CHAPTER 18

ADDITIONAL ASPECTS OF PRODUCT COSTING SYSTEMS

Changes from Eleventh Edition

All changes to Chapter 18 were minor.

Approach
Our treatments of job costing and process costing are as brief as we can make them and still get the
general points across. Students do need to understand the general idea of these cost accumulation
procedures to be able to visualize how cost data are actually collected. The details, however, are
appropriately left for an advanced course. The principal pedagogical problem here is how to get across the
idea of equivalent production in process costing. Some introductory texts omit this idea, but this strikes us
as dangerous because some student is almost sure to ask what happens in a process cost system if not all
the units are completed by the end of the period. If the answer is not in the text, the instructor either has to
duck the question, or attempt the difficult task of explaining it on the spot. In the text and in most
problems, we assume that units are 50 percent completed as to labor and overhead. Since this assumption
is widely used in practice, we see no point in complicating the text by introducing other percentages.

Certainly, the most difficult part of this chapter is the section on development of overhead rates. In our
experience, mastery of this material greatly reduces the omnipresent problems students have later with
production overhead variances. We also find in this regard that students need to be referred back to the
text section, Why Overhead Rates Are Predetermined, especially in later discussions of the overhead
volume variance. We have placed emphasis on the flexible overhead budget to help minimize these
learning difficulties.

We feel that the section on activity-based costing (ABC) provides the appropriate level of depth for a
required course. Students need to understand the potential benefits of ABC as well as the fact that it is not
a panacea. It is important for students to realize that ABC is a decision-support model rather than a
transaction processing system. Four of the five cases included in this chapter describe both traditional and
ABC systems so that students can more easily understand the differences.

Cases
Huron Automotive Company gives practice in computing and using costing rates and shows the
differences that result from different definitions of cost centers. It also has two optional questions
involving differential analysis, for the instructor who wishes to keep emphasizing that full costs are not
used for all cost-related management decisions.

California Creamery is a simple activity-based costing case. It requires students to calculate the costs of
producing two products using traditional and ABC approaches. (This is a new case in the Twelfth
Edition.)

Wilkerson Company is a slightly more complicated activity-based costing case. It requires students to
calculate the costs of three products using on a new set of cost drivers, to compare those costs with those
calculated using traditional direct labor-based allocation bases, and then to understand what the numbers
mean.

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Safety Monitoring Devices, Inc. is another activity-based costing case that adds a few wrinkles, such as
regarding motivations for change and cost of complexity. (This is a new case in the Twelfth Edition.)

Dakota Office Products requires students to understand the mechanics of customer profitability analysis
and then to use the information for strategic decision making purposes.

Problems
Problem 18-1: Elliott Company
Production overhead $135,000
a. Overhead rate = $1.50 per direct labor dollar
Direct labor dollars $90,000

b. Work in Process Inventory......................................................................................................................................................

22,500
Raw Materials Inventory....................................................................................................................................................
6,000
Direct Labor.......................................................................................................................................................................
6,600
Production Overhead (6,600 x $1.50)................................................................................................................................
9,900
c. Overhead absorbed @ $1.50/direct labor hour........................................................................................................................
$9,900
Actual overhead......................................................................................................................................................................
9,550
Overabsorbed.....................................................................................................................................................................
$ 350

Problem 18-2: Ryan Corporation

Cost Distributions
Cost Center
__A__ __B__ __C__
(a) Heat, light, power..................................................................................................................................................................
$24,000 $ 8,000 $8,000
(b) Depreciation:
Building............................................................................................................................................................................
2,400 300 300
Furniture and fixtures 600 200
Machinery and equipment................................................................................................................................................
20,000
(c) Insurance:
Inventories........................................................................................................................................................................
100 100
Building............................................................................................................................................................................
1,040 130 130
Furniture and fixtures 45 15
Machinery and equipment................................................................................................................................................
850
(d) Building repairs.....................................................................................................................................................................
3,200 400 400
Machinery repairs.................................................................................................................................................................
1,900
(e) Telephone expense................................................................................................................................................................
360 1,080 360
Totals................................................................................................................................................................................
$53,850 $10,655 $9,405

Calculations
(a) Heat, light, power--basis of distribution, cubic feet:

A 600,000
B 200,000
C 200,000 1,000,000 cubic feet
6/10 x $40,000 = $24,000 A
2/10 x $40,000 = $8,000 B
2/10 x $40,000 = $8,000 C

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(b) Building depreciation--basis of distribution, square feet:

Manufacturing.....................................................................................................................................
48,000
Selling.................................................................................................................................................
9,000
Administrative.....................................................................................................................................
3,000 60,000 square feet
48/60 x $3,000 = $2,400 A
6/60 x $3,000 = 300 B
6/60 x $3,000 = 300 C
Furniture and fixtures depreciation -- 75% ($800) = $600 B
25% ($800) = $200 C

(c) Insurance--basis of distribution, square feet for building:

48/60 x $1,300 = $1,040 A

6/60 x $1,300 = $130 B
6/60 x $1,300 = $130 C
Insurance on inventories--half B; half A
Insurance on furniture and fixtures -- 75% ($60) = $45 B
25% ($60) = $15 C

(d) Building repairs--basis for distribution, square feet:

48/60 x $4,000 = $3,200 A

6/60 x $4,000 = $400 B
6/60 x $4,000 = $400 C

(e) Telephone--basis for distribution, number of extensions:

Total extensions -- 45
9/45 x $1,800 = $360 A
27/45 x $1,800 = $1,080 B
9/45 x $1,800 = $360 C

Problem 18-3: Mid-City College

a. ($000)

Service Centers Instruction Centers

Bldg. and Cent. Arts and Bus. Adm.
Total Grounds Adm. Sciences Education
Overhead costs...................................................................................................................................................................
$l0,500 $1,575 $1,050 $3,150 $2,625 $2,100
Buildings and Grounds.......................................................................................................................................................
(1,575) 262 525 438 350
Central Administrator.........................................................................................................................................................
______ _____ (1,312) 525 315 472
Overhead $10,500 $0 $0 $4,200 $3,378 $2,922

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*Reassignment of Building and Grounds Department using percent of space occupied:

Percent of
Cost Center Floor Space Cost Reassignment
15
Central Administration.......................................................................................................................................................
15 x$1,575 = $262
90
30
Arts and Sciences...............................................................................................................................................................
30 x$1,575 525
90
25
Education...........................................................................................................................................................................
25 x$1,575 438
90
20
Business Administration.....................................................................................................................................................
20 x$1,575 350
90
Total...................................................................................................................................................................................
90 $1,575
**Reassignment of Central Administration Department using number of employees:
Number of
Cost Center Employees Cost Reassignment
80
Arts and Sciences...............................................................................................................................................................
80 x$1,312 = $ 525
200
48
Education...........................................................................................................................................................................
48 x$1,312 = 315
200
72
Business Administration.....................................................................................................................................................
72 x$1,312 = 472
200
Total...................................................................................................................................................................................
200 $1,312
b. Number of Overhead Cost
Instruction Center Overhead Cost Students per Student
Arts and Sciences.....................................................................................................................................................................
$ 4,200 6,000 $ .70
Education.................................................................................................................................................................................
3,378 2,500 1.35
Business Administration...........................................................................................................................................................
2,922 1,500 1.95
$10,500 10,000

Problem 18-4 Weld

a. Actual overhead Canning Company

Busy season........................................................................................................................................................................
$180,000 15,000 hours = $12 per hour
Slack season.......................................................................................................................................................................
$ 80,000 5,000 hours = $16 per hour
At 1 hour per case, a case has $12 of factory overhead cost in the busy season and $16 in the slack season.

Inventory at December 31 will consist of all busy season production, so at $12 per hour, the overhead
cost component is 25,000 cases x $12 = $300,000.
b. Predetermined overhead
Total factory overhead costs
6 months @ $180,000........................................................................................................................................................
$1,080,000
6 months @ 80,000...........................................................................................................................................................
480,000
Total................................................................................................................................................................................
$1,560,000
Total direct labor hours
6 months @ 15,000...........................................................................................................................................................
90,000
6 months @ 5,000.............................................................................................................................................................
30,000
Total................................................................................................................................................................................
120,000
$1,560,000 120,000 hours = $13.00 per hour
Inventory at December 31 will have an overhead cost component of 25,000 cases x $13.00 =

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$325,000.
c. In this case, where the same type of product is packed each month, the most valid overhead rate to
use is probably the annual rate of $13.00 per hour. A case of a given product whether packed in the
slack season or the busy season should bear the same share of indirect cost, assuming the same
production techniques, raw materials, and labor usage.

Problem 18-5 Journeys End, Inc.

This is a pretty standard, but simplified, activity-based costing situation. The main twist is that
distribution channels, rather than products or customers, is the cost object. Students must do the Stage I
allocations (trace the costs to activities), compute the proper Stage II cost driver percentages (showing the
channels consumption of the activities), to apply those percentages in allocating the activity costs to the
channels.
1. Tracing the costs to activities. The SG&A line-item costs should be multiplied by the
percentages shown in the activity table, as follows:

Table TN-1
------------------------ Activity --------------------------
SG&A
line-item: Take
Customer phone Take Special Process
mailing or field negotiation customer
Other Total
Internet order field order invoice
order

Marketing and $600 $600 $1,800 $3,000 0 0 $6,000

sales support
Design 0 0 0 810 0 90 900
Information 0 200 0 0 200 1,600 2,000
systems
General 0 0 0 300 300 2,400 3,000
administration
Total $600 $800 $1,800 $4,110 $500 $4,090 $11,900

2. Channels consumption of the activities. These are calculated from the second major table
in the problem, as follows:

Table TN-2
----------- Channel -----------
Activity Catalog Corporate Retail Total
Customer mailings 98% 1% 1% 100%

Number of phone orders 97% 1% 2% 100%

Number of field orders 0 50% 50% 100%
Number of field orders 0 75% 25% 100%
requiring special
negotiation
Total number of orders 77% 11% 12% 100%
invoices

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3. Allocating the activity costs to channels. This is done by multiplying the percentages in
Table TN-2 by the dollar figures in Table TN-1, as follows:

Table TN-3
----------- Channel -----------
Activity Catalog Corporate Retail Total
Customer mailings $5881 $6 $6 $600

Number of phone orders 776 8 16 800

Number of field orders 0 900 900 1,800
Number of field orders 0 3,083 1,027 4,110
requiring special
negotiation
Total number 385 55 60 500
orders/invoices
Total $1,749 $4,052 $2,009 7,810
Other 4,090
$11,900

One error that some students might make is to allocate the other costs to channels, by assuming a cost
driver. No reasonable basis for a cost driver assumption is provided in the case. Allocating these costs
could swamp the meaningful allocations that could be made.

