Activity Based Costing ABC Activity based costing An

Activity Based Costing (ABC)

Activity based costing An alternative method to absorption costing, called Activity Based Costing (ABC) has emerged. It was developed in the Late 1980’s to address the requirements of a more modern manufacturing environment.

The changing environment Cost € 1960 s 2000+

The changing environment

Key points on ABC Absorption costing assumes that production volume drives the overhead cost. Higher the volume higher the OH cost and vice versa. But ABC criticised this and point out that complexity in the multi product environment could create more OH due to the requirement of the supporting activities. Traditional overhead recovery basis (direct labour/cost particularly) may have little relevance to overhead and the complexity of the modern business environment. ABC is based on the concept that it is the activities involved in providing a product or service that incur cost. It is therefore more accurate to charge overhead cost based on the amount of activity consumed when the product or service is provided. The ABC approach is more reflective and accurate, as it identifies each activity that occurs in an organisation and charges overhead to each product on the basis of its consumption, or use, of each activity.

The objective of ABC The objective of activity based costing is to arrive at a more accurate product cost. This is achieved by assigning overhead cost to the activities carried out within the organisation and then relating how often these activities occur for each product or service produced. Therefore it is approached of identifying multiple cost drivers instead of one single overhead absorption rate.

Supporting activities • • • Packaging Shipping Set ups Designing Inspection Quality control Product testing Customer service Maintainers

ABC implementation considerations Decision to implement is significant as generally ABC systems are more complex and sophisticated. A detailed cost benefit analysis should be carried out before a commitment to the introduction of ABC is given. It is important that senior management buy into the system from the onset and encourage its implementation throughout the organisation. It is essential that the resources necessary for implementation of the new system are made available. The implementation of an ABC approach requires a thorough examination of the organisation to identify every activity that occurs. A cost pool should be created for each activity and the most suitable cost driver is established. The terms ‘cost pools’ and ‘cost drivers’ are central in explaining the concept.

Cost pools are similar in principle to cost centres in traditional systems, however, cost pools relate to activities regardless of conventional departmental boundaries. A cost pool should be created for each activity identified. The costs associated with each activity are pooled together accumulating the total cost of the activity

Cost drivers he key idea behind ABC is to focus attention on those factors that cause or drive costs. These factors are known as cost drivers. A cost driver is the event and factors, which cause an activity to occur and to consume resources.

Implementing ABC

ABC steps 1. Apportion all overheads to cost pools. 2. Calculate cost driver rates for each cost pool. 3. Establish the overhead cost per unit.

Example 3. 7: ABC cost pools and cost drivers

The ABC process

More than a product costing system ABC provides a revolutionary approach to cost control by analysing costs based on activities rather than traditional departmental boundaries. Management attention focuses now on the activities required and their cost. Unnecessary activities can be eliminated and costly activities examined with a view to significantly reducing costs. While ABC was initially popular in manufacturing due to its provision of superior product costs and stock valuations, the cost control aspect has resulted in many service organisations also implementing ABC systems.

Advantages of ABC Product costs produced by an ABC system should be more accurate than those produced by an absorption costing system. ABC is approved as a method of valuing stock in accordance with accounting standards. ABC systems produce useful information for decision-making. As ABC systems focus on identifying activities in an organisation, unnecessary activities or activities that do not add value can be identified, adjusted, or eliminated. The ABC approach provides a new emphasis on cost control by focusing attention on the cost of each activity. The ABC approach is useful in cost reduction programmes.

Criticisms of ABC systems are generally complex, difficult and expensive to implement. ABC systems can be time consuming and expensive to administer. An ABC system should not be introduced unless it can provide additional information which management can use. Where an organisation deals in similar products or provides a similar service level to all clients, ABC will provide little benefit as a costing system, because it produces similar costs to other simpler approaches. Complex situations may have multiple cost drivers. When establishing what drives the cost of an activity there may be more than one cost driver. If the approach is not applied properly it can result in a costly exercise with no significant benefits achieved. Developing appropriate cost pools and cost drivers can be difficult. If the design is flawed or the gathering of necessary data inaccurate, the outputs (product costs) will be misleading.

Activity-Based Management Activity-based costing establishes relationships between overhead costs and activities so that we can better allocate overhead costs. Activity-based management focuses on managing activities to reduce costs.

