In: Accounting
Spirits were high at the monthly meeting of the top management
of Waterways. Installation was proceeding nicely on the 10 jobs for
the city, and the company had just received confirmation that the
local school board had accepted its bid to install irrigation
systems in 25 school playgrounds. Unfortunately, not everyone was
celebrating. Lee Williams, the vice-president of the installation
and training division, was troubled. He has been supervising the
city jobs and he believes the current system of assigning overhead
costs to the jobs does not accurately reflect the actual cost of
overhead.
“Several major things have changed since we set our overhead rate
at 120% of direct labour cost,” Lee explained. “I’ve noticed that
the new systems are requiring a lot of the more expensive glue and
they were designed to accommodate only titanium fasteners. We are
using special packaging to transport the systems to the sites, not
to mention the new heavy equipment we had to purchase to prepare
the ground for the install.”
Madison Tremblay, vice-president of sales and marketing, was quick
to respond. “I can’t believe that you’re suggesting there’s
something wrong with our bids,” he retorted. He was visibly
annoyed. “This is the first time in several years that our sales
group has been successful in increasing our market share,” he
continued, “and now you want to mess with the pricing! I want you
to explain that to the salespeople who have just received their
first bonus commission cheques in a very long time.”
Ben Clark, who designed the new system, agreed with Madison,
suggesting that maybe the problem was not with the cost, but was
more likely cost control.
Their accountant, Jordan Leigh, did not like conflict. “I have an
idea,” he said. “We have been investigating using a new costing
system in our manufacturing plant called activity-based costing, or
ABC. ABC is supposed to lead to more accurate overhead costing and
it provides a better way to control overhead costs. With a little
work, I think we could adapt it to our installation services.” When
he off ered to do an analysis and bring his recommendations back to
the next management meeting, the rest of the group agreed to wait
for the results before making any changes.
Jordan’s first action was to identify and classify all the
activities that consume resources during this specific type of
installation into a number of cost pools, and then determine the
overhead costs that should be assigned to each cost pool. At the
same time, he determined a cost driver for each pool. The following
table shows these cost pools along with the estimated overhead
allocation to each one.
Activity Cost Pools | Cost Drivers | Estimated Overhead | Estimated Use per Activity |
|||
Supervision, security, maintenance | Number of workdays | $503,200 | 1,700 | |||
Liability insurance | Number of employees | 94,400 | 800 | |||
Equipment costs | Hours of operation | 78,660 | 11,400 | |||
Indirect supplies and delivery | Length in metres | 234,000 | 234,000 | |||
Employee benefits | Direct labour cost | 136,000 | $544,000 | |||
$1,046,260 |
Then, based on the information used to prepare the bids, Jordan
determined that each of the 25 projects for the school board would
require the following overhead activities.
Activity Cost Pools | Cost Drivers | Estimated Use per Job | ||
Supervision, security, maintenance | Number of workdays | 28 | ||
Liability insurance | Number of employees | 4 | ||
Equipment costs | Hours of operation | 260 | ||
Indirect supplies and delivery | Length in metres | 3,100 | ||
Employee benefits | Direct labour cost | $12,000 |
The material costs for each project were expected to be
$14,100.
(a) Calculate the estimated cost of this type of
installation using both the traditional method and activity-based
costing. (Round overhead rate per hour to 2 decimal
places, e.g. 52.75. Round overhead rate for employee benefits to 0
decimal places, e.g. 15%. Round final answers to 0 decimal places,
e.g. 52.)
Traditional Method | $ | |
Activity-based Costing | $ |
Spirits | ||||
Answer a | ||||
Traditional costing | Amount $ | Note | ||
Direct Materials | 14,100.00 | |||
Direct Labor | 12,000.00 | A | ||
Overhead cost | 14,400.00 | B=A*120% | ||
Cost of installation | 40,500.00 | |||
Calculation of ABC rates | C | D | E=C/D | |
Activity cost pool | Cost Driver | Cost | Estimated Use | ABC rates |
Supervision, security, maintenance | Number of workdays | 503,200.00 | 1,700.00 | 296.00 |
Liability insurance | Number of employees | 94,400.00 | 800.00 | 118.00 |
Equipment costs | Hours of operation | 78,660.00 | 11,400.00 | 6.90 |
Indirect supplies and delivery | Length in meters | 234,000.00 | 234,000.00 | 1.00 |
Employee benefits | Direct labor cost | 136,000.00 | 544,000.00 | 25.00% |
Total Costs | 1,046,260.00 | |||
Overhead allocation | See E | F | G=E*F | |
Activity cost pool | Cost Driver | ABC Rates | Activity used | Cost assigned |
Supervision, security, maintenance | Number of workdays | 296.00 | 28.00 | 8,288.00 |
Liability insurance | Number of employees | 118.00 | 4.00 | 472.00 |
Equipment costs | Hours of operation | 6.90 | 260.00 | 1,794.00 |
Indirect supplies and delivery | Length in meters | 1.00 | 3,100.00 | 3,100.00 |
Employee benefits | Direct labor cost | 25.00% | 12,000.00 | 3,000.00 |
Total Cost assigned | 16,654.00 | |||
ABC costing | Amount $ | |||
Direct Materials | 14,100.00 | |||
Direct Labor | 12,000.00 | |||
Overhead cost | 16,654.00 | |||
Cost of installation | 42,754.00 |