Lecture 5 Flashcards

1
Q

Unit costs

A

Truly variable costs. Additional cost incurred for each additional unit produced

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2
Q

Batch cost

A

Cost incurred anytime we start a new batch, but fixed for any additional units within the batch

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3
Q

Product-level costs

A

Costs associated with maintaining a product line. Adding new product lines adds more costs, but fixed for any additional units within the product line

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4
Q

Facility costs

A

CCcosts associated with having any operations running at all. Will occur regardless of how many products/batches/units we produced

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5
Q

Problems with the old approach (overcosting)

A

A product consumes a low level of resources but is allocated high cost per unit

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6
Q

Problems with the old approach (undercosting)

A

A product consumes a high level of resources but is allocated low costs per unit

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7
Q

Problems with the old approach (cross subsidization)

A

One product subsidizes another
The overcosted product absorbs too much costs

Making it seem less profitable than it really is

The undercosted product is left with too little cost

Making it seem more profitable than it really is

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8
Q

ABC allows fledxibility

A

With activity based costing we can account for costs the way they really occur

E.g.

Unit costs: direct labor, direct materials, unit level overhead

Batch costs: setup, cleanup, test runs, ordering

Product line costs: designing patent licenses

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9
Q

How do I find the cost/unit

A

We dont erally thing cost/unit anymore

We are thinking cost to produce the entire product line

People order in different quantities. The price per unit may change depending on the quantity they order

Then sometimes we might try to figure out the average cost per unit, recognizing that its not the marginal cost per unit

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10
Q

Average cost

A

total cost/units produced

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11
Q

Marginal cost

A

Cost of making one more unit. Usually equal to the variable cost, as long as its withing an existing batch

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12
Q

ABC vs simple costing

A

ABC is more complicated
ABC is usually more accurate
ABC is only as good as the drivers selected
Are changes in the driver closely related to changes in costs in that pool
Poorly chosen drivers will produce inaccurate costs even with ABC

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13
Q

When to implement ABC

A

Losts of overhead

Products of different complexity

Different volume levels

Production does not happen “one unit at a time”

E.g. production in batches

Low reported profits on main products, high reported profits on low-volume products

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14
Q

Drivers

A

For the unit, batch, and product levels we generally try to choose a driver that is causally related to the cost:

Unit - DLH, MH, etc.

Batch - Number of batches, setup time, etc.

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15
Q

Notes about ABC

A

We no longer think of “cost per unit”
Instead we think of “cost per activity”
-Cost per design
-Cost per batch
-Cost per unit
We can make everyone happier if we reduce unnecessary activities

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16
Q

Using ABC to improve operations

A

Activities cause costs

ABC helps us correctly attribute costs to activities

Knowing what causes costs can help us reduce costs

17
Q

Activity based management

A

The use of ABC information to reduce the cost of activities and the frequency of non-value-added activities

18
Q

Non-valule-added activities

A

An activity that generates cost but no value to the customer, and therefore reduces the supply chain surplus. We should eliminate/reduce these if possible!

19
Q

Supply chain surplus

A

The value of the product provided to the customer inus the sum of all supplier costs. The total societal benefit of the sale

20
Q

Insufficient-value-added activities

A

Add some value, but not enough to justify their existence

21
Q

Activity based pricing

A

The use of ABC information to generate prices that more accurately reflect the cost of activities taht customers desire

22
Q

Distributive bargaining

A

Arguing about who get the larger piece of a pie

– ABC lets us change the game! now we try to come up with solutions that benefit both parties

23
Q

Integrative bargtaining

A

WQorking together to make the pie bigger so everyone gets a bigger piece

24
Q

Overhead as incentive to use allocation rates

A

Allocation rates charge people/products/divisions for activities

Those costs change behavior

25
Q

Changing operations

A

When you tax specific activiteis, managers will cut back on those activities and replace them with other activities

Reduced use of machines (doing things by hand)

But sometimes those original costs were fixed! E.g. maybe we bou7gh some nice machines to automate tasks, but managers dont want to be charged to use them so they do the tasks by hand instead

Machines continue to depreciate (and incur expenses) but we also incur more labor costs

26
Q

Which cost system is right

A

Different managers may argue about which cost system is right

What should we use as our cost drivers

Which costs should go to which pool

A poor costing system can lead to poor decisions

With a bad costing system, sam may take all of those student orders, while a smarter competitor may take the larger orders that are more profitable

27
Q

Supporting departments

A

In the real world, departments support each other.
IT supports HR, Maintenance, and the end product (academic departments)
HR supports IT, maintenance and the end product
Maintenance supports IT, HR, and the end product
How do we allocate these costs?

28
Q

Three allocation methods

A

Direct

Step down

Reciprocal

29
Q

Direct method of allocating costs

A

Simple and widely used

Ignores the fact that departments support each other, which can affect allocation of costs

30
Q

Step down method of allocating costs

A

Cascading costs. Top department supports everything below it, but costs dont flow back up

Still pretty fast and simple

Not quite the truth

E.g Hr is supporting IT too

31
Q

Reciprocal method of allocating costs

A

Recognizes that every department supports every other department
Can only be solved using simultaneous equations (Algebra)

Fair method
Reflects the real world
Difficult to explain. Requires complex(ish) math to solve
Often doesn’t make a big difference in total costs
-Will make a big difference if the support departments spend a lot of their time supporting each other rather than the finished product

32
Q

What do we do with fixed costs

A

There are a lot of fixed costs running a business

The first client is the most expensive because of all the fixed costs

Later clients are less expensive, but should they get some of the initial fixed costs