2. Code Blue Chapters 15 through 18 Includes Supplements 1, 2 and 3

3. Chapter 18 Wes Douglas eventually needs a system that provides costs by product –Products will have to be defined in some level of detail Until he gets that he will probably define his product as a patient day Today we will talk about two systems, the interim (temporary) and final costing system

4. Costing Information Currently Available –Total costs per department –Total costs per patient day Not Not Available –Individual procedure costs –Average cost per DRG –Cost per DRG per physician –Costs by product line –Costs by employer

5. The final costing system will need to provide information for many types of fixed price contracts DRG reimbursement Capitation payment Other contracts He needs a system that is flexible, that will allow him to capture costs on some elementary level, then roll those costs up to more complex cost objectives.

6. We are not there yet, however It takes time to design and implement a complete costing system We need something we can use to make decisions today—an interim system

7. Interim Cost Objective Since Wes Douglas needs data now He is willing to sacrifice level of detail for timeliness He decides that his interim cost objective will be patient day since the hospital association has data on nursing labor costs per patient day

8. He can now calculate... Direct labor variances Direct materials variances Overhead variances Per patient day

9. Formula for labor rate variances AH x AR = X 1 AH x SR = X 2 SH x SR = X 3 AH = Actual Hours SH = Standard Hours AR = Actual Labor Rate SR = Standard Labor Rate X 1 - X 2 = Labor rate variance X 2 - X 3 = Labor efficiency variance

10. How will he determine? Standard labor rate (SR) –He will take the rates established by Alma Cowdrey Standard labor hours (SH) –Industrial engineer study –Borrow standards from other hospitals –Adopt current actual figures as standard, tighten standards with time

11. We have reviewed the interim costing system that Wes can use until he gets something better. Now let’s talk about the final (ultimate) costing system.

12. Should the final system be... A job costing system? A process costing system? A combination of job costing and process costing

13. Should the final system be... An actual cost accounting system? –Debit WIP for actual direct labor, actual direct materials, and actual overhead A normal cost accounting system? –Debit WIP for actual direct labor, actual direct materials, but use overhead rate A standard cost accounting system? –Debit WIP for standard direct labor, standard direct materials, and standard overhead

14. Possible advantages of standard costing system More accurate information on why the hospital is losing money Easier methodology for assigning costs to patients Mechanism for involving employees in cost savings through bonuses Better methodology for implementation of responsibility accounting

15. What is the difference between data and information? Data are numbers processed by the accounting system Information is data that is useful for decision making

16. The information needed is different to manage each of these contracts Prospective payment contracts –DRG Reimbursement –Capitation Payment Retrospective payment contracts –Billed Charges –Cost Reimbursement

17. Questions to ask in designing management reports How does the hospital make or lose money on this particular type of contract? What variables, therefore, should the manager monitor? What information must be sent on these variables?

18. Questions to ask in designing management reports How will we gather the data to prepare the reports? What format should the information take? How timely must the information be?

19. The information needed is different to manage each of these contracts Prospective payment contracts –DRG Reimbursement –Capitation Payment Retrospective payment contracts –Billed Charges –Cost Reimbursement

20. Supplement Two Calculating accurate labor rate variances –Labor rate variances tell how much a company or made (or lost) because the labor rate was lower (or higher) than budgeted –Labor efficiency variances tell how much a company made (or lost) because they used fewer (or greater) hours than budgeted

21. The Compensation Study Designed to establish standard labor rates that are: –Internally consistent--this means that pay is fair, that pay is based upon the characteristics of the work done –Externally valid--pay is consistent with market

22. The Compensation Study Based on job tasks and job characteristics –Job tasks: Activities performed by the job incumbent (balancing a ledger, administering a medication) –Job characteristics: An attribute the employee must have to perform the job (i.e. a college education, ability with math, manual dexterity, ability to supervise people).

23. History of Job Analysis Quantitative job analysis is approximately 55 years old. The first companies to use it were defense companies during World War II. Their objective was to determine what the pay should be for jobs that had no equivalent in the civilian workforce (i.e. what do you pay a bomb loader?).