Table TN-4 summarizes the channel profit information revealed from this new analysis.

Table TN-4
----------- Channel -----------

Catalog Corporate Retail Total

Sales $30,000 $10,000 $20,000 $60,000

Cost of Sales 15,000 6,500 14,000 35,500

Gross margin 15,000 3,500 6,000 24,500

SG&A 1,749 4,052 2,009 11,900

Net profit from $13,251 $(552) $3,991 $16,690

channels

1
98% x $600

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Channel profit % 44.2% (5.5%) 20.0% 27.8%

sales

Other costs 4,090

Net profit 12,600

Net profit % 21.0%

sales

Question 2 in the suggested assignment asks for the implications of this analysis. Here are some of the
questions raised:
Should the company continue to use the channel now revealed to be a loser (corporate)?
Are there some cross selling possibilities or sticky or unavoidable costs that make it
undesirable to exit the corporate business?
Should/can prices be raised in certain areas?
Can some of the costs (e.g., those related to the costly negotiation process, commissions) be
reduced?
Should a minimum order size be instituted in the corporate business?
Should the companys cost system be altered to consider SG&A costs on a regular basis?

Cases
*
Case 18-1: Huron Automotive Company
Note: This case is unchanged from the Eleventh Edition.
Approach
This case deals with the problems of defining cost centers and the implications of various possible
decisions, a significant matter that is discussed only briefly in the text. After considering the various
questions involving the use of cost information that are raised in the case, the student should appreciate
the fact that the definition of cost centers can have an important effect on the allocation of costs to
products and departments. Students should also see that there is no single right answer to the problem.

The case also raises the alternative of using predetermined overload rates. It should be recognized that
this issue is separable from the number-of-cost-centers question: i.e., predetermined rates could be used
with either a one- or five-cost center approach.

Question 3 is quite difficult, although it illustrates an interesting phenomenon: how a charge in one cost
center can affect the allocation of costs to other cost centers. The question can be omitted without harm to
the central theme. Instead of question 3, the instructor can assign questions 4 and 5, but only if he or she
wants to begin introducing differential accounting at this point. If all six questions are assigned, the case
requires at least part of a second discussion session. (Question 6 should be assigned regardless of the
instructors preference regarding questions 3-5).
*
This teaching note was prepared by James S. Reece. Copyright by James S. Reece.

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Comments on Questions
Questions 1 and 2 appear on the next page of this manual. These percentage changes definitely indicate a
significant amount of difference. However, the evaluation of the difference lies in the answers given to
questions 2 and 6: Question 2 leads to a discussion of whether the proposed methods of costing yield a
more accurate cost than does the present method; question 6 leads to a discussion of whether a useful
purpose will be served by the greater degree of accuracy, if there is in fact more accuracy. It should be
noted that a decision that a proposed system is not more accurate or that a useful purpose is not served
makes the above percentage differences irrelevant.

Under the present method, the average hourly charge is a weighted average with machining and assembly
having by far the greatest weight. Since assembly has the lowest charge per hour, it tends to lower the
average, while machining tends to raise the average. The result is particularly apparent in the cost
difference in spare parts and work for other divisions.

Questions 1 and 2
Costing of a 100-unit batch of CS-29 carburetors:
First Proposal Revised Proposal
Department Hours (%) Rate Total Rate Total
Casting/Stamping............................................................................................................................................................................
21 (17) $52.97 $1,112.37 $53.12 $1,115.52
Grinding..........................................................................................................................................................................................
12 (10) 48.14 577.68 46.75 561.00
Machining.......................................................................................................................................................................................
58 (46) 87.52 5,076.16 86.50 5,017.00
Assembly........................................................................................................................................................................................
35 (28) 40.19 1,406.65 39.14 1,369.90
Total, proposed method...................................................................................................................................................................
126 = 101% 8,172.86 8,063.42
due to
rounding
Total, present method......................................................................................................................................................................
126 55.96 7,050.96 55.96 7,050.96
Difference.......................................................................................................................................................................................
$1,121.90 (16% more) $1,012.46 (14%
more)

Note: Indicated cost is higher under the proposed methods primarily because a CS-29 carburetor spends a
higher-than-average proportion of time in the highest machining department and a less-than-average
proportion in the low-cost assembly department. (Based on Exhibit 1, the average product spends 8%,
7%, 24%, 12%, and 49% of its time respectively in the five departments.

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Costing of spare parts for inventory:

First Proposal Revised Proposal
Department Hours (%) Rate Total Rate Total
Casting/Stamping...............................................................................................................................................................
304 (18) $52.97 $16,102.88 $53.12 $16,148.48
Grinding.............................................................................................................................................................................
270 (16) 48.14 12,997.80 46.75 12,622.50
Machining..........................................................................................................................................................................
1,115 (66) 87.52 97,584.80 86.50 96,447.50
Total, proposed method......................................................................................................................................................
1,689 126,685.48 125,218.48
Total, present method.........................................................................................................................................................
1,689 55.96 94,516.44 55.96 94,516.44
Difference..........................................................................................................................................................................
$32,169.04 (34% more) $30,702.04 (32% more)

Note: Indicated cost is higher under the proposed methods primarily because spares do not pass through
the low-cost assembly department, and because they spend a higher-than-average proportion of time in
the machining department.

Costing of work done for other divisions:

First Proposal Revised Proposal
Department Hours (%) Rate Total Rate Total
Casting/Stamping...............................................................................................................................................................
674 (20) $52.97 $ 35,701.78 $53.12 $ 35,802.88
Grinding.............................................................................................................................................................................
540 (16) 48.14 25,995.60 46.75 25,245.00
Machining..........................................................................................................................................................................
2,158 (64) 87.52 188,868.16 86.50 186,667.00
Total, proposed method......................................................................................................................................................
3,372 250,565.54 247,714.88
Total, present method.........................................................................................................................................................
3,372 55.96 188,697.12 55.96 188,697.12
Difference..........................................................................................................................................................................
$ 61,868.42 (33% more) $ 59,017.76 (31%
more)

Note: The difference in indicated cost arises for the same reasons as given above for spare parts.

The differences between the costs that result from the two proposed methods are not so great as the
differences between the present method and either proposal. This is because the actual average overhead
cost per hour in each department in July (Exhibit 2) did not differ greatly from the predetermined rates in
Exhibit 4. The greatest difference in departmental actual versus predetermined rates is in assembly (5%
higher actual than predetermined), which doesnt enter into the calculations for spares or work for other
divisions.

The machining department costs dominate all three calculations, and there is only 1.7% ($62.52 versus
$61.50) difference in the overhead rates. Of course, whether the same would be true for months other than
July depends on the variations in monthly volumes from the normal volume in those other months.

All three of these examples cited show that the present method gives lower costs than those under the
proposed methods. However, it should be noted that some products are being overvalued by the present
system. It is reasonable to assume that there are some products that require a relatively large amount of
assembling time. Such products would, under the present system, be costed at more than their costs under
the proposed systems. Although some students usually overlook this, the fact is that total production costs
are not changed by a decision to use five cost centers instead of one, so if the proposal increases the costs
of some activities, of necessity some activities will show lower costs with five cost centers.

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Question 3
a. Plant as a single cost center:
Labor cost in custom work reduced by 30 percent...................................................................................................................
$ 81,664 * 30% = $24,499
Reduced labor cost for the plant:..............................................................................................................................................
$ 658,448 - 24,499 = $633,949
Overhead is:
Increased by new depreciation: $400,000/60 months =.......................................................................................................
$ 6,667
Decreased by variable costs with reduced labor:
10% *$40.48 * 3,712 hours *30% =.................................................................................................................................
4,508
Net increase in overhead..............................................................................................................................................
$2,159
Total overhead becomes $1,099,323 + $2,159 =......................................................................................................................
$1,101,482
Total labor cost.........................................................................................................................................................................
633,949
Total cost becomes...................................................................................................................................................................
$1,735,431

Total hours become 31,412 - (3,712*30%) = 30,298 hours

Plant-wide rate per hour is $1,735,431/30,298 hours = $57.28
Custom work costs if entire plant is treated as a single cost center:
Prior to new machine: 3,712 hrs. @ $55.96 =...................................................................................................................
$207,724
After new machine: 2,598 hrs. @ $57.28 =......................................................................................................................
148,813
Net decrease of 28%, or in total dollars =..................................................................................................................
$ 58,911
b. Treating each department as a cost center:
Present overhead is $40.48 *3,712 hours =..............................................................................................................................
$150,262
Add: Additional overhead (net)................................................................................................................................................
2,159
New total custom work overhead ........................................................................................................................................
$152,421
New total hours: 3,712 *70% = 2,598 hrs.
New hourly overhead rate: $152,421/2,598 =......................................................................................................................
$ 58.67
Labor hourly rate.................................................................................................................................................................
22.00
New custom work hourly rate..................................................................................................................................................
$ 80.67
Custom work costs using five cost center approach:
Prior to new machine: 3,712 hrs. @ $62.48 =......................................................................................................................
$231,926
After new machine: 2,598 hrs. @ $80.67 =.........................................................................................................................
209,581
Net decrease of 9.6%, or in total dollars =........................................................................................................................
$ 22,345

c. The calculations are shown above. Note that if there is only one cost center, the purchase of a new
machine results in a substantial decrease in the cost of custom carburetors and fuel injectors; whereas
if there are five cost centers, the purchase of the machine results in significantly less change in the
cost of items going through the custom work department. This is an interesting phenomenon. The
proposed system reflects more accurately what has actually happened to costs. Furthermore, under the
single cost center, an event in one department (such as the purchase of the machine in custom work)
can have repercussions on the costs of other departments, and indeed can even affect the cost of
products that do not pass through custom world. (A full discussion should also consider matters
mentioned in question 6 below.)
Question 4
On a full-cost basis, we have the following indicated margins for a batch of 100 model CS-29 carburetors:
Present Proposed
Method Method
Revenues (100 units @ $113).................................................................................................................................................
$11,300 $11,300
Less: Materials........................................................................................................................................................................
4,200 4,200
7,051* 8,173*
Labor and overhead................................................................................................................................................................

