Part A:
1)
The cost of purchasing 5000 devices (DD11) per year = $14 × 5000 = $70,000
After discontinuing the manufacture of devices:
The direct materials = 0
The direct labor = 0
The variable factory overhead costs = 20% × $30,000 = $6,000
The fixed factory overhead costs = $55,000 - $2,000 = $53,000
Manufacturing the devices ( DD11 ) Purchasing the devices ( DD11 ) from an outside supplier The incremental cost or benefit
Total manufacturing costs ( $190,000 ) 0 $190,000
Costs of purchasing the devices 0 ($70,000) ( $70,000 )
Fixed factory overhead costs ($6,000) ( $6,000 )
Variable factory overhead costs ($53,000) ( $53,000 )
Total ( $190,000 ) ( $129,000 ) $61,000 gain/benefit
*It is recommended that Jetta Electronics Ltd. had better purchase the devices (DD11) from the outside source. A differential cost/benefit analysis is made and states that there is a gain $61,000 after purchasing the devices (DD11) and not manufacturing them. As the total costs of buying the devices are less than manufacturing them. As the total costs of the direct materials
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After that, both manufacturing and services become more capital intensive because of technological changes which resulted in prompting ABC system. ABC sees costs being incurred as activities. So, these activities should be used as the basis for allocating indirect costs to services and products. For example, machine hours, quality inspections, setups and material moves. All of these are basis for allocating indirect costs. ABC detects the invaluable and costly activities so it helps managers to avoid these activities and replace them with efficient ones. Using ABC provides managers with detailed cost information which helps them reduce costs and set a competitive
There are several smaller drivers under the ABC system. A different cost driver is used for each category of overhead cost. Under the ABC system there appears to be a greater share of the total overheads that are allocated to OS-367. With the data provided in this particular case study and the calculated results of each system it appears that OS-367 uses some of the resources in greater proportions. Whereas the case study shows that other product lines might not. The overheads for such categories are allocated to OS-367 to a greater extent. Because of this the total overhead cost per unit has increased for the OS-367.
If done right, I believe that all of the costs can be allocated to each of the three products through both direct and overhead costs. The only direct costs that are being included currently are labor and manufacturing costs. I broke up overhead into overhead based off direct labor and overhead based on units sold.
Since more than 40 years, Toyota Company was thinking how to develop the traditional process costing system and the production system. Some of the companies believe that the increasing of the production is a big profit, while Toyota proved the opposite. The more you increase the products out of the need of the market, the more losses you are going to gain. This kin...
The pros of using ABC is the capacity to estimate the cost of services and individual products. By transferring overhead costs to individual units of products or services, ABC helps identify inefficient or non-profitable products or activities that eat into the profitability of efficient processes or highly profitable products (Nayab, 2011). This will help the company to determine whether to implement processes for improvement or outsource those processes. ABC highlights non-remunerative distribution channels allowing the management to adopt alternative marketing strategies or close down the channel for a more pro...
From the A12 redesign proposal, it shows that the current standard cost system is unable to link the reduction in the number of parts to activity reductions and cost savings. The labor-direct-based standard cost system reflects the cost of A12 is distorted. Using the ABC system, according to the activities of A12 allocate the overhead cost to A12 that could find that the current overhead cost of A12 was overstated by the standard cost system. At last, A12 Junction Box could be identified it is an attractive and profitable product, at the same time, it demonstrates the value of ABC.
"Both methods estimate overhead costs related to production and then assign these costs to products based on a cost-driver rate. The differences are in the accuracy and complexity of the two methods" (1) , Now we will discuss why ABC can result in more reliable products costs than conventional labor based product costing system . In recent years, the nature of industrial production has fundamentally altered; we will discuss their characteristics. First we have machine production and capital intensive, Now machines are the main tool and at the heart of production; labors maintain machines and supervise them, and machines are the ones that dictates the pace and rate of production. The second characteristic is high level of overheads relative to direct cost; in modern businesses they tend to use overheads in different ways for example: some products need engineering time and some products require machine time so that products will use overheads differently. The third characteristic is highly competitive international market, transportation including fast freight and relatively cheap; one of the advantages is the use of internet ensures that customers can easily and quickly reach and find products and also cheaply, this environment is highly competitive so companies need to know accurately their range of prices in order to use this information to gain competitive advantage over other
Others feel that ABC would be more widespread in industry if it were marketed better by the cost accounting profession itself [1]. As the dust has settled, ABC has turned out to be less a revolutionary technique than a useful refinement to proven systems. The costs of products and services must be accurate, or management can be misled. Decisions... ...
Thus a management method that specifically meets your wants of a transforming organization is extremely much essential in addition to supply chain management requires businesses to examine every process in his or her supply chain and identify areas which have been using unnecessary resources that are measured in dollars, time or recyclables. This will improve the company's competitiveness in addition to improve the company's general profitability.
Many organizations do not achieve the profits they anticipate by using incorrect methods or models to determine the true costs of products and services. This failure to correctly assess the costs associated with business not only affects the profit margin, but the organizations competitive advantage as well. In order to asses whether the organization is failing to realize optimum resource allocation, the organization should look at the methodology first popularized by Michael Porter titled the Value Chain Analysis (VCA). "VCA seeks to define the entire chain through which goods are supplied to a customer" (Booth, 1997, 2). The VCA can be a powerful tool in increasing an organization's competitive advantage; by correctly pricing products and assessing the true costs of materials and labor, organizations can align the improvements in efficiency, quality, and profits with its strategic objectives.
DataClear had also recorded very impressive sales growth in its first two years and, given the projections, were looking at 300 percent average revenue growth thru '02. The case analysis available shows that DataClear has a $600 million annual domestic market for its current product and $1.2 billion when you add in the global market in telecommunications and financial services. With product expansion, there was a potential annual $2.7 billion market ($1.5billion domestic/$1.26 billion abroad) to target in the telecommunications, financial services, chemical, petrochemical, and pharmaceutical industries combined.
...h the full expenses included. Challenge overseeing and incorporating over a huge supply change and developing patterns.
(2015). 4 Activity Based Cost Systems for Management. [Online] Academia.edu. Available at: http://www.academia.edu/3882382/4_Activity_Based_Cost_Systems_for_Management [Accessed 23 Jan. 2015].
The second way is to achieve low direct and indirect operating costs is gained by offering high volumes of standard products and offering basic no-frills products. Production costs are kept low by using less parts and using standard components. Limiting the number of models produced to ensure larger producti...
Activity-based costing is used as a supplement of traditional cost accounting in a company to support manager in internal decision making. It focus on assigning the indirect cost to direct costs in order to get a more accurate cost on products. Activity-based costing uses several cost pools instead of one in traditional cost accounting. The system is easy to implement and it provides many benefits, it allows the company to respond to inefficiency by reallocating resources to more profitable activity from areas that absorb too many resources. It also allows the company to respond to manufacturing overhead cost and assumes a more accurate selling price on products in order to make more profits. Company that do not have internal expertise to conduct activity-based costing analysis may think to hire one or ask company that provides this kind of services for help.
A job order cost system is one in which accumulates cost by individual products. Furthermore, a job-order costing system is utilized for assigning manufacturing costs to an individual product or batches of products. Generally, the job-order costing system is used only when the products manufactured are adequately different from each other. In contrast, when products are identical or nearly identical, the process-costing system will likely be used (Averkamp, 2016).