220x Filetype XLSX File size 0.17 MB Source: knowledgequity.com.au
Sheet 1: TDABC Exercise
Time-driven activity-based costing | ||||||||||||
Exercise | ||||||||||||
Use the information provided below and the TDABC spreadsheet to determine: | ||||||||||||
1. Theoretical capacity. | ||||||||||||
2. Practical capacity. | ||||||||||||
3. Cost rate per minute (to 3 decimal places). | ||||||||||||
4. Any unused capacity and the associated cost. | ||||||||||||
5. Overhead cost allocation for a specific product. | ||||||||||||
A window manufacturer makes windows for houses with aluminium or timber frames and single glass panes. | ||||||||||||
The 'inventory management' functional area contains 8 staff members, each working 230 8-hour days per year. Non-productive time has been estimated at 1-hour per work day. |
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The total budgeted costs for the inventory management function for the year is $1,020,600. | ||||||||||||
Three key activities are undertaken by the inventory management area, these are: | ||||||||||||
1. Ordering inventory (raw materials). | ||||||||||||
2. Receiving of inventory into storage. | ||||||||||||
3. Picking inventory items for production. | ||||||||||||
NOTE: You can first attempt the exercise using the blank template that does not contain any formulas to test that you can calculate the items yourself; alternatively you can first use the template with the formulas to help you understand the calculations and then attempt with the blank template. | ||||||||||||
The total budgeted time for these activities for the year are: | ||||||||||||
1. Ordering inventory (raw materials). | 169,000 | minutes | ||||||||||
2. Receiving of inventory into storage. | 294,000 | minutes | ||||||||||
3. Picking inventory items for production. | 299,500 | minutes | ||||||||||
A summary of the time required for these activities is presented below: | Go to TDABC spreadsheet with no formulas | |||||||||||
Standard time per activity | Additional time per activity | Description of complexity requiring additional time | ||||||||||
Ordering inventory | 20 | 5 | Overseas supplier rather than local. | Go to TDABC spreadsheet with formulas | ||||||||
Receiving of inventory | 30 | 15 | Fragile materials (glass) requiring special handling. | |||||||||
Picking inventory for production | 15 | 10 | Fragile materials (glass) requiring special handling. | |||||||||
The SW-101 Window is one of the organisation's best selling products. Use the following activity transaction information to determine the overhead cost allocation. |
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Number of standard transactions | Number of complex transactions | |||||||||||
Ordering inventory | 3,000 | 1,500 | ||||||||||
Receiving of inventory | 2,800 | 3,000 | ||||||||||
Picking inventory for production | 3,200 | 3,050 | ||||||||||
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Copyright in the material is owned by KnowledgEquity, unless otherwise indicated, and you agree not to infringe any intellectual property rights, including trademarks, owned by KnowledgEquity. | ||||||||||||
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Disclaimer | ||||||||||||
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Using TDABC to allocate indirect costs | Legend: | ||||||||||||||||||||
input | unprotected bordered cells with blue font and yellow background are input cells | ||||||||||||||||||||
Theoretical capacity (total time available) in minutes: | |||||||||||||||||||||
Number of personnel | Work day in hours | Number of minutes in work day |
Number of work days in the period |
Theoretical capacity in minutes |
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Practical capacity | |||||||||||||||||||||
Non-productive work time calculator: | |||||||||||||||||||||
Theoretical capacity in minutes: | Hours per day | Minutes per day | Days per period | Number of personnel | |||||||||||||||||
Total | |||||||||||||||||||||
Less: | Time spent by personnel in non-productive work (e.g. training) | - | |||||||||||||||||||
Equals: | Practical capacity in minutes | ||||||||||||||||||||
TDABC cost rate per minute | |||||||||||||||||||||
Total costs to be allocated | |||||||||||||||||||||
Practical capacity | - | ||||||||||||||||||||
TDABC cost rate per minute (rounded to three decimal places) | |||||||||||||||||||||
Budgeted costs and unused capacity | |||||||||||||||||||||
Activity | Budgeted time (minutes) | Cost rate per minute |
Budgeted costs |
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(1) Total time and cost | |||||||||||||||||||||
(2) Total practical capacity and costs | |||||||||||||||||||||
Unused capacity (2) - (1) | |||||||||||||||||||||
Budgeted time for standard and complex activity performance | |||||||||||||||||||||
Product: | |||||||||||||||||||||
Standard activity performance | Complex activity performance | ||||||||||||||||||||
Activity | Unit time |
Transact -ions |
Standard time | Additional unit time | Transact -ions |
Additional time | Total time |
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Budgeted time | Standard time | Additional time | |||||||||||||||||||
Budgeted costs allocated to | |||||||||||||||||||||
Activity | Budgeted activity time (mins) |
Cost rate per minute |
Costs allocated |
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Total times |
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