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Week 3 Workshop Exercise Solutions
Week 3 Workshop Exercise Solutions
EXERCISE 16.27 (15 minutes) Life cycle management and target costing:
manufacturer
1
The cost for XRP to remain competitive and meet the requirements of Solarcares parent company would
be 72 cents per unit.
target cost to achieve a 40 per cent return on sales = $1.20 (1 0.40) = $0.72
Solarcare could examine the distribution of expected costs over the remainder of XRPs life cycle. The
aim should be to examine each stage of the life cycle, to identify ways in which non-value-added
activities can be removed. It may be possible to spend more money in the design phase and reduce costs
in subsequent stages, such as manufacturing costs, or customer warranty claims. It may also be feasible to
spend more money during manufacturing, for example, to improve quality, and reduce subsequent costs,
such as customer warranty claims.
Solarcare could use value engineering to achieve the target cost while maintaining or increasing customer
value. For example, in applying value engineering, the design team at Solarcare could substitute a more
cost-effective material for the XRP Lens or improve the efficiency of the production processes.
The current output is 70 units per hour. Department B is the constraint on improving throughput. The
efficiency drive in Department B will increase the output from Department B to 105 units per hour (70
units plus 50 per cent improvement), which will increase production output to 105 units per hour. Support
proposal.
The current output is 120 units per hour. The efficiency drive in Department B will increase the potential
output from Department B to 210 units per hour (140 units plus 50 per cent improvement), but this will
not increase production output as Department A is producing only 120 units per hour and Department C
can only process 130 units per hour. Do not support the proposal. There is better value in increasing the
efficiency of Departments A and C, rather than Department B.
The current output is 100 units per hour. The efficiency drive in Department B will increase the potential
output from Department B to 210 units per hour (140 units plus 50 per cent improvement), but this will
not increase production throughput. This is because Department A can only provide Department B with
120 units per hour and Department C can only process 100 units per hour. Do not support proposal. There
is better value in increasing the efficiency of Departments A and C, rather than Department B.
Percentage
cost
of total
$8 400
18.6
8.4
12 200
27.0
6 000
13.3
10 000
22.1
1 800
4.0
17 800
39.4
5 800
12.8
600
1.3
6 400
14.1
5 400
12.0
3 400
7.5
8 800
19.5
$45 200
100
It is difficult to make definitive statements about this without some idea of planning performance.
However, the failure costs appear too high. The company needs to spend more on prevention and
appraisal. Increased appraisal should bring down external failure costs as more failures will be detected
internally. Increased prevention costs should help to bring down both the internal and external failure
costs and, in the longer term, reduce the need for appraisal.
Activity-based management refers to the use of activity-based costing information to analyse activities,
cost drivers and performance to improve profitability and customer value by improving processes and
eliminating non-value-added costs. A non-value-added activity is an activity that does not add value to a
product from the customers perspective or for the business. Such activities can be eliminated without
harming overall quality, performance or perceived value of a product.
Warehousing:
$22 000
$ 3 750
Total
$25 750
Extra inventory moves in the warehouse may be caused by books being shelved (i.e. stocked) incorrectly,
poor planning for the arrival and subsequent placement/stocking of new titles and other similar situations.
Extra shipments would likely be the result of errors in order entry and order filling, goods lost in transit,
or damaged merchandise being sent to customers.
As the following figures show, the elimination of non-value-added activities allows Alligator.com to
achieve the target cost percentage for software only.
Activity
Cost driver
quantity
**
Books
Incoming receipts
2 000
70%
30%
1 400
Warehousing
9 000
80%
20%
6 650*
15 000
25%
75%
3 750
Outgoing shipments
*
Cost
Cost driver driver
quantity: quantity:
Software
Books
Software
Activity
Books
Software
Incoming receipts
1400 purchase orders x $ 150a
$210 000
$90 000
Warehousing
6650 moves x $ 40
$266 000
1800 moves x $ 40
$72 000
Outgoing shipments
3750 shipments x $ 15
$56 250
11000 shipments x $ 15
Total cost
Cost as percentage of sales:
$165 000
$532 250 $327 000
13.65%
12.58%
600
1 800
11 000**
Incoming receipts: $ 300 000 2000 purchase orders = $150 per purchase order.
