CH 5

CHAPTER 5
Activity-Based Costing and Management

Answers to Review Questions
5-1
In a traditional, volume-based product-costing system, only a single predetermined

overhead rate is used. All manufacturing-overhead costs are combined into one cost
pool, and they are applied to products on the basis of a single cost driver that is
closely related to production volume. The most frequently used cost drivers in
traditional product-costing systems are direct-labor hours, direct-labor dollars,
machine hours, and units of production.
5-2
Management was being misled by the traditional product-costing system, because

the high-volume product lines were being overcosted and the low-volume product
line was being undercosted. The high-volume products essentially were subsidizing
the low-volume line. The traditional product-costing system failed to show that the
low-volume products were driving more than their share of overhead costs. As a
result of these misleading costs, the company's management was mispricing its
products.
5-3
An activity-based costing system is a two-stage process of assigning costs to

products. In stage one, activity-cost pools are established. In stage two a cost driver
is identified for each activity-cost pool. Then the costs in each pool are assigned to
each product line in proportion to the amount of the cost driver consumed by each
product line.
5-4
A cost driver is a characteristic of an event or activity that results in the incurrence

of costs by that event or activity. In activity-based costing systems, the most
significant cost drivers are identified. Then a database is created that shows how
these cost drivers are distributed across products. This database is used to assign
costs to the various products depending on the extent to which they use each cost
driver.
5-5
The four broad categories of activities identified in an activity-based costing system

are as follows:
(a)
Unit-level activities: Must be done for each unit of production.
(b)
Batch-level activities: Must be performed for each batch of products.
(c)
Product-sustaining activities: Needed to support an entire product line.
McGraw-Hill/Irwin
Managerial Accounting, 8/e
2009 The McGraw-Hill Companies, Inc.

5-1
(d)
Facility-level (or general-operations-level) activities: Required for the entire

production process to occur.
5-6
An activity-based costing system alleviated the problems management was having

under its traditional, volume-based product-costing system by more accurately
assigning costs to products. Products were assigned costs based on the extent to
which they used various cost drivers that were determined to be closely related to
the incurrence of a variety of overhead costs.
5-7
Product-costing systems based on a single, volume-based cost driver tend to

overcost high-volume products, because all overhead costs are combined into one
pool and distributed across all products on the basis of only one cost driver. This
simple averaging process fails to recognize the fact that a disproportionate amount
of costs often is associated with low-volume or complex products. The result is that
low-volume products are assigned less than their share of manufacturing costs, and
high-volume products are assigned more than their share of the costs.
5-8
In traditional, volume-based costing systems, only direct material and direct labor
are considered direct costs. In contrast, under an activity-based costing system, an
effort is made to account for as many costs as possible as direct costs of
production. Any cost that can possibly be traced to a particular product line is
treated as a direct cost of that product.
5-9
The pool rate is calculated by dividing the budgeted amount of an activity cost pool
by the budgeted total quantity of the associated cost driver. The pool rate is the cost
of a particular activity that is expected per unit of the associated cost driver.
5-10
Two factors that tend to result in product cost distortion under traditional, volumebased product-costing systems are as follows:
(a) Non-unit level overhead costs: Many overhead costs vary with cost drivers that
are not unit-level activities. Use of a unit-level cost driver to assign such costs
tends to result in cost distortion.
(b) Product diversity: When a manufacturer produces a diverse set of products,
which exhibit different consumption ratios for overhead activities, use of a single
cost driver to assign costs results in cost distortion.
5-11
Three important factors in selecting cost drivers for an ABC system are as follows:
(a) Degree of correlation between consumption of an activity and consumption of
the cost driver.
(b) Cost of measurement of the cost driver.
McGraw-Hill/Irwin
5-2

Solutions Manual
(c) Behavioral effects, that is, how the cost driver selected will affect the behavior of
the individuals involved in the activity related to the cost driver.
5-12
An activity dictionary lists all of the activities identified and used in an activity-based
costing analysis. The activity dictionary provides for consistency in the terminology
and level of complexity in the ABC analysis in the organizations various subunits.
5-13
Line managers are close to the production process and may realize that a complex
product, which is difficult to manufacture, is undercosted by a traditional, volumebased costing system. Because of the cost distortion that is common in such
systems, the undercosted product may appear to be profitable when it is really
losing money. Line managers may have a "gut feeling" for this situation, even if the
cost-accounting system suggests otherwise.
5-14
Diverse products typically consume support activities (such as purchasing, material

handling, engineering, and inspection) in differing degrees. When there are
significant differences among product lines in the ways that they consume support
services (and thereby cause overhead costs), a traditional, volume-based costing
system may distort product costs. Some products are overcosted; others are
undercosted. An ABC system can eliminate (or at least alleviate) such cost
distortion.
5-15
Activity-based costing is just as appropriate in the service industry as in the

manufacturing industry. Just as in manufacturing firms, diverse services typically
consume support activities in varying degrees. ABC systems are more accurate in
tracking the usage of these support activities to the services (products) that are
produced than are traditional, volume-based costing systems.
5-16
As indicated in the chapter, Pennsylvania Blue Shield, like many manufacturers,

classifies activities as unit level, batch level, product-sustaining level, or facility
level. Maintenance of the medical-services provider network (i.e., the physicians and
hospitals that provide medical care to claimants) is a product-sustaining-level
activity because it benefits an entire product line (service line, in this case) of
personal health insurance policies.
5-17
Management could use the ABC information about the cost of various types of
patient appointments for determining charges for appointments, making
appointment staffing decisions (e.g., physician versus nurse practitioner), and
justifying reimbursements from insurance companies or government agencies.
McGraw-Hill/Irwin

5-3
5-18
At Patio Grill Company, every unit of each product line manufactured requires all
eight of the support activities covered by the ABC system. In contrast, at Delaware
Medical Center, each patient sees a physician, or a nurse practitioner, or an intern, or
a resident. Moreover, each patient is either a new patient or a continuing patient, but
not both. Therefore, in determining the cost a patient appointment, the cost analyst
would include only the relevant activity costs in the cost of a patient appointment.
5-19
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.
5-20
Activity analysis is the detailed identification and description of the activities

conducted in an enterprise. Activity analysis entails the identification not only of
activities, but also of their root causes, of the events that trigger them, and of the
linkages among them. Three criteria for determining whether an activity adds value
are as follows:
(a) Is the activity necessary?
(b) Is the activity efficiently performed?
(c) Is the activity sometimes value-added and sometimes non-value-added?
McGraw-Hill/Irwin
5-4

Solutions Manual
Diagram of two-dimensional ABC model (from review question 5-19 on preceding page):
Cost Assignment View
RESOURCE COSTS
Process View
Activity analysis
ROOT
ACTIVITY
CAUSES
TRIGGERS
Assignment of resource costs

to activity cost pools
associated with
significant activities
Activity evaluation
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

5-5
5-21
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.
5-22
Customer profitability analysis refers to using the concepts of activity-based costing

to determine how serving particular customers causes activities to be performed and
costs to be incurred. Examples of activities that can be differentially demanded by
customers include order frequency, order size, special packaging or handling,
customized parts or engineering, and special machine setups. Such activities can
make some customers more profitable than others.
5-23
Activity-based costing is used to analyze customer-related costs and determine the

cost drivers for these costs. This ABC data then forms the basis for the customer
profitability analysis by assigning the appropriate amount of customer-related costs
to each customer.
5-24
A customer profitability profile, usually expressed in graphical form, shows the

companys cumulative operating income as a percentage of total operating income.
The customers included in the profile generally are ranked either by operating
income or by sales revenue.
5-25
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
McGraw-Hill/Irwin
5-6

Solutions Manual
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.
The Pull Method in a JIT System

Purchasing
Demand for raw materials and parts is signaled when

there is a need in stage I for more inputs.
Production
Stage I
Demand for production activity in stage I is signaled

when there is a need in stage II for more inputs.
Production
Stage II
Demand for production activity in stage II is signaled

when there is a need in stage III for more inputs.
Production
Stage III
Sales
Demand for finished goods is signaled when sales

activity warrants more finished units. This signal
triggers manufacturing activity in the final stage of
production (stage III).
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.
This pull system of production management, which characterizes the JIT

approach, results in a smooth flow of production and significantly reduced inventory
levels.
McGraw-Hill/Irwin

5-7
Solutions to exercises
EXERCISE 5-26 (15 MINUTES)
1.
Material-handling cost per mirror:

$90,000
250 $1,500
[(30)(250) (30)(250)] *
*The total number of direct-labor hours.

An alternative calculation, since both types of product use the same amount of the
cost driver, is the following:
$90,000
$1,500
60 *
*The total number of units (of both types) produced.

2.
Material-handling cost per lens = $1,500. The analysis is identical to that given for
requirement (1).
3.
Material-handling cost per mirror:
$90,000
4
(4 16) *
$600
30
*The total number of material moves.
The number of material moves for the mirror product line.

4.
Material-handling cost per lens:

$90,000
16 *
(4 16)
$2,400
30
*The number of material moves for the lens product line.
McGraw-Hill/Irwin
5-8

Solutions Manual

There is no single correct answer to this exercise. There are many reasonable solutions.
Cost pool 1:
Raw materials and components...................................................................... 3,835,000 yen
Inspection ......................................................................................................... 39,000 yen
Total................................................................................................................... 3,874,000 yen
Cost driver: raw-material cost
Cost pool 2:
Depreciation, machinery.................................................................................. 1,820,000 yen
Electricity, machinery.......................................................................................
156,000 yen
Equipment maintenance, wages......................................................................
195,000 yen
Equipment maintenance, parts........................................................................ 39,000 yen
Total................................................................................................................... 2,210,000 yen
Cost driver: number of units produced.
Cost pool 3:
Setup wages......................................................................................................
Total...................................................................................................................
52,000 yen
52,000 yen
Cost driver: number of production runs.

Cost pool 4:
Engineering design...........................................................................................
Total...................................................................................................................
793,000 yen
793,000 yen
Cost driver: number of parts in a product.
McGraw-Hill/Irwin

5-9
EXERCISE 5-27 (CONTINUED)

Cost pool 5:
Depreciation, plant............................................................................................
910,000 yen
Insurance, plant................................................................................................
780,000 yen
Electricity, light..................................................................................................
78,000 yen
Custodial wages, plant.....................................................................................
52,000 yen
Property taxes...................................................................................................
156,000 yen
Natural gas, heating.......................................................................................... 39,000 yen
Total................................................................................................................... 2,015,000 yen
Cost driver: for costs allocated to support departments, square footage; for costs
assigned to products, number of units produced.
Cost pool 1: unit-level
Cost pool 2: unit-level
Cost pool 3: batch-level
Cost pool 4: product-sustaining-level
Cost pool 5: facility-level
1.
a.
Quality-control costs assigned to the enamel paint line under the traditional
system:
Quality-control costs = 16% direct-labor cost
Quality-control
costs assigned to
enamel paint line = 16% $98,000
= $15,680
McGraw-Hill/Irwin
5-10

Solutions Manual

b.
Quality-control costs assigned to the enamel paint line under activity-based

costing:
Quantity for
Activity
Pool Rate
Enamel Paint
Incoming material inspection....... $23.00 per type..... 24 types.........
In-process inspection...................
.28 per unit...... 35,000 units...
Product certification...................... 144.00 per order... 50 orders.......
Total quality-control costs assigned...........................................................
2.
Assigned
Cost
$ 552
9,800
7,200
$17,552
The traditional product-costing system undercosts the enamel paint product line, with
respect to quality-control costs, by $1,872 ($17,552 $15,680).

