Change...It'll Do You Good Change…It’ll Do You Good A Recommendation for Implementation of Activity-based Costing Joann Harper BU264: Managerial Accounting, Spring 2011 Dr. Henry Bryan April 13, 2011 Outline I. Introduction A. Comparison of traditional costing vs. activity-based costing B. Pros and cons of activity-based costing C. 4 companies selected for review i. General Electric ii. Dennison Manufacturing
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Management Accounting Costing and Budgeting Introduction: Management accounting is the most vital part of accounting process. The function of this department is increasing day by day. Because in the present world many company are rising very quickly. The function of management accounting is to manage the process of accounting department. It is very essential for manage all kinds of this activity. There are various functions in accounting. Management accounting remotes all the functions of accounting
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Accounting Session 9 – Cost Allocations and Activity-Based Costing Dr. Othman Cole othman.cole@faculty.hult.edu 1 Absorption Costing In absorption costing, all manufacturing costs, both fixed and variable, are assigned to units of product. Units are said to fully absorb manufacturing costs. Most countries require some form of absorption costing for both external financial reports and for tax reports. Also, most companies across the world use absorption costing in their management reports. It is
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www.hbr.org T OOL K IT Time-Driven Activity- Based Costing by Robert S. Kaplan and Steven R. Anderson • Many companie s abandoned activity-based costing because it did not capt ure the compl exity of their operations, took too long to implem ent, and was too expensive to build and maintai n. Here’s a way ar ou nd th ose problems. R eprint R0411J T OOL K IT Time-Driven Activity- Based Costing by Robert S. Kaplan and Steven R. Anderson harvard business
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E INTRODUCTION TO COST MANAGEMENT Activity-Based Costing and Management After studying this chapter, you should be able to . . . 1. Explain the strategic role of activity-based costing 2. Describe activity-based costing (ABC), the steps in developing an ABC system, and the benefits and limitations of an ABC system 3. Determine product costs under both the volume-based method and the activity-based method and contrast the two 4. Explain activity-based management (ABM) 5. Describe how ABC/M is
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1. Activity costing would be appropriate 1. An activity-based costing system may be appropriate for Wall Décor, when overhead allocation based job-order costing provides product cost distortion. As seen on previous case, this distortion happens when one product is manufacturing in high volume and the others are manufacturing in complexity as well as in low volume. In this situation Wall Décor should change its costing system for selling its high volume produced products whereas low-volume produced
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Marvelous Metals Co. ACTIVITY-BASED COSTING and CORPORATE STRATEGY Marvelous Metals Co. specializes in the production and sale of two machine parts: Part 245A and Part 666B. Historically, the profitability of the company has been tied to Part 245A. In the last two years, however, the firm has been facing intense competition, and its sales of this part have dropped. Much of the competition was from foreign sources, and the general manager was convinced that the foreign producers were
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expenses as well as for profit. Pricing is adjusted according to relationship and competitive situations. In the year 1999, Dakota has introduced electronic data interchange (EDI) and a new internet site in 2000, which allowed an automated ordering system that did not require a manual input of data. Even after those efforts, Dakota’s costs continued to increase. John Malone was concerned because the company could not make a profit. He wanted to take an action to regain profitability. John Malone
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CHAPTER 5 ACTIVITY-BASED COSTING AND ACTIVITY-BASED MANAGEMENT TRUE/FALSE 1. Companies that undercost products will most likely lose market share. 2. When refining a costing system, a company should classify as many costs as possible as indirect costs. 3. Indirect labor and distribution costs would most likely be in the same activity-cost pool. 4. Activity-based costing helps identify various activities that explain why costs are incurred. 5. Traditional systems are likely to undercost
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COMPARISON ON TRADITIONAL AND ACTIVITY-BASED ACCOUNTING SYSTEM TABLE OF CONTENT CHAPTER TITLE PAGE LIST OF TABLES i LIST OF FIGURES ii CHAPTER 1. INTRODUCTION 1.1 Understanding of Traditional and Activity-Based Costing System 1 1.2 Company Background 3 1.3 Company History 3 1.4 Company Operation
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