Activity-Based Costing

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1 Activity-Based Costing Second Edition ISBN

2

3 Activity-Based Costing Second Edition Steven D. Grossman

4 Copyright 2000 American Management Association. All rights reserved. This material may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America

5 Contents About This Course How to Take This Course xi xiii 1 Cost Accounting for Control 1 Strategic Planning Role of Management Accounting The Traditional Accounting Control System The Behavioral Aspects of Control Motivational Factors Effect of Participation The Traditional Cost Accounting System The Development of the Traditional Cost Accounting System Changing Business Problems with Standard Cost and Variance Systems The Failure of Traditional Cost Systems Variable Costing Allocating Overhead Variance Anomaly Precision and Accuracy Information Provided Your Turn: When a Cost Accounting System Is Obsolete 2 Activities and Costs 29 Activity-Based Costing Classifying Activities Costs Importance of Activity-Based Costing v

6 vi ACTIVITY-BASED COSTING Activities Levels of Activities Characteristics of Activities Implementing and Maintaining an Activity-Based Costing System Two Views of Activity-Based Costing Cost Assignment View Process View Integrating the Two Views Micro and Macro Activities Activity Drivers Applying Activity-Based Costing Additional Factors to Consider Your Turn: Applying Activity-Based Costing Cost Behavior Absorption Costing and Variable Costing Capacity Measures Presenting Excess Capacity on an Income Statement ABC Profitability Maps Continuous Improvement Reducing Costs Affecting the Design of Activity-Based Costing Systems 3 Developing and Implementing an Activity-Based Costing System 59 Systems Development Developing an ABC System Scope of the Program Project Organization and Schedule and Information Needs Development Costs Off-Line vs. Integrated Reports Identifying Activities Methods of Obtaining Information on Activities Obtaining Costs Determining Resource Drivers Your Turn: Employee-Related Costs Driver Multipliers Cost Centers and Allocation Determining Cost Objects Product-Related Cost Objectives Customer-Related Cost Objectives Other Cost Objectives Determining Activity Drivers

7 CONTENTS vii Number of Activity Drivers Factors in Selecting Activity Drivers Product Cost Life Cycle Costs Tracing Product Costs Cost Drivers and Performance Measures Aspects of Performance Measures Performance Evaluation for Payroll An Intelligent Approach to Cost System Design 4 The Success of ABC Implementation 91 Factors in Successful ABC Implementations Problems in Implementing ABC Factors Leading to Failure of ABC Systems Customer Satisfaction Standalone or Fully Integrated System Nine Steps to Implementing ABC Necessary Ingredients for Success Structural Considerations Factors Contributing to Resistance Your Turn: Critical Roles in ABC Implementation Behavioral Considerations Important Factors for Successful ABC Implementation Behavioral and Organizational Consequences 5 Activity-Based Costing for Nonmanufacturing Organizations 107 The Two-Dimensional ABC Model ABC and Service Organizations Applying ABC to a Retail Merchandise Operation ABC in a Small Service Business Applying ABC to Service Organizations A Hospital ABC for a Systems Consulting Industry An Internal Auditing Department A Railroad Activity-Based Costing for Electric Utilities ABC Aids in Effectively Using Computing and Communication Technology A Warehouse

8 viii ACTIVITY-BASED COSTING A Data Analysis Service A Health Clinic Quantifying Environmental Costs Activity-Based Costing at a University Support Center Applying ABC to Banking Operations An Illustration ABC for Credit/Debit Card Service for the Post Office Your Turn: Organizations and Items 6 ABC and Other Techniques 139 Theory of Constraints Managing Constraints and Maximizing Throughput Integrating ABC and TOC People-Intensive vs. Machine-Intensive Departments Financial Reporting Using ABC and TOC Transfer Pricing Market Price Negotiated Price Variable Cost Absorption Cost International Taxation Transfer Pricing and ABC Enterprise Resource Planning (ERP) Target Costing Personnel Requirements Product Considerations ABC with Target Costing Economic Value Added (EVA) EVA Considerations ABC and EVA Dedicated vs. Nondedicated Capital Disadvantages of EVA Feature Costing Your Turn: Theories, Systems, Techniques 7 Activity-Based Management 157 The Relationship between ABM and ABC ABM Framework Customer Satisfaction Concentrating on Activities Nonessential Activities Internal Benchmarking and Coordination

9 CONTENTS ix Reducing Cost with Activity-Based Management Analyzing Activities Value Analysis Nonvalue-Added Activities Analyzing Costs Lowest Price Versus Lowest Cost Sourcing Decisions Target Cost Analysis Analyzing Customers Budgeting Activity-Based Budgeting Starting with Cost Objects Activity-Based Budgeting Starting with Work Performed Performance Measurement Traditional Performance Measures Nontraditional Performance Measures Effect of Performance Measures Performance Management Three-Tiered Approach Differences in Performance Measures Responsibility Accounting Traditional Responsibility Accounting Systems Activity-Based Responsibility Accounting Systems Innovation and R&D Investment Management Satisfaction with ABM Implementation Bibliography 185 Final Exam 193 Index 203

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