Wheelco's product-costing system probably is providing misleading cost information to
management. A common problem in a traditional, volume-based costing system is that
high-volume products are overcosted and low-volume products are undercosted. There is
evidence of this in the exercise, since Wheelco's competitors are selling the high-volume
DC16 wheel at a price lower than Wheelco's reported manufacturing cost. In contrast,
Wheelco is selling its specialty JY16 wheel at a huge markup above the product's reported
cost. An activity-based costing system probably would report a lower product cost for
wheel DC16 and a substantially higher cost for wheel JY16.
The president's strategy of pushing the firm's specialty products probably will
aggravate Wheelco's problem even further. These products probably are not as profitable as
the firm's traditional product-costing system makes them appear.
Recommendation: Install an activity-based costing system. If the new reported
product costs shift as suggested in the preceding comments, then lower the price on the
high-volume products, such as wheel DC16. The prices of the specialty wheels probably will
need to be raised. It is possible that Wheelco should discontinue low-volume products.
McGraw-Hill/Irwin

5-11

1.
Key features of an activity-based costing system:

(a)
Two-stage procedure for cost assignment.
(b)
Stage one: Establish activity cost pools.
(c)
Stage two: Select cost drivers for each activity-cost pool. Then assign the costs
in each cost pool to the company's product lines in proportion to the amount of
the related cost driver used by each product line.
2.
As described in the answer to the preceding exercise, the new system probably will
reveal distortion in the firm's reported product costs. In all likelihood, the high-volume
products are overcosted and the low-volume specialty products are undercosted.
3.
Strategic options:
(a)
Lower the prices on the firm's high-volume products to compete more effectively.
(b)
Increase the prices on low-volume specialty products.
(c)
Consider eliminating the specialty product lines. This option may not be desirable
if there is a marketing need to produce a full product line. Also, the specialty
wheels may give Wheelco prestige.

The activities of the Seneca Falls Winery may be classified as follows:
U: Unit-level
B: Batch-level
P: Product-sustaining-level
F: Facility-level
McGraw-Hill/Irwin
5-12

Solutions Manual

Activity
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
Classification
P
P
P
P
P
P
P
B
B
B
McGraw-Hill/Irwin
Activity
(11)
(12)
(13)
(14)
(15)
(16)
(17)
(18)
(19)
Classification
B
B
U
U
U
U
B
F
F

5-13

1.
ZODIAC MODEL ROCKETRY COMPANY

COMPUTATION OF SELLING COSTS
BY ORDER SIZE AND PER MOTOR WITHIN EACH ORDER SIZE
Small
Order Size
Medium
Large
Total
Sales commissions
(Unit cost: $675,000/225,000
= $3.00 per box)....................................................
$ 6,000
$135,000
box)...........................................................................
$534,000
$ 675,000
62,600
295,400
26,400
105,000
31,000
60,000
Total cost for all orders of a

given size.....................................................................
$185,400
$296,000
$654,000
$1,135,400
Units (motors) solde....................................................

103,000
592,000
2,180,000
Catalogsb
(Unit cost: $295,400/590,800
= $.50 per catalog)................................................
127,150
105,650
catalog)....................................................................
Costs of catalog salesc
(Unit cost: $105,000/175,000
= $.60 per motor)..................................................
47,400
31,200
skein)........................................................................
Credit and collectiond
(Unit cost: $60,000/6,000
= $10.00 per order)...............................................
4,850
24,150
order)........................................................................
Unit cost per order of a given

sizef...............................................................................
$1.80
$.50
$.30
Retail sales in boxesunit cost:

Small, 2,000$3
Medium, 45,000$3
Large, 178,000$3
b
Catalogs distributedunit cost
c
Catalog salesunit cost
McGraw-Hill/Irwin
5-14

Solutions Manual
Number of retail ordersunit cost

Small: (2,00012) + 79,000 = 103,000
Medium: (45,00012) + 52,000 = 592,000
Large: (178,00012) + 44,000 = 2,180,000
f
Total cost for all orders of a given size units sold
e

2.
The analysis of selling costs shows that small orders cost more than large orders.
This fact could persuade management to market large orders more aggressively
and/or offer discounts for them.

The definitions used by Carrier Corporation for each of the activity levels are given below.
(See Robert Adams and Ray Carter, "United Technologies' Activity-Based Accounting
Is a Catalyst for Success As Easy as ABC, 18, p.4.) Note that United Technologies
uses the term structural-level activity, instead of facility-level activity as used in the
text.
Unit: This activity or cost occurs every time a unit is produced. An example is the
utility cost for production equipment. This level of activity usually relates directly to
production volume.
Batch: This activity is performed for each batch produced or acquired. Examples
include moving raw material between the stock room and production line or setting
up a machine for a run.
Product-sustaining: This activity is performed to maintain product designs,
processes, models, and parts. Examples include expediting purchasing, maintaining
tools and dies, or assuring quality. Sustaining activities are required for supporting a
key manufacturing capability or process.
Facility: These activities are performed to enable production. They are fundamental
to supporting the business entity at the most basic level. Examples are managing or
cleaning the building.
These definitions are consistent with those given in the chapter. An argument for the
ABC project team's classification would be that the activity or account in question was
characterized by the definition of the activity-level classification given above. An argument
against the team's classification would be that the particular activity or account did not
satisfy the definition.
McGraw-Hill/Irwin

5-15
For example, moving materials is a batch-level activity because a raw material must be
moved to the product area when a production run or batch is started. Depreciation is a
facility-level account because depreciation on plant and equipment represents the cost of
providing production facilities in which manufacturing can take place.
McGraw-Hill/Irwin
5-16

Solutions Manual

Answers will vary widely, depending on the college or university and the activities chosen.

Answers will vary widely, depending on the website chosen. In general, though, activitybased costing could be a useful tool in helping any governmental unit understand what its
cost drivers are for the various activities in which it engages.

1.
Airline:
(a)
"Deadheading," the practice of flying a nonworking flight-crew member to

another city to work on a flight departing from that location. The crew member
sometimes displaces a paying customer.
(b)
Preparing excess food for a flight, which is not consumed, because the flight
occupancy was misforecast.
(c)
Returning, repairing, or replacing lost or mishandled luggage.
(d) Canceling a flight because of an aircraft maintenance problem that should have
been prevented by routine maintenance.
2.
Bank:
(a)
Correcting customer account errors due to keypunch errors in the bank.
(b)
Following up on checks or deposit slips lost by the bank.
(c)
Performing banking procedures manually when the computer is down.
(d)
Defaulted loans made to risky borrowers as a result of inadequate credit checks.
(e)
Losses due to employee embezzlement and petty theft.
McGraw-Hill/Irwin

5-17
3.
Hotel:
(a)
Breakage of dishes and glassware; loss of or damage to linens and towels.
(b)
Loss of room keys.
(c)
Overstaffing the front desk during nonpeak hours.
(d)
Preparing excess food.

The skys the limit on this exercise. After inventing a product and describing its
production process, students can draw the discussion in the text of how to identify nonvalue-added costs.

Several activities performed (or at least supported) by an airline's ground employees, along
with possible performance measures, are as follows:
Activity
Performance Measure
Making reservations over the phone
Reservations booked per hour

Percentage of reservations with
errors
Number of customer complaints
Tagging luggage
Bags tagged per hour

Percentage of bags incorrectly tagged
Handling luggage
Bags handled per hour, per employee

Number of bags damaged
Percentage of bags sent to wrong
destination
McGraw-Hill/Irwin
5-18

Solutions Manual

Maintaining aircraft
Maintenance procedures per shift, per

employee (both routine and repair)
Number of repair incidents per month
Number of flight delays due to
maintenance problems
Enplaning passengers
Number of passengers enplaned

Number of customer complaints
Average time required at gate to enplane
passengers
Preparing aircraft for departure
Number of aircraft departures per month

Percentage of flights with delays
Average delay per flight delayed
McGraw-Hill/Irwin

5-19
EXERCISE 5-40 (40 MINUTES, PLUS TIME AT RESTAURANT)

Several restaurant activities are listed in the following table, along with the required
characteristics for each activity. Many other possibilities could be listed, depending on the
level of detail.
Activity Description
Value-Added
or Non-ValueAdded
Taking reservations
VA
Customer calls on
phone
Customer desires
reservation
Customers waiting
for a table
NVA
Customer arrives, but

no table is ready
An error was made in

reservation; service is slow;
customers are slow;
customers arrive without
reservations
Seating customers
VA
Table becomes
available
Customer's reservation (or

turn in line) comes up; table
becomes ready
Taking orders
VA
Customers indicate
readiness to order
Kitchen staff needs to know

what to prepare
Serving meals to
customers
VA
Meals are ready
Meals are ready; customers

are hungry
Returning meal to
kitchen for revised
preparation
NVA
Customer complains
about meal
An error was made in

explaining the menu; there
is an error in the printed
menu description; meal was
prepared wrong; customer
is picky
Customers eating
meal
VA
Meals are served and

are satisfactory
Customers are hungry
Clearing the table
VA
Customers are
finished
Customers have finished

eating
McGraw-Hill/Irwin
5-20
Activity Trigger
Root Cause

Solutions Manual

Delivering check to
table
VA
Customers are
finished ordering and
eating
Customers need to know

amount of bill
Collecting payment
VA
Customers have
produced cash or
credit card
Restaurant needs to collect

payment for services
rendered

Answers will vary widely, depending upon the registration procedures in place at a
particular institution.

1.
Customers ranked by sales revenue:

(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(10)
108
114
112
116
110
124
121
127
125
128
(11)
(12)
(13)
(14)
(15)
(16)
(17)
(18)
(19)
(20)
113
135
106
111
133
107
134
119
136
137
Yes, the ranking by sales revenue is different from that based on operating income.
2.
No, the 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 5-15.
McGraw-Hill/Irwin

5-21

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.

Memorandum
Date:
Today
To:
President, Windy City Design Company
From:
I. M. Student, Controller, Windy City Design Company
Subject:
Customer-Profitability Analysis
The customer-profitability analysis ranks customers on the basis of operating income. As

the graph shows, customers 5 and 6 are not profitable for Windy City Design Company.
There are several possible courses of action, including the following four:
Drop customers 5 and 6.
Raise the prices for customers 5 and 6.
Cut the costs of serving customers 5 and 6 by cutting back on services.
Try to increase higher-margin services to customers 5 and 6 in order to make these
customer relationships profitable.
McGraw-Hill/Irwin
5-22

Solutions Manual

There are many key activities that can be suggested for each business. Some possibilities
are listed below. After each activity, a suggested cost driver is given in parentheses.
(1)
airline:
(a)
(b)
(c)
(d)
(e)
reservations (reservations booked)

baggage handling (pieces of baggage handled)
flight crew operations (air miles flown)
aircraft operations (air miles flown)
in-flight service (number of passengers)
(2)
restaurant
(a)
(b)
(c)
(d)
(e)
purchasing (pounds or cost of food purchased)

kitchen operations (meals prepared)
table service (meals served)
table clearing (meals served)
dish washing (dishes washed)
(3)
fitness club:
(a)
(b)
(c)
(d)
(e)
front desk operations (number of patrons)

membership records (number of records)
personnel (number of employees)
equipment maintenance (maintenance hours)
fitness consultation (hours of service)
(4)
bank:
(a)
(b)
(c)
(d)
(e)
teller window operations (number of customers)

loan processing (loan applications)
check processing (checks processed)
personnel (number of employees)
security (number of customers)
(5) hotel:
(a)
(b)
(c)
(d)
(e)
front desk operations (number of guests)

bell service (pieces of luggage handled)
housekeeping service (number of guest-days)
room service (meals delivered)
telephone service (phone calls made)
(6)
(a)
(b)
(c)
(d)
(e)
admissions (patients admitted)

diagnostic lab (tests performed)
nursing (nursing hours)
surgery (hours in operating room)
general patient care (patient-days of care)
hospital:
McGraw-Hill/Irwin

5-23
solutions to Problems
PROBLEM 5-45 (35 MINUTES)
1.
Activity-based costing results in improved costing accuracy for two reasons. First,
companies that use ABC are not limited to a single driver when allocating costs to
products and activities. Not all costs vary with units, and ABC allows users to select
a host of nonunit-level cost drivers. Second, consumption ratios often differ greatly
among activities. No single cost driver will accurately assign costs for all activities
in this situation.
2.
Allocation of administrative cost based on billable hours:

E-commerce consulting: 2,400 6,000 = 40%; $381,760 x 40% = $152,704
Information systems: 3,600 6,000 = 60%; $381,760 x 60% = $229,056
E-Commerce
Consulting
McGraw-Hill/Irwin
5-24
Information
Systems
Services
Billings:
3,600 hours x $140
2,400 hours x $140
Less: Professional staff cost:
3,600 hours x $50
2,400 hours x $50
Administrative cost.
Income
(120,000)
(152,704)
$ 63,296
( 229,056)
$ 94,944
Income billings.
18.84%
18.84%
$504,000
$336,000
(180,000)

Solutions Manual
PROBLEM 5-45 (CONTINUED)