Additional cost cutting of $25 250 is needed for books to achieve the 13 per cent target of $507 000
($3 900 000 x 13 per cent). Tools that the company might use include customer-profitability analysis,
target costing, value engineering, benchmarking and business process re-engineering.
PROBLEM 16.42 (20 minutes) Life cycle budgeting; product profitability: manufacturer
1
If the analysis focuses on the gross margin, the Weekend Wear appears more profitable under
the traditional approach in terms of net profit and return on sale. However the promotion and
distribution cost can be traced to each product and after taking these costs into account the
Weekend Wear still appears more profitable, although the After-five Wear has a higher return on
sales.
After-five wear
Sales revenue
Weekend wear
$700 000
$1 300 000
500 000
900 000
$200 000
$400 000
Promotion costs
4 000
40 000
Distribution costs
6 000
120 000
Net profit
$190 000
$240 000
Under the life cycle approach, the After-five Wear appears more profitable as it requires much less
non-manufacturing support.
YEAR 1
After-five wear
Weekend wear
Design costs
$40 000
$200 000
Net loss
$40 000
$200 000
YEAR 2 & 3
After-five wear
Sales revenue
Weekend wear
$700 000
$1 300 000
500 000
900 000
$200 000
$400 000
Promotion costs
4 000
40 000
Distribution costs
6 000
120 000
Net profit
$190 000
$240 000
$340 000
A complete life cycle analysis reports revenues and costs for each year of the products life. It could also
require information on the volume of production and sales.
The life cycle cost will be more useful as it ensures that products cover all their costs over their
(often short) life cycles.
In order to undertake a complete profitability analysis for the two product lines, a complete list
of revenues and costs for each year of the products life is required. It could also require
information on the volume of production and sales. In addition, a more accurate analysis
recognising time value of money can be performed by discounting three years estimated cash
flows using the firms required rate of return.
PROBLEM 16.44 Life cycle budgeting; life cycle management; target costing:
manufacturer
1
The target cost for the Sunstruck model that will meet the required price of $800 and the required margin
of 30 per cent is:
Target cost
$560
The estimated manufacturing cost is $500. Therefore, the development and introduction of the
Sunstruck model should go ahead as the price of $800 will give a return on sales of (800
500) / 800 = 37.5 per cent, which is above the required return of 30 per cent on sales.
Year 2
Year 3
Year 4
$8 000
$12 000
$4 000
$24 000
5 000
7 500
2 500
15 000
Gross margin
3 000
4 500
1 500
9 000
Sales revenue
Year 5
Total
1 500
1 500
3 000
700
Marketing
1 000
800
500
400
Customer support
_____
250
800
750
200
2 000
$(5 500)
$ 1 250
$3 200
$350
$(200)
$(900)
3 700
2 700
The estimated average unit cost of the Sunstruck model over its entire life cycle is:
Total costs / total units = $ 24 900 000 / 30 000 = $830.
On this basis, the development and introduction of the Sunstruck model is not recommended as the price
is less than the average cost per unit. However, the estimate of cost of goods sold should be reviewed
before making this decision, as the applied manufacturing overhead consists of both variable and fixed
overhead. In estimating the manufacturing overhead cost at $125 per unit, the analysis above has failed to
recognise that the fixed component of the overhead cost will not increase proportionately with the volume
of production. In Chapter 19 we discuss the problems associated with using unitised fixed costs as a basis
for decision making.
The company could put more resources into the product and process design phase, and develop cheaper
ways to manufacture. Evidence of life cycle cost behaviour suggests that most manufacturing costs are
actually committed during the design phase. It is difficult to achieve major efficiencies once a product
actually goes into production. Thus, additional spending on design can be more than offset by subsequent
savings in manufacturing costs, and also in customer service costs.