ACCT 2301- CHP 7 – Flashcards

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Product cost distortions can be damaging, particularly for those firms whose business environment is characterized by:
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Continuous improvement, small profit margins, increasing competitive pressures, TQM, total customer satisfaction, sophisticated technology, and intense worldwide competition
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Two major factors impair the ability of unit-based plant-wide and departmental rates to assign overhead costs accurately:
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The proportion of nonunit-related overhead costs to total overhead costs is large; the degree of product diversity is great
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The use of either plantwide rates or departmental rates assumes that a product's consumption of overhead resources is ___________________.
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strictly to the units produced
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If there are nonunit-level activities, the costs associated with these nonunit-level activities are likely to vary with __________________.
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units produced
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Varies with output volume (units); traditional variable costs.
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Unit-level
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Varies with the number of batches produced.
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Batch-level
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Varies with the number of product lines.
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Product-sustaining
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Necessary to operate the plant facility, but does not vary with units, batches, or product lines.
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Facility-sustaining
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(batch, product-sustaining, and facility-sustaining); Factors that measure the consumption of nonunit-level activities by products and other cost objects.
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Nonunit-level activity drivers
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Measure the consumption of unit-level activities.
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Unit-level activity drivers
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Factors that measure the consumption of activities by products and other cost objects and can be classified as either unit-level or nonunit-level.
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Activity drivers
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Using only unit-based activity drivers to assign nonunit-related overhead costs can create _______________.
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distorted product costs
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If nonunit-based overhead costs are only a small percentage of total overhead costs, then the distortion of product costs will be ____________.
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very small; in such a case, using unit-based activity drivers to assign overhead costs is acceptable
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Products consume overhead activities in systematically different proportions.
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Product diversity
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Product diversity may occur because of differences in:
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product size, product complexity, setup time, size of batches
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The proportion of each activity consumed by a product.
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Consumption ratio
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Consumption ratio=
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amount of activity driver per product/ total driver quantity
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Overhead rate=
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total overhead costs/ total direct labor hours
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Reveals that functional-based costing undercosts the low volume deluxe models and overcosts the high volume regular models; promises greater accuracy.
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Activity-based product costing
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Functional-based overhead costing involves two major stages:
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overhead costs are assigned to an organizational unit; overhead cots are then assigned to cost objects
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Indirect labor, depreciation, power, etc.
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Cost of overhead; resource drivers
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Setup, moving, engineering change, etc.
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Activity driver
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Products, customer, suppliers, territories, departments, etc.
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Objects
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Action taken or work performed by equipment or people for other people.
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Activity
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Identifying activities usually is accomplished by:
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Interviewing managers or representatives of functional departments
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Lists the activities in organization along with some critical activity attributes (financial and nonfinancial information items that describe individual activities).
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Activity dictionary
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Sorting, keying, and transactions verifying.
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Processing
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Reviewing, printing, stuffing, and mailing.
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Preparing statements
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Answering, logging, reviewing database, and making call backs.
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Answering questions
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Accessing accounts, withdrawing funds.
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Providing automatic tellers
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Found in the general ledger:
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The cost of labor, energy, materials, and capital; money spent on each activity is not
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Identifies the amount of labor consumed by each activity and is derived from the interview process.
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Work distribution matrix
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Factors that measure the consumption of resources by activities.
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Resource drivers
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Assigned to products by multiplying a predetermined activity rate by the usage of the activity.
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Activity drivers
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Originally became popular for their ability to improve product-costing accuracy by tracing activity costs to the products that consume the activities.
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ABC systems
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ABC often is used to more accurately determine the:
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upstream costs of suppliers and the downstream costs of customers
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Because of diversity of customers, _______________ drivers are needed to trace costs accurately.
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multiple
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ABC customer cost=
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(add large and small customer costs allocated/ add large and small customer #) multiply by each #; then add together
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ABC supplier cost=
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(activity cost/units added together from each column) multiply by each #; add together; divide by units
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A system-wide, integrated approach that focuses management's attention on activities with the objective of improving customer value and profit achieved by providing this value.
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Activity-based management
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Focuses on cost reduction instead of cost assignment and emphasizes the maximization of system-wide performance.
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Process value analysis
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The resources consumed by the activity in producing its output.
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Activity inputs
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The result or product of an activity.
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Activity output
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The number of times the activity is performed; the quantifiable measure of the output.
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Activity output measure
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The effort expended to identify those factors that are the root causes of activity costs.
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Driver analysis
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The hear of process-value analysis; the process of identifying, describing, and evaluating the activities that an organization performs.
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Activity analysis
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Activities necessary to remain in business.
