Management Accounting Coursework on Activity-Based Costing – Case Study

Management Accounting Coursework on Activity-Based Costing – Case Study

Question

Literature Survey on Activity-Based Costing

Coursework in Management Accounting deals with activity-based costing. I have attached the case studies necessary to complete a 2,000 word essay on this subject. A 2,000-word essay should address the following Activity-Based Costing (ABC) questions:

During model implementation, maintenance and updating, the ABCM implementation team focuses on a set of guidelines that encourage model implementation, maintenance and updating. To do so:

• >Understand the strategic nature of the company.
• >Get support from top management.
• >Define clear goals and objectives.
• >Form a cross-functional team.
• >Embedded – Leverage your own expertise instead of relying solely on complex software or external consultants.
• >Give permissions to team members.
• >Focus on behavior change.
• >Focus on long-term continuous improvement.

ABCM Empowers Managers. We provide support while being “absorbed” into various manufacturing activities such as work and overtime. Activities involving labor, overtime and support can be categorized as value-added and non-value-added. Fundamentally, ABCM as a cost-cutting strategy refers to the elimination of “non-value added” activities rather than unilateral headcount reductions. For example, ABCM can focus on identifying rework areas as locations for non-value added work and using the same employees to eliminate rework. This logic makes ABCM a potentially important research area for labor managers.

ABCM enables manufacturing managers to selectively eliminate or improve processes, as the following example illustrates. This enables manufacturing managers to identify specific activities with lean her initiatives aimed at reducing the cost of non-value added activities. Ultimately, ABCM connects your entire organization so you can start fostering a culture based on eliminating waste, reducing response time, simplifying product and process design, and improving quality.

BCAG Wichita started the ABCM effort with a piece. On analyzing and enhancing our own process accounting system. Here are some areas that need improvement:

• >Costs were not assigned on a causal basis. In fact, this system generally overestimates direct labor costs without considering the impact of production volume and product complexity. The department introduced activity as a metric for determining the true cost of ownership of a product by measuring the amount of resources absorbed by a particular production activity using the ABCM tool.
• >The current accounting system was limited to production and neglected. General administrative expenses. Furthermore, customer and supplier costs cannot be simply determined from information contained in process accounting systems. For example, ABCM allows production managers to identify the true source of cost in situations where parts are outsourced to suppliers that can lead to potential delays and quality issues.
• >Current accounting systems contained information primarily related to satisfaction. The focus was on the needs and requirements of external customers (shareholders, SEC, 1RS, etc.) and less on collecting data to facilitate operational analysis. ABCM has addressed this issue by providing timely cost data that aids in operational decision making.

BCAG managers summarized the department’s expectations for widespread adoption of ABCM practices: Reduce value-added costs (including essential but non-value-adding activities) without compromising Product Quality Score or product quality.

Boeing Wichita believes the above goals are achievable as it strongly believes that ABCM will enable the organization to do so.

• >Establish an understanding of the causal relationship between costs and behavior.
• >Create a cost-effective means of identifying opportunities for improvement.
• >Prioritize.
• >Create what-if and sensitivity analyzes of your business processes.
• >Reduce inefficiencies and estimate future costs.
• >Enable cost view which impacts product design and processes.
• >Increase production capacity.

With these changes, BCAG Wichita believes the introduction of the ABCM will make it more competitive for future orders from Boeing. In addition, ABCM can improve the division’s ability to meet future financial and economic profit targets that create value for shareholders and the company as a whole. The following example shows how ABCM was implemented at BCAG Wichita. These are actual documented events in various areas of the Light Construction and Structural Bonding sector where specific goals have been achieved through an activity-based costing process.

(a) Read the academic literature on activity-based costing and find out how this overhead absorption technique evolved, what the literature says about its development, and how firms Learn how we employ this method. 1,000 words

(b) Which stakeholders are most likely to support the use of the ABC system? And which stakeholders are most likely to feel threatened by using the ABC system? 500 words

(c) Sufficient evidence from reading the provided case study to support or reject adoption of an activity-based costing (ABC) system. What kind of organization would you like to work for after graduation? 500 words

The ABCM model is designed to cover all major business areas of a facility, including support, engineering, tooling, manufacturing and assembly. Resources are allocated to activities through primary, secondary, or tertiary activity costs, and then to finished products or parts manufactured in each major business unit.