Question

In: Accounting

Spirits were high at the monthly meeting of the top management of Waterways. Installation was proceeding...

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 $

Solutions

Expert Solution

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

Related Solutions

Reorganisation - EDP Department At the monthly management meeting of Book Worm, the Managing Director has...
Reorganisation - EDP Department At the monthly management meeting of Book Worm, the Managing Director has outlined a new organisation structure. The changes are due to the planned introduction of global responsibilities for the EDP function. The major changes include: The elevation of the EDP Manager to equal status with the other function heads to be able to more effectively apply computer processing into the reporting and management activities. The Board of Directors has established the objective to increase the...
Case:Starbucks 1、Use VRIO model to do the internal analysis; 2、If you were the top management of...
Case:Starbucks 1、Use VRIO model to do the internal analysis; 2、If you were the top management of Starbucks, how to attain sustainable competetive advantage.
To increase productivity, several key lessons were learned by top management at London-based International Power concerning...
To increase productivity, several key lessons were learned by top management at London-based International Power concerning email. Which is not in that list of lessons? A. Executives need to be taught to be more deliberate in their use of email. B. Executives need to set goals for reducing the number of messages sent. C. Executives need to provide weekly feedback. D. Executives need to eliminate email completely. Which of the following statements about the introduction stage of the market life...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT