4 Activity-Based Costing

‫ﯾﻘﯿﻦ‬

Learning Objectives
Discuss the difference between traditional costing and
1
activity-based costing.

2 Apply activity-based costing to a manufacturer.

Explain the benefits and limitations of activity-based

3
costing.

4 Apply activity-based costing to service industries.

4-1
 LEARNING Discuss the difference between traditional
1
OBJECTIVE costing and activity-based costing.
Manufacturing overhead are generally not easily traced so that company always estimate the value.

Traditional Costing Systems

u Allocates overhead using a
predetermined rate.
► Job order costing: direct labor
cost may be the relevant activity
base.

► Process costing: machine hours

may be the relevant activity base.

.‫ناقش الفرق بني التكلفة التقليدية والتكلفة على أساس النشاط‬

‫نظم التكاليف التقليدية‬

.‫ يخصص النفقات العامة باستخدام معدل محدد سلفا‬-
.‫ قد تكون تكلفة العمالة املباشرة هي أساس النشاط ذي الصلة‬:‫► تقدير تكاليف العمل‬
4-2 .‫ قد تكون ساعات املاكينة هي أساس النشاط ذي الصلة‬:‫تكلفة العملية‬ LO 1
 Illustration of a Traditional Costing System

Atlas Company produces two abdominal fitness products—the Ab

Bench and the Ab Coaster. The direct materials cost per unit is $40 for
the Ab Bench and $30 for the Ab Coaster. The direct labor cost is $12
per unit for each product. Both products require one direct labor hour
per unit, both products are allocated overhead cost of $30 per unit.

Illustration 4-3
Total unit costs—
traditional costing

4-3 LO 1
 The Need for a New Approach

u Tremendous change in manufacturing and service

industries.

u Decrease in amount of direct labor usage.

u Significant increase in total overhead costs.

u Inappropriate to use plantwide predetermined overhead

rates when a lack of correlation exists.

u Complex manufacturing processes may require multiple

allocation bases; this approach is called activity-based
costing (ABC).
which allocate the cost of different activities ‫الحاجة إلى نهج جديد‬

.‫ تغيير هائل في الصناعات التحويلية والخدمية‬-

.‫ انخفاض حجم االستخدام املباشر للعمالة‬-
.‫ زيادة كبيرة في إجمالي التكاليف العامة‬-
‫ غير مناسب الستخدام معدالت النفقات العامة املحددة مسبقًا على مستوى املصنع عند عدم وجود ارتباط‬-
4-4 .(ABC) ‫تتطلب عمليات التصنيع املعقدة قواعد تخصيص متعددة ؛ هذا النهج يسمى التكلفة على أساس النشاط‬ LO ‫قد‬1 -
 ‫‪Activity-Based Costing‬‬

‫‪An approach for allocating overhead costs.‬‬

‫‪u‬‬ ‫‪Allocates overhead to multiple activity cost pools.‬‬

‫‪u‬‬ ‫‪Assigns the activity cost pools to products or services by‬‬

‫‪means of cost drivers.‬‬ ‫تقدير التكاليف على أساس النشاط‬
‫نهج لتخصيص التكاليف العامة‪.‬‬
‫‪ -‬يخصص النفقات العامة ملجموعات تكلفة األنشطة املتعددة‪.‬‬
‫‪ -‬يخصص مجموعات تكلفة النشاط للمنتجات أو الخدمات عن طريق محركات التكلفة‪.‬‬

‫تجمع تكلفة النشاط‪ :‬التكلفة العامة املنسوبة إلى نشاط منفصل‬

‫‪e.g. Number of set-ups, Number of machine hours, Number of processed orders‬‬

‫محرك التكلفة‪ :‬أي عامل أو نشاط له عالقة سببية مباشرة باملوارد املستهلكة‬

‫‪4-5‬‬ ‫‪LO 1‬‬

 Activity-Based Costing (Four Steps)

1. Identify and classify the activities involved in the

manufacture of specific products and assign overhead to
cost pools.

2. Identify the cost driver that has a strong correlation to the

costs accumulated in each cost pool.

3. Compute the activity-based overhead rate for each cost

pool.

4. Allocate overhead costs to products using the overhead

rates determined for each cost pool.

4-6 LO 1
 Activity-Based Costing

ABC allocates overhead in a two-stage process:

u Stage 1: Overhead costs are assigned to activity cost
pools (Step 1).

u Stage 2: Allocates overhead assigned to the activity cost

pools to products, using cost drivers (Steps 2-4).

