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Act202 Management Accounting And Costing Assessment Answers

Discuss about the Management Accounting, The company must follow the ABC system since the costs are allocated on the basis of the labour hours or the machine hours and not on the basis of the number of activities that are consumed in the manufacture of the product.

Answer:

Assign the costs to the activity centres using the resource driver consumption patterns shown in Schedules 1 and 2:

The following table shows the assignment the costs to the activity centres using the resource driver consumption patterns shown in Schedules 1 and 2:

 

 (Amounts in $)

 Cost category

 Wages

 Building costs

 Depreciation

 Consumables

 Energy

 Other

 Total

 New product development

96,000.00

14,000.00

-

945.95

-

1,000.00

1,11,945.95

 

2.00

200.00

-

10.00

-

2.00

 

 Sales and dispatch

3,36,000.00

35,000.00

-

945.95

-

3,500.00

3,75,445.95

 

7.00

500.00

-

10.00

-

7.00

 

 Inspecting

48,000.00

35,000.00

-

-

-

500.00

83,500.00

 

1.00

500.00

-

-

-

1.00

 

 Mincing

8,16,000.00

70,000.00

2,80,000.00

10,405.41

42,000.00

8,500.00

 12,26,905.41

 

17.00

1,000.00

4,000.00

110.00

1,40,000.00

17.00

 
        

 Mixing

8,16,000.00

70,000.00

3,50,000.00

6,621.62

63,000.00

8,500.00

 13,14,121.62

 

17.00

1,000.00

5,000.00

70.00

2,10,000.00

17.00

 

 Smoking and Packing

6,72,000.00

70,000.00

70,000.00

10,405.41

42,000.00

7,000.00

8,71,405.41

 

14.00

1,000.00

1,000.00

110.00

1,40,000.00

14.00

 
        

 Administration

3,36,000.00

35,000.00

-

3,783.78

-

3,500.00

3,78,283.78

 

7.00

500.00

-

40.00

-

7.00

 
        

 Corporate management

2,40,000.00

21,000.00

-

1,891.89

-

2,500.00

2,65,391.89

 

5.00

300.00

-

20.00

-

5.00

 

 Total

33,60,000.00

3,50,000.00

7,00,000.00

35,000.00

1,47,000.00

35,000.00

 46,27,000.00

 

70.00

5,000.00

10,000.00

370.00

4,90,000.00

70.00

 

Calculate the cost of each activity performed in the relevant (to your allocated case) activity cost centre, using the information provided in item 1 above and in Schedule 3:

The following are the various calculations:

 

 (Amounts in $)

 Particulars

 Set up scales

 Weigh ingredients

 Load mixers

 Operate mixers

 Clean mixers

 Move mixture to smokehouse

 Total

 Wages

1,68,000.00

3,36,000.00

6,72,000.00

16,80,000.00

3,36,000.00

1,68,000.00

 33,60,000.00

 Building costs

17,500.00

17,500.00

35,000.00

2,10,000.00

35,000.00

35,000.00

3,50,000.00

 Depreciation

   

7,00,000.00

  

7,00,000.00

 Consumables

   

35,000.00

  

35,000.00

 Energy

   

1,47,000.00

  

1,47,000.00

 Other

1,750.00

3,500.00

7,000.00

17,500.00

3,500.00

1,750.00

35,000.00

 Total

1,87,250.00

3,57,000.00

7,14,000.00

27,89,500.00

3,74,500.00

2,04,750.00

 

A list of the activities performed and their annual costs is provided in Schedule 4 (some costs will need to be calculated as indicated in item 2 above). In addition the schedule provides an activity driver for each activity and the annual quantity of each activity driver. Calculate the cost per unit of activity driver for the activities listed:

The following table shows the desired calculations:

 

 (Amounts in $)

 

 Activity

 Cost

 Base

 Cost per activity

 

 Corporate management

2,65,392.0000

 

2,65,392.0000

 

 Process receivables

1,47,814.0000

3,500.0000

42.2326

 

 Process payables

82,657.0000

1,800.0000

45.9206

 

 Production planning

1,47,814.0000

700.0000

211.1629

 

 Reports to Health Dept

8,350.0000

70.0000

119.2857

 

 Process sales order

2,32,268.0000

2,800.0000

82.9529

 

 Dispatch sales order

1,43,178.0000

1,800.0000

79.5433

 

 New Product Development

1,11,946.0000

 

1,11,946.0000

 

 Inspect meat

32,050.0000

700.0000

45.7857

 

 Disposal of substandard meat

8,350.0000

700.0000

11.9286

 

 Move to mincing room

8,350.0000

700.0000

11.9286

 

 Set up mincer

85,950.0000

700.0000

122.7857

 

 Load mincer

85,950.0000

700.0000

122.7857

 

 Operate mincer

7,11,205.0000

1,40,000.0000

5.0800

 

 Unload mincer

1,68,400.0000

700.0000

240.5714

 

 Clean mincer

85,950.0000

700.0000

122.7857

 

 Move to mixing room

89,450.0000

700.0000

127.7857

 

 Set up scales

1,87,250.0000

700.0000

267.5000

 

 Weigh ingredients

3,57,000.0000

700.0000

510.0000

 

 Load mixers

7,14,000.0000

700.0000

1,020.0000

 

 Operate mixer

 27,89,500.0000

1,40,000.0000

19.9250

 

 Clean mixer

3,74,500.0000

700.0000

535.0000

 

 Move mixture to smokehouse

2,04,750.0000

1,40,000.0000

1.4625

 

 Pack into skins

1,87,250.0000

5,60,000.0000

0.3344

 

 Set up smokehouse

71,400.0000

11,200.0000

6.3750

 

 Move to smokehouse

37,450.0000

11,200.0000

3.3438

 

 Smoke products

4,96,905.0000

11,200.0000

44.3665

 

 Unload smokehouse

37,450.0000

11,200.0000

3.3438

 

 Inspect finished products

18,050.0000

11,200.0000

1.6116

 

 Disposal of substandard product

8,350.0000

11,200.0000

0.7455

 

 Move to truck

40,950.0000

10,640.0000

3.8487

 

Based on the information calculated in item 3 above and in Schedules 5 and 6, prepare a bill of activities and determine the cost per unit for each of the two product items identified:

The cost per unit is as follows:

 

(Amounts in $)

 

 Mettwurst

 Activity driver

 Cost

 

 Corporate management

53,078.0000

53,078.0000

 

 Process receivables

400.0000

16,893.0286

 

 Process payables

100.0000

4,592.0556

 

 Production planning

60.0000

12,669.7714

 

 Reports to Health Dept

6.0000

715.7143

 

 Process sales order

350.0000

29,033.5000

 

 Dispatch sales order

-

-

 

 New Product Development

60.0000

60.0000

 

 Inspect meat

60.0000

2,747.1429

 

 Disposal of substandard meat

60.0000

715.7143

 

 Move to mincing room

60.0000

715.7143

 

 Set up mincer

60.0000

7,367.1429

 

 Load mincer

60.0000

7,367.1429

 

 Operate mincer

28,000.0000

1,42,241.0000

 

 Unload mincer

60.0000

14,434.2857

 

 Clean mincer

60.0000

7,367.1429

 

 Move to mixing room

60.0000

7,667.1429

 

 Set up scales

60.0000

16,050.0000

 

 Weigh ingredients

60.0000

30,600.0000

 

 Load mixers

60.0000

61,200.0000

 

 Operate mixer

28,000.0000

5,57,900.0000

 

 Clean mixer

60.0000

32,100.0000

 

 Move mixture to smokehouse

28,000.0000

40,950.0000

 

 Pack into skins

1,12,000.0000

37,450.0000

 

 Set up smokehouse

1,120.0000

7,140.0000

 

 Move to smokehouse

1,120.0000

3,745.0000

 

 Smoke products

1,120.0000

49,690.5000

 

 Unload smokehouse

1,120.0000

3,745.0000

 

 Inspect finished products

-

-

 

 Disposal of substandard product

-

-

 

 Move to truck

1,120.0000

4,310.5263

 

 Direct material

 

6,72,000.0000

 

 Selling price

14.0000

  

 Batch size

   

 Annual volume

1,12,000.0000

  

 Cost per unit

 

16.2906

 
 

(Amounts in $)

 

 Csabai

 Activity driver

 Cost

 

 Corporate management

6,398

6,398.0000

 

 Process receivables

100

4,223.2571

 

 Process payables

100

4,592.0556

 

 Production planning

40

8,446.5143

 

 Reports to Health Dept

4

477.1429

 

 Process sales order

110

9,124.8143

 

 Dispatch sales order

100

7,954.3333

 

 New Product Development

36,942

36,942.0000

 

 Inspect meat

40

1,831.4286

 

 Disposal of substandard meat

40

477.1429

 

 Move to mincing room

40

477.1429

 

 Set up mincer

40

4,911.4286

 

 Load mincer

40

4,911.4286

 

 Operate mincer

6,750

34,290.2411

 

 Unload mincer

40

9,622.8571

 

 Clean mincer

40

4,911.4286

 

 Move to mixing room

40

5,111.4286

 

 Set up scales

40

10,700.0000

 

 Weigh ingredients

40

20,400.0000

 

 Load mixers

40

40,800.0000

 

 Operate mixer

6,750

1,34,493.7500

 

 Clean mixer

40

21,400.0000

 

 Move mixture to smokehouse

6,750

9,871.8750

 

 Pack into skins

14,000

4,681.2500

 

 Set up smokehouse

280

1,785.0000

 

 Move to smokehouse

280

936.2500

 

 Smoke products

280

12,422.6250

 

 Unload smokehouse

280

936.2500

 

 Inspect finished products

280

451.2500

 

 Disposal of substandard product

280

208.7500

 

 Move to truck

270

1,039.1447

 

 Direct material

 

1,08,000.0000

 

 Selling price

18

  

 Batch size

   

 Annual volume

13,500

  

 Cost per unit

 

37.9873

 

Would the difference in costs for the two products be reflected in the conventional costing system?

No since the conventional method allows the division of the costs on the basis of the labour hours or the machine hours.

Do you think that the existing costing system understates or overstates the cost of the two products identified in item 4 above? Explain your answers in detail with reference to your calculations:

The existing system understates the costs since the actual costs under ABC are $16.29 and $37.98 for Wettwurst and Csabai respectively.

Consider and describe the changes in cost structure that are likely to have occurred at the Company over the last 15 to 20 years, and speculate on their causes:

The company must follow the ABC system since the costs are allocated on the basis of the labour hours or the machine hours and not on the basis of the number of activities that are consumed in the manufacture of the product. ABC helps in the efficient allocation of these expenses and so, is much more meaningful.

If ABC would have been followed, then selling price of both the products would have been higher.

Now complete your analysis and prepare your report. Your report should identify if there are any deficiencies inherent in the existing costing system and if so explain (using the outcomes from items 1 to 7 above) how activity-based costing could overcome these deficiencies. If, in your analysis, you determine there are no inherent deficiencies, explain (again using the outcomes from items 1 to 7 above) why not:

The concept of activity based costing is the method wherein the overheads are totalled and then the same along with the direct expenses that relates with the important business activities are allocated in the most systematic way. This is the process which includes the owners of the business and the managers and gives them an opportunity to define out the areas of the manufacturing or sales which generates the maximum amount of profit. Am inherent weakness in the system is the fact that the company uses conventional costing method wherein the costs are allocated on the basis of the labour hours or the machine hours and not on the basis of the number of activities that are consumed in the manufacture of the product. ABC helps in the efficient allocation of these expenses and so, is much more meaningful.

Include in your discussion, what factors the management accountant should consider when deciding whether to use an Activity-based system that includes both manufacturing overhead and non-manufacturing costs. And furthermore outline the benefits, costs and limitations of activity-based costing:

Once the company has decided to implement the method, they are required to decide as to how the system must be implemented which involves the 6 stages of IT implementation initiation, adoption, adaptation, acceptance, routinization and infusion. Each one of the stage is affected by many of the factors and this is of an equal importance when it comes to the motivation of the adaptations of the systems and the opinions of the external experts (Wordpress, 2017).

The following are the advantages of the system:

  • It is more accurate when it comes to the costing of the products and the services
  • It helps in gaining an insight into the overheads
  • It is easier to understand
  • It helps in the utilisation of the costs per unit rather than just the total cost
  • The system integrates well with the 6 sigma and other programs of improvement
  • It helps in ascertaining the non-value added activities
  • It supports the performance management and the scorecards
  • It helps in mirroring the work that has been done
  • It facilitates benchmarking
  • It enables the process of costing, supply chains and the value streams (Small business chron, 2017).

The following are the limitations of ABC:

  • The implementation of the system requires an enormous amounts of the resources.
  • The reports produced by the system cannot be used by the management and so, traditional coting method has to be used when the reports have to be produced.
  • It produces the numbers such as the margins for the products etc which is very much against the numbers that are produced by the traditional costing system. And the so, the data provided by ABC cannot be easily understood.
  • ABC produces the reports that are not in line with the GAAP (Accounting explanation, 2017).

References:

Accountingexplanation.com. (2017). Advantages, Disadvantages and Limitations of Activity Based Costing (ABC) System - AccountingExplanation.com. [online] Available at: https://www.accountingexplanation.com/advantages_disadvantages_and_limitations_of_activity_based_costing.htm [Accessed 16 May 2017].

quytrinh.files.wordpress.com. (2017). Factors influencing the implementation of Activity-Based Costing in Thailand: a case study of a Thai Telecommunications Company. [online] Available at: https://quytrinh.files.wordpress.com/2014/11/factors-influencing-the-implementation-of-activity-based-costing-in-thailand-16.pdf [Accessed 16 May 2017].

Smallbusiness.chron.com. (2017). Advantages and Disadvantages of ABC Analysis Inventory. [online] Available at: https://smallbusiness.chron.com/advantages-disadvantages-abc-analysis-inventory-34202.html [Accessed 16 May 2017].


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