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Gross margin .............................................................................................................................................................

$ 49 $ (1,073)
*From Question 1 calculations.
This suggests that with the more accurate costing under the proposed method, carburetor CS-29 is a loss
leader. Students will suggest increasing the price and/or cutting costs. I then ask them to assume neither
is feasible: then many will want to drop the product. However, consider the differential income, assuming
all overhead is fixed (and nondifferential with respect to CS-29):

Revenues....................................................................................................................................................................
$11,300 $11,300
Less: Materials...........................................................................................................................................................
4,200 4,200
2,641* 2,785+
Labor..........................................................................................................................................................................
Differential income....................................................................................................................................................
$ 4,459 $ 4,315

*1.26 hrs. @ $20.96

+
21 hrs. @ $21.60 + 12 hrs. @ $18.00 + 58 hrs. @ $25.00 + 35 hours @ $19.00 = $2,785

Both methods reveal that, if Huron has excess capacity, in the short run (at least), CS-29 should not be
dropped, unless so doing would save about $5,400 in overhead costs that were assumed to be
nondifferential in the above calculation (proposed method). The moral of this question is: neither the
present nor the refined full cost data were helpful in making this decision, although the refined data did
signal that CS-29 is, in a long-run sense, a sick product.

Question 5
Again, a differential analysis is called for. The relevant numbers for both a full-cost analysis and a
differential analysis are as follows:

Full-cost analysis: CS-29 CS-30

Revenues.......................................................................................................................................................................
$11,300 $11,300
Less Materials............................................................................................................................................................
4,200 8,000
Labor and overhead 8,173* 3,867+
Gross margin......................................................................................................................................................................
$ (1,073) $ (567)
*
From Question 1 calculations
+
12 hrs. @ $52.97 + 7 hrs. @ 48.14 + 17 hrs. @ $87.52 + 35 hrs. @ $40.19 = $3,867
Differential cost analysis (assuming all overhead costs are fixed): CS-29 CS-30
Revenues............................................................................................................................................................................
$11,300 $11,300
Less: Materials...................................................................................................................................................................
4,200 8,000
2,785* 1,475*
Labor..................................................................................................................................................................................
Differential income............................................................................................................................................................
$ 4,315 $ 1,825

*21 hrs. @ $21.60 + 12 hrs. @ $18.00 + 58 hrs. @ $25.00 + 35 hrs. @ $19.00 = $2,785 (see Question 4.)
**12 @ $21.60 + 7 @ $18.00 + 17 @ $25.00 + 35 @ $19.00 = $1,475

This analysis shows that, if all factory overhead is nondifferential with respect to whether CS-29 or CS-30
carburetors are produced, CS-29 is the more attractive product.

Note that the full-cost analysis would be valid if all overhead costs assigned to the CS-29 and CS-30
carburetors were in fact differential; i.e., Huron would prefer to fill the order with the CS-30 if differential
CS-29 overhead costs were $5,388 ($8,173 - $2,785) and differential CS-30 overhead costs were $2,392
($3,867 - $1,475). But if we assume all overhead is unaffected by this decision, CS-29 is preferred. Thus,

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there must be some percentage rate of overhead-variability that would make Huron indifferent as to which
carburetor is shipped. Let X equal this percentage. (For the following calculation to be feasible, we must
assume X is the same for both carburetors, which is an admittedly questionable assumption; but I feel the
worth of illustrating a sensitivity analysis at this point in the course warrants it.)

For CS-29 income CS-30 income

4,315-X (5,388) 1,825 - X (2,392)
2,996X 2,490
C .83

Thus, if less than 83 percent of the overhead assigned to each product is variable, then shipping CS-29 is
more attractive than shipping CS-30. Again note that neither the present nor the proposed costing method
was particularly helpful in making this kind of decision. In fact, the indiscriminate use of cost data can
lead to the wrong decision in both of the question 4 and 5 decisions.
Question 6
In my opinion, the following comments concerning benefits from the proposed five-cost-center approach
are valid. They are based on an overall conclusion that this approach will provide more accurate costs,
product by product, than the present method.

a. Pricing. Since Huron appears be a price follower, I see no benefits here from the proposed method. A
possible exception might be the pricing of spares.

b. Cost control. Again, I see no benefits from the proposal in this regard. If Huron wants better cost
control, it should develop flexible budgets for labor and overhead on a department-by-department
(responsibility center) basis.

c. Inventory valuation. I see no benefits here from the proposals more accurate costing. If adopted for
tax purposes, it appears that the proposed approach would cause a one-shot tax increase (because
since more production costs are capitalized in inventoriable spares, less will be charged to cost of the
goods sold which are not inventoried).

d. Charges to other divisions. In the long run, it is probably beneficial that these transfer prices be made
more accurate. For example, there is no reason for the machining department to maintain capacity for
an outside division and then sell this capacity at below the true full costs. More accurate costs
here might suggest in the long run that some other divisions machining capacity should be expanded.

e. Judging departmental performance. (Same comments as for cost control.)

f. Diagnostic uses. It is here that I think the proposal has most merit; for example, if carburetor CS-29 is
revealed to be a loss leader by more accurate costing, I think this is something of which
management should be aware.

Overall, I conclude that the proposal should be adopted in this case, but only because the costs of
implementing it appear to be minimal. If the proposal were costly, the chief benefit, diagnostic
information, could be gained by an annual ad hoc five-cost-center product costing, without changing the
routine costing system. Whatever students assumptions about implementation costs, I feel they all should
recognize that the proposal should not be adopted solely on the justification of improved accuracy; the
improved accuracy is worthless if it doesnt lead to better decision making (as reflected in higher
income).

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2007 McGraw-Hill/Irwin Chapter 18

Incidentally, whether the one- or five-cost center approach is used, at least the overhead portion of the
hourly costing rate should be a predetermined rate based on estimates of annual volume and overhead
costs; otherwise, month-to-month volume variations will result in erratic product costs, because of
spreading the monthly fixed overhead over varying volumes. Thus, the revised proposal is superior to the
first proposal.

Case 18-2: California Creamery*

Note: This case is new for the Twelfth Edition.

Purpose of Case
This case provides a simple setting that illustrates activity-based cost (ABC) principles and the effects
that such a system can have. It can be used as an exam case when the examination period is short.
Students who understand ABC principles well can read the case and answer a basic set of questions in one
hour.

Suggested Assignment Questions

1. Compute the full production cost (per gallon) of the Polynesian Fantasy and Vanilla products
using:
a. Wills old costing method;
b. The new costing method (Louises suggestion).

2. What are the effects, if any, of changing the companys costing method? Specifically, are the
differences between the two costing methods material in terms of:
a. their effect on individual product costs?
b. their effect on total company profits? (Assume no changes in any operating decisions,
such as prices and production volumes.)
If there are material differences, why do they exist? If there are no material differences, why do they
not exist?

3. What should Will do now? Explain.

Question 1

Under the old system, the only difference shown between the costs of Polynesian Fantasy and Vanilla ice
creams was due to the $.20 difference in direct material costs (see Table 1). The overhead rate was 200%
of direct labor dollars ($600,000 $300,000).
Table 1
Old System Costs

Polynesian Fantasy Vanilla

DM 2.00 1.80
DL 1.20 1.20
1.20 * 1.20 *
OH 2.40 200% 2.40 200%
5.60 5.40

*
This teaching note was written by Kenneth A. Merchant .

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Accounting: Text and Cases 12e Instructors Manual Anthony/Hawkins/Merchant

The new system costs took some calculating. Table 2 shows the calculation of the cost driver rates. Table
3 uses these rates to calculate the product costs. The total costs for Polynesian Fantasy and Vanilla are
$9.07 and $4.64 respectively.

Table 2
New SystemCalculate cost drivers

Activity Budgeted Activity cost driver Budgeted Cost driver

Cost activity rate
Purchasing $80,000 Purchase orders 909 $88.01
Material 95,000 Setups 1,846
handling 51.46
Blending 122,000 Blender hrs 1,000 122.00
Freezing 175,000 Freezer hrs 1,936 90.39
Packaging 110,000 Packaging machine hrs 1,100 100.00
Quality control 18,000 Batches 286 62.94
Total mfg OH 600,000
cost

Table 3
New SystemCalculate product costs
Polynesian Fantasy Vanilla

Purchasing (2,000/50) = 40 $3,520.40 (100,000/1,000) = 100 $8,801.00

Material
handling 3 * (2,000/100) = 60 3,087.76 3 * (100,000/2,500) = 120 6,175.20
Blending (36 min * 20) 60= 12 1,464.00 (18 min * 1,000) 60 = 300 36,600.00
Freezing 1 hr * 20 = 20 1,807.85 1 hr * 1,000 = 1,000 90,390.00
Packaging (18 min * 20) 60 = 6 600.00 (12 min * 1,000) 60 = 200 20,000.00
Quality
control (2,000/100) = 20 1,258.80 (100,000/2,500) = 40 2,517.60
TOTAL TOTAL $164,488.8
OH $11,738.76 OH 0
2,000 100,000
gallons gallons
TOTAL TOTAL
OH per OH per
gallon 5.87 gallon 1.64

DM 2.00 1.80
DL 1.20 1.20
Total Total
cost per cost per
gallon $9.07 gallon $4.64

Question 2

Cost system designs have no effect on real product costswhatever those real costs are is not affected by
what the cost accountants are doing. However, there is a material difference between the costs revealed by
the two cost models. Wills understanding of reality would improve materially if he adopted the new cost
system. The new cost system is a better cost model. The differing cost effects of machine times and batch
sizes are averaged out in the old system.
Until and unless operating decisions are changed, the effect on total company profits of switching to the
new cost system would be zero. All the differences at the product level even out in the aggregate.

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2007 McGraw-Hill/Irwin Chapter 18

Question 3

With the new insights from a better cost system, Will might usefully take any of a number of actions,
affecting such areas as cost system design, product offerings, prices and promotions, product designs, and
manufacturing processes (e.g., batch sizes).

