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Activity- and
Strategy-Based
Responsibility
Accounting
CHAPTER
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1. Compare and contrast functional-based,
activity-based, and strategic-based
responsibility accounting systems.
2. Explain process value analysis.
3. Describe activity performance measurement.
4. Discuss the basic features of the Balanced
Scorecard.
Objectives
After studying this
chapter, you should
be able to:
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Responsibility
Accounting Model
Assigning responsibility
Establishing performance
measures or benchmarks
Evaluating performance
Assigning rewards
The responsibility accounting model is
defined by four essential elements:
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Functional-based
Activity-based
Strategic-based
Types of Responsibility
Accounting
Management accounting offers the
following three types of responsibility
accounting systems.
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A functional-based responsibility accounting system
assigns responsibility to organizational units and
expresses performance measures in financial terms.
Functional-
Based Responsibility
Accounting System
It is the responsibility accounting system that
was developed when most firms were
operating in relatively stable environments.
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Elements of a
Functional-Based
Responsibility
Accounting System
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Responsibility Is
Defined
Individual
in Charge
Operating
Efficiency
Financial
Outcomes
Unit
Budgets
Static
Standards
Standard
Costing
Currently
Attainable Stds.
Financial
Efficiency
Actual vs.
Standard
Controllable
Costs
Financial
Measures
Performance Measures
Are Established
Performance Is
Measured
Individuals Are
Rewarded Based on
Financial Performance
Profit
Sharing
Promotions Bonuses
Salary
Increases
Organizational
Unit
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An activity-based responsibility accounting system
assigns responsibility to processes and uses both
financial and nonfinancial measures of performance.
Activity-
Based Responsibility
Accounting System
It is the responsibility accounting system
developed for those firms operating in
continuous improvement environments.
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Elements of an
Activity-Based
Responsibility
Accounting System
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Responsibility Is
Defined
Team
Value Chain
Optimal
Process
Oriented
Dynamic
Value-
Added
Time
Reductions
Cost
Reductions
Quality
Improvement
Trend
Measures
Performance Measures
Are Established
Performance Is
Measured
Individuals Are Rewarded
Based on Multidimensional
Performance
Gain-
Sharing
Promotions Bonuses
Salary
Increases
Financial
Process
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Strategy-
Based Responsibility
Accounting System
A strategic-based responsibility accounting system
(Balanced Scorecard) translates the mission and
strategy of an organization into operational objectives
and measures for four different perspectives:
The financial perspective
The customer perspective
The process perspective
The infrastructure (learning and
growth) perspective
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Elements of a
Strategy-Based
Responsibility
Accounting System
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Responsibility Is
Defined
Financial
Process
Communica-
tion Strategy
Alignment of
Objectives
Balanced
Measures
Link to
Strategy
Financial
Measures
Process
Measures
Customer
Measures
Infrastructure
Measures
Performance Measures
Are Established
Performance Is
Measured
Individuals Are Rewarded
Based on Multidimensional
Performance
Gain-
Sharing
Promotions Bonuses
Salary
Increases
Infrastructure
Customer
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Activity-based management (ABM) is a systemwide,
integrated approach that focuses managements attention
on activities with the objective of improving customer
value and the profit achieved by providing this value.
Activity-Based Management
(ABM)
Activity-based management encompasses both
product costing and process value analysis.
The activity-based management model has two
dimension: a cost dimension and a process
dimension.
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Cost Dimension
Activity-Based Management Model
Resources
Process Dimension
Driver
Analysis
Why?
Performance
Analysis
How well?
Products
and
Customers
Activities
What?
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Process value analysis is fundamental to activity-based
responsibility accounting, focuses on accountability for
activities rather than costs, and emphasizes the
maximization of systemwide performance instead of
individual performance.
Process Value Analysis
Process value analysis is concerned with:
Driver analysis
Activity analysis
Activity performance measurement
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Activity Analysis
Activity analysis is the process of identifying, describing,
and evaluating the activities an organization performs.
Activity analysis should produce four outcomes:
What activities are done.
How many people perform the activities.
The time and resources are required to perform
the activities.
An assessment of the value of the activities to
the organization.
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Those activities necessary to
remain in business are called
value-added activities.
Value-
Added
Activities
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Activities needed to comply
with the reporting
requirements, such as the
SEC, are value-added by a
mandate.
Value-
Added
Activities
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A discretionary activity is classified as value-added
provided it simultaneously satisfies three conditions:
Value-
Added
Activities
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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All activities other than those
essential to remain in business
are referred to as nonvalue-
added activities.
Nonvalue
-Added
Activities
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Nonvalue-
Added
Activities
Scheduling
Moving
Waiting
Inspecting
Storing
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Activity Analysis
Activity elimination
Activity selection
Activity reduction
Activity sharing
Activity Analysis Can Reduce Costs in Four Ways:
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Efficiency
Quality
Time
Measures of Activity
Performance
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Measures of Activity Performance
Financial measures of activity
efficiency include:
Value and nonvalue-
added activity cost
reports
Trends in activity cost
reports
Kaizen standard setting
Benchmarking
Life-cycle costing
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Value- and Nonvalue-Added
Cost Reporting
Activity Activity Driver SQ AQ SP
Welding Welding hours 10,000 8,000 $40
Rework Rework hours 0 10,000 9
Setups Setup hours 0 6,000 60
Inspection Number of inspections 0 4,000 15
Value-added
standards call for
their elimination
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Value- and Nonvalue-Added
Cost Reporting
Activity Activity Driver SQ AQ SP
Welding Welding hours 10,000 8,000 $40
Rework Rework hours 0 10,000 9
Setups Setup hours 0 6,000 60
Inspection Number of inspections 0 4,000 15
Value-added
standards call for
their elimination
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Value-added costs = SQ x SP
Nonvalue-added costs = (AQ SQ)SP

