ABC WHITE PAPER
The Essence of ABC - The OffTech Approach
by James Dunkley & Dr. David Payne
ABC is a management tool.
Above all else, ACTIVITY BASED COSTING is a management tool. In itself, ABC can do nothing.
ABC can, however, help your managers with their decision-making processes. The real value of ABC depends on the
use made of it by managers.
Resources necessarily involve costs because everything (including human beings) eventually wears out. Costs can
include:
•
Cash spent on running an operation;
•
The maintenance of a resource base.
The costs of maintaining plant, buildings, personnel and other assets are often expressed by accountants as
depreciation
.
Accounting techniques attempt to quantify costs by including many subjective opinions, such as the bases of depreciation
and/or inventory valuation. Accounting methods are often based on legal or Tax Office requirements rather than the
actual costs of running a business. As well, some costs might be expended as investment for the future and are
generally not included in an accounting approach to cost estimates.
Many real costs are of a 'direct' nature, for example, materials and some specific overhead expenses. In the past,
methods adopted for allocating other costs, which might include Manufacturing, Distribution, Marketing and
Administration costs, have created controversy and argument.
ACTIVITY BASED COSTING attempts to ensure that every cent spent by an organisation, including direct and overhead
costs, is allocated to the products or services in the most equitable way in order to realistically identify the cost to the
organisation of delivering those products or services.
In essence, ABC works like this:
•
The ABC method identifies a group of 'cost pools' or 'activities' within your organisation through which a product
or service must pass before it is delivered to the customer.
•
The total cost of operating each of the 'activities' for a year must be estimated.
•
The total number of hours that will be spent on each of the 'activities' in a year must be estimated.
•
Based on these two estimates, a 'cost driver' for each of the 'activities' can be calculated.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
For example, if it is estimated that a press will cost $250,000 to operate over a year, including the direct and
overhead costs allocated to that press, and it is estimated that 25,000 products will pass through that press
during the year, an appropriate 'cost driver' would be $10/product.
Alternatively, if it is estimated that each product will take 10 minutes to pass through the press activity, an
alternative 'cost driver' for the press would be $10/product x 6 products/hr, that is, $60/hr to run the press.
pg_0002
Each of these 'cost drivers' is equally valid in this case.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
•
Assign a suitable 'cost driver' to each of the 'activities' identified in your organisation and thus calculate an
estimate cost for each 'cost driver' unit.
The number of cost collectors used for determining the 'cost drivers' must be determined for each particular business.
Problems can arise when the approach becomes unduly complicated and detailed. The degree of analysis that is realistic
for an organisation must be clarified at the outset. Unnecessary resources may be used and a cost uncurred through
'over analysis', thus defeating the whole purpose of the ABC exercise. The business could then suffer from 'paralysis
through analysis'.
ABC must be tailored for each organisation in the light of its intentions and particular requirements, using a
degree of analysis that is affordable and realistic.
Once an ABC exercise has been carried out, you should be able to predict the real costs of production, at least quite
closely. The problems of planned margins and profit must then be considered. Does the market place dictate your
margin or can you apply a selling price that will deliver a planned profit? Should you apply a planned mark-up on ABC
costs uniformly across all 'activities' or can some 'activities' provide more profit than others? How does the final selling
price compare with the ABC costs? By using the ABC costing method, you will be able to see immediately the amount
of profit you can reasonably expect to make from any product or service you offer to your customers.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
If your initial cost estimates are correct, your profit
(before taxes) will be the selling price less the ABC cost.
It's that simple!
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
You will also be able to know immediately those products or services that are being delivered at a loss because their
selling price is less than their ABC cost.
By monitoring the costs - by comparing actuals with targets - you will be able to see whether your plans and targets are
being achieved. Corrective action can be taken relatively quickly. This might involve rethinking your business goals and
strategies for the foreseeable period.
Effective and timely monitoring is a good test for all managers - it is a good manager's quality control process.
ABC will quickly give you some guidance on how your sales revenue is likely to compare with the cost of delivering your
products or services. Ultimately, however, it is up to you and your management skills to optimise the use of the resources
at your disposal and to achieve your planned objectives.
The OffTech approach to ABC focuses on identifying the direct costs (including materials in the case of manufacturing
organisations) associated with delivering your products or services and seeks to assist you with finding the best way of
attaching the balance of your business's costs (ie. manufacturing, marketing, administration, selling overhead) to each of
your products or services through the 'activity cost drivers'.
OffTech's 'recipe' for ABC implementation is broadly as follows:
1. Define your business objectives;
2. Clarify your organisational structure;
3. Identify your resources;
4. Estimate the utilisation of these resources;
5. Define your production, distribution, marketing and administration policies, goals and strategies;
6. Estimate the planned costs of all your business overheads;
7. Estimate your direct costs;
8. Calculate your 'activity cost drivers'.
OffTech have designed and built ABC Manufacturing© so that it is suitable for many different business situations. The
program does not attempt to offer a 'cure-all' approach to production management - some customisation is required for
each business application. However, sufficient flexibility has been integrated into its design to ensure that the
customisation does not compromise the basic principles of ABC.
If you would like more information on OffTech's implementation of ABC, you can contact them on
enquiries@offtech.com.au
.
pg_0003
Possibly, your own staff will have the skills to do some of the preliminary design and installation work associated with an
ABC system. OffTech is available to monitor and supervise their efforts in a mentoring role. Alternatively, OffTech can
take a more direct role in organising your whole approach to ABC if you wish.
We suggest that you might want to complete the
Self-Survey Questionnaire
. It should help you to take a realistic look
at your organisation and assist you with deciding whether you want to go further with implementing ABC at this stage.
Please do not be surprised if:
•
The questionnaire shows you problems that are other than cost-related ones;
•
No miracle answer comes along.
ABC can only
help
good managers to 'manage better'. It is unlikely to transform an ordinary manager into a great
manager by itself. ABC will
never
be a panacea for inefficiency or incompetence.
pg_0004
ABC SELF SURVEY QUESTIONNAIRE
ACTIVITY BASED COSTING
Requirements for the OffTech Approach
1.
Briefly, describe your business.
•
What do you do? What are your objectives?
2.
What category is it?
•
Manufacturing, Distribution, Service, Transport...
3.
What is its size?
•
Turnover and staff.
4.
What is its organisational structure?
•
Show a current organisational chart with responsibilities.
5.
What is its legal structure?
•
Public Company, Private Company, Government Department, Non-Profit...
6.
Do you have any costing system?
•
If so, briefly describe it.
7.
How do you prepare Quotations and/or fix selling prices?
8.
How many products and/or services do you provide?
•
Give a brief description of each.
9.
List your major resources.
10.
What reliable output counts (goods and/or services) are available at each stage in the chain from resources to
product or services delivered to customer?
11.
If manufacturing or Distribution:
•
Do you have a stock control system? (Materials, Work-in-Progress and Finished Goods).
12.
If Services or Transport:
•
What capacity control techniques do you use?
13.
If you have a manufacturing business, list your main raw materials - with the percentage of each to total material
consumption (in $).
14.
What degree of computerisation do you have?
•
Briefly, describe hardware, software and staff computer literacy (if any of these apply).
If you prepare realistic and comprehensive answers to as many as possible of the above questions and would like to
progress with the OffTech Approach to Activity Based Costing then please contact one of OffTech's consultants. (See
below for contact details.)
To find out if Activity Based Costing is for your organisation, or to discuss implementation plans that are relevant,
appropriate and specific to your business, please Email or Fax your ABC Self-Survey to us and we can assist you with
professional consulting.
pg_0005
OffTech Computing Pty Ltd
Consultancy:
Suite 3
27 Eaton Street
Cumberland Park 5041
South Australia
Email:
enquiries@offtech.com.au
Fax:
+61 8 8272 3022
Phone:
+61 8 8373 3220
Please feel free to
contact us
for any more information, about our consultancy and consultancy fees, that you require.
The Essence of ABC - The OffTech Approach
ABC WHITE PAPER
The Essence of ABC - The OffTech Approach
by James Dunkley & Dr. David Payne
ABC is a management tool.
Above all else, ACTIVITY BASED COSTING is a management tool. In itself, ABC can do nothing.
ABC can, however, help your managers with their decision-making processes. The real value of ABC depends on the
use made of it by managers.
Resources necessarily involve costs because everything (including human beings) eventually wears out. Costs can
include:
•
Cash spent on running an operation;
•
The maintenance of a resource base.
The costs of maintaining plant, buildings, personnel and other assets are often expressed by accountants as
depreciation
.
Accounting techniques attempt to quantify costs by including many subjective opinions, such as the bases of depreciation
and/or inventory valuation. Accounting methods are often based on legal or Tax Office requirements rather than the
actual costs of running a business. As well, some costs might be expended as investment for the future and are
generally not included in an accounting approach to cost estimates.
Many real costs are of a 'direct' nature, for example, materials and some specific overhead expenses. In the past,
methods adopted for allocating other costs, which might include Manufacturing, Distribution, Marketing and
Administration costs, have created controversy and argument.
ACTIVITY BASED COSTING attempts to ensure that every cent spent by an organisation, including direct and overhead
costs, is allocated to the products or services in the most equitable way in order to realistically identify the cost to the
organisation of delivering those products or services.
In essence, ABC works like this:
•
The ABC method identifies a group of 'cost pools' or 'activities' within your organisation through which a product
or service must pass before it is delivered to the customer.
•
The total cost of operating each of the 'activities' for a year must be estimated.
•
The total number of hours that will be spent on each of the 'activities' in a year must be estimated.
•
Based on these two estimates, a 'cost driver' for each of the 'activities' can be calculated.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
For example, if it is estimated that a press will cost $250,000 to operate over a year, including the direct and
overhead costs allocated to that press, and it is estimated that 25,000 products will pass through that press
during the year, an appropriate 'cost driver' would be $10/product.
Alternatively, if it is estimated that each product will take 10 minutes to pass through the press activity, an
alternative 'cost driver' for the press would be $10/product x 6 products/hr, that is, $60/hr to run the press.
pg_0002
Each of these 'cost drivers' is equally valid in this case.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
•
Assign a suitable 'cost driver' to each of the 'activities' identified in your organisation and thus calculate an
estimate cost for each 'cost driver' unit.
The number of cost collectors used for determining the 'cost drivers' must be determined for each particular business.
Problems can arise when the approach becomes unduly complicated and detailed. The degree of analysis that is realistic
for an organisation must be clarified at the outset. Unnecessary resources may be used and a cost uncurred through
'over analysis', thus defeating the whole purpose of the ABC exercise. The business could then suffer from 'paralysis
through analysis'.
ABC must be tailored for each organisation in the light of its intentions and particular requirements, using a
degree of analysis that is affordable and realistic.
Once an ABC exercise has been carried out, you should be able to predict the real costs of production, at least quite
closely. The problems of planned margins and profit must then be considered. Does the market place dictate your
margin or can you apply a selling price that will deliver a planned profit? Should you apply a planned mark-up on ABC
costs uniformly across all 'activities' or can some 'activities' provide more profit than others? How does the final selling
price compare with the ABC costs? By using the ABC costing method, you will be able to see immediately the amount
of profit you can reasonably expect to make from any product or service you offer to your customers.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
If your initial cost estimates are correct, your profit
(before taxes) will be the selling price less the ABC cost.
It's that simple!
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
You will also be able to know immediately those products or services that are being delivered at a loss because their
selling price is less than their ABC cost.
By monitoring the costs - by comparing actuals with targets - you will be able to see whether your plans and targets are
being achieved. Corrective action can be taken relatively quickly. This might involve rethinking your business goals and
strategies for the foreseeable period.
Effective and timely monitoring is a good test for all managers - it is a good manager's quality control process.
ABC will quickly give you some guidance on how your sales revenue is likely to compare with the cost of delivering your
products or services. Ultimately, however, it is up to you and your management skills to optimise the use of the resources
at your disposal and to achieve your planned objectives.
The OffTech approach to ABC focuses on identifying the direct costs (including materials in the case of manufacturing
organisations) associated with delivering your products or services and seeks to assist you with finding the best way of
attaching the balance of your business's costs (ie. manufacturing, marketing, administration, selling overhead) to each of
your products or services through the 'activity cost drivers'.
OffTech's 'recipe' for ABC implementation is broadly as follows:
1. Define your business objectives;
2. Clarify your organisational structure;
3. Identify your resources;
4. Estimate the utilisation of these resources;
5. Define your production, distribution, marketing and administration policies, goals and strategies;
6. Estimate the planned costs of all your business overheads;
7. Estimate your direct costs;
8. Calculate your 'activity cost drivers'.
OffTech have designed and built ABC Manufacturing© so that it is suitable for many different business situations. The
program does not attempt to offer a 'cure-all' approach to production management - some customisation is required for
each business application. However, sufficient flexibility has been integrated into its design to ensure that the
customisation does not compromise the basic principles of ABC.
If you would like more information on OffTech's implementation of ABC, you can contact them on
enquiries@offtech.com.au
.
pg_0003
Possibly, your own staff will have the skills to do some of the preliminary design and installation work associated with an
ABC system. OffTech is available to monitor and supervise their efforts in a mentoring role. Alternatively, OffTech can
take a more direct role in organising your whole approach to ABC if you wish.
We suggest that you might want to complete the
Self-Survey Questionnaire
. It should help you to take a realistic look
at your organisation and assist you with deciding whether you want to go further with implementing ABC at this stage.
Please do not be surprised if:
•
The questionnaire shows you problems that are other than cost-related ones;
•
No miracle answer comes along.
ABC can only
help
good managers to 'manage better'. It is unlikely to transform an ordinary manager into a great
manager by itself. ABC will
never
be a panacea for inefficiency or incompetence.
pg_0004
ABC SELF SURVEY QUESTIONNAIRE
ACTIVITY BASED COSTING
Requirements for the OffTech Approach
1.
Briefly, describe your business.
•
What do you do? What are your objectives?
2.
What category is it?
•
Manufacturing, Distribution, Service, Transport...
3.
What is its size?
•
Turnover and staff.
4.
What is its organisational structure?
•
Show a current organisational chart with responsibilities.
5.
What is its legal structure?
•
Public Company, Private Company, Government Department, Non-Profit...
6.
Do you have any costing system?
•
If so, briefly describe it.
7.
How do you prepare Quotations and/or fix selling prices?
8.
How many products and/or services do you provide?
•
Give a brief description of each.
9.
List your major resources.
10.
What reliable output counts (goods and/or services) are available at each stage in the chain from resources to
product or services delivered to customer?
11.
If manufacturing or Distribution:
•
Do you have a stock control system? (Materials, Work-in-Progress and Finished Goods).
12.
If Services or Transport:
•
What capacity control techniques do you use?
13.
If you have a manufacturing business, list your main raw materials - with the percentage of each to total material
consumption (in $).
14.
What degree of computerisation do you have?
•
Briefly, describe hardware, software and staff computer literacy (if any of these apply).
If you prepare realistic and comprehensive answers to as many as possible of the above questions and would like to
progress with the OffTech Approach to Activity Based Costing then please contact one of OffTech's consultants. (See
below for contact details.)
To find out if Activity Based Costing is for your organisation, or to discuss implementation plans that are relevant,
appropriate and specific to your business, please Email or Fax your ABC Self-Survey to us and we can assist you with
professional consulting.
pg_0005
OffTech Computing Pty Ltd
Consultancy:
Suite 3
27 Eaton Street
Cumberland Park 5041
South Australia
Email:
enquiries@offtech.com.au
Fax:
+61 8 8272 3022
Phone:
+61 8 8373 3220
Please feel free to
contact us
for any more information, about our consultancy and consultancy fees, that you require.
The Essence of ABC - The OffTech Approach
ABC WHITE PAPER
The Essence of ABC - The OffTech Approach
by James Dunkley & Dr. David Payne
ABC is a management tool.
Above all else, ACTIVITY BASED COSTING is a management tool. In itself, ABC can do nothing.
ABC can, however, help your managers with their decision-making processes. The real value of ABC depends on the
use made of it by managers.
Resources necessarily involve costs because everything (including human beings) eventually wears out. Costs can
include:
•
Cash spent on running an operation;
•
The maintenance of a resource base.
The costs of maintaining plant, buildings, personnel and other assets are often expressed by accountants as
depreciation
.
Accounting techniques attempt to quantify costs by including many subjective opinions, such as the bases of depreciation
and/or inventory valuation. Accounting methods are often based on legal or Tax Office requirements rather than the
actual costs of running a business. As well, some costs might be expended as investment for the future and are
generally not included in an accounting approach to cost estimates.
Many real costs are of a 'direct' nature, for example, materials and some specific overhead expenses. In the past,
methods adopted for allocating other costs, which might include Manufacturing, Distribution, Marketing and
Administration costs, have created controversy and argument.
ACTIVITY BASED COSTING attempts to ensure that every cent spent by an organisation, including direct and overhead
costs, is allocated to the products or services in the most equitable way in order to realistically identify the cost to the
organisation of delivering those products or services.
In essence, ABC works like this:
•
The ABC method identifies a group of 'cost pools' or 'activities' within your organisation through which a product
or service must pass before it is delivered to the customer.
•
The total cost of operating each of the 'activities' for a year must be estimated.
•
The total number of hours that will be spent on each of the 'activities' in a year must be estimated.
•
Based on these two estimates, a 'cost driver' for each of the 'activities' can be calculated.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
For example, if it is estimated that a press will cost $250,000 to operate over a year, including the direct and
overhead costs allocated to that press, and it is estimated that 25,000 products will pass through that press
during the year, an appropriate 'cost driver' would be $10/product.
Alternatively, if it is estimated that each product will take 10 minutes to pass through the press activity, an
alternative 'cost driver' for the press would be $10/product x 6 products/hr, that is, $60/hr to run the press.
pg_0002
Each of these 'cost drivers' is equally valid in this case.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
•
Assign a suitable 'cost driver' to each of the 'activities' identified in your organisation and thus calculate an
estimate cost for each 'cost driver' unit.
The number of cost collectors used for determining the 'cost drivers' must be determined for each particular business.
Problems can arise when the approach becomes unduly complicated and detailed. The degree of analysis that is realistic
for an organisation must be clarified at the outset. Unnecessary resources may be used and a cost uncurred through
'over analysis', thus defeating the whole purpose of the ABC exercise. The business could then suffer from 'paralysis
through analysis'.
ABC must be tailored for each organisation in the light of its intentions and particular requirements, using a
degree of analysis that is affordable and realistic.
Once an ABC exercise has been carried out, you should be able to predict the real costs of production, at least quite
closely. The problems of planned margins and profit must then be considered. Does the market place dictate your
margin or can you apply a selling price that will deliver a planned profit? Should you apply a planned mark-up on ABC
costs uniformly across all 'activities' or can some 'activities' provide more profit than others? How does the final selling
price compare with the ABC costs? By using the ABC costing method, you will be able to see immediately the amount
of profit you can reasonably expect to make from any product or service you offer to your customers.
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
If your initial cost estimates are correct, your profit
(before taxes) will be the selling price less the ABC cost.
It's that simple!
- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
You will also be able to know immediately those products or services that are being delivered at a loss because their
selling price is less than their ABC cost.
By monitoring the costs - by comparing actuals with targets - you will be able to see whether your plans and targets are
being achieved. Corrective action can be taken relatively quickly. This might involve rethinking your business goals and
strategies for the foreseeable period.
Effective and timely monitoring is a good test for all managers - it is a good manager's quality control process.