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Value-added activities
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Classified as value-added as long as it simultaneously satisfies: the activity produces a change of state, the change of state was not achievable by preceding activities, the activity enables other activities to be performed.
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Discretionary activity
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All activities other than those that are absolutely essential to remain in business, and therefore considered unnecessary.
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Nonvalue-added activities
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In the manufacturing operation these activities are often cited as wasteful and unnecessary.
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Scheduling, moving, waiting, inspecting, storing
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An activity that uses time and resources to determine when different products have access to processes.
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Scheduling
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An activity that uses time and resources to move raw materials, work in process, and finished goods from one department to another.
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Moving
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An activity in which raw materials or work in process use time and resources by waiting on the next process.
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Waiting
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An activity in which time and resources are spent ensuring that the product meets specifications.
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Inspecting
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An activity that uses time and resources while a good r raw material is held in inventory.
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Storing
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Focuses on nonvalue-added activities.
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Activity elimination
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Involves choosing among different sets of activities that are caused by competing strategies.
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Activity selection
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Decreases the time and resources required by an activity.
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Activity reduction
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Increases the efficiency of necessary activities by using economies of scale.
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Activity sharing
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Activity management reduces costs in four ways:
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Elimination, selection, reduction, and sharing
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Nonvalue-added cost=
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(actual quantity- value-added quantity) X cost per purchase order
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Measures of activity performance center on 3 major dimensions:
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Efficiency, time, and quality
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The relationship of activity inputs to activity outputs.
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Efficiency
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Time required to perform an activity.
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Time
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Doing the activity right the first time it is performed.
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Quality
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Two operational measures of time-based performance:
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Cycle time and velocity
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Measures how long it takes to produce an output from start to finish; length of time that it takes to produce a unit of output from the time raw materials are received until the good is delivered to finished goods inventory.
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Cycle time
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The number of units of output that can be produced in a given period of time; reciprocal of cycle time.
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Velocity
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Cycle time=
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time/ units produced
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Velocity=
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units produced/ time
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Quality improvement can increase profitability in two ways:
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increasing customer demand and thus sales revenues; decreasing costs
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The costs of performing quality-linked activities (performed because poor quality may or does exist).
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Costs of quality
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Four categories of quality costs:
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Prevention, appraisal, internal failure, and external failure costs
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Two sub-categories of quality-related activities:
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Control activities and failure activities
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Performed by an organization to prevent or detect poor quality.
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Control activities
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The costs of performing control activities.
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Control costs
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Control activities are made up of:
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Prevention and appraisal activities
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Incurred to prevent poor quality in the products or services being produced.
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Prevention costs
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Incurred to determine whether products and services are conforming to their requirements or customer needs.
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Appraisal costs
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Performed by an organization or its customers in response to poor quality (poor quality does exist).
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Failure activities
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The costs incurred by an organization because failure activities are performed.
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Failure costs
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Incurred when products and services do not conform to specifications or customer needs before being shipped.
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Internal failure costs
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Incurred when products and services fail to conform to requirements or satisfy customer needs after being delivered to customers.
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External failure costs
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For many organizations, management of __________________ is becoming a matter of high priority and a significant competitive issue.
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environmental costs
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Associated with the creation, detection, remediation, and prevention of environmental degradation; classified into same four categories as quality costs.
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Environmental costs
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Which of the following is a non unit-level driver?
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Setup hours
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The first stage of ABC entails the assignment of:
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resource costs to individual activities
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Which of the following is a true statement about activity-based customer costing?
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Customer diversity requires multiple driver to trace costs accurately to customers.
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The second stage of ABC entails the assignment of:
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activity costs to products or customers
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Interview questions are asked to determine:
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what activities are being performed, who performs the activities, the relative amount of time spent on each activity by individual workers
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Which of the following is a true statement about activity-based supplier costing?
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Suppliers can affect many internal activities of a firm and significantly increase the cost of purchasing
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A forklift and its driver used for moving materials are examples of:
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activity inputs
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Which of the following are nonvalue-added activities?
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Moving goods, storing goods, inspecting finished goods, reworking a defective product
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The cost of inspecting incoming parts is most likely to be reduced by:
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Activity elimination
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Striving to produce the same activity output with lower costs for the input used is concerned with which of the following dimensions of activity performance?
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Efficiency
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Which of the following is a quantity prevention cost?
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Quality planning, supplier evaluation and selection, quality audits, and field trials
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Which of the following is an appraisal cost?
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Manager of an inspection team
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Which of the following is an internal failure cost?
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Retesting
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Which of the following is an external failure cost?
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Lost sales
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