Elimination of Non-Value. Added Costs Activities Analysis and Classification Nonvalueadded Activities Valueadded Activities Reduce or Eliminate Continually Evaluate and Improve

Non value added activity § Reworking § defective products, product inspections and quality control § Overproduction leads to higher storage costs and increases your non-valued-added costs. Excessive time spent processing and expediting orders due to missed deadlines or defective production § idle employees or machines.

Using ABM to Eliminate Non -Value-Added Activities and Costs Ê Identify Activities. Ë Identify Non-Value-Added Activities. Í Establish Performance Measures. Í Report Non-Value-Added Costs. Í Eliminate

Customer profitability analysis “Identifies customer service activities, cost drivers, and the profitability of individual customers or groups of customers”

Fundermental any business “Satisfy your customer in a profitable manner”

Bottomline driven customers Analyzing customers, segments facilitates organiz ation to visualize the bottom line driven customers. Growing bottom-line or top line may mislead you if you dont analysis it to identify the profitable and costly customers. Costly customers absorbed the profits of profitable customers to cover the loss.

Customer value Customer value= Benifit- cost

Coporate profitability 01 • Employee satisfaction 02 • Customer satifaction 03 • Customer profitability 04 • Coporate profitability

Coporate profitability Improved corporate profitability requires a deeper understanding of ways to increase customer revenues and decrease customer costs.

Customer Profitability Analysis Required special packaging. Orders small quantities. Demand fast service. Often changes orders. A costly customer Orders frequently.

Customer Profitability Analysis A company may used theses customer related costs to help determine the profitability of each customer.

Customer profitability strategy § High profitable customers § Average profitable customers § Low profitable customers

Target Costing § Cost plus pricing is more appropriate when the market demand exceeds the supply. § However when the market competition is increased supply exceed the demand factor of the market and there by price comes down to penetrate the market. § Market is the price setter and company is the price taker.

Price/Cost relationship in competitive market

Underlining concept of target costing “Market price- desired profit margin= Target cost”

Back ward analysis § Current situation Market price 22. 00 DM 10. 00 Margin (8. 00) DL 7. 00 Target cost 14. 00 POH 3. 00 Cost 20. 00 +Margin 40% 8. 00 Selling price 28. 00

Early cost planning Chartered Management Accountant USA define ……….

The establishment phase of target costing

How to achieve the target cost § § § Product innovation Process innovation Design innovation Resources innovation Value chain analysis

Life cycle costing Target costing places great emphasis on controlling costs by good product design and production planning, but those up‑front activities also cause costs. There might be other costs incurred after a product is sold such as warranty costs and plant decommissioning

Life cycle costing Phase Type of cost Design Research, development, design and tooling Manifacturering Material, labour, overheads, machine set up, inventory, training, production machine maintenance and depreciation Operation Distribution, advertising and warranty claims End of life Environmental clean-up, disposal and decommissioning

Example A company is planning a new product. Market research information suggests that the product should sell 10, 000 units at $21. 00/unit. The company seeks to make a mark-up of 40% product cost. It is estimated that the lifetime costs of the product will be as follows: Design and development costs $50, 000 Manufacturing costs $10/unit End of life costs $20, 000 Required (a) What is the target cost of the product? (b) What is the original lifecycle cost per unit and is the product worth making on that basis?

Kaizen-Process of continues improvement KAI=Change ZEN= GOOD One of the most notable features of kaizen is that big results come from many small changes accumulated over time. However this has been misunderstood to mean that kaizen equals small changes. In fact, kaizen means everyone involved in making improvements. While the majority of changes may be small, the greatest impact may be kaizens that are led by senior management as transformational projects, or by crossfunctional teams as kaizen events. 41

The Deming Cycle Hill, T. 2005, “Operations Management, 2 nd Edition”, Palgrave Macmillan

Kaizen Costing The process of cost reduction during the manufacturing phase of an existing product. Product cost Current year cost base. . 3/31/0 x Cost base for next year.

Kaizen Costing The process of cost reduction during the manufacturing phase of an existing product. Product cost . 3/31/0 x }. 3/31/0 x Kaizen goal cost-reduction amount.