ABC will quickly give you some guidance on how your sales revenue is likely to compare with the cost of delivering your
products or services. Ultimately, however, it is up to you and your management skills to optimise the use of the resources
at your disposal and to achieve your planned objectives.
The OffTech approach to ABC focuses on identifying the direct costs (including materials in the case of manufacturing
organisations) associated with delivering your products or services and seeks to assist you with finding the best way of
attaching the balance of your business's costs (ie. manufacturing, marketing, administration, selling overhead) to each of
your products or services through the 'activity cost drivers'.
OffTech's 'recipe' for ABC implementation is broadly as follows:
1. Define your business objectives;
2. Clarify your organisational structure;
3. Identify your resources;
4. Estimate the utilisation of these resources;
5. Define your production, distribution, marketing and administration policies, goals and strategies;
6. Estimate the planned costs of all your business overheads;
7. Estimate your direct costs;
8. Calculate your 'activity cost drivers'.
OffTech have designed and built ABC Manufacturing© so that it is suitable for many different business situations. The
program does not attempt to offer a 'cure-all' approach to production management - some customisation is required for
each business application. However, sufficient flexibility has been integrated into its design to ensure that the
customisation does not compromise the basic principles of ABC.
If you would like more information on OffTech's implementation of ABC, you can contact them on
enquiries@offtech.com.au
.
pg_0003
Possibly, your own staff will have the skills to do some of the preliminary design and installation work associated with an
ABC system. OffTech is available to monitor and supervise their efforts in a mentoring role. Alternatively, OffTech can
take a more direct role in organising your whole approach to ABC if you wish.
We suggest that you might want to complete the
Self-Survey Questionnaire
. It should help you to take a realistic look
at your organisation and assist you with deciding whether you want to go further with implementing ABC at this stage.
Please do not be surprised if:
•
The questionnaire shows you problems that are other than cost-related ones;
•
No miracle answer comes along.
ABC can only
help
good managers to 'manage better'. It is unlikely to transform an ordinary manager into a great
manager by itself. ABC will
never
be a panacea for inefficiency or incompetence.
pg_0004
ABC SELF SURVEY QUESTIONNAIRE
ACTIVITY BASED COSTING
Requirements for the OffTech Approach
1.
Briefly, describe your business.
•
What do you do? What are your objectives?
2.
What category is it?
•
Manufacturing, Distribution, Service, Transport...
3.
What is its size?
•
Turnover and staff.
4.
What is its organisational structure?
•
Show a current organisational chart with responsibilities.
5.
What is its legal structure?
•
Public Company, Private Company, Government Department, Non-Profit...
6.
Do you have any costing system?
•
If so, briefly describe it.
7.
How do you prepare Quotations and/or fix selling prices?
8.
How many products and/or services do you provide?
•
Give a brief description of each.
9.
List your major resources.
10.
What reliable output counts (goods and/or services) are available at each stage in the chain from resources to
product or services delivered to customer?
11.
If manufacturing or Distribution:
•
Do you have a stock control system? (Materials, Work-in-Progress and Finished Goods).
12.
If Services or Transport:
•
What capacity control techniques do you use?
13.
If you have a manufacturing business, list your main raw materials - with the percentage of each to total material
consumption (in $).
14.
What degree of computerisation do you have?
•
Briefly, describe hardware, software and staff computer literacy (if any of these apply).
If you prepare realistic and comprehensive answers to as many as possible of the above questions and would like to
progress with the OffTech Approach to Activity Based Costing then please contact one of OffTech's consultants. (See
below for contact details.)
To find out if Activity Based Costing is for your organisation, or to discuss implementation plans that are relevant,
appropriate and specific to your business, please Email or Fax your ABC Self-Survey to us and we can assist you with
professional consulting.
pg_0005
OffTech Computing Pty Ltd
Consultancy:
Suite 3
27 Eaton Street
Cumberland Park 5041
South Australia
Email:
enquiries@offtech.com.au
Fax:
+61 8 8272 3022
Phone:
+61 8 8373 3220
Please feel free to
contact us
for any more information, about our consultancy and consultancy fees, that you require.