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Solution Manual for Managerial Accounting 15th Edition by Garrison

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  • ISBN-10 ‏ : ‎ 007802563X
  • ISBN-13 ‏ : ‎ 978-0078025631

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Solution Manual for Managerial Accounting 15th Edition by Garrison

Chapter 7
Activity-Based Costing: A Tool to Aid
Decision Making
Solutions to Questions


Activity-based costing differs from traditional costing systems in a number of ways. In activity-based costing, nonmanufacturing as well as manufacturing costs may be assigned to products. And, some manufacturing costs—including the costs of idle capacity—may be excluded from product costs. An activity-based costing system typically includes a number of activity cost pools, each of which has its unique measure of activity. These measures of activity often differ from the allocation bases used in traditional costing systems.

When direct labor is used as an allocation base for overhead, it is implicitly assumed that overhead cost is directly proportional to direct labor. When cost systems were originally developed in the 1800s, this assumption may have been reasonably accurate. However, direct labor has declined in importance over the years while overhead has been increasing. This suggests that there is no longer a direct link between the level of direct labor and overhead. Indeed, when a company automates, direct labor is replaced by machines; a decrease in direct labor is accompanied by an increase in overhead. This violates the assumption that overhead cost is directly proportional to direct labor. Overhead cost appears to be driven by factors such as product diversity and complexity as well as by volume, for which direct labor has served as a convenient measure.

Top managers provide leadership that is needed to properly motivate all employees to embrace the need to implement ABC. Top managers also have the authority to link ABC data to the employee evaluation and reward system. Cross-functional employees are also important because they possess intimate knowledge of operations that is needed to design an effective ABC system. Tapping the knowledge of cross-functional employees also lessens their resistance to ABC because they feel included in the implementation process.

Unit-level activities are performed for each unit that is produced. Batch-level activities are performed for each batch regardless of how many units are in the batch. Product-level activities must be carried out to support a product regardless of how many batches are run or units produced. Customer-level activities must be carried out to support customers regardless of what products or services they buy. Organization-sustaining activities are carried out regardless of the company’s precise product mix or mix of customers.

Organization-sustaining costs, customer-level costs, and the costs of idle capacity should not be assigned to products. These costs represent resources that are not consumed by the products.

In activity-based costing, costs must first be allocated to activity cost pools and then they are allocated from the activity cost pools to products, customers, and other cost objects.

Because people are often involved in more than one activity, some way must be found to estimate how much time they spend in each activity. The most practical approach is often to ask employees how they spend their time. It is also possible to ask people to keep records of how they spend their time or observe them as they perform their tasks, but both of these alternatives are costly and it is not obvious that the data would be any better. People who know they are being observed may change how they behave.

In traditional cost systems, product-level costs are indiscriminately spread across all products using direct labor-hours or some other allocation base related to volume. As a consequence, high-volume products are assigned the bulk of such costs. If a product is responsible for 40% of the direct labor in a factory, it will be assigned 40% of the manufacturing overhead cost in the factory—including 40% of the product-level costs of low-volume products. In an activity-based costing system, batch-level and product-level costs are assigned more appropriately. This results in shifting product-level costs back to the products that cause them and away from the high-volume products. (A similar effect will be observed with batch-level costs if high-volume products are produced in larger batches than low-volume products.)

Activity rates tell managers the average cost of resources consumed to carry out a particular activity such as processing purchase orders. An activity whose average cost is high may be a good candidate for process improvements. Benchmarking can be used to identify which activities have unusually large costs. If some other organization is able to carry out the activity at a significantly lower cost, it is reasonable to suppose that improvement may be possible.

The activity-based costing approach described in the chapter is probably unacceptable for external financial reports for two reasons. First, activity-based product costs, as described in this chapter, exclude some manufacturing costs and include some nonmanufacturing costs. Second, the first-stage allocations are based on interviews rather than verifiable, objective data.




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