The more complex a product’s manufacturing operation, the

more activities and cost drivers are likely to be present.

:‫ النفقات العامة في عملية من مرحلتني‬ABC ‫تخصص‬

.(1 ‫ يتم تعيني التكاليف العامة ملجموعات تكلفة النشاط )الخطوة‬:1 ‫املرحلة‬
.(4-2 ‫ باستخدام محركات التكلفة )الخطوات‬، ‫ تخصيص النفقات العامة املخصصة ملجموعات تكلفة النشاط للمنتجات‬:2 ‫املرحلة‬

4-7 .‫ زاد احتمال وجود املزيد من األنشطة ومحركات التكلفة‬، ‫كانت عملية تصنيع املنتج أكثر تعقيدًا‬
LO‫كلما‬
1
 Illustration 17-2
Activities and related cost drivers

Illustration 4-5
4-8 Activities and related cost drivers LO 1
 1 Costing Systems

Indicate whether the following statements are true or false.

1. A traditional costing system allocates overhead by means of multiple
overhead rates. Explanation: activity-based costing
2. Activity-based costing allocates overhead costs in a two-stage process.
3. Direct material and direct labor costs are easier to trace to products
than overhead.
4. As manufacturing processes have become more automated, more
companies have chosen to allocate overhead on the basis of direct
labor costs. Explanation: activity-based costing
5. In activity-based costing, an activity is any event, action, transaction, or
work sequence that incurs cost when producing a product.

Solution: 1. False
False. 2.True
True. 3.True
True. 4. False
False. 5.True
True.

4-9 LO 1
 LEARNING Apply activity-based costing to a
2
OBJECTIVE manufacturer.

Activity-Based Costing
Involves the following four steps.

1. Identify and classify the activities involved in the manufacture

of specific products and assign overhead to cost pools.

2. Identify the cost driver that has a strong correlation to the

costs accumulated in each cost pool.

3. Compute the activity-based overhead rate for each cost pool.

4. Allocate overhead costs to products, using the overhead

rates determined for each cost pool.

4-10 LO 2
 Identify and Classify Activities and Allocate
Overhead to Cost Pools (Step 1)

Overhead costs are assigned directly to the appropriate activity

cost pool. .‫يتم تعيني التكاليف العامة مباشرة إلى تجمع تكلفة النشاط املناسب‬

Illustration 4-6
Activity cost pools and
estimated overhead

4-11 LO 2
 Identify Cost Drivers (Step 2)

Cost driver must accurately measure the actual consumption

of the activity by the various products.

Illustration 4-6: Cost drivers that Atlas Company identifies and

their total expected use per activity cost pool.
Illustration 4-7

(2 ‫تحديد محركات التكلفة )الخطوة‬

.‫يجب أن يقيس محرك التكلفة بدقة االستهالك الفعلي للنشاط من خالل املنتجات املختلفة‬
4-12 .‫ محركات التكلفة التي تحددها شركة أطلس وإجمالي االستخدام املتوقع لكل نشاط من وحدات التكلفة‬:6-4 ‫التوضيحي‬ LO 2
‫املثال‬
 Compute Activity-Based Overhead Rates
(Step 3)

Next, the company computes an activity-based overhead rate

per cost driver.
Illustration 4-8

Illustration 4-9

4-13 LO 2
 Allocate Overhead Costs to Products (Step 4)

In allocating overhead costs, it is necessary to know the

expected use of cost drivers for each product. Because of its
low volume and higher number of components, the Ab Coaster
requires more setups and purchase orders than the Ab Bench.

If it is not geven
Illustration 17-8

Illustration 4-10
Expected use of cost
drivers per product

4-14 LO 2
 Allocate Overhead Costs to Products (Step 4)
Allocate overhead cost = activity-based overhead rates X expected use of cost drivers per products

To allocate overhead costs, Atlas multiplies the activity-based

overhead rates per cost driver (Ill. 4-9) by the number of cost
drivers expected to be used per product (Ill. 4-10).

Illustration 4-11
Allocation of
activity cost pools
to products

4-15 LO 2
 Allocate Overhead Costs to Products (Step 4)
The overhead cost per unit = total cost allocated / total units produced

To allocate overhead costs, Atlas multiplies the activity-based

overhead rates per cost driver (Ill. 4-9) by the number of cost
drivers expected to be used per product (Ill. 4-10).
Illustration 4-11

4-16 LO 2
 Comparing Unit Costs

Illustration 17-10

Overpricing Underpricing

Illustration 4-12
Likely consequence of differences in assigning overhead. Comparison of unit
product costs

u Overpricing the Ab Bench and possibly losing market

share to competitors.

u Sacrificing profitability by underpricing the Ab Coaster.

