| | |Activity-Based Costing | |Product/Cost Relationships | |
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Recently, Activity-based costing (ABC) is defined as a methodology that measures the cost and performance of activities, resources, and cost objects. Specifically, resources are assigned to activities, then activities are assigned to cost objects based on their use. ABC recognizes the causal relationships of cost drivers to activities (Institute of Management Accountants, 1998). In other words, the objective of activity-based costing is to understand the causes of overhead costs and to identify the
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of Time-Based Activity-Based Costing This article’s purpose is to explain the new version of Activity-Based Costing that uses approximations to determine time-driven Activity-Based Costing. Base on rate of technological growth and dealing with companies on larger scales, the traditional method of ABC is very cumbersome. The new time-driven activity-based costing is a much more effective technique. The article further went on to contrast the two methods of costing by showcasing traditional inefficiencies
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Chapter 4 Extra Credit Questions: 1. Direct labor is a valid basis for allocating overhead for job order costing. 2. In recent industrial history advances in computerized systems, technology innovation, global competition, and automation has changed manufacturing environments. That is what reduced the usefulness of direct labor as the primary basis for allocating overhead to products. 3. Machine hours are frequently more relevant than direct labor hours. 4. Overhead allocation to
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materials handling and the machine costing. When the overhead cost is large, the traditional cost accounting system is inaccurate. And for this company, they manufacture different products; allocate the overhead cost by traditional cost accounting system will also cause imprecise accurate. 3. Recommendation. Because the company uses the traditional volume-based accounting costing system, they allocate too much overhead costing into their product costing. And also, manufacture several products
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Cranston Supply Budget Mike A. Howard INF 336 Project Procurement Management Dr. Arman Kanooni June 1, 2014 Granston Supply Budget This week’s assignment consists of a case study of the city of Graston. From the case study I am to create a project supply and materials budget based on the information in the case study using the ‘Current Year Q-3’ data found in Exhibit 2 and Exhibit 3. Also included in this assignment will be an explanation on the importance of a materials supply budget
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44. Problems with Overhead Application: Decision Focus – Bergan Brewery uses the latest in modern brewing technology to produce a prizewinning beer. In both 2011 and 2012, Bergan produced and sold 100,000 cases of beer and had no raw materials, work in process, or finished goods inventory at the beginning or end of either year. At the end of 2011, the company installed machines to perform some of the repetitive tasks previously performed with direct labor. At the beginning of 2012, Bergan’s bookkeeper
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below: Indirect costs consist of the following: Depreciation of factory equipment Setup costs Miscellaneous indirect costs Total RM 2,000,000 1,500 000 1,000,000 4,500,000 , At the current time, the company still uses traditional costing system to calculate the cost of production. The overhead cost is applied based on direct labour hour. However the chief management accountant found that the company's selling price is different from their competitors. As the new junior management
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unnecessary. For example, the article states that in order to succeed, MiCRUS “had to be as efficient as possible, concentrating everyone’s efforts and talents on keeping costs low while maintaining rigorous technical requirements for quality”. Under the costing system at the time, this concentration on keeping costs low must have been a difficult task, as all costs were pooled together. Although the managers at MiCRUS used all available information to help them reduce costs, this information was quite vague
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Activity-Based Costing method in hospital management. Primary objective of the paper is to outline the methodology of the ABC application in hospitals. First part of the paper analyzes the ways of ABC implementation in published foreign studies. Second part describes the individual steps in ABC application and discusses the differences in the application procedures between the manufacturing and hospital organization. Key words: Healthcare Management, Cost Management, Activity-based costing, Introduction
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