Allocating Costs to Jobs and Processes (Phân bổ chi phí cho công việc và quy trình) - Act 10 - Omar ElKheshen

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Module 10ModuleModuleModule 101010 Allocating Costs to Jobs and ProcessesProcesses Omar ElKheshen – kheshen@gmail.com 1

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Learning Objectives By the end of this module you should understand: 1. The sources for costs of direct material, direct labor and overhead in the cost gathering process 2. The use of cost centers to gather overhead costs 3. The application of activity bases to spread overhead to products 4. The distinction between plant wide and departmental predetermined overhead rates 5. The costing issues involved in joint products and by-products 6. Process costing, its use of equivalent units and its two principal methods 7. The need to question the appropriateness of traditional cost drivers and the basic mechanisms of activity-based costing Omar ElKheshen – kheshen@gmail.com 2

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Agenda 10.1 Introduction 10.2 Cost Gathering 10.3 Where Do these Costs Come from? 10.4 Plantwide versus Departmental Rates 10.5 Joint Products and By-Products 10.6 Process Costing 1010..77 Process Costing and the Equivalent UnitProcess Costing and the Equivalent Unit 10.8 Cost per Equivalent Unit 10.9 Activity-Based Costing 10.10 Traditional Costing versus ABC Review Questions Case Studies Omar ElKheshen – kheshen@gmail.com 3

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In module 9 we’ve covered different mutually exclusive cost categories Cost Categories: Variable & Fixed Direct & Indirect Traceable & Common Controllable & Non-Controllable Standard & Actual Product & Period Engineered & discretionary These categories are broad as they deal with total blocks of costs An early understanding of their characteristics allows the reader to gain a broad overview of costing and its potential impact on managerial behavior Omar ElKheshen – kheshen@gmail.com 4

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No two businesses have identical costing systems because no two companies have identical accounting systems Part I Part II Financial Accounting Management Accounting No two companies select identical: No two businesses have identical: PrinciplesPrinciples Costing SystemsCosting Systems Conventions Production Characteristics Presentation Product Mix & Modes Technology This module outlines the basic principles on which all costing systems are based Omar ElKheshen – kheshen@gmail.com 5

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As discussed in the previous module, costing systems have 4 roles: two of them are forward looking and two are backward looking Why is Cost Information so Important? Controlling Actual performance against planned performance Planning Next year’s costs carefully BACKWARD LOOKING TrackingTracking The consumption of resourcesThe consumption of resources FOREWARD LOOKINGLOOKING Choosing Among alternative courses of action This module will concentrate on the tracking and controlling functions of cost systems When managers are satisfied with those two functions, they’ll be able to assess their informational needs for planning and choosing Omar ElKheshen – kheshen@gmail.com 6

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Agenda 10.1 Introduction 10.2 Cost Gathering 10.3 Where Do these Costs Come from? 10.4 Plantwide versus Departmental Rates 10.5 Joint Products and By-Products 10.6 Process Costing 1010..77 Process Costing and the Equivalent UnitProcess Costing and the Equivalent Unit 10.8 Cost per Equivalent Unit 10.9 Activity-Based Costing 10.10 Traditional Costing versus ABC Review Questions Case Studies Omar ElKheshen – kheshen@gmail.com 7

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To focus our discussion on cost gathering (also known as cost accumulation), we’ll use the same example of a timber-shelved DVD unit used in Module 8 Omar ElKheshen – kheshen@gmail.com 8

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Agenda 10.1 Introduction 10.2 Cost Gathering 10.3 Where Do these Costs Come from? 10.4 Plantwide versus Departmental Rates 10.5 Joint Products and By-Products 10.6 Process Costing 1010..77 Process Costing and the Equivalent UnitProcess Costing and the Equivalent Unit 10.8 Cost per Equivalent Unit 10.9 Activity-Based Costing 10.10 Traditional Costing versus ABC Review Questions Case Studies Omar ElKheshen – kheshen@gmail.com 9

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Three items we have to consider when tracing costs Where do costs come from? Materials Labor Overheads Omar ElKheshen – kheshen@gmail.com 10