4-17 LO 2
 2 Apply ABC to Manufacturer

Casey Company has five activity cost pools and two products. It expects to
produce 200,000 units of its automobile scissors jack and 80,000 units of
its truck hydraulic jack. Having identified its activity cost pools and the cost
drivers for each cost pool, Casey Company accumulated the following data
relative to those activity cost pools and cost drivers.

4-18 LO 2
 2 Apply ABC to Manufacturer

Casey Company has five activity cost pools and two products. It expects to
produce 200,000 units of its automobile scissors jack and 80,000 units of
its truck hydraulic jack. Having identified its activity cost pools and the cost
drivers for each cost pool, Casey Company accumulated the following data
relative to those activity cost pools and cost drivers.
Using the data provided,
a. Prepare a schedule showing the computations of the activity-based
overhead rates per cost driver.
b. Prepare a schedule assigning each activity’s overhead cost to the
two products.
c. Compute the overhead cost per unit for each product.
d. Comment on the comparative overhead cost per unit.

4-19 LO 2
 2 Apply ABC to Manufacturer

a. Prepare a schedule showing the computations of the activity-based overhead rates per cost driver.

4-20 LO 2
 2 b. Prepare a schedule assigning each activity’s
overhead cost to the two products.

4-21 LO 2
 2 Apply ABC to Manufacturer

c. Compute the overhead cost per unit for each product.

d. Comment on the comparative overhead cost per unit.

These data show that the total overhead assigned to 80,000 hydraulic
jacks exceeds the overhead assigned to 200,000 scissors jacks. The
overhead cost per hydraulic jack is $34.25. It is only $12.80 per
scissors jack.

4-22 LO 2
 LEARNING Explain the benefits and limitations of
3
OBJECTIVE activity-based costing.

ABC has three primary benefits:

1. More cost pools, therefore more accurate product costing.

2. Enhanced control over overhead costs.

3. Better management decisions.

.‫اشرح فوائد وحدود التكلفة على أساس النشاط‬

:‫ على ثالث فوائد أساسية‬ABC ‫يحتوي‬

.‫ وبالتالي تحديد تكلفة املنتج بدقة أكبر‬، ‫ املزيد من مجموعات التكلفة‬.1
.‫ تعزيز السيطرة على التكاليف العامة‬.2
4-23 LO .3
.‫قرارات إدارية أفضل‬ 3
 The Advantage of Multiple Cost Pools

Multiple cost pools

u Used instead of one plantwide pool and a single cost driver.

u Numerous activity cost pools with more relevant cost

drivers.

► Costs allocated on basis of cost drivers used to produce

each product.

‫مجمعات تكلفة متعددة‬

.‫ تستخدم بدالً من حوض سباحة واحد على مستوى املصنع وسائق تكلفة واحد‬-
.‫ العديد من مجموعات تكلفة األنشطة مع املزيد من محركات التكلفة ذات الصلة‬-
.‫► التكاليف املوزعة على أساس محركات التكلفة املستخدمة إلنتاج كل منتج‬
4-24 LO 3
 The Advantage of Multiple Cost Pools

Illustration 4-13
A more detailed view of Atlas’s machining activities

4-25 LO 3
 The Advantage of Multiple Cost Pools

CLASSIFICATION OF ACTIVITY LEVELS

Unit- Batch- Product- Facility-

level level level level

u Performed for each unit of production.

.‫يتم إجراؤها لكل وحدة إنتاج‬

► Example: Assembly of cell phones

‫ تركيب الهاتف الخلوي‬/‫تجميع‬

To gain the full advantage of having

multiple cost pools, the costs within
the pool must be correlated with the
driver. To achieve this, a company’s
managers often characterize activities
as belonging to one of the following
four activity-level groups when
designing an ABC system.
4-26 LO 3
 The Advantage of Multiple Cost Pools

CLASSIFICATION OF ACTIVITY LEVELS

Unit- Batch- Product- Facility-

level level level level

u Performed every time a company produces another

batch of a product. .‫يتم إجراؤه في كل مرة تنتج فيها شركة دفعة أخرى من منتج‬

► Example: Batch of ice cream

bakery makes 1000 croissants daily (batch of croissants)

4-27 LO 3
 The Advantage of Multiple Cost Pools

CLASSIFICATION OF ACTIVITY LEVELS

Unit- Batch- Product- Facility-

level level level level

u Performed every time a company produces a new type

of product.

► Example: Time spent testing a new drug by a

pharmaceutical company
‫الوقت املستغرق في اختبار عقار جديد من قبل شركة أدوية‬

4-28 LO 3
 The Advantage of Multiple Cost Pools

CLASSIFICATION OF ACTIVITY LEVELS

Unit- Batch- Product- Facility-

level level level level

u Required to support or sustain an entire production

.‫مطلوب لدعم أو الحفاظ على عملية اإلنتاج بأكملها‬
process.

► Example: A hospital
utility: service

4-29 LO 3
 Illustration 4-14
Hierarchy of
activity levels

Companies may achieve

greater accuracy in
overhead cost allocation
by recognizing these
four different levels of
activities and, from
them, developing
specific activity cost
pools and their related
cost drivers.

4-30 LO 3
 The Advantage of Enhanced Cost Control
In developing an ABC system, managers increase their awareness of the activities performed by the company in its production
and supporting processes. This awareness helps managers classify activities as value-added or non-valued-added.

Value-Added Activities
Increase the perceived value of a product or service to
customers, such as:

Manufacturing Company Service Company

Engineering design Performing surgery
Machining services Legal research
Assembly Delivering packages
Painting

4-31 LO 3
 The Advantage of Enhanced Cost Control

Non-Value-Added Activities
Adds cost to, or increases the time spent on, a
product/service without increasing its perceived value, such as:

Manufacturing Company Service Company

Storage of inventory Taking appointments
Moving of inventory Reception
Inspections Bookkeeping and billing
Fixing defective goods Traveling
Set up machines Ordering supplies
‫تخزين املخزون نقل عمليات فحص املخزون إصالح البضائع املعيبة إنشاء اآلالت‬
Advertising
‫أخذ املواعيد االستقبال مسك الدفاتر والفواتير السفر واللوازم اإلعالن‬

4-32 LO 3
 Advantage of Better Management Decisions

Activity-based management (ABM), a management tool that

focuses on reducing costs and improving processes and
decision-making.
such as: product pricing decisions, cost structure, a new design decision and many more

Managers use ABC via ABM

u for both strategic and operational decisions or perspectives.

u to help managers evaluate employees, departments, and

business units.

u to establish performance standards, as well as benchmark

against other companies.
.‫ أداة إدارية تركز على خفض التكاليف وتحسني العمليات واتخاذ القرار‬، (ABM) ‫اإلدارة القائمة على النشاط‬

ABM ‫ عبر‬ABC ‫يستخدم املديرون‬

.‫ لكل من القرارات اإلستراتيجية والتشغيلية أو وجهات النظر‬-
.‫ ملساعدة املديرين على تقييم املوظفني واإلدارات ووحدات األعمال‬-
4-33 .‫ وكذلك املقارنة مع الشركات األخرى‬، ‫ معايير األداء‬LO
‫لوضع‬3-
 Limitations and Knowing When to use ABC

Limitations
ABC systems are more complex than traditional systems.

u Expensive to use.
u Arbitrary allocations remain.
.‫املخصصات التعسفية ال تزال قائمة‬

When to Use
1. Product lines differ in volume and manufacturing complexity.
2. Product lines are numerous and diverse.
3. Overhead costs constitute a significant portion of total costs.
4. Manufacturing process or the number of products has
changed significantly.
5. Production or marketing managers are ignoring data.

4-34 LO 3
 3 Classify Activity Levels

Morgan Toy Company manufactures six primary product lines in its

Morganville plant. As a result of an activity analysis, the accounting
department has identified eight activity cost pools. Each of the toy
products is produced in large batches, with the whole plant devoted to one
product at a time. Classify each of the following activities as either unit-
level, batch-level, product-level, or facility-level:
a. Engineering design a. Product-level
b. Machine setup b. Batch-level
c. Toy design c. Product-level
d. Interviews of prospective employees d. Facility-level
e. Inspections after each setup e. Batch-level
f. Polishing parts f. Unit-level
g. Assembling parts g. Unit-level
h. Health and safety h. Facility-level
4-35 LO 3
 LEARNING Apply activity-based costing to service
4
OBJECTIVE industries.

Overall objective: Identify key activities that generate costs

and keep track of how many of those activities are completed
for each service performed.
u General approach is to identify activities, cost pools, and
cost drivers.

u Labeling of activities as value-added or non-value-added.

the attempt to reduce or eliminate non–value-added activities as much as possible, is just as valid in service industries as in manufacturing operations.
What sometimes makes implementation of activity-based costing difficult in service industries is that, compared to manufacturers, a large ....

u Sometimes, a larger proportion of overhead costs are

company-wide costs that cannot be directly traced to
specific services provided by the company.

4-36 LO 4
 Traditional Costing Example

The public accounting firm of Check and Doublecheck prepares

the following condensed annual budget.
Illustration 4-16
Condensed annual
budget of a service
firm under traditional
costing

4-37 LO 4
 Traditional Costing Example

Assume that Check and Doublecheck records $140,000 of actual

direct professional labor cost during its audit of Plano Molding
Company, which was billed an audit fee of $260,000. Under
traditional costing, using 50% as the rate for applying overhead to
the job, Check and Doublecheck would compute applied
overhead and operating income as shown in Illustration 4-16.
Illustration 4-17

4-38 LO 4
 Activity-Based Costing Example

Check and Doublecheck distributes its estimated annual

overhead costs of $600,000 to three activity cost pools.

Illustration 4-18
Condensed annual budget of
a service firm under activity-
based costing

4-39 LO 4
 Activity-Based Costing Example

Assigning overhead in a service industry.

Illustration 4-19
Assigning overhead in
a service company

4-40 LO 4
 Activity-Based Costing Example

Under activity-based costing, Check and Doublecheck assigns

overhead costs of $57,200 as compared to $70,000 under
traditional costing.

Illustration 4-20
Comparison of traditional costing
with ABC in a service company
4-41 LO 4
 4 Apply ABC to Service Company

(a) Compute the activity-based overhead rates for each pool.

4-42 LO 4
 4 Apply ABC to Service Company

(b) Determine the overhead allocated to Job A1027 which has 150 pieces, requires
200 miles of driving, and 0.75 hours of logistics.

(150 x $0.70) + (200 x $0.50) + (0.75 x $30) = $227.50

4-43 LO 4
 LEARNING APPENDIX 4A: Explain just-in-time (JIT)
5
OBJECTIVE processing.
. JIT manufacturing is dedicated to having the right amount of materials,
JIT: inventory system in which goods are manufactured or purchased just in time for sell

parts, or products just as they are needed. Illustration 4A-1

4-44 LO 5
 LEARNING APPENDIX 4A: Explain just-in-time (JIT)
5
OBJECTIVE processing.

Objective of JIT Processing

Inventories have an adverse effect on
u To eliminate all manufacturing inventories. net income because they tie up funds
and storage space that could be put
to more productive uses.

Elements of JIT Processing

Suppliers must be willing to deliver on short notice exact quantities of raw
u Dependable suppliers. materials according to precise quality specifications (even including multiple
deliveries within the same day)

u Multiskilled work force. Under JIT, machines are often strategically grouped into work cells or
workstations.

u Total quality control system. The company must establish total quality control throughout the
manufacturing operations

4-45 LO 5
 LEARNING APPENDIX 4A: Explain just-in-time (JIT)
5
OBJECTIVE processing.

Benefits of JIT Processing

u Significant reduction or elimination of manufacturing
inventories.
u Enhanced product quality.

u Reduction or elimination of rework costs and inventory

storage costs.
u Production cost savings from the improved flow of goods
through the processes.

.‫ تخفيض كبير أو القضاء على مخزونات التصنيع‬-

.‫ تحسني جودة املنتج‬-
.‫ تخفيض أو إلغاء تكاليف إعادة العمل وتكاليف تخزين املخزون‬-
.‫وفورات في تكاليف اإلنتاج من تحسني تدفق البضائع من خالل العمليات‬
LO 5-
4-46
 Copyright

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programs or from the use of the information contained herein.

4-47
EXERCISE

Expected use of cost driver per activity

EXERCISE
EXERCISE
EXERCISE
EXERCISE

Labor hours
Labor hours

Labor hours
Gallons of chemicals
Number of cartful OR Labor hours

Number of cartfuls

Gallons of juice
Gallons of juice

Gallons of wine OR Months of aging

Number of bottles

Number of bottels
Number of boxes
Number of shipments
Number of gallons processed

Number of gallons processed

PROBLEM
PROBLEM
PROBLEM