2. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-1 Cost Allocation and Performance Measurement Chapter 21 Modified from Publisher Provided Slides

3. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-2 One of the most difficult tasks in computing accurate unit costs lies in determining the proper amount of overhead cost to assign to each job. Assigning overhead is difficult. I agree! Overhead Cost Allocation Methods

4. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-3 Level of Complexity Overhead Allocation Plantwide Overhead Rate Departmental Overhead Rates Activity Based Costing Activity-Based Cost Allocation

5. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-4 In the ABC method, we recognize that many activities within a department drive overhead costs. In the ABC method, we recognize that many activities within a department drive overhead costs. A BC A C B Activity-Based Cost Allocation

6. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-5 Identify activities and assign indirect costs to those activities. Central idea... Products require activities. Activities consume resources. A BC A C B Activity-Based Costing

7. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-6  More detailed measures of costs.  Better understanding of activities.  More accurate product costs for... Pricing decisions. Product elimination decisions. Managing activities that cause costs.  Benefits should always be compared to costs of implementation.  More detailed measures of costs.  Better understanding of activities.  More accurate product costs for... Pricing decisions. Product elimination decisions. Managing activities that cause costs.  Benefits should always be compared to costs of implementation. Activity-Based Costing Benefits

8. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-7 Most cost drivers are related to either volume or complexity of production. Examples: machine time, machine setups, purchase orders, production orders. Three factors are considered in choosing a cost driver: Causal relationship. Benefits received. Reasonableness. Most cost drivers are related to either volume or complexity of production. Examples: machine time, machine setups, purchase orders, production orders. Three factors are considered in choosing a cost driver: Causal relationship. Benefits received. Reasonableness. Identifying Cost Drivers

9. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-8  Identify activities that consume resources.  Assign costs to a cost pool for each activity.  Identify cost drivers associated with each activity.  Compute overhead rate for each cost pool:  Assign costs to products: Overhead Actual Rate Activity × Rate = Estimated overhead costs in activity cost pool Estimated number of activity units Activity-Based Costing Procedures

10. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-9 Let’s look at an example comparing traditional costing with ABC. We will start with traditional costing. Activity-Based Costing

11. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-10 Pear Company manufactures a product in regular and deluxe models. Overhead is assigned on the basis of direct labor hours. Budgeted overhead for the current year is $2,000,000. Other information: First, determine the unit cost of each model using traditional costing methods. Traditional Costing vs. ABC Example

12. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-11 Traditional Costing Overhead Estimated overhead costs Rate Estimated activity = Overhead $2,000,000 Rate 40,000 DLH == $50 per DLH

13. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-12 ABC will have different overhead per unit. Traditional Costing

14. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-13 Pear Company plans to adopt activity-based costing. Using the following activity center data, determine the unit cost of the two products using activity-based costing. Activity-Based Costing

15. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-14 400 deluxe + 800 regular = 1,200 total Activity-Based Costing

16. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-15 Activity-Based Costing

17. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-16 Activity-Based Costing

18. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-17 Let’s complete the table. Activity-Based Costing

19. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-18 Activity-Based Costing

20. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-19 Activity-Based Costing Total overhead = $720,000 + $1,280,000 = $2,000,000 Recall that $2,000,000 was the original amount of overhead assigned to the products using traditional overhead costing.

21. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-20 Activity-Based Costing

22. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-21 This result is not uncommon when activity-based costing is used. Many companies have found that low-volume, specialized products have greater overhead costs than previously realized. Traditional Costing vs. ABC

23. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-22 Costs and Cost Drivers in Activity-Based Costing Exh. 21-6

24. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-23 Direct expenses are incurred for the sole benefit of a specific department. Indirect expenses benefit more than one department and are allocated among departments benefited. Departmental Expense Allocation

25. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-24 Classic Jewelry pays its janitorial service $300 per month to clean its store. Management allocates this cost to its three departments according to the floor space each occupies. Illustration of Indirect Expense Allocation Exh. 21-7

26. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-25 Classic Jewelry pays its janitorial service $300 per month to clean its store. Management allocates this cost to its three departments according to the floor space each occupies. Illustration of Indirect Expense Allocation Exh. 21-7

27. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-26 Classic Jewelry pays its janitorial service $300 per month to clean its store. Management allocates this cost to its three departments according to the floor space each occupies. Illustration of Indirect Expense Allocation Exh. 21-7

28. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-27 Service department costs are shared, indirect expenses that support the activities of two or more production departments. Bases for Allocating Service Department Costs Exh. 21-8

29. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-28 ABCO allocates its $300,000 personnel cost to operating departments based on the number of employees in each department. The assembly department has 100 employees and the packing department has 150 employees. What amount of cost is allocated to assembly? a.$100,000 b.$120,000 c.$150,000 d. $180,000 ABCO allocates its $300,000 personnel cost to operating departments based on the number of employees in each department. The assembly department has 100 employees and the packing department has 150 employees. What amount of cost is allocated to assembly? a.$100,000 b.$120,000 c.$150,000 d. $180,000 Service Department Costs Question

30. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-29 ABCO allocates its $300,000 personnel cost to operating departments based on the number of employees in each department. The assembly department has 100 employees and the packing department has 150 employees. What amount of cost is allocated to assembly? a.$100,000 b.$120,000 c.$150,000 d. $180,000 ABCO allocates its $300,000 personnel cost to operating departments based on the number of employees in each department. The assembly department has 100 employees and the packing department has 150 employees. What amount of cost is allocated to assembly? a.$100,000 b.$120,000 c.$150,000 d. $180,000 Assembly percentage = 100 ÷ (100 + 150) = 40% 40% of $300,000 = $120,000 Service Department Costs Question

31. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-30 Let’s prepare departmental income statements using the following steps: Ê Direct expense accumulation. Ë Indirect expense allocation. Ì Service department expense allocation. Preparing Departmental Income Statements

32. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-31 Service Dept. One Service Dept. Two Operating Dept. One Direct expenses are traced to each department without allocation. Operating Dept. Two Step 1: Direct Expense Accumulation

33. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-32 Service Dept. One Service Dept. Two Operating Dept. One Indirect expenses are allocated to all departments using appropriate allocation bases. Allocation Step 2: Indirect Expense Allocation Operating Dept. Two

34. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-33 Operating Dept. One Operating Dept. Two Service department total expenses (original direct expenses + allocated indirect expenses) are allocated to operating departments. Allocation Service Dept. One Service Dept. Two Step 3: Service Department Expense Allocation

35. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-34 Let’s examine this three-step allocation procedure for Owl Company. Departmental Expense Allocation Spreadsheet

36. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-35 Departmental Expense Allocation Spreadsheet Step 1: Direct expenses are traced to service departments and sales departments without allocation.

37. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-36 Departmental Expense Allocation Spreadsheet Step 2: Indirect expenses are allocated to both the service and the sales departments based on floor space occupied. Of a total of 2,000 square feet, the service departments occupy 200 square feet each, sales department one occupies 600 square feet, and sales department two occupies 1,000 square feet.

38. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-37 Sales department one has $40,000 in sales and sales department two has $48,000 in sales. Step 3: Service department total expenses (original direct expenses + allocated indirect expenses) are allocated to sales departments. Departmental Expense Allocation Spreadsheet

39. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-38 Departmental Expense Allocation Spreadsheet Sales department one has 28 employees and sales department two has 40 employees. Step 3: Service department total expenses (original direct expenses + allocated indirect expenses) are allocated to sales departments.

40. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-39 Departmental Expense Allocation Spreadsheet

41. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-40 Now that we have the costs, let’s do an income statement. Departmental Income Statements

42. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-41 Departmental Income Statements

43. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-42 Departmental Income Statements

44. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-43 Departmental contribution... Is used to evaluate departmental performance. Is not a function of arbitrary allocations of indirect expenses. A department may be eliminated when its departmental contribution is negative. Departmental revenue – Direct expenses = Departmental contribution Departmental Contribution to Overhead

45. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-44 As a general rule, a department can be considered a candidate for elimination if its revenues are less than its escapable expenses. Direct expenses are usually escapable. Indirect expenses are usually inescapable. Eliminating an Unprofitable Department

46. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-45 Let’s recast Owl Company’s income statement using the departmental contribution approach where indirect expenses are not allocated. Departmental Contribution to Overhead

47. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-46 Net income for the company is still $17,500. Departmental Contribution to Overhead

48. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-47 Departmental contributions to indirect expenses (overhead) are emphasized. Departmental Contribution to Overhead

49. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-48 Departmental contributions are positive so neither department is a candidate for elimination. Departmental Contribution to Overhead

50. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-49 Costs are controllable if the manager has the power to determine, or strongly influence, the amounts incurred. A manager’s performance evaluation should be based on controllable costs. I’m in control Controllable Costs

51. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-50 Direct costs are traced to departments, but may not be controllable by the department manager. Example: Department managers usually have no control over their own salaries. Controllable costs are identified with a particular manager and a definite time period. All costs are controllable at some level of management if the time period is long enough. Distinguishing Controllable and Direct Costs

52. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-51 An accounting system that provides information... Responsibility Accounting Relating to the responsibilities of individual managers. To evaluate managers on controllable items.

53. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-52 Responsibility Accounting Successful implementation of responsibility accounting may use organization charts with clear lines of authority and clearly defined levels of responsibility.

54. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-53 Amount of detail varies according to level in organization. A department manager receives detailed reports. A store manager receives summarized information from each department. Responsibility Accounting Performance Reports

55. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-54 The vice president of operations receives summarized information from each store. Management by exception: Upper-level management does not receive operating detail unless problems arise. Amount of detail varies according to level in organization. Responsibility Accounting Performance Reports

56. McGraw-Hill/Irwin © The McGraw-Hill Companies, Inc., 2005 21-55 End of Chapter 21