3. Activity-based application rates:
Activity
Activity
Driver
Cost
Staff support
In-house
computing
$207,000
145,000
Miscellaneous
office charges
29,760
Application
Rate
300 clients
$690 per client
5,000 computer
hours (CH)
$29 per CH
1,200 client
transactions (CT)
$24.80 per CT
Staff support, in-house computing, and miscellaneous office charges of e-commerce

consulting and information systems services:
Activity
Staff support:
240 clients x $690...
60 clients x $690.
In-house computing:
2,900 CH x $29.
2,100 CH x $29.
Miscellaneous office charges:
480 CT x $24.80...
720 CT x $24.80...
Total .
McGraw-Hill/Irwin
E-Commerce
Consulting
Information
Systems
Services
$165,600
$ 41,400
84,100
60,900
11,904
17,856
$120,156
$261,604

5-25

Profitability e-commerce consulting and information systems services:
E-Commerce
Consulting
Billings:
3,600 hours x $140..
2,400 hours x $140..
Less: Professional staff cost:
3,600 hours x $50
2,400 hours x $50
Administrative cost.
Income..
Income billings...
Information
Systems
Services
$504,000
$336,000
(180,000)
(120,000)
(120,156)
$ 95,844
28.53%
( 261,604)
$ 62,396
12.38%
4.
Yes, his attitude should change. Even though both services are needed and
professionals are paid the same rate, the income percentages show that e-commerce
consulting provides a higher return per sales dollar than information systems
services (28.53% vs. 12.38%). Thus, all other things being equal, professionals
should spend more time with e-commerce.
5.
Probably not. Although both services produce an attractive return for Clark and
Shiffer, the firm is experiencing a very tight labor market and will likely have trouble
finding qualified help. In addition, the professional staff is currently overworked,
which would probably limit the services available to new clients.
McGraw-Hill/Irwin
5-26

Solutions Manual

1.
The predetermined overhead rate is calculated as follows:

Predetermined overhead rate = Budgeted manufacturing overhead/budgeted directlabor hours = $1,224,000/102,000* = $12 per hour
*Direct labor, budgeted hours:
REG: 5,000 units 9 hours.....................................
ADV: 4,000 units 11 hours....................................
SPE: 1,000 units 13 hours....................................
Total direct-labor hours........................................................
McGraw-Hill/Irwin
45,000 hours
44,000 hours
13,000 hours
102,000 hours

5-27

2. Activity-based-costing analysis:
Activity
Activity
Cost Pool
Cost
Driver
Pool
Rate
$
115,000 2.70
Machine
Related
$310,500
Material
Hand.
52,500
Prod.
Runs
100 525.00
Purch.
75,000
Purch.
Orders
300 250.00
Setup
85,000
Prod.
Runs
100 850.00
Inspect.
27,500
Inspect.
Hours
1,100
25.00
Ship.
66,000
Ship.
1,100
60.00
Eng.
32,500
Eng.
Hours
650
50.00
Fac.
575,000
115,000
5.00
Grand
Total
$1,224,000
McGraw-Hill/Irwin
5-28
Machine
Hours
Cost
Driver
Quantity
Machine
Hours
Product
Line
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
REG
ADV
GMT
Total
Grand
Total
Cost
Driver
Quantity
for
Product
Line
50,000
48,000
17,000
115,000
40
40
20
100
100
96
104
300
40
40
20
100
400
400
300
1,100
500
400
200
1,100
250
200
200
650
50,000
48,000
17,000
115,000
Activity
Cost for
Product
Line
$135,000
129,600
45,900
$310,500
$ 21,000
21,000
10,500
$ 52,500
$ 25,000
24,000
26,000
$ 75,000
$ 34,000
34,000
17,000
$ 85,000
$ 10,000
10,000
7,500
$ 27,500
$ 30,000
24,000
12,000
$ 66,000
$ 12,500
10,000
10,000
$ 32,500
$250,000
240,000
85,000
$575,000
Product
Line
Prod.
Volume
5,000
4,000
1,000
Activity
Cost per
Unit of
Product
$27.00
32.40
45.90
5,000
4,000
1,000
4.20
5.25
10.50
5,000
4,000
1,000
5.00
6.00
26.00
5,000
4,000
1,000
6.80
8.50
17.00
5,000
4,000
1,000
2.00
2.50
7.50
5,000
4,000
1,000
6.00
6.00
12.00
5,000
4,000
1,000
2.50
2.50
10.00
5,000
4,000
1,000
50.00
60.00
85.00
$1,224,000

Solutions Manual

3.
Calculation of new product costs under ABC.
Direct material.................................
Direct labor (not including
set-up time).................................
Total direct costs per unit...............
REG
$129.00
ADV
$151.00
GMT
$203.00
171.00 (9 hr. @ $19)

$300.00
209.00 (11 hr. @ $19)

$360.00
247.00 (13 hr. @ $19)

$450.00
$ 32.40
5.25
6.00
8.50
2.50
6.00
2.50
60.00
$ 45.90
10.50
26.00
17.00
7.50
12.00
10.00
85.00
$123.15
$483.15
$213.90
$663.90
Manufacturing overhead (based on ABC):

Machine-related..........................
$ 27.00
Material handling.......................
4.20
Purchasing..................................
5.00
Setup...........................................
6.80
Inspection...................................
2.00
Packing/shipping.......................
6.00
Engineering design....................
2.50
Facility.........................................
50.00
Total ABC overhead
cost per unit................................
$103.50
Total product cost per unit.............
$403.50
McGraw-Hill/Irwin
Inc.
2009 The McGraw-Hill Companies,

5- 29

4.
Comparison of costs and target prices under two alternative product-costing

systems:
Reported unit overhead cost:

Traditional, volume-based costing system
...................................................................................
Activity-based costing system
...................................................................................
Reported unit product cost (direct material, direct
labor and overhead):
...................................................................................
...................................................................................
Sales price data:
Original target price (130% of product cost based
on traditional, volume-based costing system)
...................................................................................
New target price (130% of product cost based
activity-based costing system)
...................................................................................
Actual current selling price..........................................
5.
REG
ADV
GMT
$108.00
$132.00
$156.00
103.50
123.15
213.90
408.00
492.00
606.00
403.50
483.15
663.90
530.40
639.60
787.80
524.55
628.10
863.07
525.00
628.00
800.00
The REG and ADV products were overcosted by the traditional system, and the GMT
product was undercosted by the traditional system
Reported unit product cost:

...................................................................................
...................................................................................
Cost distortion:
REG and ADV overcosted by traditional system
...................................................................................
GMT undercosted by traditional system................
McGraw-Hill/Irwin
Inc.
5-30
$408.00
$492.00
$606.00
403.50
483.15
663.90
$ 4.50
$ 8.85
($ 57.90)

Solutions Manual
6.
The electronic version of the Solutions Manual BUILD A SPREADSHEET

SOLUTIONS is available on your Instructors CD and on the Hilton, 8e website:
www.mhhe.com/hilton8e.
McGraw-Hill/Irwin
Inc.

5- 31

The information supplied by the ABC project team is in columns A, B, C, D, F, G, and I.
Activity
Activity
Cost
Pool
Cost
Driver
Cost
Driver
Quantity
Material $52,500 Production

Handling
Runs
100
Product
Line
Cost
Driver
Quantity
for
Product
Line
$525.00 REG
ADV
GMT
Total
40
40
20
100
Pool
Rate
Activity
Cost for
Product
Line
$21,000
21,000
10,500
$52,500
Product
Line
Production
Volume
Activity
Cost
per Unit
of
Product
5,000
4,000
1,000
$ 4.20
5.25
10.50
The results of the ABC calculations are in columns E, H and J. The ABC calculations are as
follows:
(1) Compute pool rate for material-handling activity:
Activity cost pool cost driver quantity = pool rate
$52,500
100
= $525.00
(2) Compute total activity cost for each product line:

Product
Line
REG
ADV
GMT
Pool Rate
Cost Driver
Quantity for
x Product Line
$525.00 x
525.00 x
525.00 x
40
40
20
Activity Cost for

Each Product Line
=
=
=
$21,000
21,000
10,500
(3) Compute product cost per unit for each product line:
Activity Cost
for Each
Product
Product
Line
Line
REG
ADV
GMT
$21,000
21,000
10,500
McGraw-Hill/Irwin
Inc.
5-32
Product Line
Production Volume
5,000
4,000
1,000
=
=
=
=
Activity Cost
per Unit
of Product
$ 4.20
5.25
10.50
Solutions Manual

1.
Deluxe manufacturing overhead cost:

32,000 machine hours x $80 = $2,560,000
$2,560,000 16,000 units = $160 per unit
Executive manufacturing overhead cost:
45,000 machine hours x $80 = $3,600,000
$3,600,000 30,000 units = $120 per unit
Deluxe
Executive
$ 40
25
160
$225
$ 65
25
120
$210
Direct material.
Direct labor..
Manufacturing overhead.
Unit cost
2. Activity-based application rates:
Activity
Driver
Application
Rate
Activity
Cost
Manufacturing
setups
$1,344,000
160 setups (SU)
= $8,400 per SU
Machine
processing
3,696,000
77,000 machine
hours (MH)
= $48 per MH
Product
shipping
1,120,000
350 outgoing
= $3,200 per OS
shipments (OS)
McGraw-Hill/Irwin
Inc.

5- 33

Manufacturing setup, machine processing, and product shipping costs of a Deluxe
unit and an Executive unit:
Activity
Manufacturing setups:
100 SU x $8,400..
60 SU x $8,400..
Machine processing:
32,000 MH x $48...
45,000 MH x $48...
Product shipping:
200 OS x $3,200
150 OS x $3,200..
Total .
Deluxe
Executive
$ 840,000
$ 504,000
1,536,000
2,160,000
640,000
$3,016,000
480,000
$3,144,000
Production volume (units).
16,000
30,000
Cost per unit..
$188.50*
$104.80**
* $3,016,000 16,000 units = $188.50

** $3,144,000 30,000 units = $104.80
The manufactured cost of a Deluxe cabinet is $253.50, and the manufactured cost of
an Executive cabinet is $194.80. The calculations follow:
Direct material
Direct labor.
Manufacturing setup, machine
processing, and outgoing shipments..
Total cost.
Deluxe
Executive
$ 40.00
25.00
$ 65.00
25.00
188.50
$253.50
104.80
$194.80
3. The Deluxe storage cabinet is undercosted. The use of machine hours produced a
unit cost of $225; in contrast, the more accurate activity-based-costing approach
shows a unit cost of $253.50. The difference between these two amounts is $28.50.
McGraw-Hill/Irwin
Inc.
5-34

Solutions Manual

4. Cost distortion:
The Deluxe cabinet product line is undercosted by $456,000, and the Executive
cabinet product line is overcosted by $456,000. Supporting calculations follow:
Deluxe
5.
Executive
$28.50* 16,000 = $456,000
$(15.20) 30,000 = $(456,000)
*$253.50 $225.00
$194.80 $210.00
No, the discount is not advisable. The regular selling price of $270, when compared
against the more accurate ABC cost figure, shows that each sale provides a profit to
the firm of $16.50 ($270.00 - $253.50). However, a $30 discount will actually produce
a loss of $13.50 ($253.50 - $240.00), and the more units that are sold, the larger the
loss. Notice that with the less-accurate, machine-hour-based figure ($225), the
marketing manager will be misled, believing that each discounted unit sold would
boost income by $15 ($240 - $225).
McGraw-Hill/Irwin
Inc.

5- 35

1.
a.
Manufacturing overhead costs include all indirect manufacturing costs (all

production costs except direct material and direct labor). Typical overhead costs
include:
Indirect labor (e.g., a lift-truck driver, maintenance and inspection labor,

engineering labor, and supervisors).
Indirect material.
Other indirect manufacturing costs (e.g., building maintenance, machine and
tool maintenance, property taxes, insurance, depreciation on plant and
equipment, rent, and utilities).
b.
Companies develop overhead rates before production to facilitate the costing of

products as they are completed and shipped, rather than waiting until actual
costs are accumulated for the period of production.
2.
The increase in the overhead rate should not have a negative impact on the
company, because the increase in indirect costs was offset by a decrease in direct
labor.
3.
Rather than using a plantwide overhead rate, Digital Light could implement
separate activity cost pools. Examples are as follows:
Separate costs into departmental overhead accounts (or other relevant pools),
with one account for each production and service department. Each
department would allocate its overhead to products on the basis that best
reflects the use of these overhead services.
Treat individual machines as separate cost centers, with the machine costs
collected and charged to the products using machine hours.
4.
An activity-based costing system might benefit Digital Light because it assigns

costs to products according to their usage of activities in the production process.
More accurate product costs are the result.
McGraw-Hill/Irwin
Inc.
5-36

Solutions Manual

1.
Predetermined overhead rate = budgeted overhead budgeted direct-labor hours

= $710,000 20,000* = $35.50 per direct labor hour
*20,000 budgeted direct-labor hours = (2,500 units of Medform)(3 hrs./unit) +
(3,125 units of Procel)(4 hrs./unit)
Direct material.................................
Direct labor:
3 hours x $15.............................
4 hours x $15.............................
Manufacturing overhead:
3 hours x $35.50........................
4 hours x $35.50........................
Total cost.........................................
2.
Medform
Procel
$ 30.00
$ 45.00
45.00
60.00
106.50
$181.50
142.00
$247.00
Activity-based overhead application rates:

Activity
Cost
Activity Cost
Driver
Application
Rate
Order
processing
$120,000
600 orders
processed (OP)
= $200 per OP
Machine
processing
500,000
50,000 machine
hrs. (MH)
= $10 per MH
Product
inspection
90,000
15,000 inspection
hrs. (IH)
= $6 per IH
McGraw-Hill/Irwin
Inc.

5- 37

Order processing, machine processing, and product inspection costs of a Medform
unit and an Procel unit:
Activity
Order processing:
350 OP x $200........................
250 OP x $200........................
Machine processing:
23,000 MH x $10....................
27,000 MH x $10....................
Product inspection:
4,000 IH x $6........................
11,000 IH x $6........................
Total
Production volume (units)
Cost per unit
Medform
Procel
$ 70,000
$ 50,000
230,000
270,000
24,000
$324,000
66,000
$386,000
2,500
$129.60*
3,125
$123.52**
* $324,000 2,500 units = $129.60

** $386,000 3,125 units = $123.52
The manufactured cost of a Medform unit is $204.60, and the manufactured cost of a
Procel unit is $228.52:
Direct material.
Direct labor:
3 hours x $15
4 hours x $15
Order processing, machine processing,
and product inspection..
Total cost.
McGraw-Hill/Irwin
Inc.
5-38
Medform
Procel
$ 30.00
$ 45.00
45.00
60.00
129.60
$204.60
123.52
$228.52

Solutions Manual

3.
a.
The Procel product is overcosted by $18.48 ($247.00 - $228.52) under the

traditional product-costing system. The labor-hour application base resulted
in a $247 unit cost; in contrast, the more accurate ABC approach yielded a
lower unit cost of $228.52. The opposite situation occurs with the Medform
product, which is undercosted by $23.10 under the traditional approach
($181.50 vs. $204.60 under ABC).
The traditional costing system overcosts the Procel product line by a total of
$57,750 ($18.48 x 3,125 units), and it undercosts the Medform product line by
the same amount, $57,750 ($23.10 x 2,500 units).
b.
4.
Yes, especially since Meditechs selling prices are based heavily on cost. An
overcosted product will result in an inflated selling price, which could prove
detrimental in a highly competitive marketplace. Customers will be turned off
and will go elsewhere, which hurts profitability. With undercosted products,
selling prices may be too low to adequately cover a products more accurate
(higher) cost. This situation is also troublesome and will result in lower
income reported for the company.

McGraw-Hill/Irwin
Inc.

5- 39

1.
Valdosta Vinyl Company (VVC) is currently using a plantwide overhead rate that is
applied on the basis of direct-labor dollars. In general, a plantwide manufacturingoverhead rate is acceptable only if a similar relationship between overhead and direct
labor exists in all departments or the company manufactures products that receive the
same proportional services from each department
In most cases, departmental overhead rates are preferable to plantwide
overhead rates because plantwide overhead rates do not provide the following:
A framework for reviewing overhead costs on a departmental basis, identifying

departmental cost overruns, or taking corrective action to improve departmental
cost control.
Sufficient information about product profitability, thus increasing the difficulties

associated with management decision making.
2.
Because the company uses a plantwide overhead rate applied on the basis of directlabor dollars, the elimination of direct labor in the Molding Department through the
introduction of robots may appear to reduce the overhead cost of the Molding
Department to zero. However, this change will not reduce fixed manufacturing costs
such as depreciation and plant supervision. In reality, the use of robots is likely to
increase fixed costs because of increased depreciation. Under the current method of
allocating overhead costs, these costs merely will be absorbed by the remaining
departments.
McGraw-Hill/Irwin
Inc.
5-40

Solutions Manual

3.
a.
In order to improve the allocation of overhead costs in the Cutting and Finishing
departments, management should move toward an activity-based costing system.
The firm should:
Establish activity-cost pools for each significant activity.

Select a cost driver for each activity that best reflects the relationship of the
activity to the overhead costs incurred.
b.
In order to accommodate the automation of the Molding Department in its

overhead accounting system, the company should:
Establish a separate overhead pool and rate for the Molding Department.
Identify fixed and variable overhead costs and establish fixed and variable
overhead rates.
Apply overhead costs to the Molding Department on the basis of robot or

machine hours.
McGraw-Hill/Irwin
Inc.

5- 41

1.
Overhead to be assigned to development chemical order:

Activity Cost
Pool
Machine setups
Material handling
Hazardous waste control
Quality control
Other overhead costs
Pool
Rate
$4,000 per setup
$4 per pound
$10 per pound
$150 per inspection
$20 per machine
hour
Level of
Cost Driver
6 setups
9,000 pounds
2,100 pounds
8 inspections
550 machine hours
Total
Assigned
Overhead
Cost
$24,000
36,000
21,000
1,200
11,000
$93,200
2.
Overhead cost per

box of chemicals
$93,200
$93.20 per box
1,000 boxes
3.
Predetermined
overhead rate
$2,500,000
total budgeted overhead cost
total budgeted machine hours

40,000
= $62.50 per machine hr.

4.
Overhead to be assigned to film development chemical order, given a single

predetermined overhead rate:
a.
Total overhead assigned
= $62.50 per machine hr. 550 machine hr.

= $34,375
b.
5.
Overhead cost per

box of chemicals
$34,375
$34.375 per box
1,000 boxes
The radiological development chemicals entail a relatively large number of machine

setups, a large amount of hazardous materials, and several inspections. Thus, they
are quite costly in terms of driving overhead costs. Use of a single predetermined
overhead rate obscures this characteristic of the production job. Underestimating the
overhead cost per box could have adverse consequences for Rapid City Radiology,
Inc. For example, it could lead to poor decisions about product pricing. The activitybased costing system will serve management much better than the system based on a
single, predetermined overhead rate.
McGraw-Hill/Irwin
Inc.
5-42

Solutions Manual
6.


1. Calculation of unit cost:
(a)
Overhead assigned to plates:

Activity Cost
Pool
Pool
Rate
Machine setups
$4,000 per setup
Material handling
$4 per pound
Hazardous waste control
$10 per pound
Quality control
$150 per inspection
Other overhead costs
$20 per machine hour
Total
Overhead cost per unit
(b)
Level of
Cost Driver
4 setups
800 pounds
400 pounds
4 inspections
60 machine hours
Assigned
Overhead
Cost
$16,000
3,200
4,000
600
1,200
$25,000
$25,000
$250
100 plates
Unit cost per plate:

Direct material................................
Direct labor....................................
Manufacturing overhead...............
Total cost per plate........................
$210
60
250
$520
2. The electronic version of the Solutions Manual BUILD A SPREADSHEET SOLUTIONS

is available on your Instructors CD and on the Hilton, 8e website:
WWW.MHHE.COM/HILTON8E.
McGraw-Hill/Irwin
Inc.

5- 43

1.
Activity Cost Pool

I:
Machine-related costs
II: Setup and inspection
III: Engineering
IV: Plant-related costs
2.
Calculation of pool rates:
Type of Activity
Unit-level
Batch-level
Product-sustaining-level
Facility-level
I: Machine-related costs:
$1,800,000
18,000 machine hrs.
= $100 per machine hr.
II. Setup and inspection:

$720,000
80 runs
= $9,000 per run
III. Engineering:
$360,000
200 change orders
= $1,800 per change order
IV. Plant-related costs:

$384,000
3,840 sq. ft.
McGraw-Hill/Irwin
Inc.
5-44
= $100 per sq. ft.

Solutions Manual

3.
Unit costs for odds and ends:

I: Machine-related costs:
Odds: $100 per machine hr.8 machine hr. per unit
= $800 per unit
Ends: $100 per machine hr.2 machine hr. per unit
= $200 per unit
II: Setup and inspection:

Odds: $9,000 per run 25 units per run
= $360 per unit
Ends: $9,000 per run 125 units per run
= $72 per unit
III: Engineering:
Odds:
$1,800 per change order 200 change orders 75%

1,000 units
$270,000
= $270 per unit
1,000 units
$1,800 per change order 200 change orders 25%
5,000 units
=
Ends:
$90,000
= $18 per unit
5,000 units
IV. Plant-related costs:

Odds:
$100 per sq. ft. 3,840 sq. ft. 80%

1,000 units
$307,200
= $307.20 per unit
1,000 units
$100 per sq. ft. 3,840 sq. ft. 20%
5,000 units
=
Ends:
McGraw-Hill/Irwin
Inc.
$76,800
= $15.36 per unit
5,000 units

5- 45

4.
New product cost per unit using the ABC system:

Odds
Direct material......................................................................
$ 160.00
Direct labor...........................................................................
120.00
Manufacturing overhead:
Machine-related.............................................................
800.00
Setup and inspection....................................................
360.00
Engineering...................................................................
270.00
Plant-related..................................................................
307.20
Total cost per unit................................................................
$2,017.20
5.
200.00
72.00
18.00
15.36
$725.36
New target prices:

Odds
New product cost (ABC)......................................................
$2,017.20
Pricing policy........................................................................
120%
New target price...................................................................
$2,420.64
6.
Ends
$240.00
180.00
Ends
$725.36
120%
$870.43 (rounded)
Full assignment of overhead costs:

Odds
Ends
Manufacturing overhead costs:

Machine-related.............................................................
$ 800.00 $ 200.00
Setup and inspection....................................................
360.00
72.00
Engineering....................................................................
270.00
18.00
Plant-related...................................................................
307.20
15.36
Total overhead cost per unit................................................
$1,737.20 $ 305.36
Production volume...........................................................
1,000 5,000
Total overhead assigned......................................................
$1,737,200 $1,526,800
Total = $3,264,000
McGraw-Hill/Irwin
Inc.
5-46

Solutions Manual

7.
Cost distortion:
Odds
Traditional volume-based costing system:
reported product cost...................................................
Activity-based costing system:
reported product cost...................................................
Amount of cost distortion per unit......................................
Ends
664.00
$996.00
2,017.20
$(1,353.20)
725.36
$270.64
Traditional
system
undercosts
odds by
$1,353.20
per unit
Production volume............................................................... 1,000
Total amount of cost distortion for entire
product line.................................................................... $(1,353,200)
Traditional
system
overcosts
ends by
$270.64
per unit
5,000
$1,353,200
Sum of these two

amounts is zero.
McGraw-Hill/Irwin
Inc.

5- 47

1.
a.
GSCC's predetermined overhead rate, using direct-labor cost as the single cost
driver, is $10 per direct labor dollar, calculated as follows:
Overhead rate
total manufacturing-overhead cost

budgeted direct-labor cost
= $12,000,000/$1,200,000
= $10 per direct-labor dollar
b.
The full product costs and selling prices of one pound of Jamaican and one
pound of Colombian coffee are calculated as follows:
Jamaican
Direct material........................................
Direct labor.............................................
Overhead (.40$10).............................
Full product cost...................................
Markup (30%).........................................
Selling price...........................................
2.
$2.90
.40
4.00
$7.30
2.19
$9.49
Colombian
$ 3.90
.40
4.00
$8.30
2.49
$10.79
The new product cost, under an activity-based costing approach, is $11.06 per pound
of Jamaican and $4.62 per pound of Columbian coffee, calculated as follows:
Activity
Purchasing
Material handling
Quality control
Roasting
Blending
Packaging
McGraw-Hill/Irwin
Inc.
5-48
Cost Driver
Purchase orders
Setups
Batches
Roasting hours
Blending hours
Packaging hours
Budgeted
Activity
2,316
3,600
1,440
192,200
67,200
52,000
Budgeted
Cost
$2,316,000
2,880,000
576,000
3,844,000
1,344,000
1,040,000
Unit Cost
$1,000
800
400
20
20
20

Solutions Manual

Jamaican Coffee
Standard cost per pound:
Direct material.......................................................................................
Direct labor............................................................................................
Purchasing (4 orders* $1,000/2,000 lb.)...........................................
Material handling (12 setups $800/2,000 lb.)...................................
Quality control (4 batches $400/2,000 lb.).......................................
Roasting (10 hours $20/2,000 lb.).....................................................
Blending (5 hours $20/2,000 lb.).......................................................
Packaging (1 hours $20/2,000 lb.)....................................................
Total cost...............................................................................................
$2.90
.40
2.00
4.80
.80
.10
.05
.01
$11.06
*Budgeted sales purchase order size

2,000 lbs. 500 lbs. = 4 orders
Colombian Coffee
Standard cost per pound:
Direct material.......................................................................................
Direct labor............................................................................................
Purchasing (2 orders* $1,000/100,000 lb.).......................................
Material handling (15 setups $800/100,000 lb.)...............................
Quality control (5 batches $400/100,000 lb.)...................................
Roasting (500 hours $20/100,000 lb.)...............................................
Blending (250 hours $20/100,000 lb.)...............................................
Packaging (50 hours $20/100,000 lb.)..............................................
Total cost...............................................................................................
$3.90
.40
.02
.12
.02
.10
.05
.01
$4.62
*Budgeted sales purchase order size

100,000 lbs. 50,000 lbs. = 2 orders
McGraw-Hill/Irwin
Inc.

