STUDENT EDITION

MANAGEMENT
PowerPoint Presentation by ACCOUNTING
Gail B. Wright
Professor Emeritus of Accounting 8th EDITION
Bryant University
BY
© Copyright 2007 Thomson South-Western, a part of The
Thomson Corporation. Thomson, the Star Logo, and
South-Western are trademarks used herein under license.
HANSEN & MOWEN

5 ACTIVITY-BASED MANAGEMENT
 LEARNING
LEARNING OBJECTIVES
OBJECTIVES

1. Describe activity-based management &

explain its relationship to activity-based
costing.
2. Explain process value analysis.
3. Describe activity performance
measurement.
4. Describe activity-based customer &
supplier costing
 LO 1

ACTIVITY-BASED
ACTIVITY-BASED
MANAGEMENT:
MANAGEMENT: Definition
Definition

A systemwide, integrated
approach that focuses
management’s attention on
activities for improving customer
value and profit.
 LO 1

2-DIMENSIONAL ABM MODEL

2-dimensional
2-dimensional
model
modelshows
shows
intersection
intersectionof
ofcost
cost
&&process.
process.

EXHIBIT 5-1
 LO 1

ABM IMPLEMENTATION MODEL

EXHIBIT 5-2
 LO 1

SYSTEMS PLANNING
Addresses these issues
Purpose, objectives of ABM system
Organizations current & desired competitive
position
Organization’s business processes & product mix
Timeline, assigned responsibilities, resources
required for implementation
Ability of organization to implement, learn, use
new information
 LO 1

ABM & RESPONSIBILITY

ACCOUNTING
Responsibility accounting is fundamental tool
of managerial accounting control
Also related to process value analysis (PVA)
Assigning responsibility
Establishing performance measures, benchmarks
Evaluating performance
Assigning rewards
 LO 1

FINANCIAL-BASED SYSTEMS
Assign responsibilities, measures performance
financialterms
in financial terms
Are useful in environments with slow or little
change
Concrete pipes, blocks
Are well-defined or relatively stable
environments
 LO 1

ACTIVITY-BASED SYSTEMS
Developed for firms in continuous
improvement environment
Assign responsibilities to processes
Use both financial & nonfinancial measures of
performance
Are useful in environment that experience
rapidchange
rapid change
Computer technology
 LO 2

DRIVER
ROOT ANALYSIS:
CAUSES: Definition
ROOT CAUSES: Definition
Definition

Understanding what causes

activity costs by understanding
activity inputs & outputs; most
basic causes for an activity being
performed.
 LO 2

What are “value-added”

activities?

Value-added activities are

activities that are necessary to
necessary to
remainremain
in business
in business.
 LO 2

VALUE-ADDED ACTIVITIES
Are
Mandatory to comply with laws
Discretionary
Produces a change of state
Not achievable by preceding activities
Enables other activities to be performed
Performed at a value-added cost to achieve
perfect efficiency
Eliminate waste & reduce costs
 LO 2

NON-VALUE-ADDED ACTIVITIES

Are unnecessary
Fail to satisfy 3 defining conditions of
value-added activities
Incur non-value-added costs of
inefficiency
 LO 2

KAIZEN COSTING: Definition

The effort to reduce costs of

existing products
existing products &
& processes.
processes
 LO 2

REDUCING COSTS
Activity elimination
Focusing on non-value-added activities
Activity selection
Choosing among different sets of activities
Activity reduction
Reducing time, resources required
Activity sharing
Using economies of scale
 LO 2

ACTIVITY PERFORMANCE
MEASURES
Efficiency
Relationship of activity inputs & outputs
Quality
Doing it right the first time
Time
Shortening activity time
 LO 3

FINANCIAL MEASURES OF
ACTIVITY PERFORMANCE
For potential & actual savings
Value- & non-value-added activity cost reports
Trends in activity cost reports
Kaizen standard setting
Benchmarking
Life-cycle costing
 LO 3

VALUE-ADDED STANDARD
Calls for elimination of non-value-added
activities
Identifies optimal activity output
Compares actual to value-added activity costs
allowing management to
Assess level of activity inefficiency
Determine potential for improvement
 LO 3

COST
COST REPORT:
REPORT: Step
Step 11

Activity Activity Driver SQ* AQ* SP*

Welding Welding hours 10,000 12,000 $40
Rework Rework hours 0 10,000 9
Setups Setup hours 0 6,000 60
Inspection # Inspections 0 4,000 15
 LO 3

COST
COST REPORT:
REPORT: Step
Step 22

Value- Non-Value- Actual

Activity Added Costs Added Costs Costs
Welding $400,000 $80,000 $480,000
Rework 0 90,000 90,000
Setups 0 360,000 360,000
Inspection 0 60,000 60,000
Total $ 400,000 $ 590,000 $ 990,000

EXHIBIT 5-9
 LO 3

TREND REPORTING

Allows
Allows management
management to to follow
follow up
up on
on
actions
actions taken
taken to
to reduce
reduce costs
costs by
by
examining
examining whether
whether outcomes
outcomes were
were
as
as expected.
expected.
 LO 3

TREND
TREND REPORT:
REPORT: Step
Step 33
Non-Value-Added Costs
Trend report
Last Current shows
Activity Year Year Change improvement that
has been made.
Welding $80,000 $50,000 $30,000
Rework 90,000 70,000 20,000
Setups 360,000 200,000 160,000
Inspection 60,000 35,000 25,000
Total $ 590,000 $ 355,000 $ 235,000

EXHIBIT 5-10
 LO 3

BENCHMARKING:
BENCHMARKING: Definition
Definition

Uses “best practices” as the

standard for evaluating activity
performance with the goal of
becoming the best at performing
activities & processes.
 LO 4

ACTIVITY-BASED CUSTOMER &

SUPPLIER COSTING

By
By applying
applying the
the approach
approach of of activity-
activity-
based
based costing
costing to
to customers
customers andand
suppliers,
suppliers, managers
managers can can identify
identify &&
reduce
reduce true
true cost
cost of
of these
these
relationships.
relationships.
 LO 4

ACTIVITY-BASED CUSTOMER
COSTING: An Example
Large 10 Smaller
Customer Customers
Order-filling costs $ 4,000 $ 400,000
Sales force costs 10,000 210,000

ABC costing shows

comparative cost of larger &
smaller customers, assuming
same number of units sold.
 LO 4

ACTIVITY-BASED SUPPLIER
COSTING

Identifies costs other than price such as

Quality
Reliability
Delivery timeliness
for management to consider when selecting
suppliers
CHAPTER 5

THE
THE END
END