Where SQ = The value-added output level of an
activity
SQ = The standard price per unit of activity
output measure
AQ = The actual quantity used of flexible
resources or the practical activity
capacity acquired for committed
resources
Formulas
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Welding $400,000 $ - 80,000 $320,000
Rework 0 90,000 90,000
Setups 0 360,000 360,000
Inspection 0 60,000 60,000
Total $400,000 $430,000 $830,000
Value- and Nonvalue-
Added Cost Report
Value-Added Nonvalue- Actual
Activity Costs Added Costs Costs
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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 $430,000 $355,000 $235,000

Nonvalue-Added Costs
Activity 2003 2004 Change
Trend Report: Nonvalue-Added Costs
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The Role of Kaizen Standards
Kaizen costing is concerned with
reducing the costs of existing
products and processes.
Controlling this cost reduction process is
accomplished through the repetitive use
of two major subcycles:
(1) the kaizen or continuous
improvement cycle, and
(2) the maintenance cycle.
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Act
Kaizen Cost Reduction Process
Do Do
Kaizen Subcycle Maintenance
Subcycle
Check
Plan
Search
Check
Act
Standard
Lock in
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Benchmarking uses best
practices as the standard for
evaluating activity
performance.
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Activity Capacity Management
Activity capacity is
the number of times
an activity can be
performed.
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AQ = Activity capacity acquired (practical capacity)
SQ = Activity capacity that should be used
AU = Actual usage of the activity
SP = Fixed activity rate
SP x SQ
$2,000 x 0
$0
Activity
Volume Variance
$120,000 U
Unused
Capacity Variance
$40,000 F
Activity Capacity Variance
SP x AQ
$2,000 x 60
$120,000
SP x AU
$2000 x 40
$80,000
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Life-Cycle Cost Commitment Curve
Planning Design Testing Production Logistics
100
90
80
70
60
50
40
30
20
10
Cost Commitment
Curve
Life Cycle
Cost %
90 percent of life-
cycle costs are
committed at this
point
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Target Costing
A target cost is the difference between the sales price
needed to capture a predetermined market share and the
desired per-unit profit.
Example: Current product specifications and the
targeted market share call for a sales price
of $250,000. The required profit is $50,000
per unit. The target cost is computed as
follows:
$250,000 $50,000 = $200,000
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Target Cost
Target Price
Market Share
Objective
Product
Functionality
Target Profit
Product and
Process Design
Target
Cost Met?
NO
Produce Profit
YES
Target-
Costing
Model
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Unit Cost and Price Information for New Product
Unit production cost $ 6
Unit life-cycle cost 10
Unit whole-life cost 12
Budgeted unit selling price 15
Life-Cycle Costing: Budgeted
Costs and Income
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Budgeted Costs
Development costs $200,000 ---- ---- $ 200,000
Production costs ---- $240,000 $360,000 600,000
Logistic costs ---- 80,000 120,000 200,000
Annual subtotal $200,000 $320,000 $480,000 $1,000,000
Postpurchase costs --- 80,000 120,000 200,000
Annual total $200,000 $400,000 $600,000 $1,200,000