Case 18-4: Safety Monitoring Devices, Inc*

Note: This case is new in the Twelfth Edition.

Purpose of Case
This case describes a standard, but simplified, activity-based costing situation. Students are asked to
calculate the costs of two products using three different cost systems and then to explain both the
differences between the systems and possible implications.

Suggested Assignment Questions

1. Calculate the full cost per unit of ODD and TGD using:
a. The existing costing method
b. Gregs proposed ABC method
c.
2. Greg and Lourdes also considered an in-between method that they would hold in their back
pocket just in case theyd fail to convince Richard and Mark to adopt the ABC method. The in-
between method proposes to allocate overhead costs based on 2 drivers only (direct material cost
and machine hours), as shown in Table TN-1:

Table TN-1
Proposed Overhead Cost Allocation Bases for the In-Between Method

Corporate Suggested Allocation Base:

R&D $300,000 Machine Hours
Marketing 380,000 Machine Hours
General Administration 750,000 Machine Hours
Total Corporate Overhead Costs $1,430,000

Manufacturing
Purchasing $120,000 DM$
Materials Handling 125,000 DM$
Machine Setup 180,000 Machine Hours
Supervision 225,000 Machine Hours
Quality Control 195,000 Machine Hours
Packaging & Shipping 210,000 Machine Hours
Machine Depreciation 165,000 Machine Hours
Plant (incl. Upkeep, Depreciation, Property Taxes, and
240,000 Machine Hours
Insurance)
*
This teaching note was prepared by Kenneth A. Merchant based on notes from Wim A. Van der Stede. Copyright by Kenneth
A. Merchant.

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Accounting: Text and Cases 12e Instructors Manual Anthony/Hawkins/Merchant

Miscellaneous (e.g., indirect materials) 110,000 Machine Hours

Total Manufacturing Overhead Costs $1,570,000

TOTAL COMPANY OVERHEAD $3,000,000

Using this information, compute the full cost per unit of ODD and TGD.
3. What are the effects, if any, of changing the companys costing method on:
a. Individual product costs.
b. Total company profits (assuming there are no changes in any operating decisions, such as
prices and production volumes).
If there are substantive differences, explain why they exist. If there are no differences, explain why
they do not exist.

4. Could cost system limitations have been a cause of the requests Lourdes was receiving to
discount ODDs back in 2001, which is when SMD was still a one-product, ODD-only company?

5. What were (a) Lourdes and (b) Gregs motivations for wanting changes made to the cost system?

6. What should Richard do regarding the cost system alternatives?

Question 1

A. existing cost methoduse DL hrs to spread OH costs.

[include corporate overhead...case says "spread the totality of all the overhead cost to products"]

find total DL hrs for the entire production

ODD: 25,000 units x 4 DL hrs/unit = 100,000
TGD: 12,500 units x 4 DL hrs/unit = 50,000
total DL hrs = 150,000
b) find OH rate
total OH = 1,430K + 1,570K = 3,000,000
OH rate = total OH / total DL hrs = 20 per
DL hour
c) find full cost per unit

ODD TGD
DM (given) $ 88.00 $111.00
DL (given) 64.00 64.00
OH = DL hrs/unit x OH rate 80.00 80.00
full cost/unit $232.00 $255.00

B. proposed ABC method

find rates for each cost to be allocated

Budgeted Driver Total driver Rate

Corporate overhead

R&D $300,000 Pr. type 5 Given $60,000.00

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2007 McGraw-Hill/Irwin Chapter 18

Marketing 380,000 Pr. type 2 Given 190,000.00

General Administration 750,000 Pr. Units 37,500 25k + 12.5k 20.00

Manufacturing
overhead

Purchasing 120,000 POs 300 90+210 400.00

Materials handling 125,000 Part #s 50 18+32 2,500.00

Machine set-up 180,000 Batches 120 24+96 1,500.00

Supervision 225,000 DL hrs. 150,000 25K*4+12.5*4 1.50

Quality control 195,000 Pr. Units 37,500 25k+12.5K 5.20

Packaging and shipping 210,000 Shipments 400 80+320 525.00

Machine depreciation 165,000 M hrs. 137,500 25K*3+12.5K *5 1.20

Plant 240,000 Pr. Units 37,500 25.K*3 + 12K*5 6.40

Miscellaneous 110,000 M hrs. 137,500 25K + 12.5K 0.80

find total OH cost allocated to each

ODD TGD

Driver rate Driver Allocated Driver Allocated Total

units cost units cost

Corporate overhead

R&D 60,000.00 1 60,000 4 240,000 300,000

Marketing 190,000.00 1 190,000 1 190,000 380,000

General 20.00 25,000 500,000 12,500 250,000 750,000

Administration

Manufacturing
overhead

Purchasing 400.00 90 36,000 210 84,000 120,000

Materials handling 2,500.00 18 45,000 32 80,000 125,000

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Accounting: Text and Cases 12e Instructors Manual Anthony/Hawkins/Merchant

