tailieunhanh - Lecture Managerial accounting for Managers (3e): Chapter 6A - Garrison, Noreen, Brewer

This chapter prepare an income statement using super-variable costing and reconcile this approach with variable costing. After studying this chapter, you should be able to prepare a segmented income statement that differentiates traceable fixed costs from common fixed costs and use it to make decisions, compute companywide and segment break-even points for a company with traceable fixed costs. | ABC Action Analysis Appendix 6A Learning Objective 6-6 (Appendix 6A) Prepare an action analysis report using activity-based costing data and interpret the report. Appendix 6A: ABC Action Analysis Conventional ABC analysis does not identify potentially relevant costs. An action analysis report helps because it: Shows what costs have been assigned to a cost object. Indicates how difficult it would be to adjust those costs in response to changes in the level of activity. Constructing an action analysis report begins with the first-stage allocation process. In addition to computing an overall activity rate for each activity cost pool, an activity rate is computed for each type of overhead cost that is consumed supporting a given activity. Let’s revisit the stage-one allocations from the Baxter Battery Company example that we discussed earlier. Appendix 6A: ABC Action Analysis Appendix 6A: ABC Action Analysis $1,800,000 ÷ 10,000 orders = $180 per order Other entries in the table are computed similarly. $180 per order × 4,000 orders = $720,000 Other entries in the table are computed similarly. $180 per order × 6,000 orders = $1,080,000 Other entries in the table are computed similarly. Next, label each cost using an ease of adjustment code: Green costs adjust more or less automatically to changes in activity level without any action by managers. Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost. Red costs can be adjusted to changes in activity level only with a great deal of difficulty and with management intervention. Appendix 6A: ABC Action Analysis Appendix 6A: ABC Action Analysis End of Appendix 6A | ABC Action Analysis Appendix 6A Learning Objective 6-6 (Appendix 6A) Prepare an action analysis report using activity-based costing data and interpret the report. Appendix 6A: ABC Action Analysis Conventional ABC analysis does not identify potentially relevant costs. An action analysis report helps because it: Shows what costs have been assigned to a cost object. Indicates how difficult it would be to adjust those costs in response to changes in the level of activity. Constructing an action analysis report begins with the first-stage allocation process. In addition to computing an overall activity rate for each activity cost pool, an activity rate is computed for each type of overhead cost that is consumed supporting a given activity. Let’s revisit the stage-one allocations from the Baxter Battery Company example that we discussed earlier. Appendix 6A: ABC Action Analysis Appendix 6A: ABC Action Analysis $1,800,000 ÷ 10,000 orders = $180 per order Other entries in the table are computed similarly. $180 per order × 4,000 orders = $720,000 Other entries in the table are computed similarly. $180 per order × 6,000 orders = $1,080,000 Other entries in the table are computed similarly. Next, label each cost using an ease of adjustment code: Green costs adjust more or less automatically to changes in activity level without any action by managers. Yellow costs can be adjusted to changes in activity level, but it would require management action to realize the change in cost. Red costs can be adjusted to changes in activity level only with a great deal of difficulty and with management intervention. Appendix 6A: ABC Action Analysis Appendix 6A: ABC Action Analysis End of Appendix 6A