Units produced 40,000 60,000


Note: The post purchase costs are costs incurred by the customer and are not
included in the budgeted income e statement.
Item 2003 2004 2005 Item Total
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2003 ---- -$200,000 -$200,000 -$200,000
2004 $600,000 -320,000 280,000 80,000
2005 900,000 -480,000 420,000 500,000
Annual Cumulative
Year Revenues Costs Income Income
Budgeted Product Income Statements
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Performance Report for
Life-Cycle Costs

2003 Development $190,000 $200,000 $10,000 F
2004 Production 300,000 240,000 60,000 U
Logistics 75,000 80,000 5,000 F
2005 Production 435,000 360,000 75,000 U
Logistics 110,000 120,000 10,000 F
Analysis: Production costs were higher than expected because
insertions of diodes and integrated circuits also drive costs (both
production and postpurchase costs).
Conclusion: The design of future products should try to
minimize total insertions.
Year Item Actual Costs Budgeted Costs Variance
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The
Balanced
Scorecard
The Balanced Scorecard translates
an organizations mission and
strategy into operational objectives
and performance measures for four
different perspectives:
The financial perspective
The customer perspective
The internal business
process perspective
The learning and growth
perspective
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Strategy, according to Robert Kaplan and
David Norton, is defined as
. . . choosing the market and customer
segments the business unit intends to serve,
identifying the critical internal and business
processes that the unit must excel at to
deliver the value propositions to customers
in the targeted market segments, and
selecting the individual and organizational
capabilities required for the internal,
customer, and financial objectives.
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Vision and Strategy
Financial Infrastructure
Customer Process
Objectives
Measures
Targets
Initiatives
Strategy-
Translation
Process
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Testable Strategy
Illustrated
Quality
Training
Infra-
structure
Redesign
Products
Process
Reduce
Defective
Units
Increase
Customer
Satisfaction
Customer
Increase
Market
Share
Increase Sales
Financial
Increase Profits
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Summary of Objectives and Measures:
Financial Perspective
Objectives Measures
Revenue Growth:
Increase the number of new Percentage of revenue
products from new products
Create new applications Percentage of repeat
customers
Develop new customers and Percentage of revenue from
markets new sources
Adopt a new pricing strategy Product and customer
profitability
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Objectives Measures
Cost Reduction:
Reduce unit product cost Unit product cost

Reduce unit customer cost Unit customer cost

Reduce distribution channel cost Cost per distribution channel

Asset Utilization:
Improve asset utilization Return on investment
Economic value added
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Summary of Objectives and Measures:
Customer Perspective
Objectives Measures
Core:
Increase market share Market share (percentage of
market)
Increase customer retention Percentage of repeat
customers
Increase customer acquisition Number of new customers
Increase customer satisfaction Ratings from customer
surveys
Increase customer profitability Customer profitability

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Objectives Measures
Performance Value:
Decrease price Price
Decrease postpurchase costs Postpurchase costs
Improve product functionality Ratings from customer
surveys
Improve product quality Percentage of returns
Increase delivery reliability On-time delivery percentage
Aging schedule
Improve product image and Ratings from customer
reputation surveys

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Actual Conversion Cost per Unit
Standard costs per minute = $1,600,000/400,000
= $4 per minute
Actual cycle time = 60 minutes/10 units
= 6 minutes per unit
Actual conversion costs = $4 x 6
= $24 per unit
Theoretical Conversion Cost per Unit
Theoretical cycle time = 60 minutes/12 units
= 5 minutes per unit
Theoretical conversion
costs = $4 x 5
= $20 per unit
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Summary of Objectives and Measures:
Process Perspective
Objectives Measures
I nnovation:
Increase the number of new Number of new products vs.
products planned
Increase proprietary products Percentage of revenue from
proprietary products
Decrease new product Time to market (from start
development time to finish)

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Objectives Measures
Operations:
Increase product quality Quality costs
Output yields
Percentage of defective units
Increase process efficiency Unit cost trends
Output/input(s)
Decrease process time Cycle time and velocity
MCE
Postsales Service:
Increase service quality First-pass yields
Increase service efficiency Cost trends
Output/input(s)
Decrease service time Cycle time

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Summary of Objectives and Measures:
Learning and Growth Perspective
Objectives Measures
Increase employee capabilities Employee satisfaction ratings
Employee turnover percentage
Employee productivity
(revenue/employee)
Hours of training
Strategic job coverage ratio
(percentage of critical job
requirements filled)

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Objectives Measures
Increase motivation and Suggestions per employee
alignment Suggestions implemented per
employee
Increase information systems Percentage of processes with
capabilities real-time feedback
capabilities
Percentage of customer-facing
employees with on-line
access to customer and
product information

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The End
Chapter Ten
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