Quiz #3 Flashcards

1
Q

Why are Traditional Cost Systems used

A

Manufacturing processes were mainly labor intensive

Allocated through company-wide overhead rate

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2
Q

Labor Intensive Process

A

Overhead costs are small

Overhead allocations may be inaccurate, but the amounts are relatively insignificant

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3
Q

Automated Process

A

Overhead costs are large

Inaccurate overhead allocation can lead to misleading product cost information

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4
Q

Activity Based Costing

A

Taking a closer look at the manufacturing process to understand what exactly drives OH costs

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5
Q

Activity

A

a specific task or action of work done

Ex: machine operation, machine setup, advertising products

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6
Q

Cost pool

A

cost of economic resources needed or consumed in performing an activity

Ex: personnel, supplies, salaries

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7
Q

Cost driver

A

a unit of activity that causes the change of an activity cost

Ex: labor/machine hours, # of setups, # of inspections, # of products

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8
Q

Cost object

A

any product, service, customer, activity, or organizational unit to which costs are accumulated for some management purposes

Ex: any item for which you are separately measuring costs

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9
Q

ABC Stage 1

A

Assign cost pools according to activities that caused costs to be incurred

Identify essential activities and costs required to perform activities

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10
Q

ABC Stage 2

A

Allocate costs in the activity pool to products

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11
Q

Types of Production Activities

A

Unit Level
Batch Level
Facility Level
Product Level

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12
Q

Unit Level

A

Performed for each unit
Inserting a component
Labeling each unit produced

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13
Q

Batch level

A

Performed for each batch of product
Setting up equipment
Inspecting a batch

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14
Q

Facility Level

A

Required for the entire manufacturing process to occur

Factory Utilities, Rent, Security

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15
Q

Product Level

A
Performed to support each type of product
Ex: Fitbit, iPhone, Caramel Frappuccino 
Designing the product
Engineering the product
Marketing or advertising the product
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16
Q

ABC effects on Employees

A

May lead to cost-cutting, which could be lay-offs

Impacts employee personal lives and morale

Could lead to employees being less cooperative which leads to inaccurate data

17
Q

ABC effects on Management

A

They seek to use ABC to improve the value of products and increase the firm’s competitiveness and profitability

18
Q

Two types of ABM

A

Operational

Strategic

19
Q

Operational ABM

A

Performing activities more efficiently to lower costs

Use techniques like business engineering, total quality management, performance measurement, and activity analysis

20
Q

Strategic ABM

A

Increase demand for certain activities and increase profitability

Achieved by eliminating non-essential activities and selecting the most profitable customers

21
Q

Value-Added Analysis

A

Eliminating activities that add little to no value reduces resource consumption and allows the firm to focus on activities that will increase customer satisfaction

High-value added
Low-value added

22
Q

High-Value Added

A

Significantly increases the value of the product or service to customers

Essential to the process

Accuracy or effectiveness would be effected if eliminated

Contribute to customer satisfaction

Ex: Designing a product, Order Processing, Delivering product

23
Q

Low-Value Added

A

Consumes time, resources, or space but adds little to no value and does not contribute to satisfying the customer

Duplicates work

Produces an unnecessary or unwanted output

Performed by request of an unhappy customer

Ex: Setting up Machines, Moving Inventory, Storing, Inspecting

24
Q

Customer Profitability Analysis

A

ABC is useful for satisfying customers (advertising, sales calls, delivery, billing, and other customer services)

Customers are the cost objects

Activities are the customer services needed to complete the sale and satisfy the customer

CPA helps identify most profitable customers and market towards them and away from unprofitable customers