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HI5017 Managerial Accounting Assignment Answers


This paper explores Activity Based costing systems and discuss the costing system’s features briefly. It Identifies and explains why two different Australian organizations are acceptable for your chosen costing program. A Discussion for managers in each of the two organizations listed above the possible use of the cost information for decision-making. Based on the chosen costing report, summarize how real-life Company has built and applied the costing method. It discusses whether the costing system in the study meet the features discussed based on your selected costing article or not. Enter examples from your costing article in your answer. How useful was the cost information to internal users in the company based on your chosen costing article Speak to your costing article with examples. Two main lessons are given based on your literary results, educating contemporary organizations about the practical application of your costing method you choose.

Part A

2 Activity-based costing features

Activity-based costing attributes or traits are briefly explained below.

  1. Overall costs are classified into two categories, i.e. fixed costs and variable costs, which are required to include quality details and develop a reasonable expense scheme in a production concern.
  2. Cost behaviour patterns are properly distinguished.
  3. Price activity trends are volume-related, diversity-related, time-related activities.
  4. The required cost driver must be established to track overhead to a company.
  5. Cost drivers dictate cost behaviour.

As a product of a collective insurance management system reform, an insurance provider has built a program to remove some of the clerical workload involved with renewal underwriting to maintain fair and reliable premium estimates (Keel, et al, 2017).

Instead of manually estimating renewal rates, underwriters type out coded program input papers, determining a renewal rate dependent on a set of common mathematical and actuarial assumptions. Because such conclusions might or do not extend to a given regulation, the underwriters evaluate documents surrounding the regulations to determine if the basic estimates extend. When not, the coding sheet is changed correctly and resubmitted.

With $52 billion in sales and 123,000 workers, 97,000 in the United States, Chrysler turned out to assist ABC in converting a bureaucratic entity. In the 1980s, the car maker took major moves to boost operating efficiency, reduce costs, raise competitiveness and rejuvenate its model range. However, Chrysler eventually met up with such powerful rivals as Japanese automobile factories and Ford Motor Corporation. In the late 1980s, and his second in a decade, the financial crisis of Chrysler exposed the remaining amount of analysis (Akhawan, Ward & Bozic, 2016).

The leaders of Chrysler were dedicated to introducing a much more versatile, efficient, cross-functional and process-oriented system of the company’s hierarchical architecture. The organisation has been pressured to build its production teams for innovative goods and form stronger relations with manufacturers and distributors. In the late 1980s, they began to transform the organisation towards a process-oriented business, motivated by the early successes of teams.

The main spokesperson for using ABC to promote progress has been Lutz, who has helped the implementation teams and been the guiding force behind organising the whole firm around applications. He understood the difficulties of shifting employees and particularly of continued growth and a rise in sales in the automotive sector. He figured that ABC could support the method to show the expense and inefficiency of could operation.

The primary purpose of the old costing software was to help the department control the operations and the efficiency of inventories. However, some felt that the old system presented a good picture of the company’s costs, above and beyond accounting. Lutz was another sceptic. He was also frustrated during his time in Ford, BMW and Chrysler, as his creative suggestions regarding product design and changes to the development process were overlooked. Since corporate financial structures centred on direct expenses and relyed on predetermined expense measures such as overhead labour prices, he found they could not fairly evaluate his proposals. During Chrysler ‘s team roll-out, his grievances reappeared. Again, Lutz easily noticed that the company’s cost accounting system did not report running expenditures, far less disparity in value added and non-value-added transactions. He said, “This is my method,” whenever he saw an object on an activity-based costing.

Safety-Kleen, which currently has 6,600 staff and $800 million sales, accomplished its exponential success by empowering facilities executives to behave as businessmen. Plant managers were liable for determining whether to treat the waste delivered to their plants; they might treat the material themselves or send it to another plant or, in certain instances, to a third-party distributor. But typically waste was merely transported to the closest Safety-Kleen facility, whether or not it could be handled at the lowest rate. In reality, Safety-Kleen didn’t realize its services and products’ true costs. Cost-accounting numbers’ main purpose was to help the accounting department keep the books, not to help operations do their job.

When the burden on earnings grew, so did the hostility of management and marketers against accounting, as they didn’t believe their figures. Operations and marketing started producing their own statistics to help capital spending, cost, plant usage, and process management decisions. Top management slowly noticed that the organization had to start basing decision-making around what would produce the most income for the whole business, rather than what would be better for a particular factory. To make these choices, the business required even more precise knowledge on its production costs, including how much manufacturing, storage, and storing a batch of goods would cost for each factory. The business wanted a completely different cost-accounting method.

As Safety-Kleen and Chrysler eventually launched ABC, each soon found so multiple workers — from field staff to top management to whole departments — resisted. Others believed ABC would alter the existing institutional system. Others were intimidated because they suspected ABC would expose inefficient processes concealed by conventional cost-accounting schemes. Some didn’t like ABC as it’s new. And several administrators, especially those who thought ABC had to resist because they realised there was an immense amount of construction work to do. 

Why Collecting ABC Information Is Big Job

This was not shocking that Chrysler workers accepted the ABC system at several of the first job places where it was implemented. Chrysler has a lengthy tradition of performance-improvement projects that never managed to achieve as they expected and were substituted as soon as a new system launched. The reality that one branch briefly attempted and discarded an ABC model in the mid-1980s following a shift of management further fuelled suspicion.

As Lutz predicted, as the economy rebounded, workers wondered whether the business had to adjust. In fact, with both plants running at full speed, line and middle managers debated whether they had the resources to gather results. Many employees also feared an unspoken motive to introduce ABC to eliminate jobs. Several business director personnel and certain facilities executives were similarly unenthusiastic. The old cost-accounting method influenced their expertise and cost-related analysis. We, too, believed that ABC was the new fad and that existence would remain largely unchanged until it died.

Part B 

The initial resistance of Safety-Kleen was unusual partially because it was a mid-business fighter. ABC has begun with C the notion that Safety-Kleen might greatly improve. James Schulz, North American business manager who hired William J. Chaika, a test project for recycling centre assistants. The project was supported and approved by Schulz and Chaika ‘s supervisors — the business owner and chief financial officer — however Chaika was actively advocating the strategy.

Senior managers in Kentucky have chosen a pilot plant and they have planned to use the pilot plant in a significant field of production. They had to guarantee that they knew the actual cost of development of new multi-million dollar devices in the factory before they jumped in. Two Price Waterhouse analysts, one financial advisor, and two Safety-Kleen area controls recruited Chaika to deploy him in the ABC Device implementation phase. The problem began after they arrived. They were ordered to fail by the boss. There was no business for him to question him how his company could be run.

The manager told them to get lost whilst the accountants were in the Safety-Kleen New Castle factory in Kentucky.

The vice president of the recycling department, to which all plant managers related, and the five vice presidents responsible for one or more hazardous waste sources, all rejected Chaika. Operations and marketing have agreed that, but without clear objectives, the organisation would strengthen its policy making. Marketing needed information on selling prices and companies needed information on results. No party was satisfied regardless of its accounting roots. In comparison, the others felt the figures would challenge their turf. And the five communications vice presidents associated ABC with adjusting the ground rules and increasing the wages to calculate benefits.

Chrysler and Safety-Kleen encountered internal resistance after some initial obstacles, which acted as a model for other firms. Both businesses forced main workers to shake ABC equally and finally to adopt the method.


In comparison, Safety-Kleen, a small, fast-growing enterprise, switched to ABC because the accounting structure had expanded. In response to companies’ critical need to seek safe ways to recycle harmful waste, Safety Kleen was established in 1968. In one plant in Illinois the company began processing one sort of waste — mineral spirits. It needed a system of basic costs, which was sufficient for internal financial controls and investors to be provided with information. In an undeveloped industry, the biggest obstacle for the organisation was the use of large resources. A marketing, eco-friendly company; secondary business concern was operating productivity (Abu, Jamal din & Zakaria, 2017).

Safety-Kleen was nevertheless even larger and complicated by 1991. There was an increase of more than 100 hazardous substances being processed and an increase of eleven product categories, including recycled petrol, antifreeze, oil philtres, water solvents, and dry-cleansing. In eight states and Puerto Rico, the number of plants had increased to 12, most of them treating diverse types of waste. The competition had become more dynamic in the beginning of the 1990s. Increased growth, increased demand and several States began charging up to 25% of hazardous waste generators and recyclers.


SailRite Group’s ABC.

The costing of activities comprises five phases. When you are moving through the illustration of the SailRite Company, remember that the total projected overhead cost remains at $8 million. However, instead of divisions, the sum is divided into separate operations, and the overhead limit for each operation is calculated. The following are the five steps:

Step 1 : Identify events for completion of the risky commodity.

Every overhead method or practise is an operation. The objective is to take into account the things it can produce the goods of the company. Recruitment and recruitment in the organisation are included. Organizations use activity-based costing to recognise hundreds of activities needed for their goods, including Hewlett Packard and the IBM. The worst aspect of this move is to increase the operations of those with the greatest impact on overhead costs.

The accountant of SailRite identifies the following activities as having a major impact on overhead costs after meetings with employees throughout the company:

The second phase. Assign operating costs to operations of Phase 1.

In this move, the task operating costs associated with increasing operation are determined (i.e., the construction for each tasks of the expense pool). SailRite includes the cost pool for the purchase of materials, for example, purchase salaries, leasing for office space in the department and the depreciation of office equipment.

After close analysis of overhead costs (note that overhead costs are not raw resources or direct labour costs), SailRite ‘s accountant established the following estimates.


Advances of computerised Technology also resulted in a multitude of software that managers continually utilise for decision making and implementation. For different purposes, these devices were developed from scratch and differ considerably from standard electronic data processing systems. Very many managers have no input in the creation of these support structures, sadly, but at the same time non-managers are constrained in their understanding of how they should be employed. In spite of those inconveniences, the reviewer took much of the 56 systems he successfully evaluated into consideration. And how much managers can use the software to boost their organisations’ competitiveness is the difference between success and failure. The author suggests that these are the conditions for the mutual usage of programmers and managers to exploit the capabilities of modern technology.

Why would managers believe that a foot, deposited every other week on their tables, will be on anything rather than a pile of files?

For instance, everybody understands that a listing of debts is outstanding for computers. But what about all the demands and speculations regarding the role of the machine in management in recent decades? Whilst developments in easy information gathering, interpretation and show technologies have been made, my new study of 56 computerised decision assist systems confirms the common wisdom that to date very a few management structures have been streamlined, all indicators are that they remain unable to do so.

Rather, my results reflect what other researchers reported: apps are created, which are not used to substitute the decision-maker. In other terms, more citizens utilise so called decision-support structures for increasing their management performance in an increasing range of organisations.

Sadly, my study also shows that while ever more practical options are being created for the use of decision-makers, those who will gain from them still have three major troubles in their course.

Secondly, these market people tend to focus on technical developments, closely connected to my first point. Too much so, they do not know how these mechanisms can be utilised to increase people ‘s efficiency within businesses.

Finally, the most useful approach the management will consider is an extremely creative risk , especially when the change trigger emerges from a position other than the client.

In this article, I am specifically trying to highlight the high capacity of a variety of decision support systems, the challenges and risks confronting managers and implementers as well as a large range of methods to solving these challenges and risks without utilising the technology involved (Cidav, et al, 2020).

International consultants developed the systems in my second, fifth and seventh instances, while the first, third and sixth systems were innovations by team employees who are currently hired as entrepreneurs; only the fourth model has been focused on a particular consumer mandate. This pattern of innovative projects being implemented by everyone excluding consumers was present in many of the 56 systems.

Recovery — a network with shop floor servers.