Machine setup 1,500.00 24 36,000 96 144,000 180,000

Supervision 1.50 100,000 150,000 50,000 75,000 225,000

Quality control 5.20 25,000 130,000 12,500 65,000 195,000

Packaging & 525.00 80 42,000 320 168,000 210,000

shipping

Machine depreciation 1.20 75,000 90,000 62,500 75,000 165,000

Plant 6.40 25,000 160,000 12,500 80,000 240,000

Miscellaneous 0.80 75,000 60,000 62,500 50,000 110,000

TOTAL $1,499,000 $1,501,000

Total cost per unit $59.96 $120.08

c) find full cost per unit

ODD TGD
DM $88.00 $111.00
DL 64.00 64.00
OH 59.96 120.08 (total allocated OH cost (from b)/production units
Full cost/unit $211.96 $295.08

Question 2

in-between method = allocate OH cost using 2 drivers (DM & m hrs)

a) find allocated OH cost per unit

Total DM-based OH cost $ 245,000
Total DM$ 3,587,500
DM-based OH rate 0.07 per DM$
Total machine hour OH cost $2,755,000
Total machine hours 137,500
Machine hour-based OH rate 20.04 per MH

ODD TGD
Allocated DM-based $6.01 $7.58
OH/unit
Allocated mhr-based OH/unit 60.11 100.18
Total allocated OH/unit $66.12 $107.76

b) find full cost per unit

ODD TGD
DM $88.00 $111.00
DL 64.00 64.00
OH 66.12 107.76

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2007 McGraw-Hill/Irwin Chapter 18

Full cost/unit $218.12 $282.76

Question 3

a) effects of changing costing method on individual product costs

Changing the costing method does have material effects on product costs:

ODD TGD
Existing costing method $232.00 $255.00
Proposed ABC method 211.96 295.08
In-between method 218.12 282.76
The direct material and direct labor costs are identical in all systems. All the differences are in the
assignment of overheads to products. The existing system, which lumps all overheads into a
single cost pool, assigns overhead equally, despite the fact that production of the two products
consumes quite different amounts of overhead. The proposed ABC system uses multiple cost
pools, which better reflect the individual products consumption of overhead resources. Thus,
ODD (the simple product) gets less overhead assigned to it, so full reported costs go down (--
8.6%) relative to the old system. TGD (the complex product) is gets more overhead assigned to
it, so its reported cost goes up (+15.7%). This is to be expected given this products small batch
sizes, etc. This new understanding of costs should have material effects on some management
decisions, such as pricing.

b) effect on total company profits

Total company profits are unaffected by the change in the cost accounting system, assuming no
changes in any operating decisions, such as pricing and production volumes. The total overhead
stays the same. It is just reported differently.

Question 4

Could cost system limitations have been a cause of the requests Lourdes was receiving to discount
ODDs back in 2001, which is when SMD was still a one-product, ODD-only company? Absolutely,
yes. The new plant had overcapacity, the costs of which were fully allocated to the current production
volumes, which were entirely the ODD product. In addition, development of TGDs had started, but
TGD production had not yet begun. Thus, ODD ended up being burdened with these increased R&D
overhead costs also.

The solution to this problem at that time would not have been the introduction of an activity-based
cost system because SMD was still a single-product company. The issue could have been resolved by
taking the excess capacity out of the equation, such as by using normal capacity in the burden rate
computations, as well as by not allocating R&D, at least not the R&D associated with TGD, to ODD.

Question 5

Lourdes and Greg both had two concerns: better decision making and bigger bonuses. Lourdes was
concerned that with better information she could make better pricing decisions and do better sales
planning. Greg would have better information for making process improvements that would lead to
cost reductions. The information might, for example, lead to production in larger batches and fewer
shipments. Better decision making will lead to higher profits and larger bonuses.

Question 6

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What should Richard do?

The strongest argument for change is that the ABC system will more accurately reflect the true
product costs, allowing for better pricing. Specifically, it will allow the reduction of ODD prices
without the sacrificing of margins. TGD prices can be increased. The system will also reveal the
differential overhead consumption patterns of each of the products, thereby potentially generating
insights for production alignment and process improvements.

The new system might avoid the death spiral. This destructive phenomenon would occur because
relatively more and more TGD would be sold. The business would get skewed toward the lower-
margin product because of the distortion of the current costing method.

Taken together, the improved decision making will lead to increased sales revenues and reduced
costs, thus improving company competitiveness and profitability.

But Richard might want to consider the in-between cost method. While it is not as accurate as the
ABC method, the product cost data it provides are reasonably close to those of the ABC method, and
it is a simpler system that would be easier to administer.

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2007 McGraw-Hill/Irwin Chapter 18

Exhibit TN-2 Customer Profitability

Customer A Customer B
Sales $ 103,000 $ 104,000
Cost of items
85,000 85,000
purchased
Gross margin $ 18,000 $ 19,000
Number of cartons
200 10,400 200 10,400
ordered
Number of cartons
shipped,
commercial freight 200 1,200 150 900
Number of desktop
- - 25 5,500
deliveries
Number of orders,
6 60 100 1,000
manual
Number of line
60 240 180 720
items, manual
orders
Number of EDI
6 30 - -
orders
Average Accounts
$ 9,000 900 $ 30,000 3,000
Receivable
Customer
Contribution $ 5,170 $ (2,520)
(Loss)
6.1% 3.0%

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