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Three items we have to consider when tracing costs Where do costs come from? Materials Labor Overheads Omar ElKheshen – kheshen@gmail.com 11

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Materials are the easiest cost to trace to a cost item because of their visible, physical nature; where its percentage from total costs varies from item to item Heavy overhead component in thecomponent in the software package reflects the massive investment in R&D required by a software house to design and test a commercial package Materials are drawn from inventory where a requisition slip is used to record the quantity of materials drawn, their quality materials, the date drawn and the initials of the storekeeper and the requisitioner Omar ElKheshen – kheshen@gmail.com 12

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Determining the price of material is not an easy task; let’s see why in this example Example The metal trim required in the construction of the DVD units was purchased in five meter lengths from a local steel stockholder. Varying quantities were purchased during the month of May at various prices. Assume that the metal storekeeper issued 7 meters of metal to production each working day of the month. What price should be charged? Omar ElKheshen – kheshen@gmail.com 13

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Solution A number of possibilities suggest themselves: FIFO LIFO Average However, most likely they’d set: Standard PriceStandard Price For, perhaps, a threeFor, perhaps, a three--month period and which would attemptmonth period and which would attempt to predict the day-by-day price fluctuations in the market Any differences which arise between actual purchase price and production issuing price are accounted for in the P&L account as a price variance at the end of the given period Just In Time Manufacturing companies encourage individual departments to order their parts direct from the supplier just in time for using in the production cycle; reducing inventories of raw materials to almost zero Omar ElKheshen – kheshen@gmail.com 14

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Three items we have to consider when tracing costs Where do costs come from? Materials Labor Overheads Omar ElKheshen – kheshen@gmail.com 15

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Labor is also a relatively easy cost to identify and measure, particularly if the persons involved are directly involved in the construction of the cost item Labor cost = Time spent on a job x Rate of pay earned by the operatives involvedRate of pay earned by the operatives involved Each operative may maintain a daily time sheet on which to record the jobs worked on and the time per job Omar ElKheshen – kheshen@gmail.com 16

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Rate per hour is not easy to determine; operatives, because of differing skill levels or years of service, earn different rates of pay Example One timber-shelved unit may be worked on by two operatives for 45 minutes each; one of these persons earned €4.60 per hour, the other €5.00 per hour. Simultaneously, two other operatives, earning €5.10 and €5.15 per hour respectively, spent 45 minutes constructing another unit. Is it fair to charge different rates of pay to identical products? Solution we use No, it is not fair Standard Wage Rate Omar ElKheshen – kheshen@gmail.com 17

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Three items we have to consider when tracing costs Where do costs come from? Materials Labor Overheads Omar ElKheshen – kheshen@gmail.com 18

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Before spreading the overheads to units of production these costs must be at first gathered & controlled; this is hard since they are not directly linked to output Overhead Manufacturing Overhead Non-Manufacturing Overhead  Supplies of low-value high-use  Administration, selling and components such as screws, distribution hinges, glue and adhesives  Financial costs such as bank  Factory heating and lighting, interest on borrowed money and power for productive machinerypower for productive machinery audit feeaudit fee  Machine maintenance and  Heating and lighting of offices depreciation,  Space costs of offices  Production supervision  Managerial salaries  Space costs of factory and  Depreciation on car fleet warehouse  R&D laboratory These costs have a tendency to escalate beyond a level which can be justified by either the business’s production or profit that’s why some see them as Non-Controllable Costs Omar ElKheshen – kheshen@gmail.com 19

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Overhead costs should be gathered initially into ‘cost centers’ – pockets of activity for which individual managers may be held responsible Costs Centers’ Managers Car fleet costs Sales Car depreciation Costs Director Car fleet costs in large corporations Transport Car depreciation Costs Director Heating and lighting costs Facilities Director Each principal cost centre manager may decide to split his or her centre into sub- units of responsibility and control where a target level of expenditure will be set for each sub-unit beyond which managers must not go Omar ElKheshen – kheshen@gmail.com 20

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