One organisation management has introduced an automated shopping floor information system in support of production agents to improve percentage performance in a newly developed 50-phase process for processing microcircuits. Daily job reports on departure, release day, worker identification, etc are sent by operators. These foremen use programmes, customers, machines and tonalities to bet their information.

Among all ways, you can not have the software. We would follow up on activities, identify challenges in yields and fix day-to-day issues, such as who works on what amount, whether operators are ahead or below schedule or below estimates. The foremen have 13 simple commands to capture and view data on a cathode tube screen from the computer. Commands need you to tailor reports to your needs.

Recovery and review – a form of analytical portfolio.

I trained investment managers to test individual investments using an electronic software prior to contacting customers or making accepted business decisions. Managers should eliminate time intensive manual tasks, access up-to – date portfolio information in graphical or tabular form, and can conveniently order it.

The manager will analyse each portfolio and portfolio class depending on the situation — for example by evaluating it differently, getting sector-based or risk-level breakups and so on. In this kind of polyvalence, the Bank’s fund managers are utilising a wide amount of details more effectively, most of it was formerly accessible but only by tedious manual analysis.

Various archives and reviews — delivery systems helpful.

This is possibly the explanation why I looked at existing customer information systems through two consumer products corporations and a manufacturing company. To deliver accurate and cost-efficient ad hoc product evaluations for those in organisation promotion and strategy sectors, EDP ‘s basic roles were too inflexible. For each example, EDP systems information is now autonomously preserved, and tested in conjunction with proprietary independently obtained data sets and models for two scenarios (Heaton, et al , 2019).

In general, any method is a way to support decision makers by an individual or community. Identification of a challenge, applying current structures and knowledge to it, designing a solution as an empirical framework or an extra device and presenting the findings in an extended system edition. Their modus operandi is gradual.

Assessing steps focused on an accounting standard — origins and costs for activities.

An insurance company utilises an automated, source-and-application planning method to enhance operational decision making and financial forecasting over a two year cycle. Inputs are calculated in separate insurance and finance realms foreseen sales trends and projections of key individuals, such as future monetary-market rates. The performance is a net cash balance estimated weekly.


In three ways, operation costs (ABC) increases efficiency. First, the volume of investment pools is expanded to reduce running costs. It packages costs by process instead of placing all costs in an enterprise-wide cup.

Secondly, alternate mechanisms for assigning operational costs to goods such that spending is distributed in compliance with operations which increase costs and not in terms of quantities, like function or direct cost of labour.

Finally, ABC transforms the nature of different contingent expenditures, having traditionally believed liabilities immaterial — such as income, benefits, or wages — traceable against all transactional practises. Otherwise, ABC moves operational expenditure from large-scale to small-scale goods, resulting in an improvement in low unit costs.


Abu, M. Y., Jamaludin, K. R., & Zakaria, M. A., 2017. Characterization of Activity based costing on remanufacturing crankshaft. International Journal of Automotive & Mechanical Engineering14(2).

Akhavan, S., Ward, L., & Bozic, K. J., 2016. Time-driven activity-based costing more accurately reflects costs in arthroplasty surgery. Clinical Orthopaedics and Related Research®474(1), 8-15.

Cidav, Z., Mandell, D., Pyne, J., Beidas, R., Curran, G., & Marcus, S., 2020. A pragmatic method for costing implementation strategies using time-driven activity-based costing. Implementation Science15, 1-15.

Heaton, H. A., Nestler, D. M., Barry, W. J., Helmers, R. A., Sir, M. Y., Goyal, D. G., & Sadosty, A. T., 2019. A time-driven activity-based costing analysis of emergency department scribes. Mayo Clinic Proceedings: Innovations, Quality & Outcomes3(1), 30-34.

Keel, G., Savage, C., Rafiq, M., & Mazzocato, P., 2017. Time-driven activity-based costing in health care: A systematic review of the literature. Health Policy121(7), 755-763.

Pieter, J. E. (2018). Bridging the gap between theory and practice in management accounting. Accounting, Auditing & Accountability Journal, 31(5), 1486-1509. doi: