fixed costs unrelated to the level
of service or production for the period, such as rent. These costs are
likely to be indirect costs. Unit-level costs are variable costs that vary
directly with the volume of production. These costs are likely easily
attributable to products or services. A hierarchy of product costs can help
managers to better establish the relationships between products and
costs to better understand cost behavior.
3-3
Solutions
3.21
3.22
3.23
Knowing what costs are incurred by activities and what activities are
caused by decisions helps managers know how their decisions affect
costs.
3.24
Solutions
3-4
3.25
a.
Activity
Purchasing Materials................................
Machine Setup..........................................
Inspections...............................................
Operating Machines.................................
Total Overhead.........................................
Cost-Driver
Rate
$ 20 Per Frame
$2,000 Per Setup
$ 100 Per Hour
$ 30 Per Hour
Mountain Bikes
Actual Cost
Driver Units
1,000 Frames
7 Setups
200 Hours
1,500 Hours
Costs Allocated to
Mountain Bikes
$ 20,000
14,000
20,000
45,000
$ 99,000
Racing Bikes
Actual Cost
Driver Units
200 Frames
15 Setups
200 Hours
500 Hours
Costs Allocated
to Racing Bikes
$ 4,000
30,000
20,000
15,000
$ 69,000
The cost-driver rate for machine setups remains unchanged since the cost of machine setups changes proportionally to number
of setups.
The total overhead is reduced by $42,000 with $30,000 of the savings in racing bikes and $12,000 of the savings in mountain bikes.
3-5
Solutions
3.25 continued.
b.
3.26
Float Trips
(3 day)
215
Advertising............ $
Permit to Use
the River.............
30
50
Equipment Use......
160 [= ($5 X 28) + 20]
264 [= ($8 X 28) + 40]
Insurance...............
75
127
Paying Guides........ 1,200 (= $300 X 4 Guides)
1,600 (= $400 X 4
Guides)
Food....................... 1,680 (= $60 X 28)
1,680 (= $60 X 28)
Total................ $ 3,360
$ 3,936
c.
Solutions
If the manager wants to cover her costs, she should charge $140 per
customer for the 3 day float trip ($3,360/24 paying customers), and
$164 per customer for the 3 day white water trip (= $3,936/24 paying
customers).
3-6
3.27
High
Standard Grade
Total
a
$ 125,000 $ 114,000 $ 239,000
$ 160,000b $ 80,000 $ 240,000
Direct Materials.................
Direct Labor.......................
Overhead Costs:
Number of Production
Runs............................ $10,000c $ 200,000f $ 100,000
Number of Quality
Tests........................... 12,000d 144,000g 216,000
Number of Shipping
Orders.........................
1,466.67e146,667h
220,000.......................
Total Overhead..................
$ 490,667 $ 389,333
Total Costs........................
$ 775,667 $ 583,333
1,359,000
Total Unit Cost...................
$2.42i
$4.86i
$ 300,000
360,000
73,333
$ 880,000
$
3-7
Solutions
3.27 continued.
b.
High
Standard
Grade
Total
a
$ 125,000 $114,000 $ 239,000
160,000b
80,000
240,000
Direct Materials...................
Direct Labor.........................
Total Overhead (Labor
Dollar Allocation)............... 3.66667c586,667d 293,333
880,000
Total Costs...........................
$ 871,667 $ 487,333 $1,359,000
Total Unit Cost.....................
$2.72e
$4.06
aData given in the first table.
bData given in the first table.
c3.66667 = $880,000 total overhead/$240,000 total direct labor
costs.
d$586,667 = 3.66667 X $160,000.
e$2.72 = $871,667/320,000 Standard units produced.
c.
Solutions
3-8
3.28
Residential
Revenue............................... $ 66,500a
Direct Labor.........................
31,500c
Overhead.............................
21,700e
Profit.................................... $ 13,300
$ 143,000b
58,500d
40,300f
$ 44,200
Total
$209,500
90,000
62,000
$ 57,500
Revenuea......................
Direct Labora.................
Overhead:
Office Supplies............ $ 133.33b
Equipment Costs......... $ 3.00c
Garden Supplies.......... $ 0.36d
Total Overhead..............
Profit (Loss)...................
Commercial Residential
$ 66,500
$ 31,500
2,000e
10,500f
23,400g
$ 35,900
$
(900)
$
Total
$ 143,000 $ 209,500
$ 58,500 $ 90,000
$ 6,000
7,500
12,600
$ 26,100
$ 58,400
$ 8,000
18,000
36,000
$ 62,000
$ 57,500
3-9
Solutions
3.28 continued.
c.
3.29
From the results in Part b., commercial work is not profitable, while
the residential business is making a profit. The cost driver analysis
shows that commercial work, which provides only about 30 percent of
the revenues, incurs 60 percent of the equipment and garden supplies
overhead costs. Allocating overhead costs based on direct labor, as in
Part a., implies that the commercial business incurs about 35 percent
of the total overhead, whereas the cost driver analysis in Part b.
shows the commercial business incurs more than one-half of the total
overhead.
Cell
Phones
$ 60,000d
Pagers
$ 40,000
14,000e
120,000f
$194,000
6,000
40,000
$ 86,000
a$5,000
b.
Cell
Phones
Overhead............................. $210,000a
Pagers
$ 70,000
Total
$280,000
a$210,000
Solutions
3-10
3.30
Account
Revenue....................
Expenses:
Filing, Scheduling
and Data Entry....
Supplies..................
Computer Costs......
Profit..........................
Rate
Tax
$80,000
Consulting
Total
$120,000 $ 200,000
$333.33a
$ 18.00b
$ 12.50c
24,000d
14,400e
12,500f
$29,100
16,000
21,600
7,500
$ 74,900
40,000
36,000
20,000
$ 104,000
Account
Revenue....................
Expenses...................
Profit..........................
Rate
$48a
Tax
Consulting
Total
$ 80,000
$120,000 $ 200,000
38,400b
57,600
96,000
$ 41,600
$ 62,400 $ 104,000
a2,000 hours billed = $200,000 revenue/$100 per hour. $48 per labor
hour = $96,000 expenses/2,000 hours.
b$38,400 = $48 per labor hour X 800 hours of labor.
c.
3.31
3-11
Solutions
3.32
3.33
Supplied
Energy...................
$ 3,300
Used
=
Unused
($6 X 500)
= $3,000
$ 300 (= 50 hours)
Marketing...............
calls)
$ 6,000
($25 X 200)
= $5,000
$1,000 (= 40 sales
Supplied
Setups....................
............................
$ 6,600
Used
=
($80 X 60)
= $4,800
Administrative.......
............................
$ 3,000
($150 X 15)
= $2,250
Unused
$
1,800
(27% unused)
$ 750
(25% unused)
3.35
Solutions
3-12
3.36
Sleeper
Total
$ 280,000 $ 975,000
110,000
360,000
50,000
150,000
$ 16,667i $ 50,000
45,000
75,000
70,000
90,000
103,125
150,000
$ 234,792 $ 365,000
$(114,792) $ 100,000
3-13
Solutions
3.36 continued.
b.
c.
2.43a
Dreamer Sleeper
Total
$ 695,000 $ 280,000 $ 975,000
250,000
110,000
360,000
100,000
50,000
150,000
b
243,333
121,667
365,000
$ 101,667 $ (1,667) $ 100,000
Solutions
Report
The purpose of this report is to present a comparison of the profits, of
our Dreamer and Sleeper product lines, using activity-based costing
and the traditional method of allocating overhead based on labor
costs.
Activity-based costing focuses on the activities that drive costs,
recognizing that activities consume resources. ABC applies the costs
of those resources to the product using the activity. With each line
assigned the costs incurred by activities, the Dreamer line is the more
profitable. The allocation of overhead under the traditional method is
based on the amount of labor each line consumes. This may not be
related to overhead. Despite requiring more setups, inspections and
advertisements, the Sleeper line is assigned less overhead under the
traditional method because its production is less labor intensive than
the Dreamer line. Thus, under the traditional method, the Sleeper
line appears to be nearly at break even, whereas it shows a large loss
when ABC is used.
Activity-based costing provides more detailed and accurate
information than the traditional method because it is based on the
activities used to produce and sell each product. The traditional
method allocates overhead costs based on direct labor usage, which
may not represent the actual consumption of setups, inspections and
advertisements.
Based on the profit presented under the traditional method,
management could decide to discontinue the Dreamer line since it is
operating at a minimal profit, and increase production of the Sleeper
line. ABC implies the Dreamer line is the most profitable line.
3-14
3.37
MARATHON, INC.
Income Statement
Rate
Court
X-Trainer
Total
Revenue...........................
$ 800,000 $ 720,000 $ 1,520,000
Direct Materials................
100,000
100,000
200,000
Direct Labor.....................
360,000
240,000
600,000
Indirect Costs:
Administration
0.16667a
$ 60,000e $ 40,000
$
100,000
Production Setup
$213.33b
64,000f
96,000
160,000
Quality Control.............. $150c
90,000g
60,000
150,000
d
h
Sales & Marketing......... $300
30,000
30,000
60,000
Total Indirect Costs..........
$ 244,000 $ 226,000 $ 470,000
Operating Profit...............
$ 96,000 $ 154,000 $ 250,000
a0.16667 = $100,000 administrative costs/$600,000 of direct labor
costs.
b$213.33 = $160,000 production setup costs/750 production runs.
c$150 = $150,000 quality control costs/1,000 inspections.
d$300 = $60,000 sales and marketing costs/200 advertisements.
e$60,000 = 0.16667 X $360,000 direct labor costs.
f$64,000 = $213.33 per setup X 300 production runs.
g$90,000 = $150 per inspection X 600 inspections.
h$30,000 = $300 per advertisement X 100 advertisements.
3-15
Solutions
3.37 continued.
c.
MARATHON, INC.
Income Statement
Rate
Revenue...........................
Direct Materials................
Direct Labor.....................
Overhead Costs
.........................470,000
Operating Profit................
Court X-Trainer
Total
$ 800,000 $ 720,000 $ 1,520,000
100,000
100,000
200,000
360,000
240,000
600,000
a
b
0.78333
282,000
188,000
$ 58,000 $ 192,000 $
250,000
Solutions
Report
The purpose of this report is to present a comparison of the profits of
our Court and X-Trainer product lines, using activity-based costing
and the traditional method of allocating overhead based on labor
costs.
Activity-based costing focuses on the activities that drive costs,
recognizing that activities consume resources. The allocation of
overhead under the traditional method is based on the amount of
labor that each line consumes. This may not be related to overhead.
The Court line for instance has 150 fewer setups, the most costly
activity related to its production, yet is assigned more overhead
because its production is more labor intensive than the X-Trainer
production.
Activity-based costing provides more detailed and accurate
information than the traditional method because ABC is based on the
consumption of resources by production of a product line and assigns
the costs according to actual usage. The traditional method allocates
overhead costs based on direct labor, which may not represent the
actual consumption of indirect resources by the product lines
production.
3-16
3.38
Resources:
Supplied
Used
=
($5 X 5,000)
= $25,000
Materials...........................
$25,000
Energy...............................
3,500
($1 X 3,200)
= $3,200
Setups...............................
....................................250
1,750
($50 X 30)
= $1,500
Purchasing........................
....................................300
1,500
($40 X 30)
= $1,200
Customer Service..............
....................................100
1,600
($50 X 30)
= $1,500
Long-Term Labor...............
.................................2,000
6,000
($40 X 100)
= $4,000
Administrative...................
14,000
($50 X 200)
= $10,000
Unused
$
0
300
4,000
b.
Managers should know what resources are unused so they can make
better decisions regarding eliminating unused resources or utilizing
them for some other purpose or product, and for decisions regarding
increasing production (what impact increasing production will have on
costs). For instance, the company can do two more setups without
increasing costs.
c.
3-17
Solutions
3.39
Activity
Recommended Base
Allocation Rate
Production Setup
Number of Production
Runs
Order Processing
Number of Orders
Materials Handling
Pounds of Material
Equipment Depreciation
and Maintenance
Machine Hours
Quality Management
Number of Inspections
Units Shipped
Inspections)
Packing & Shipping
b.
Direct Materials...................
Direct Labor.........................
Overhead Costs:
Production Setup...............
Order Processing...............
Materials Handling............
Equipment Depreciation
and Maintenance...........
Quality Control..................
Shipping............................
Total Overhead....................
Total Cost............................
Razors
$ 8,000
8,000
Slims
$ 5,000
6,000
Eagles
$ 4,000
3,480
600a
4,000b
2,000c
$ 1,200
4,000
1,000
$ 3,600
2,000
1,000
4,800d
2,500e
3,000f
$16,900
$32,900
2,400
2,500
2,000
$13,100
$24,100
2,400
2,500
1,000
$12,500
$19,980
Solutions
3-18
3.39 continued
c.
Razors
$ 8,000
8,000
20,000
$36,000
Slims
$ 5,000
6,000
15,000
$26,000
Eagles
$ 4,000
3,480
8,700
$16,180
3-19
Solutions
3.40
FreeWheeler, Ltd.
Income Statement
Featherweight
Peak
Raider
Total
Solutions
3-20
3.40 continued.
b.
FreeWheeler, Ltd.
Income Statement
Featherweight
Peak
Raider
Total
d.
3-21
Solutions
3.41
b.
Solutions
Resources:
Supplied
Used
=
($5 X 2,500)
= $12,500
Materials...........................
$12,500
Short-Term Labor..............
....................................750
7,000
($25 X 250)
= $6,250
Setups...............................
....................................100
2,500
($80 X 30)
= $2,400
Purchasing........................
....................................100
4,600
($60 X 75)
= $4,500
Customer Service..............
650
($30 X 17)
= $510
Marketing..........................
....................................700
5,500
($40 X 120)
= $4,800
Administrative...................
......................................50
3,800
($30 X 125)
= $3,750
Unused
$
140
Managers should know what resources are unused so they can make
better decisions regarding eliminating unused resources or utilizing
them for some other purpose or product, and for decisions regarding
increasing production (what impact increasing production will have on
costs). For instance, management might use the information to
eliminate a portion of short-term labor.
3-22
3.42
(Activity-based reporting.)
a.
Flodesk, Ltd.
Traditional Income Statement
for the Month Ending March 31
Sales..................................................................................... $ 100,000
Costs:
Parts Management.....................................
$ 3,500
Energy.......................................................
5,000
Quality Inspections....................................
5,000
Long-Term Labor.......................................
3,500
Short-Term Labor.......................................
2,400
Setups........................................................
10,000
Materials....................................................
15,000
Depreciation..............................................
10,000
Marketing...................................................
7,500
Customer Service......................................
2,000
Administrative...........................................
7,000
Engineering................................................
2,500
Contracts...................................................
3,000
Total Costs............................................................................
76,400
Operating Profits.................................................................. $ 23,600
b.
Flodesk, Ltd.
Activity-Based Income Statement
for the Month Ending March 31
Sales..................................................................................... $ 100,000
Resources Unused Resources
Used
Capacity Supplied
Costs:
Parts Management...... $ 3,000 $
500 $ 3,500
Energy........................
5,000
0
5,000
Quality Inspections.....
4,500
500
5,000
Long-Term Labor........
2,500
1,000
3,500
Short-Term Labor........
2,000
400
2,400
Setups.........................
7,000
3,000
10,000
Materials.....................
15,000
0
15,000
Depreciation...............
6,000
4,000
10,000
Marketing....................
7,000
500
7,500
Customer Service........
1,000
1,000
2,000
Administrative.............
5,000
2,000
7,000
Engineering.................
2,500
0
2,500
Contracts....................
3,000
0
3,000
Total Costs..................... $ 63,500 $ 12,900 $ 76,400
Operating Profits.................................................................. $ 23,600
3-23
Solutions
3.42 continued.
c.
Solutions
3-24
3.43
(Activity-based reporting.)
a.
HALLOWAY CORPORATION
Traditional Income Statement
for the Month Ending March 31
Sales..................................................................................... $350,000
Costs:
Marketing...................................................
$ 30,000
Depreciation..............................................
40,000
Outside Contracts......................................
12,000
Materials....................................................
60,000
Setups........................................................
20,000
Energy.......................................................
21,000
Parts Management.....................................
16,000
Engineering Changes.................................
12,000
Short-Term Labor.......................................
7,000
Long-Term Labor.......................................
14,000
Administrative...........................................
26,000
Quality Inspections....................................
22,000
Customer Service......................................
8,000
Total Costs...................................................
288,000
Operating Profits................................................................... $ 62,000
b.
HALLOWAY CORPORATION
Activity-Based Income Statement
for the Month Ending March 31
Sales..................................................................................... $ 350,000
Resources Unused Resources
Used
Capacity Supplied
Costs:
Marketing................. $ 28,000 $ 2,000 $ 30,000
Depreciation.............
24,000
16,000
40,000
Outside Contracts.....
12,000
0
12,000
Materials..................
60,000
0
60,000
Setups......................
14,000
6,000
20,000
Energy......................
20,000
1,000
21,000
Parts Management. . .
15,000
1,000
16,000
Engineering Changes
10,000
2,000
12,000
Short-Term Labor.....
7,000
0
7,000
Long-Term Labor......
10,000
4,000
14,000
Administrative..........
20,000
6,000
26,000
Quality Inspections...
20,000
2,000
22,000
Customer Service.....
6,000
2,000
8,000
Total Costs.................. $ 246,000 $ 42,000 $ 288,000
Operating Profits.................................................................. $ 62,000
3-25
Solutions
3.43 continued.
c.
3.44
Activity
Cost Driver
Estimated
Overhead
Cost
for the
Activity
Estimated
Number
of Cost
Driver
Units
Rate
Materials........................
Direct Labor...................
Fringe Benefits on DL....
Machine Setups.............
Production Runs............
Managing Products........
Machine Capacity..........
Cost per Unit...............
Diet
$ 0.50
0.20
0.08
0.08
0.16
0.024
0.14
$ 1.184
Solutions
3-26
Regular
$ 0.50
0.20
0.08
0.03
0.15
0.03
0.14
$ 1.13
Cherry
$ 0.52
0.20
0.08
0.533
0.667
0.133
0.14
$ 2.273
Grape
$ 0.55
0.20
0.08
1.20
2.00
1.20
0.14
$ 5.37
3.44 b. continued.
Calculations: Unit costs for the Diet product are calculated below.
Materials:
$0.50 = $25,000 (given)/50,000 units
Direct Labor:
$0.20 = $10,000 (given)/50,000 units
Fringe Benefits
on DL:
$0.08 = $4,000 (given)/50,000 units
Machine Setups:
$0.08 = ($20 rate X 200 hours)/50,000 units
Production Runs:
$0.16 = ($200 rate X 40 runs)/50,000 units
Managing Production: $0.024 = $1,200 rate/50,000 units
Machine Capacity:
$0.14 = ($1.40 rate X 5,000 hours)/50,000
units
c.
Sales.........................
Less:
Materials................
Direct Labor...........
Fringe Benefits
on DL.................
Machine Setups.....
Production Runs.....
Managing
Production..........
Machine Capacity. .
Gross Margin......
Return on Sales........
13.53%
Volume.....................
Unit Price..................
Unit Cost..................
Diet
Regular
$ 75,000 $60,000
Cherry
$13,950
Grape
Total
$ 1,650 $ 150,600
25,000
10,000
20,000
8,000
4,680
1,800
550
200
50,230
20,000
4,000
4,000
8,000
3,200
1,200
6,000
720
4,800
6,000
80
1,200
2,000
8,000
11,200
22,000
1,200
1,200
7,000
5,600
$ 15,800 $14,800
21.07%
24.67%
1,200
1,200
4,800
1,260
140
14,000
$ (6,510) $ (3,720) $ 20,370
(46.67%)
(225.45%)
50,000
$1.50
$1.184
9,000
$1.55
$2.273
40,000
$1.50
$1.13
1,000
$1.65
$5.37
100,000
$1.506
$1.302
Calculations: Total costs for the Diet product are calculated below.
Materials:
$25,000 (given)
Direct Labor:
$10,000 (given)
Fringe Benefits
on DL:
$4,000 (given)
Machine Setups:
$4,000 = $20 rate X 200 hours
Production Runs:
$8,000 = $200 rate X 40 runs
Managing Production: $1,200 rate X 1 product
Machine Capacity:
$7,000 = $1.40 rate X 5,000 hours.
3-27
Solutions
3.44 continued.
d.
Unit Price
Unit Cost
Unit Profit
Return on Sales
3.45
ABC
$ 1.50
1.18
$ 0.32
21.1%
Tradl.
$ 1.50
1.30
$ 0.20
13.3%
Regular
ABC
$1.50
1.13
$0.37
24.7%
Cherry
Tradl.
$1.50
1.30
$0.20
13.3%
ABC
$1.55
2.27
($0.72)
(46.5%)
Grape
Tradl.
$1.55
1.32
$0.23
14.8%
ABC Tradl.
$1.65 $1.65
5.37
1.35
($3.72) $0.30
(225%)18.2%
Activity
Cost Driver
Estimated
Overhead
Cost
for the
Activity
Estimated
Number
of Cost
Driver
Units
$ 11,200
22,000
560 hours
110 runs
2,000
14,000
Rate
Unit product costs are displayed in the chart below. Calculations are
the same as for Part b. of Case 3.44 except for machine capacity.
Materials........................
Direct Labor...................
Fringe Benefits on DL....
Machine Setups.............
Production Runs............
Managing Products........
Machine Capacity..........
Cost per Unit...............
Solutions
Diet
$ 0.50
0.20
0.08
0.08
0.16
0.024
0.07
$ 1.114
3-28
Regular
$ 0.50
0.20
0.08
0.03
0.15
0.03
0.07
$ 1.06
Cherry
$ 0.52
0.20
0.08
0.533
0.667
0.133
0.07
$ 2.203
Grape
$ 0.55
0.20
0.08
1.20
2.00
1.20
0.07
$ 5.30
3.45 continued.
Materials....................................................
Direct Labor...............................................
Fringe Benefits on DL................................
Machine Setups.........................................
Production Runs.........................................
Managing Production.................................
Machine Capacity......................................
Total Cost per Unit..................................
Cost
Per Unit
$ 0.50
0.20
0.08
0.08
0.16
0.024
0.07
$ 1.114
Total
Cost
$ 50,000
20,000
8,000
8,000
16,000
2,400
7,000
$ 111,400
Note that the answer above assumes that the Vanilla product is
assigned all machine capacity costs. However, if this is a short run
decision, machine capacity costs should be excluded from the unit
costs. (That is, the machine capacity costs will be incurred in the
short run regardless of whether a new product is introduced.)
3.46
(Chocolate
Bars,
Inc.;
distortions
caused
inappropriate overhead allocation bases.)
a.
Product Costs:
Labor Hours per Unit...........
Total Units Produced............
Material Cost per Unit..........
Direct Labor Cost per
Unit..................................
Labor Hours per Product......
by
Almond
Dream
Krispy
Krackle
Creamy
Crunch
7
1,000
$ 8.00
3
1,000
$ 2.00
1
1,000
$ 9.00
$42.00
7,000
$18.00
3,000
$ 6.00
1,000
3-29
Solutions
3.46 a. continued.
Costs of Products:
Material Cost per Unit..........
Direct Labor Cost per
Unit..................................
Allocated Overhead per
Unit..................................
Product Cost........................
Selling Price............................
Gross Profit Margin.................
Drop Product..........................
$ 8.00
$ 2.00
$ 9.00
42.00
18.00
6.00
44.24
$ 94.24
$ 85.00
10.87%
Yes
18.96
$ 38.96
$ 55.00
29.16%
No
6.32
$ 21.32
$ 35.00
39.09%
No
From the table above, we can see that the overhead allocation system
used by CBI would lead them to drop Almond Dream and keep the
remaining two bars, Krispy Krackle and Creamy Crunch.
b.
c.
Direct Labor Cost per Hour.............................
Direct Labor Hours per Unit............................
Total Units Produced.......................................
Labor Hours per Product.................................
Total Labor Hours: 5,000
Allocation Rate per Labor Hour
3-30
Creamy
Crunch
$ 6.00
1
2,000
2,000
Solutions
Krispy
Krackle
$ 6.00
3
1,000
3,000
Krispy
Krackle
Creamy
Crunch
$ 2.00
18.00
$ 9.00
6.00
41.70
$ 61.70
13.90
$ 28.90
3.46 c. continued.
Gross Profit Margins:
Selling Price................................................
Product CostDirect Labor Allocation
Base........................................................
$ 55.00
$ 35.00
61.70
28.90
$ (6.70) $ 6.10
Profit Margin Percentage............................ ($6.70)/$55 $6.10/$35
= (12.2)%
= 17.4%
Creamy
Crunch
$ 6.00
1
3,000
3,000
9.00
6.00
23.17
$ 38.17
$ 35.00
38.17
$ (3.17)
($3.17)/$35.00
= (9.1)%
3-31
Solutions
3.46 continued.
e.
3.47
a.
Almond
Dream
Krispy
Krackle
Creamy
Crunch
Total
Total Direct
Labor Hoursa...... 7,000 (63.6%) 3,000 (27.3%) 1,000 (9.1%) 11,000 (100%)
Total Machine
Hoursa................ 2,000 (13.3%) 7,000 (46.7%) 6,000(40.0%) 15,000 (100%)
Factory Space
(Sq. Ft.)............... 1,000 (10.0%) 4,000 (40.0%) 5,000(50.0%) 10,000 (100%)
Labor (%)
63.6
27.3
9.1
Machine
Hours (%)
13.3
46.7
40.0
Allocated Costs:
Total
Almond Dream (63.6% X $24,500) +
(13.3% X $30,000) + (10% X $15,000). . = $21,072
Krispy Krackle (27.3% X $24,500) +
(46.7% X $30,000) + (40% X $15,000)... = 26,699
Creamy Crunch (9.1% X $24,500) +
(40% X $30,000) + (50% X $15,000)...... = 21,730
Solutions
3-32
Factory
Space (%)
10
40
50
Per
Unit
$ 21.07
$ 26.70
$ 21.73
3.47 a. continued.
Almond
Dream
Krispy
Krackle
Creamy
Crunch
$ 8.00
42.00
21.07
$ 71.07
$ 85.00
71.07
$ 13.93
16.4%
$ 2.00
18.00
26.70
$ 46.70
$ 55.00
46.70
$ 8.30
15.1%
$ 9.00
6.00
21.73
$ 36.73
$ 35.00
36.73
$ (1.73)
(4.9)%
Based upon the table above and the gross profit margin rule,
management would recommend dropping Creamy Crunch.
Two
characteristics of Creamy Crunch appear to make it appear relatively
unprofitable: one, the selling price is comparatively low as compared
to the other two products; two, Creamy Crunch uses 50% of the
factory space and thus is allocated half of the rent costs.
c.
Direct Labor Hours per Unit..........
Machine Hours per Unit................
Factory Space (Sq. Ft.)a................
Units of Output per Month............
Labor Hours Required...................
Machine Hours Required...............
Almond
Dream
7
2
2,000 (33.3%)
2,000
14,000 (82.4%)
4,000 (36.4%)
Krispy
Krackle
3
7
4,000 (66.7%)
1,000
3,000 (17.6%)
7,000 (63.6%)
Machine
Factory
Labor (%) Hours (%) Space (%)
82.4
36.4
33.3 (Rounded)
17.6
63.6
66.7 (Rounded)
3-33
Solutions
3.47 c. continued.
Allocated Costs:
Total
Almond Dream (82.4% X $24,500) +
(36.4% X $30,000) + (33.3% X $15,000) .... =
$
$ 18.05
Krispy Krackle (17.6% X $24,500) +
(63.6% X $30,000) + (66.7% X $15,000) .... =
$
$ 33.39
Per
Unit
36,103
33,397
Almond
Dream
Krispy
Krackle
$ 8.00
42.00
18.05
$ 68.05
$ 85.00
68.05
$ 16.95
$ 2.00
18.00
33.39
$ 53.39
$ 55.00
53.39
$ 1.61
19.9%
2.9%
$ 8.00
42.00
23.17
$ 73.17
$ 85.00
73.17
$ 11.83
13.9%
Solutions
3-34
3.47 c. continued.
Almond
Dream
3,000
Units....................................
Costs:
Materials........................... $ 24,000
Labor................................. 126,000
Overhead..........................
69,500
$ 219,500
Revenue............................... $ 255,000
Minus Total Costs................. 219,500
Gross Profit (Loss)............... $ 35,500
Krispy
Krackle
3,000
$
6,000
54,000
69,500
$ 129,500
$ 165,000
129,500
$ 35,500
Creamy
Crunch
3,000
$ 27,000
18,000
69,500
$ 114,500
$ 105,000
114,500
$ (9,500)
3-35
Solutions