24. History of Job Analysis The objective was to quantify jobs by assigning them job points that could be directly correlated with pay –Initially they tried to quantify job tasks. This was impossible as there is are and unlimited number of tasks in the world of work. –The next attempt was to quantify job characteristics.

25. History of Job Analysis Using multiple regression, researchers identified 13 to 16 job basic job characteristics that were correlated with pay.

26. Job Characteristics that Correlate with Pay Level of decision making Amount of planning and scheduling Job related experience and training Job required personal contact Supervision of other personnel Supervision received Amount of frustration/stress created by the job

27. Job Characteristics that Correlate with Pay Attention to detail Updating job knowledge Responsibility for material assets General responsibility Job structure Criticality of position

28. Formula Used: Y = a + b 1 X 1 + b 2 X 2 +... b n X n where: Y = total job points a = constant b = weight applied by the market to the particular job characteristic X = the amount of that characteristic that must be evidenced by the job incumbent

29. Example For the purpose of simplification assume that there are only 3 job characteristics in the world of work that correlate with pay –Level of education required –Level of decision making required –Level of supervision over other employees

30. Example Let’s assume a study was conducted, and the b values assigned to these job characteristics by the market are: –Education (b 1 ) = 1 –Decision making (b 2 ) = 3 –Supervision (B 3 ) = 2 Lets also assume that the constant was found to be 5.

31. The formula therefore is: Y = 5 + (1)X 1 + (3)X 2 + (2)X 3

32. Example Now assume that the analyst, armed with the formula and methodology interviews each job incumbent to determine how much of each job characteristic is required by the particular job.

33. Example The results are: –Education (X 1 ) = 5 –Decision making (X 2 ) = 3 –Supervision (X 3 ) = 4 How do they come up with these values? Through scales developed by the industry.

34. Substituting these values into the formula we get: Y = 5 + (1)(5) + (3)(3) + (2)(3) = 25 job points How do we interpret this? A job with 25 job points should be paid twice that as a job with 12.5 points.

35. Graph of Salary Line Salary line dictated by the model of the market Hourly Wage Job Characteristic Points Present Wage Correct Wage as Determined by Model Job Points for Secretary In this example, the secretary is currently paid too much if we are to achieve internal consistency

36. Supplement Three Calculating Labor Variances

37. In a service industry what is the product? We need to have a cost objective or product to: –Establish standard costs for –Calculate variances for The product is sometimes more difficult to define in service industries than it is in manufacturing

38. Three levels products (review) Primary Products Intermediate Products Final products

39. Primary Products These are the most basic services rendered Component costs include direct labor, direct materials, and overhead Examples of primary products: –Changing a dressing –Suturing a wound –Giving an injection

40. Calculating the cost of a primary product Direct Labor Direct Materials Overhead Primary Product (i.e changing a dressing)

41. Intermediate Products Primary Product Intermediate Product (i.e. major surgical procedure)

42. Intermediate Products Consist of services that have as components two or more primary products An example might be a major surgical procedure such as an appendectomy

43. Primary and intermediate products are cost objectives A cost objective is a function, organizational subdivision, contract, or other work unit for which cost data are desired and for which provision is made to accumulate costs.

44. Purpose of cost objectives Decision making Control

45. Final Products Intermediate Product Intermediate Product Final Product (i.e. DRG, Capitation Day, Patient Day)

46. Final Products Are made up of two or more intermediate products Final products are final cost objectives

47. Examples of Final Products A Diagnostic Related Group A capitation day for a specific employee group A patient day –Medical –Surgical –Obstetric –Etc.

48. Interim Cost Objective Wes Douglas needs data now He is willing to sacrifice level of detail for timeliness He decides that his interim cost objective will be patient day since the hospital association has data on nursing labor costs per patient day

49. He can now calculate... Direct labor variances Direct materials variances Overhead variances

50. Labor Variances Labor rate variance –Formula: (AH x AR) - (AH x SR) Labor efficiency variance –Formula: (AH x SR) - (SH x SR)

51. The End!