5- 49

3.
a.
The ABC analysis indicates that several activities other than direct labor drive
overhead. The cost computations show that the current system significantly
undercosted Jamaican coffee, the low-volume product, and significantly
overcosted the high-volume product, Colombian coffee.
b.
The implication of the ABC analysis is that the low-volume products are using
resources but are not covering their share of the cost of those resources. The
Jamaican blend is currently priced at $9.49 [see requirement 1(b)], which is
significantly below its activity-based cost of $11.06. The company should set
long-run prices above cost. If there is excess capacity and many of the costs are
fixed, it may be acceptable to price some products below full activity-based cost
temporarily in order to build demand for the product. Otherwise, the high-volume,
high-margin products are subsidizing the low-volume, low-margin products.
McGraw-Hill/Irwin
Inc.
5-50

Solutions Manual

1.
Kara Lindley's predecessor at Pensacola Air Industries (PAI) would have used a 10
percent material-handling rate, calculated as follows:
Payroll...................................................................................
Employee benefits................................................................
Telephone..............................................................................
Other utilities........................................................................
Materials and supplies.........................................................
Depreciation..........................................................................
Total Material-Handling Department costs.........................
Material-handling rate
total Material-Handling Department costs

total direct -material costs
$432,000
$3,009,000 $1,311,000
$270,000
54,000
57,000
33,000
9,000
9,000
$432,000
= 10%
2.
a.
The revised material-handling costs to be allocated on a per-purchase-order

basis is $1.00, calculated as follows:
Total Material-Handling Department costs..........................................
Deduct: Direct costs:
Direct government payroll....................................
$54,000
10,800
Fringe benefits (20% $54,000)...........................
Direct phone line....................................................
4,200
Material-handling costs applicable to purchase orders....................
Total number of purchase orders
Material-handling cost per purchase order
b.
$432,000
69,000
$363,000
363,000
$ 1.00
Purchase orders might be a more reliable cost driver than is the dollar amount of
direct material, because resources are consumed in processing a purchase
order. The size of the order does not necessarily have an impact on the
consumption of resources.
McGraw-Hill/Irwin
Inc.

5- 51

3.
There is a $111,900 reduction in material-handling costs allocated to government

contracts by PAI as a result of the new allocation method, calculated as follows:
Previous method:
Government material...........................................................
Material-handling rate......................................................
Total (previous method).......................................................
$ 3,009,000
10%
$300,900
New method:
Directly traceable material-handling costs
[$54,000 + (20% $54,000) + $4,200]...........................
Purchase orders (120,000 $1.00).....................................
Total (new method)...............................................................
$69,000
120,000
$189,000
Net reduction........................................................................
$111,900
McGraw-Hill/Irwin
Inc.
5-52

Solutions Manual

4.
A forecast of the cumulative dollar impact over a three-year period from 20x4 through
20x6 of Kara Lindley's recommended change for allocating Material-Handling
Department costs to the Government Contracts Unit is $351,519, calculated as
follows:
20x5
20x6
Calculation of forecasted variable material-handling costs:

Direct-material (DM) cost:
$4,428,000
20x5 ($4,320,000 1.025)..............................................
20x6 ($4,428,000 1.025)..............................................
$4,538,700
Material-handling rate (10% of DM cost)............................

$ 442,800
Deduct: Direct traceable costs............................................
69,000a
Variable material-handling costs........................................
$373,800
$ 453,870
69,000a
$384,870
Calculation of forecasted purchase orders:

20x5 (363,000 1.05)...........................................................381,150
20x6 (381,150 1.05)...........................................................
Government purchase orders (33% of total)......................
125,780
400,208 (rounded)
132,069(rounded)
Calculation of material-handling costs allocated to government contracts:

Variable material-handling costs........................................
$373,800
Purchase orders...................................................................
381,150
Variable material-handling costs per purchase
order (rounded).............................................................
$ .98
Government purchase orders.............................................
125,780
Projected variable material-handling
costs (rounded).............................................................
$ 123,264
Fixed material-handling costs.............................................
69,000a
Total material-handling costs allocated to
government contracts...................................................
$ 192,264
$ 384,870
400,208
$ .96
132,069
$ 126,786
69,000a
$ 195,786
$54,000 + (20% $54,000) + $4,200 = $69,000
McGraw-Hill/Irwin
Inc.

5- 53

Calculation of cumulative dollar impact:
Government material at 70%...............................................$ 3,099,600b
$ 3,177,090 c
Material-handling at 10% (previous method).....................$ 309,960d

Deduct: Material-handling costs allocated to
government contracts (new method)...........................192,264
Net reduction in government contract
material-handling costs................................................
$ 117,696
$ 317,709e
195,786
$121,923
70% $4,428,000 = $3,099,600

70% $4,538,700 = $3,177,090
d
10% $3,099,600 = $309,960
e
10% $3,177,090 = $317,709
b
c
In summary, the cumulative dollar impact of the recommended change in allocating

Material-Handling Department costs is $351,519, calculated as follows:
20x4 [from requirement (3)]................
20x5.......................................................
20x6.......................................................
Total......................................................
5.
a.
$111,900
117,696
121,923
$351,519
Referring to the standards of ethical conduct for management accountants, Kara

Lindley faces the following ethical issues:
Competence:
Prepare complete and clear reports and recommendations after appropriate

analysis of relevant and reliable information. Lindley has an obligation to
prepare the most relevant and reliable report.
Integrity:
Refrain from engaging in any activity that would prejudice Lindley's ability to
carry out her duties ethically.
McGraw-Hill/Irwin
Inc.
5-54

Solutions Manual
Communicate unfavorable as well as favorable information and professional

judgments and opinions.
Refrain from engaging in or supporting any activity that would discredit

Lindley's profession.
Objectivity:
Disclose fully all relevant information that could reasonably be expected to

influence an intended user's understanding of reports and recommendations
presented. Lindley has information that the company president should see if
he is going to make a reliable judgment about the results of the Government
Contracts Unit.
b.
The steps Kara Lindley could take to resolve this ethical conflict are as follows:
Lindley should first follow the established policies at PAI.

If this approach does not resolve the conflict or if such policies do not exist,
she should discuss the problem with her immediate superior, except when it
appears that the superior is involved. If the Government Contracts Unit
manager, Paul Anderson, is her superior, then she obviously cannot discuss
the problem with him. In this case she should go to the next-higher
managerial level and continue, up to the audit committee of the board of
directors, until the conflict is resolved.
She should also discuss the situation with an objective advisor to clarify the
issues involved and obtain an understanding of possible courses of action.
If the ethical conflict still exists after exhausting all levels of internal review,
then she may have no other course of action than to resign from the
company and submit an informative memorandum to an appropriate
representative of the company.
McGraw-Hill/Irwin
Inc.

5- 55

1.
An activity-based costing system is a two-stage process of assigning costs to

products. In stage one, activity-cost pools are established. In stage two a cost driver is
identified for each activity-cost pool. Then the costs in each pool are assigned to each
product line in proportion to the amount of the cost driver consumed by each product
line.
2.
Queensland Electronics should not continue with its plans to emphasize the Zodiac
model and phase out the Novelle model. As shown in the following activity-based
costing analysis, the Zodiac model has a gross margin of less than 1 percent, while
the Novelle model generates a gross margin of nearly 42 percent.
Cost per event for each cost driver:
Soldering....................
Shipments...................
Quality control............
Purchase orders.........
Machine power...........
Machine setups..........
$880,000
836,000
1,170,000
1,110,000
47,500
948,500
1,600,000 =
19,000 =
78,000 =
185,000 =
190,000 =
9,485 =
$.55
44.00
15.00
6.00
.25
100.00
per solder joint

per shipment
per inspection
per order
per hour
per setup
Zodiac
Novelle
Costs per model:

Direct costs:
Materiala..........................................................................
Direct laborb...................................................................
Machine hoursc..............................................................
Total direct costs..................................................................
$2,316,000
196,000
304,000
$2,816,000
$ 4,642,000
462,000
3,344,000
$ 8,448,000
Assigned costs:
Solderingd.......................................................................
Shipmentse.....................................................................
Quality controlf...............................................................
Purchase ordersg...........................................................
Machine powerh.............................................................
Machine setupsi.............................................................
Total assigned costs.............................................................
Total cost...............................................................................
$ 220,000
167,200
315,900
632,700
3,800
450,000
$1,789,600
$4,605,600
$ 660,000
668,800
854,100
477,300
43,700
498,500
$ 3,202,400
$11,650,400
McGraw-Hill/Irwin
Inc.
5-56

Solutions Manual

Calculations:
Zodiac
a
Material.........................................
Direct labor...................................
c
Machine hours..............................
d
Soldering......................................
e
Shipments.....................................
f
Quality control..............................
g
Purchase orders...........................
h
Machine power.............................
i
Machine setups.............................
b
Novelle
4,000 $579
4,000 $49
4,000 $76
400,000 $.55
3,800 $44
21,060 $15
105,450 $6
15,200 $.25
4,500 $100
22,000 $211
22,000 $21
22,000 $152
1,200,000 $.55
15,200 $44
56,940 $15
79,550 $6
174,800 $.25
4,985 $100
Profitability analysis:
Sales..............................................................
Less: Cost of goods sold.............................
Gross margin................................................
Units sold......................................................
Per-unit calculations:
Selling price...........................................
Less: Cost of goods sold......................
Gross margin.........................................
Gross margin percentage.....................
Zodiac
Novelle
$4,640,000 $20,020,000
4,605,600 11,650,400
$ 34,400 $8,369,600
4,000
22,000
$1,160.00
1,151.40
$ 8.60
0.7%a
Total
$24,660,000
16,256,000
$ 8,404,000
$910.00
529.56
$380.44
41.8%b
$8.60/$1,160.00 = 0.7%
$380.44/$910.00 = 41.8%
McGraw-Hill/Irwin
Inc.

5- 57

1.
General advantages associated with activity-based costing include the following:
Provides management with a more thorough understanding of complex product

costs and product profitability for improved resource management and pricing
decisions.
Allows management to focus on value-added and non-value-added activities, so

that non-value-added activities can be controlled or eliminated, thus streamlining
production processes.
Highlights the relationship between activities and identifies opportunities to

reduce costs (i.e., designing products with fewer parts in order to reduce the cost
of the manufacturing process).
Provides a more appropriate means of charging overhead costs to products.
McGraw-Hill/Irwin
Inc.
5-58

Solutions Manual

2.
Using Ultratechs unit cost data, the total contribution margin expected from the PC
board is $4,720,000, calculated as follows:
Revenue................................................................................
Direct material......................................................................
Material-handling charge (10% of material).......................
Direct labor ($28 per hr.4 hr.)..........................................
Variable overhead ($8 per hr.4 hr.)*................................
Machine time ($20 per hr.1.5 hr.)....................................
Total cost.......................................................................
Unit contribution margin.....................................................
Total contribution margin (40,000$118).........................
Per Unit
$600
$280
28
112
32
30
$482
$118
Total for
40,000
Units
$24,000,000
$11,200,000
1,120,000
4,480,000
1,280,000
1,200,000
$19,280,000
$4,720,000
*Variable overhead rate: $2,240,000 280,000 hr. = $8 per hr.

The total contribution margin expected from the TV board is $3,900,000, calculated as
follows:
Revenue................................................................................
Direct material......................................................................
Material-handling charge (10% of material).......................
Direct labor ($28 per hr.1.5 hr.).......................................
Variable overhead ($8 per hr.1.5 hr.)*.............................
Machine time ($20 per hr..5 hr.)......................................
Total cost.......................................................................
Total contribution margin (65,000$60)...........................
Per Unit
$300
$160
16
42
12
10
$240
$60
Total for
65,000
Units
$19,500,000
$10,400,000
1,040,000
2,730,000
780,000
650,000
$15,600,000
$ 3,900,000
*Variable-overhead rate: $2,240,000 280,000 hr. = $8 per hr.
McGraw-Hill/Irwin
Inc.

5- 59

3.
The pool rates, which apply to both the PC board and the TV board, are calculated as
follows:
Procurement............................
$800,000/4,000,000 = $.20 per part
Production scheduling...........
$440,000/110,000 = $4.00 per board
Packaging and shipping.........
$880,000/110,000 = $8.00 per board
Machine setup.........................
$892,000/278,750 = $3.20 per setup
Hazardous waste disposal.....
$96,000/16,000 = $6.00 per lb.
Quality control.........................
$1,120,000/160,000 = $7.00 per inspection
General supplies.....................
$132,000/110,000 = $1.20 per board
Machine insertion.................... $2,400,000/3,000,000 = $.80 per part
Manual insertion...................... $8,000,000/1,000,000 = $8.00 per part
Wave soldering........................
$264,000/110,000 = $2.40 per board
Using activity-based costing, the total contribution margin expected from the PC
board is $3,464,000, calculated as follows:
Revenue..................................................................................
Direct material........................................................................
Procurement ($.20 per part55 parts)...............................
Production scheduling..........................................................
Packaging and shipping........................................................
Machine setup ($3.20 per setup3 setups).......................
Hazardous waste disposal ($6 per lb..40 lb.)..................
Quality control
($7.00 per inspection2 inspections).........................
General supplies....................................................................
Machine insertion ($.80 per part36 parts).......................
Manual insertion ($8 per part19 parts)............................
Wave soldering......................................................................
Total cost
Unit contribution margin
Total contribution margin
McGraw-Hill/Irwin
Inc.
5-60
Per Unit
$600.00
$280.00
11.00
4.00
8.00
9.60
2.40
14.00
1.20
28.80
152.00
2.40
$513.40
$86.60
Total for
40,000
Units
$24,000,000
$11,200,000
440,000
160,000
320,000
384,000
96,000
560,000
48,000
1,152,000
6,080,000
96,000
$20,536,000
$3,464,000

Solutions Manual

Using activity-based costing, the total contribution margin expected from the TV board
is $5,045,300, calculated as follows:
Revenue................................................................................
Direct material......................................................................
Procurement ($.20 per part26 parts)..............................
Production scheduling........................................................
Packaging and shipping......................................................
Machine setups ($3.20 per setup2 setups)....................
Hazardous waste disposal ($6 per lb..03 lb.)................
Quality control ($7.00 per inspection x 1 inspection)........
General supplies..................................................................
Machine insertion ($.80 per part25 parts).....................
Manual insertion ($8.00 per part x 1 part)...........................
Wave soldering.....................................................................
Total cost.........................................................................
Total contribution margin....................................................
4.
Per Unit
$ 300.00
$160.00
5.20
4.00
8.00
6.40
.18
7.00
1.20
20.00
8.00
2.40
$222.38
$77.62
Total for
65,000
Units
$19,500,000
$10,400,000
338,000
260,000
520,000
416,000
11,700
455,000
78,000
1,300,000
520,000
156,000
$14,454,700
$ 5,045,300
The analysis using the previously reported costs indicates that the unit contribution of
the PC board is almost double that of the TV board. On this basis, management is
likely to accept the suggestion of the production manager and concentrate
promotional efforts on expanding the market for the PC boards.
However, the analysis using activity-based costing does not support this
decision. This analysis shows that the unit dollar contribution from each of the boards
is not as different as previously believed, and the total contribution from the TV board
exceeds that of the PC board by almost $1.6 million. As a percentage of selling price,
the contribution from the TV board is almost double that of the PC board (26 percent
versus 14 percent).
McGraw-Hill/Irwin
Inc.

5- 61

1.
a.
The calculation of total budgeted costs for the Manufacturing Department at

Scott Manufacturing is as follows:
Direct material:
Tuff Stuff ($15.00 per unit20,000 units)...........
Ruff Stuff ($9.00 per unit20,000 units).............
Total direct material....................................................
Direct labor..................................................................
Overhead:
Indirect labor..........................................................
Fringe benefits.......................................................
Indirect material.....................................................
Power......................................................................
Setup.......................................................................
Quality assurance..................................................
Other utilities..........................................................
Depreciation...........................................................
Total overhead............................................................
Total Manufacturing Department budgeted cost......
b.
$300,000
180,000
$ 480,000
2,400,000
$ 72,000
15,000
93,000
540,000
225,000
30,000
30,000
45,000
1,050,000
$3,930,000
The unit costs of Tuff Stuff and Ruff Stuff, with overhead assigned on the basis
of direct-labor hours, are calculated as follows:
Tuff Stuff:
Direct material........................................................
Direct labor ($24.00 per hour2 hours)*............
Overhead ($10.50 per hour2 hours)*...............
Tuff Stuff unit cost...........................................
$15.00
48.00
21.00
$84.00
*Budgeted direct labor hours:

Tuff Stuff (20,000 units 2 hours).............................
Ruff Stuff (20,000 units 3 hours)............................
Total budgeted direct-labor hours.............................
40,000
60,000
100,000
Direct-labor rate: $2,400,000 per 100,000 hours

Overhead rate: $1,050,000 per 100,000 hours
McGraw-Hill/Irwin
Inc.
5-62
= $24.00 per hour

= $10.50 per hour

Solutions Manual

Ruff Stuff:
Direct material........................................................
Direct labor ($24.00 per hour3 hours)*............
Overhead ($10.50 per hour3 hours)*...............
Ruff Stuff unit cost...........................................
$ 9.00
72.00
31.50
$112.50
*Budgeted direct labor hours

Tuff Stuff (20,000 units 2 hours).............................
Ruff Stuff (20,000 units 3 hours)............................
Total budgeted direct-labor hours.............................
40,000
60,000
100,000
Direct-labor rate: $2,400,000 per 100,000 hours

Overhead rate: $1,050,000 per 100,000 hours
2.
= $24.00 per hour

= $10.50 per hour
The total budgeted cost of the Fabricating and Assembly Departments, after
separation of costs into the activity cost pools, is calculated as follows:
Total
Direct material...........
Direct labor...............
Overhead:
Indirect labor
Fringe benefits
Indirect material
Power
Setup
Quality assurance
Other utilities
Depreciation
Total overhead
Total cost
McGraw-Hill/Irwin
Inc.
$480,000
2,400,000
$ 72,000
15,000
93,000
540,000
225,000
30,000
30,000
45,000
$1,050,000
$3,930,000
Fabricating
Percent
Dollars
100%
$ 480,000
74%
1,776,000
76%
80%
80%
50%
78%
54,720
12,000
60,000
480,000
15,000
24,000
15,000
35,100
$ 695,820
$2,951,820
Assembly
Percent
Dollars
26%
$624,000
24%
20%
$ 17,280
3,000
33,000
60,000
210,000
6,000
15,000
9,900
$354,180
$978,180
20%
50%
22%

5- 63

3.
The unit costs of the products using activity-based costing are calculated as follows:
Fabricating:
Total cost..............................................................................................................
$2,951,820
Less: Direct material............................................................................................
480,000
Less: Direct labor................................................................................................
1,776,000
Pool overhead cost..............................................................................................
$ 695,820
Hours:
88,000 hours
Tuff Stuff (4.4 hours 20,000 units).................................................
120,000 hours
Ruff Stuff (6.0 hours 20,000 units).................................................
Total machine hours................................................................
208,000 hours
Pool rate per machine hour ($695,820/208,000)................................................

$3.35 per hour (rounded)
$14.74 per unit (rounded)
Fabricating cost per unit: Tuff Stuff ($3.35 4.4 hours)................................
Ruff Stuff ($3.35 6.0 hours)................................
Assembly:
Total cost..............................................................................................................
$978,180
Less: Direct labor................................................................................................
624,000
Pool overhead cost..............................................................................................
$354,180
Setups:
Tuff Stuff..........................................................................................
1,000
Ruff Stuff..........................................................................................
272
Total setups............................................................................
1,272
Pool rate per setup ($354,180/1,272)..................................................................

$278.44 per setup (rounded)
Setup cost per unit:
Tuff Stuff: $278.44 per setup x (1,000 setups / 20,000 units).....................
Ruff Stuff: $278.44 per setup x (272 setups / 20,000 units).......................
Tuff Stuff unit cost:
Direct material......................................................................................................
$15.00
48.00
Direct labor (2 hours $24 per hour).................................................................
Fabrication overhead...........................................................................................
14.74
Assembly overhead.............................................................................................
13.92
Tuff Stuff unit cost.......................................................................................
$91.66
McGraw-Hill/Irwin
Inc.
5-64

Solutions Manual

Ruff Stuff unit cost:
Direct material......................................................................................................
$ 9.00
72.00
Direct labor (3 hours $24 per hour).................................................................
Fabrication overhead...........................................................................................
20.10
Assembly overhead.............................................................................................
3.79
Ruff Stuff unit cost......................................................................................
$104.89
4.
Ruff Stuff unit costs:

Cost with overhead assigned on direct-labor hours.........................................
$112.50
Cost using activity-based costing......................................................................
$104.89
The activity-based costing unit costs may lead the company to decide to lower its
price for Ruff Stuff in order to be more competitive in the market and continue
production of the product. It now appears that Ruff Stuff has lower unit costs and can
afford lower prices. Using ABC for assigning overhead costs generally leads to a
more accurate estimate of the costs incurred to produce a product. Management
should be able to make better informed decisions regarding pricing and production of
the companys products.
McGraw-Hill/Irwin
Inc.

5- 65

1.
Based on the cost data from Gigabyte's traditional, volume-based product-costing

system, product G is the firm's least profitable product. Its reported actual gross
margin is only $66.00, as compared with $254.25 and $313.50 for products T and W,
respectively. However, the validity of this conclusion depends on the accuracy of the
product costs reported by Gigabyte's product-costing system.
2.
Again, based on the product costs reported by the firm's traditional, volume-based
product-costing system, product W appears to be very profitable. As in requirement
(1), however, the validity of this assessment depends on the accuracy of the reported
product costs.
3.
Gigabyte's competitors have moved aggressively into the market for gismos (product
G), but they have abandoned the whatchamacallit (product W) market to Gigabyte.
These competing firms apparently believe they can sell gismos at a much
lower price than Gigabyte's management feels is feasible. This evidence suggests that
Gigabyte's competitors may believe their product cost for gismos is below Gigabyte's
reported product cost. In contrast, Gigabyte's competitors apparently believe that
they cannot afford to sell whatchamacallits at Gigabyte's current price of $600.
Perhaps the competing firms' reported production costs for product W are higher than
the cost reported by Gigabyte's product-costing system.
The danger to Gigabyte is that the company will be forced out of the market for
its second largest selling product. This could be disastrous to Gigabyte, Inc.
4.
Percentages for raw-material costs:
Product
G
T
W
Total
Raw-Material
Cost per Unit
$105.00
157.50
52.50
Annual
Volume
8,000
15,000
4,000
Annual
Raw-Material
Cost
$ 840,000
2,362,500
210,000
$3,412,500
Percentage
of Total
Raw-Material
Cost*
25%
69%
6%
100%
*Percentages rounded to nearest whole percent.
McGraw-Hill/Irwin
Inc.
5-66

Solutions Manual

5.
Product costs based on an activity-based costing system:

Product
G
Direct material................................................
Direct labor.....................................................
Machinerya......................................................
Machine setupb...............................................
Inspectionc......................................................
Material handlingd..........................................
Engineeringe...................................................
Total................................................................
$105.00
48.00
110.25
.43
31.50
82.03
45.25
$422.46
Product
T
Product
W
$157.50
36.00
122.50
.32
46.20
120.75
6.90
$490.17
$52.50
24.00
238.88
1.89
157.50
39.38
142.21
$656.36
Machinery:
Product G: ($3,675,000 24%)
Product T:
($3,675,000 50%)
Product W: ($3,675,000 26%)
b
Machine setup:
Product G: ($15,750 22%)
Product T:
($15,750 30%)
Product W: ($15,750 48%)
c
Inspection:
Product G: ($1,575,000 16%)
Product T:
($1,575,000 44%)
Product W: ($1,575,000 40%)
d
Material handling:
Product G: ($2,625,000 25%)
Product T:
($2,625,000 69%)
Product W: ($2,625,000 6%)
e
Engineering:
Product G: ($1,034,250 35%)
Product T:
($1,034,250 10%)
Product W: ($1,034,250 55%)
McGraw-Hill/Irwin
Inc.
8,000 units =
15,000 units =
4,000 units =
$110.25
$122.50
$238.88
8,000 units =
15,000 units =
4,000 units =
$.43
$.32
$1.89
8,000 units =
15,000 units =
4,000 units =
$ 31.50
$ 46.20
$157.50
8,000 units =
15,000 units =
4,000 units =
$ 82.03
$120.75
$ 39.38
8,000 units =
15,000 units =
4,000 units =
$ 45.25
$ 6.90
$142.21

5- 67

6.
Comparison of reported product costs, new target prices, and actual selling prices:
Product
G
Reported product costs:
Target price based on new product costs
(150%new product cost)
Current actual selling price
Product
T
Product
W
$573.00
422.46
$508.50
490.17
$286.50
656.36
633.69
639.00
735.26
762.75
984.54
600.00
7. The electronic version of the Solutions Manual BUILD A SPREADSHEET SOLUTIONS

is available on your Instructors CD and on the Hilton, 8e website:
WWW.MHHE.COM/HILTON8E.
McGraw-Hill/Irwin
Inc.
5-68

Solutions Manual

MEMORANDUM
Date:
Today
To:
President, Gigabyte, Inc.
From:
I.M. Student
Subject:
Gigabyte's competitive position
Gigabyte's product-costing system has been providing misleading product cost

information. Our traditional, volume-based costing system overcosted gismos and
thingamajigs, but it substantially undercosted whatchamacallits. As a result Gigabyte has
been overpricing gismos and thingamajigs and underpricing whatchamacallits. The
company has been losing money on every sale in the product W market. Our competitors
have taken advantage of our mispricing by moving aggressively into the gismo market and
abandoning the whatchamacallit market to Gigabyte. As a result, our profitability has
suffered.
I recommend the following courses of action:
1.
Implement the new activity-based costing system and revise its database frequently.
2.
Lower the target price of gismos to $639, the current actual selling price. This price is
slightly over our usual 50 percent markup over product cost.
3.
Consider lowering the price of thingamajigs to $736 in order to increase demand. The
lower price still yields Gigabyte a 50 percent markup over product cost.
4.
Raise the price of whatchamacallits to $985. If the product does not sell at that price,
consider discontinuing the product line.
McGraw-Hill/Irwin
Inc.

5- 69

Product
G
Traditional, volume-based costing system:
reported product cost......................................
reported product cost......................................
Amount of cost distortion per unit.......................
Product
T
$573.00
$508.50
$286.50
422.46
$150.54
490.17
$ 18.33
656.36
$(369.86)
Traditional
system
overcosts
product
G by
$150.54
per unit
Product volume......................................................
product line......................................................
Product
W
Traditonal
system
overcosts
product
T by
$18.33
per unit
Traditional
system
undercosts
product
W by
$369.86
per unit
8,000
15,000
4,000
$1,204,320
$(1,479,440)
274,950
Sum of these three amounts is $(170).

It would be zero except for the slight
rounding errors in the calculation of
the new product costs to the nearest
cent.

1.
Process time: steps 3, 5, 6, 7, 8, 10, 11

Inspection time: steps 1, 9
Move time: steps 2, 5, 6, 7, 10, 11
Waiting time: steps 4, 5, 7
Storage time: steps 1, 11
McGraw-Hill/Irwin
Inc.
5-70

Solutions Manual

2.
Candidates for non-value-added activities

follow. (Note that elimination of some of
these activities would require reconfiguring
the production process.)
(a)
Step 1:
Storing ingredients (Could move toward JIT system.)
(b)
Step 2:
Carrying ingredients on hand carts.
(c)
Step 4:
Storing dough until bagel machine is free. (Could move toward a JIT
system for dough mixing.)
(d)
Step 5:
Carrying board of dough into bagel room.
(e)
Step 5:
Keeping cut-out bagels until boiling vat is free. (Could move toward
a JIT system.)
(f)
Step 6:
Carrying uncooked bagels to adjoining room.
(g)
Step 7:
Carrying bagels to oven room.
(h)
Step 7:
Holding bagels until oven rack is free.
(i)
Step 7:
Continual opening and closing of oven door.
(j)
Step 9:
Consumption of misshapen bagels by the staff. (Could these faulty

products be sold at a reduced price?)
(k)
Step 10:
Carrying wire baskets to the packaging room.
(l)
Step 11:
Driving forklift to freezer.
(m) Step 11:
McGraw-Hill/Irwin
Inc.
Storing frozen bagels.

5- 71

(1)
Redesigned bagel production process:

(a)
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)
Dough is mixed in 40-pound batches in four heavy-duty mixers. The dough is

placed on large boards, which are set on the conveyor. The conveyor transports
the boards of dough into the bagel room next door.
(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.
McGraw-Hill/Irwin
Inc.
5-72

Solutions Manual
(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.
Key features of a JIT system:

The new production process of Bodacious Bagels, Inc. has a smooth, uniform
production rate with each part of the process being initiated by the subsequent
operation. Thus, the bagelry uses a pull method of coordinating production steps. The
ingredients are purchased as needed in small lot sizes, delivered twice daily, and sent
immediately to the mixing room. The bagel machine is designed for quick setups for
different bagel sizes and consistency. Only high-quality ingredients are used in order
to eliminate down time and to follow a total quality control philosophy. The machinery
is carefully maintained. The bagelry's employees are encouraged to suggest
improvements in the product or production process. Employees whose suggestions
are adopted receive cash awards or peer recognition. All of the bagelry's employees
are trained in each phase of the production process. Thus, Bodacious Bagel's
multiskilled work force enables the firm to operate with fewer employees.
(3)
New equipment:
Bodacious 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
Inc.

5- 73

1.
Two dimensional ABC:

Cost Assignment View
RESOURCE COSTS
Assignment of resource costs
to activity cost pools
associated with
significant activities
Process View
1
7
11
Activity analysis
2
8
3
9
12
13
ROOT
CAUSES
4
10
14
15
16
ACTIVITY
TRIGGERS
Activity evaluation
ACTIVITIES
PERFORMANCE
MEASURES
(see req. (4) for examples)
(see req. (3) for (see req. (2) for examples)

examples)
Assignment of activity
costs to cost objects
using second-stage
cost drivers
COST OBJECTS
(Product lines: cooking
utensils, tableware,
flatware)
McGraw-Hill/Irwin
Inc.
5-74

Solutions Manual

2.
Triggers for selected activities:

Activity
Number
Trigger
(2)
Realization by purchasing personnel that they do not fully understand the
part specifications
3.
(9)
Realization by purchasing personnel that the ordered part will be (or may
be) late in arriving
(11)
Receipt of order
(12)
Discovery during inspection that parts do not meet specifications
(13)
Discovery that parts do not satisfy intended purpose
Possible root causes:

Activity
Number
Possible Root Causes*
(2)
Unclear specifications
Incomplete specifications
Clear, but apparently wrong, specifications
Undertrained purchasing personnel
(9)
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.
McGraw-Hill/Irwin
Inc.

5- 75

4.
Suggested performance measures:

Activity
Performance
Number
Measures
(5)
Average price paid
(6)
Number of vendors
Number of vendors that are precertified as dependable
(10)
Percentage of orders received on time

Average delay for delinquent orders
(12)
Number of orders returned

Percentage of orders returned
(16)
Average dollar value tied up in parts inventory

1.
Customer-profitability analysis:
Sales revenue......................................................................
Cost of goods sold..............................................................
Gross margin.......................................................................
Selling and administrative costs:
General selling costs....................................................
General administrative costs.......................................
Customer-related costs:
Sales activity...........................................................
Order taking.............................................................
Special handling......................................................
Special shipping......................................................
Total selling and administrative costs...............................
Operating income................................................................
McGraw-Hill/Irwin
Inc.
5-76
Caltex
Computer
Trace
Telecom
$380,000
160,000
$220,000
$247,600
124,000
$123,600
$ 48,000
38,000
$ 36,000
32,000
16,000
6,000
80,000
18,000
$206,000
$ 14,000
12,000
8,000
60,000
20,000
$168,000
$ (44,400)

Solutions Manual

2.


1.
Customer-profitability profile (supporting details in the table following the profile):
Cumulative Operating Income as a

Percentage of Total Operating Income
Customers*
*Customers ranked by operating income.
McGraw-Hill/Irwin
Inc.

5- 77

Supporting details for customer-profitability profile:
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
Caltex Computerb
The California Group
Tele-Install, Inc.
Trace Telecomc
Operating
Income
Cumulative
Operating
Income
$186,000
142,000
120,000
84,000
14,000
12,000
(36,000)
(44,400)
$186,000
328,000
448,000
532,000
546,000
558,000
522,000
477,600
Cumulative
Operating
Income as a
Percentage of
Total
Operating
Income
39%
69%
94%
111%
114%
117%
109%
100%
Customer numbers are ranked by operating income.

From solution to preceding problem.
c
From solution to preceding problem.
b
2.
Memorandum
Date:
Today
To:
I. Sellit, Vice President for Marketing
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 Trace Telecom). As the profile shows, over half of our
operating income is generated by our two most profitable customer relationships, and 94
percent of our operating profit is generated by our three most profitable customers.
An activity-based costing analysis of customer-related costs provided the data for the
customer-profitability analysis portrayed in the profile.
McGraw-Hill/Irwin
Inc.
5-78

Solutions Manual
SOLUTIONS TO CASES
CASE 5-68 (45 MINUTES)
1.
Activity-based costing (ABC) differs from traditional costing in that it focuses on activities
that consume resources as the fundamental cost drivers. ABC is a two-stage cost
assignment process focused on causality and the determination of cost drivers. It usually
uses several different activities to assign costs to products or services. Therefore, it is
more detailed and more accurate than traditional costing. It also helps managers
distinguish between value added and non-value added activities.
2.
Calculations of total activity cost pools and pool rates:

Material handling...... ($113,208 1.06) [(5 parts 5,000 units) + (10 parts 5,000
units)]
= $120,000* (25,000 parts + 50,000 parts)
= $120,000 75,000 parts = $1.60 per part
*Rounded
Inspection................. ($235,850 1.06) (5,000 hours + 7,500 hours)
= $250,000* 12,500 hours = $20 per inspection hour
*Rounded
Machining................. ($849,056 1.06) (15,000 hours + 30,000 hours)
= $900,000* 45,000 hours = $20 per machine hour
*Rounded
Assembly.................. ($433,962 1.06) (6,000 hours + 5,500 hours)
= $460,000* 11,500 hours = $40 per assembly hour
*Rounded
McGraw-Hill/Irwin
Inc.

5- 79
CASE 5-68 (CONTINUED)

3.
JY-63
20x4
Cost
Data
JY-63
Estimated
20x5
Product
Cost
Direct material:
No cost increase.........................
Direct labor:
Direct labor
$370,370
1.08 cost increase*...............
Material handling:
Number of parts
5
units produced.....................
5,000
25,000
$1.60 per unit........................
Inspection:
Inspection hours
5,000
$20 per hour.........................
Machining:
Machining activity in
15,000
hours
$20 per hour.........................
Assembly:
Assembly activity in
6,000
hours
$40 per hour.........................
Total cost......................................
RX-67
20x4
Cost
Data
$2,000,000
RX-67
Estimated
20x5
Product
Cost
$3,500,000
$185,186
400,000
200,000
10
5,000
50,000
40,000
80,000
7,500
100,000
150,000
30,000
300,000
600,000
5,500
240,000
220,000
$3,080,000
$4,750,000
*$400,000 and $200,000 are both rounded.
McGraw-Hill/Irwin
Inc.
5-80

Solutions Manual

4.
CINCINNATI CYCLE COMPANY

BUDGETED STATEMENT OF GROSS MARGIN FOR 20X5
Sales revenue..................................................
Cost of goods manufactured and sold:
Beginning finished-goods inventory.............
Add: Direct material.....................................
Direct labor..........................................
Material handling.................................
Inspection............................................
Machining............................................
Assembly.............................................
Cost of goods available for sale....................
Less: Ending finished-goods inventory*....
Cost of goods sold.........................................
Gross margin...................................................
JY-63
$3,621,000
RX-67
$4,459,000
Total
$8,080,000
$ 480,000
2,000,000
400,000
40,000
100,000
300,000
240,000
$3,560,000
431,200
$3,128,800
$ 492,200
$ 600,000
3,500,000
200,000
80,000
150,000
600,000
220,000
$5,350,000
665,000
$4,685,000
$ (226,000)
$1,080,000
5,500,000
600,000
120,000
250,000
900,000
460,000
$8,910,000
1,096,200
$7,813,800
$ 266,200
*Ending finished-goods inventory = (total product cost

inventory in units:
units produced) ending
JY-63: ($3,080,000 5,000 units) 700 units = $431,200

RX-67: ($4,750,000 5,000 units) 700 units = $665,000
McGraw-Hill/Irwin
Inc.

5- 81

1.
Product costs based on traditional, volumebased costing system...............................
110%..............................................................
Target price......................................................
2.
Regular
Model
Advanced
Model
Deluxe
Model
$210.00
110%
$231.00
$430.00
110%
$473.00
$464.00
110%
$510.40
Advanced
Model
$50.00
40.00
416.00
Deluxe
Model
$84.00
40.00
153.60
Product costs based on activity-based costing system:
Direct material..................................................
Direct labor......................................................
Machinery depreciation and maintenancea. . .
Engineering, inspection and
repair of defectsb........................................
Purchasing, receiving, shipping, and
material handlingc......................................
Factory depreciation, taxes, insurance,
and miscellaneous overhead costsd........
Total..................................................................
Regular
Model
$ 20.00
20.00
62.40
34.08
87.00
68.15
30.55
104.00
58.50
24.99
$192.02
178.50
$875.50
51.17
$455.42
Pool I:
Depreciation, machinery...............................................................
Maintenance, machinery...............................................................
Total................................................................................................
Regular:
Advanced:
Deluxe:
McGraw-Hill/Irwin
Inc.
5-82
($3,200,00039%) 20,000 =
($3,200,00013%) 1,000 =
($3,200,00048%) 10,000 =
$2,960,000
240,000
$3,200,000
$ 62.40
$416.00
$153.60

Solutions Manual

b
Pool II:
Engineering....................................................................................
Inspection and repair of defects..................................................
Total................................................................................................
Regular:
Advanced:
Deluxe:
($1,450,000 47%) 20,000 =

($1,450,000 6%) 1,000 =
($1,450,000 47%) 10,000 =
$ 700,000
750,000
$1,450,000
$ 34.08
$ 87.00
$ 68.15
Pool III:
Purchasing, receiving, and shipping...........................................
Material handling...........................................................................
Total................................................................................................
Regular:
Advanced:
Deluxe:
($1,300,000 47%) 20,000 =

($1,300,000 8%) 1,000 =
($1,300,000 45%) 10,000 =
$ 30.55
$104.00
$ 58.50
Pool IV:
Depreciation, taxes, and insurance for factory...........................
Miscellaneous manufacturing overhead.....................................
Total................................................................................................
Regular:
Advanced:
Deluxe:
($1,190,000 42%)
($1,190,000 15%)
($1,190,000 43%)
$ 500,000
800,000
$1,300,000
20,000 =
1,000 =
10,000 =
$ 600,000
590,000
$1,190,000
$ 24.99
$178.50
$51.17
3.
Regular
Model
Product costs based on activity-based
costing system..................................................
110%........................................................................
New target price........................................................
$192.02
110%
$211.22
Advanced
Model
$875.50
110%
$963.05
Deluxe
Model
$455.42
110%
$500.96
The new target price of the regular model, $211.22, is lower than the current actual
selling price, $220.
McGraw-Hill/Irwin
Inc.

5- 83

4.
MEMORANDUM
Date:
Today
To:
President Madison Electric Pump Corporation
From:
I.M. Student
Subject:
Product costing
Based on the cost data from our traditional, volume-based product-costing system,
our regular model is not very profitable. Its reported actual contribution margin is only
$10 ($220 $210). However, the validity of this conclusion depends on the accuracy of
the product costs reported by our product-costing system. Our competitors are
selling motors like our standard model for $212. This price suggests that their product
cost is substantially below our previously reported cost of $210.
Our new, activity-based costing system reveals serious product cost
distortions stemming from our old costing system. The new costing system shows
that the regular model costs only $192.02, which implies a target price of $211.22. This
price is lower than our current actual selling price and roughly consistent with the
price our competitors are charging.
In contrast, our new product-costing system reveals that the advanced model's
product cost is $875.50 instead of the previously reported cost of $430. The new
product cost suggests a target price of $963.05 for the advanced model, rather than
$473, which was our previous target price for the advanced model.
McGraw-Hill/Irwin
Inc.
5-84

Solutions Manual

5.
The company should adopt and maintain the activity-based costing system. The price
of the regular model should be lowered to the $212. Lowering the price should enable
the firm to regain its competitive position in the market for the regular model. Further
price cuts should be considered if marketing studies indicate such a move will
increase demand.
The price of the advanced model should be set near the target price of $963.05.
If the advanced model does not sell at this price, management should consider
discontinuing the product line. Input from the marketing staff should be sought before
such an action is taken. An important consideration is the extent to which sales in the
regular model and deluxe model markets depend on the firm's offering a complete
product line.
A slight price reduction should be considered for the deluxe model (from
$510.40 down to $500.96). However, the product cost distortion from the old costing
system did not affect this model as seriously as it did the other two.
McGraw-Hill/Irwin
Inc.

5- 85

Regular
Model
Traditional, volume-based costing system:
reported product cost.......................................
reported product cost.......................................
Amount of cost distortion per unit..........................
Deluxe
Model
$210.00
$ 430.00
$464.00
192.02
$ 17.98
875.50
$(445.50)
455.42
$ 8.58
Traditional
system
overcosts
Regular
model by
$17.98
per unit
Product volume......................................................
product line........................................................
Advanced
Model
Traditonal
system
undercosts
Advanced
model by
$445.50
per unit
Traditional
system
overcosts
Deluxe
model by
$8.58
per unit
20,000
1,000
10,000
$359,600
$(445,500)
$85,800
Sum of these three

amounts is $(100). It
would be zero except for
the slight rounding errors
in the calculation of the
new product costs to the
nearest cent.
McGraw-Hill/Irwin
Inc.
5-86

Solutions Manual

1.
The controller, Erin Jackson, has acted ethically up to this point. She correctly
pointed out to the president that the firm's traditional, volume-based product-costing
system was distorting the reported product cost for the company's three products.
She designed an activity-based costing system to provide more accurate productcosting data.
2.
The production manager, Alan Tyler, is not acting ethically. Although we can
sympathize with his plight, we cannot condone his pressuring the controller to
suppress or alter the new product-costing data she has compiled.
What can Tyler do that is ethical and has the potential for positive results?
First, he could take a hard look at the deluxe model's production process. Are there
non-value-added activities that could be reduced or eliminated? Second, he could
argue to the president that the company should carry a full product line, if he has
reason to believe that is the firm's best strategy.
3.
Jackson has an ethical obligation to the president, to the company, to her profession,
and to herself to report accurate product-costing data to the president. There is
nothing wrong with her offer to her friend to go over her analysis again to verify its
accuracy. However, she must report what she finds with no suppression or alteration
of the data. Several of the ethical standards for managerial accounting apply in this
case. (See Chapter 1 for a listing of these standards.) The standards that are most
clearly relevant include the following:
Integrity:
Communicate unfavorable as well as favorable information and professional

judgments or opinions.
Credibility:
Communicate information fairly and objectively.

Disclose fully all relevant information that could reasonably be expected to
influence an intended user's understanding of the reports, comments, and
recommendations presented.
McGraw-Hill/Irwin
Inc.

5- 87

Jackson is in a tough spot. Her professional obligation to report accurate product
costs is clear. She cannot ethically avoid this responsibility. Yet her friend Tyler is in
a tenuous position. What can Jackson ethically do for him? First, she can be
compassionate and understanding of his concern, yet remain firm in meeting her
professional obligations. Second, she can assist the production manager in finding
ways to manufacture the deluxe model pump more efficiently and at a lower cost. For
example, she can share her ABC analysis with Tyler to help him identify non-valueadded activities and costs.
FOCUS ON ETHICS (See page 198 in the text.)

This scenario explores ethical issues surrounding activity-based costing.
Among the potential ethical issues in this situation are the following:
How did the product proliferation problem at the Charlotte plant come about? Were
product-line managers more concerned with maintaining their spheres of influence
than making product discontinuance decisions that would be in the companys best
interest? At the very least, the company seems to exhibit a lack of discipline and
focus. Products that have been dropped as a result of sound analysis should not
routinely creep back into the product line.
Why did top management refuse to adopt the recommendations of the ABC
analysis? It is sometimes said that top managers are compensated and rewarded
with other perks in accordance with the size of the business unit they manage. More
product lines, more departments, and more employees mean more prestige, higher
pay and bonuses, and greater prospects for advancement in the company (or
another company). Are top managers putting their own well-being ahead of the
companys?
Alternatively, perhaps management is genuinely concerned about the implications
for their employees if a large number of products are dropped. Is it ethical for
management to put the interests of their employees ahead of those of the companys
shareholders?
Was it ethical for Xaviers top management to sell the Engine Parts Division,
probably suspecting that the Charlotte plant would be closed and people would be
laid off?
McGraw-Hill/Irwin
Inc.
5-88

Solutions Manual

CH 5

Загружено:

Сведения о документе

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

CH 5

Загружено:

Авторское право:

Доступные форматы

CHAPTER 5

Activity-Based Costing and Management

In a traditional, volume-based product-costing system, only a single predetermined

Management was being misled by the traditional product-costing system, because

An activity-based costing system is a two-stage process of assigning costs to

A cost driver is a characteristic of an event or activity that results in the incurrence

The four broad categories of activities identified in an activity-based costing system

Unit-level activities: Must be done for each unit of production.

Batch-level activities: Must be performed for each batch of products.

Product-sustaining activities: Needed to support an entire product line.

2009 The McGraw-Hill Companies, Inc.

Facility-level (or general-operations-level) activities: Required for the entire

An activity-based costing system alleviated the problems management was having

Product-costing systems based on a single, volume-based cost driver tend to

2009 The McGraw-Hill Companies, Inc.

Diverse products typically consume support activities (such as purchasing, material

Activity-based costing is just as appropriate in the service industry as in the

As indicated in the chapter, Pennsylvania Blue Shield, like many manufacturers,

2009 The McGraw-Hill Companies, Inc.

Activity analysis is the detailed identification and description of the activities

2009 The McGraw-Hill Companies, Inc.

Assignment of resource costs

2009 The McGraw-Hill Companies, Inc.

Customer profitability analysis refers to using the concepts of activity-based costing

Activity-based costing is used to analyze customer-related costs and determine the

A customer profitability profile, usually expressed in graphical form, shows the

2009 The McGraw-Hill Companies, Inc.

The Pull Method in a JIT System

Demand for raw materials and parts is signaled when

Demand for production activity in stage I is signaled

Demand for production activity in stage II is signaled

Demand for finished goods is signaled when sales

This pull system of production management, which characterizes the JIT

2009 The McGraw-Hill Companies, Inc.

Material-handling cost per mirror:

*The total number of direct-labor hours.

*The total number of units (of both types) produced.

Material-handling cost per mirror:

The number of material moves for the mirror product line.

Material-handling cost per lens:

*The number of material moves for the lens product line.

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-27 (20 MINUTES)

Cost driver: number of production runs.

Cost driver: number of parts in a product.

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-27 (CONTINUED)

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-29 (CONTINUED)

Quality-control costs assigned to the enamel paint line under activity-based

EXERCISE 5-30 (20 MINUTES)

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-31 (15 MINUTES)

Key features of an activity-based costing system:

Two-stage procedure for cost assignment.

Stage one: Establish activity cost pools.

Increase the prices on low-volume specialty products.

EXERCISE 5-32 (20 MINUTES)

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-32 (CONTINUED)

2009 The McGraw-Hill Companies, Inc.

EXERCISE 5-33 (30 MINUTES)

ZODIAC MODEL ROCKETRY COMPANY