Journal articles: 'Process Based Costing'

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Lee, Robert H., Marjorie J. Bott, Sarah Forbes, Linda Redford, Daniel L. Swagerty, and Roma Lee Taunton. "Process-Based Costing." Journal of Nursing Care Quality 18, no. 4 (October 2003): 259–66. http://dx.doi.org/10.1097/00001786-200310000-00003.

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Delpachitra, Sarath. "Activity‐based costing and process benchmarking." Benchmarking: An International Journal 15, no. 2 (April 11, 2008): 137–47. http://dx.doi.org/10.1108/14635770810864857.

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Singhania, Monica, and Gagan Gandhi. "KK Metals: CNC process costing." Emerald Emerging Markets Case Studies 2, no. 7 (September 26, 2012): 1–6. http://dx.doi.org/10.1108/20450621211284651.

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Subject area The application of activity based costing (ABC); calculating the cost of a CNC Process using ABC; designing a pricing strategy. Study level/applicability The case can be used in the following courses: MBA program with specialisation in finance (to teach students the application of costing in services sector); MBA program in general management (to highlight the concept of activity based costing and its application); and under an elective course on management control systems in MBA programs (to highlight the strategy to determine price effectively). Case overview The case highlights the application of activity based costing in arriving at cost and finally leading to development of price to be charged by KK Metals. The company wishes to compute the activity based cost of CNC process and develop the selling price for 194 precision turning services scientifically as opposed to the present strategy of being a price taker, largely on the basis of what essentially is prevalent in the local market within which KK Metals operates. The case gives an insight to numerous control variables that the management can consider while pricing its services. Expected learning outcomes The case can be used to understand management concepts such as ABC, pricing and the role of efficiency in business processes. It can be used to: teach complexities involved in identifying activity driver(s) in case of ABC as far as application to service sector is concerned; help understand the use of costing as an effective tool in pricing strategy of the company; and help students realize the significance of inputs used for calculating per hour cost. Supplementary materials Teaching notes are available. Consult your librarian for access.

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Cui, Qiu Yue, Xue Ren Dong, Yu Zhen Ma, and Long Li. "Research on the Application of Activity-Based Costing Based on the Concept of the New Accounting Standards." Advanced Materials Research 1006-1007 (August 2014): 486–89. http://dx.doi.org/10.4028/www.scientific.net/amr.1006-1007.486.

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We encountered many obstacles in the implementation process of Activity-based Costing. But the new accounting standards fully embody a new accounting concept, coinciding with the concept of Activity-based Costing, and it brings a new opportunity to implement Activity-based Costing. The paper discusses the content.

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Savickas, Vilius, and Julija Šarupičiūtė. "Factors influencing the target costing process." Buhalterinės apskaitos teorija ir praktika, no. 15 (April 10, 2014): 141–49. http://dx.doi.org/10.15388/batp.2014.15.12.

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The article presents principles of defining target price, target profit and target cost and conjoint concept of target costing process. Functions, performed by employees and departments of an organization during the target costing process are defined. The main direct and indirect factors influencing the determination of target cost and target costing process are proposed. Based on the analysis of literature it is stated, that organizational functions that play an important role in the process of target costing are strategic management, marketing, engineering and manufacturing and cost planning and accounting. The level of influence of target costing related factors can differ, however to achieve cost reducing goals organization should pay attention to customer preferences, supplier abilities, the negative influence of competitors, technological production experience and previous profitability.

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Becker, Jörg, Philipp Bergener, and Michael Räckers. "Activity-Based Costing in Public Administrations." International Journal of E-Services and Mobile Applications 2, no. 4 (October 2010): 1–10. http://dx.doi.org/10.4018/jesma.2010100101.

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The traditional way of budgeting in public administrations is input-oriented; however, this system does not meet actual methods of efficient budget controlling as a mapping of output parameters. Due to challenges, such as the need for cost reduction because of decreasing tax revenues, pressure for controlling mechanisms is rising. Furthermore, Europe Pan-European directives foster process harmonization and introduction of IT-supported and optimized business processes in the public sector. In this regard, activity-based costing can be a useful instrument for efficiency measurement of public administrations output. Through the introduction of new public management and double-entry accounting public administrations, the opportunity to use cost-centered accounting mechanisms to assess process performance while evaluating their activities in a holistic concept is accomplished. Process modeling can be a useful instrument to help public administrations to capture relevant process knowledge and thus create the data basis for activity-based costing.

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Yi, Kyoo-Jin. "Construction Cost Estimate Model Based on Process Costing System." Journal of the Architectural Institute of Korea Structure & Construction 31, no. 7 (July 30, 2015): 91–98. http://dx.doi.org/10.5659/jaik_sc.2015.31.7.91.

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He, T., L. M. Qiao, X. F. Xu, and Y. L. Fu. "A New Method for Costing of Quality Based on Business Rule in Manufacture." Applied Mechanics and Materials 10-12 (December 2007): 12–17. http://dx.doi.org/10.4028/www.scientific.net/amm.10-12.12.

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To reduce the complexity and difficulty of costing of quality of manufactures, a new approach about the costing of quality including the method, structure, system and case study based on the business process rule is proposed in the paper. Comparing with the traditional method, the new idea can improve the performance of the costing of quality at the aspect of generalization, customization, evolution and reconfiguration by establish the mapping among the user application, the business rule and the business process.

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Barros, Rúben Silva, and Ana Maria Dias Simões da Costa Ferreira. "Time-driven activity-based costing." Qualitative Research in Accounting & Management 14, no. 1 (April 18, 2017): 2–20. http://dx.doi.org/10.1108/qram-10-2015-0095.

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Purpose By designing a pilot time-driven activity-based costing (TDABC) model, this study aims to examine in depth the suitability and the complexity of TDABC in a manufacturing company. Design/methodology/approach To obtain a deeper understanding on the matters to analyse, this research adopts an interventionist approach. The host organisation is GP, a Portuguese company in the frozen food sector. Findings The authors’ experience allows them to assert that TDABC is suitable for a manufacturing company and it is able to deal with the variability of the industrial processes. Nonetheless, through a comparison with the models presented in the literature, TDABC appears to be more complex for manufacturing. The authors argue that this happens for two reasons. First, the two types of resources (human labour and machinery) used in production areas create a need to split tasks and to create two equations for each process, something that does not happen in service companies. Second, times are difficult to individualise for certain highly automated procedures, which could also give rise to some errors. Research limitations/implications The designed model is compared to other models presented in the literature. Practical implications This study shows a real example of TDABC in manufacturing and the procedural innovation of the time equations. Originality/value As the TDABC literature has been mostly focused on examples of service companies, the authors examine the technical suitability and the complexity of TDABC in manufacturing companies.

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Kim, Jun Hyun, Hae Jong Lee, Kyu Sik Lee, and Jae Hoon Whang. "Model Development of Hospital Process Reengineering by Activity-Based Costing." Journal of Korean Society of Medical Informatics 6, no. 1 (2000): 39. http://dx.doi.org/10.4258/jksmi.2000.6.1.39.

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Back, W. Edward, Donald A. Maxwell, and Leroy J. Isidore. "Activity-Based Costing as a Tool for Process Improvement Evaluations." Journal of Management in Engineering 16, no. 2 (March 2000): 48–58. http://dx.doi.org/10.1061/(asce)0742-597x(2000)16:2(48).

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Amsler, B. M., J. S. Busby, and G. M. Williams. "Combining Activity‐based Costing and Process Mapping: A Practical Study." Integrated Manufacturing Systems 4, no. 4 (April 1993): 10–17. http://dx.doi.org/10.1108/09576069310044619.

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Zaini, S. N. A. M., C. W. Zheng, and M. Y. Abu. "Costing structure improvement using activity based costing in palm oil plantation of Malaysia." Journal of Modern Manufacturing Systems and Technology 4, no. 1 (March 27, 2020): 95–109. http://dx.doi.org/10.15282/jmmst.v4i1.3838.

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Malaysia is one of the largest producers and exporters of palm oil in the world, accounting for 11% of the world's oils & fats production and 27% of the export trade of oils & fats. Oil palm tree will start bearing fruits after 30 months of field planting and will continue to be productive for the next 20 to 30 years. Thus, a proper costing method is very important in order to have a clear picture of its profit loss and gain for the next 20 to 30 years. The aim of this work is to apply the activity based costing (ABC) as a method of cost estimation for the palm oil plantation. The ABC has been applied to analyze the costing for every activity involved in the palm oil plantation. The actual cost information of each activity has been obtained through a process flowchart. Other than that, proper cost driver has been assigned in order to obtain the actual manufacturing cost of an oil palm plantation. The expected monthly manufacturing costs of xxx company has been calculated which is MYR 494303.04 and consequently the accurate profitability can be achieved. Accurate profitability is the most important factor for the management to identify the money that process in order to maintain rapid but sustainable growth. Therefore, ABC has assigned actual cost information and proper cost drivers for each of the activities being involved and it makes the company’s profitability more accurate.

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Molnar, Viktor, and Abel Tumik. "Making Unit Cost in Production Process More Accurate – the Role of Queueing." International Journal of Engineering & Technology 7, no. 2.23 (April 20, 2018): 129. http://dx.doi.org/10.14419/ijet.v7i2.23.11899.

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Queueing is a general phenomenon in the life of almost every organization. Not only people but also processes connecting to manufacturing, machine maintenance, food delivery etc. can be modeled by queueing theory. Queueing always contains waiting waste and the latest management approaches endeavor to eliminate all wastes from the system. This paper introduces and demonstrates a solution based on Activity-Based Costing that aids in the more accurate identification of wastes and therefore in more accurate costing. An experiment was conducted in which queueing of products in a warehouse was analyzed. The queueing as waiting time was built in the ABC costing model. The paper highlights that the model supports thorough business-as-usual decision-making.

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Jiménez, Victor, Paulo Afonso, and Gabriela Fernandes. "Using Agile Project Management in the Design and Implementation of Activity-Based Costing Systems." Sustainability 12, no. 24 (December 11, 2020): 10352. http://dx.doi.org/10.3390/su122410352.

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The success of a costing system is dependent on its appropriation and assimilation by the organization. The involvement of all stakeholders from the early stages of design and implementation plays a critical role in this process. In this paper, the use of agile project management is investigated to support the design and implementation of more effective costing systems. A Design Science Research approach was followed to apply an agile project management approach—the Scrum methodology—to the design and implementation of an Activity-Based Costing (ABC) system in a hospital imaging service. The proposed methodology identifies the roles, the events, and the most important artifacts in the design and implementation of costing systems. Research results show that applying agile project management principles contributes to a higher degree of acceptance of the costing system by the operating personnel, as well as by top management. It was also found that a simpler model (result of sprint 5), instead of a more detailed one (proposed for sprint 4), may better fit the interests of the decision makers and the organization’s accounting and information systems. Thus, the best costing system is not necessarily the most complete or accurate, but the one that is most useful and adapted to the organization’s needs. The definition of the product backlog, the several sprints, and the iterative process were critical in this process. The adoption of the Scrum methodology allowed the design and implementation of an ABC system more adapted to the organization’s needs and allowed the early identification of problems that, traditionally, are only perceived at the end of the implementation process, therefore increasing the performance and economic sustainability of organizations.

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Araújo, Marcelo Bernardino, Bruno Amado Rodrigues Filho, and Rodrigo Franco Gonçalves. "BUSINESS PROCESS MANAGEMENT NOTATION FOR A COSTING MODEL CONCEPTION." Brazilian Journal of Operations & Production Management 13, no. 3 (September 29, 2016): 244. http://dx.doi.org/10.14488/bjopm.2016.v13.n3.a2.

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This study was conducted to map and model the business processes of the HEI (Higher Education Institutions). It aims to show the importance of business processes modelling as a precondition for information system design. It shows the concepts of Activity-Based Costing (ABC) and its update, the TDABC (Time-Driven Activity-Based Costing), to support the development of a costing system for public universities. For the modelling of business processes, it was used the BPMN (Business Process Management Notation). It can be conclude that public processes implemented in public services are both complex and bureaucratic, mainly due to regulations. A bidding procedure of acquisition materials or services demand eight sectors activities. The contribution of this study is to present how a business process modelling should be applied to public service for the optimization of resources. This research presents the normal flow of bids, but in practice there is some variation.

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Laurila, J., I. Suramo, M. Brommels, E. M. Tolppanen, P. Koivukangas, P. Lanning, and C. G. Standertskjöld-Nordenstam. "Activity-based costing in radiology: Application in a pediatric radiological unit." Acta Radiologica 41, no. 2 (March 2000): 189–95. http://dx.doi.org/10.1080/028418500127345037.

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Purpose: To get an informative and detailed picture of the resource utilization in a radiology department in order to support its pricing and management. Material and Methods: A system based mainly on the theoretical foundations of activity-based costing (ABC) was designed, tested and compared with conventional costing. The study was performed at the Pediatric Unit of the Department of Radiology, Oulu University Hospital. The material consisted of all the 7,452 radiological procedures done in the unit during the first half of 1994, when both methods of costing where in use. Detailed cost data were obtained from the hospital financial and personnel systems and then related to activity data captured in the radiology information system. Results: The allocation of overhead costs was greatly reduced by the introduction of ABC compared to conventional costing. The overhead cost as a percentage of total costs dropped to one-fourth of total costs, from 57% to 16%. The change of unit costs of radiological procedures varied from −42% to +82%. Conclusion: Costing is much more detailed and precise, and the percentage of unspecified allocated overhead costs diminishes drastically when ABC is used. The new information enhances effective departmental management, as the whole process of radiological procedures is identifiable by single activities, amenable to corrective actions and process improvement.

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Milne, Ronald A., and Frances E. Milne. "A Practical Application Of Multiple Activity Based Costing." Journal of Applied Business Research (JABR) 8, no. 2 (October 18, 2011): 56. http://dx.doi.org/10.19030/jabr.v8i2.6164.

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Professors Cooper and Kaplan (1988a and 1988b) recommend the allocation of overhead based on activities which cause the overhead cost; a process they have named Activity Based Costing (ABC). ABC has thus far been limited to the use of a single activity to allocate any cost pool. This paper argues that most cost pools have multiple cost drivers and should therefore be allocated using multiple activities and introduces the concept of Multiple Activity Based Costing.

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DE SOUZA AMARAL, THAYANE, ARMANDO ARAUJO DE SOUZA JUNIOR, ROSELY COSTA DA SILVA BANDEIRA, and DERCIO LUIZ REIS. "Using the ABC costing system - Activity-based costing to calculate costs in the public sector." International Journal for Innovation Education and Research 8, no. 7 (July 1, 2020): 188–202. http://dx.doi.org/10.31686/ijier.vol8.iss7.2466.

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The calculation of costs in the public sector translates into a way of assessing management efficiency. However, there are great difficulties encountered in implementing this system. With the regulation of the Price Registration System - SRP, there is now the possibility for an agency to buy or contract for its own use and allow other agencies to participate (or ask for a ride) in the same bidding instrument, as long as it is of interest. homogeneous. This article presents a study that measured the cost of purchasing inputs at a university hospital in the city of Manaus by adhering to price registration procedures using the ABC cost. A case study was carried out and the data were collected through documentary research, mapping the acquisition process and unstructured interviews. Subsequently, the ABC costing method was used to measure the cost of the service performed (object of the study) for the acquisition of these inputs. The results of the study indicate that the ABC costing method is the most adequate to measure the costs of services performed in the public sector, since it avoids the arbitrary nature of the apportionment, allocating the values referring to the human and material resources applied in the acquisition process.

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Ferreira, Maísa Martins, and Selma Regina Martins Oliveira. "Integrated framework for strategic cost management based on target costing, ABC, and product life-cycle in PDP: Empirical experience." Global Journal of Business, Economics and Management: Current Issues 10, no. 1 (March 30, 2020): 31–43. http://dx.doi.org/10.18844/gjbem.v10i1.4700.

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This study aims to contribute to the planning process on product management. To do so it presents a integrated framework based on strategic cost management, using the methods target costing, activity-based cost (ABC) based on the product lifecycle. This proposal was structured as it follows: Phase 1: determining Target Cost; Phase 2: determining ABC defrayal to the light of the defrayal based on the product lifecycle. The research was elaborated to the light of specialized literature, from which we extracted the variables to formulate the methodology. After that, to show the feasibility and plausibility of the method we applied a hypothetical case study based on the development process of a product to the light of a course/MBA in Business Management in Institution of Higher Education in Brazil. The results were satisfactory and validated the proposal suggested. The survey findings indicate that the integrated method between ABC, target costing and products lifecycle applied in MBA Business Management is quite satisfactory. Keywords: Framework, target costing, activity-based cost (ABC), costing based on product life-cycle, product development process (PDP);

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Everaert, Patricia, and Dan W. Swenson. "Truck Redesign Case: Simulating the Target Costing Process in a Product Design Environment." Issues in Accounting Education 29, no. 1 (September 1, 2013): 61–85. http://dx.doi.org/10.2308/iace-50623.

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ABSTRACT This active learning exercise simulates the target costing process and demonstrates how a management theory (goal setting theory) is relevant to a business improvement initiative (target costing). As part of the target costing simulation, student participants work in teams to address a business issue (product development) that moves across functional boundaries. The simulation begins with students learning how to assemble a model truck and calculate its product cost using activity-based costing. Students are then divided into teams and instructed to reduce the truck's cost through a redesign exercise, subject to certain customer requirements and quality constraints. Typically, the teams achieve cost reduction by eliminating unnecessary parts, by using less expensive parts, and by using less part variety. This exercise provides a unique opportunity for students to actively participate in a redesign exercise. It results in student teams creating a wide variety of truck designs with vastly different product costs. The case ends by having a discussion about target costing, goal setting theory, and the implications of the target costing simulation. This simulation contains a number of specific learning objectives. First, students learn how the greatest opportunity for cost reduction occurs during the product design stage of the product development cycle. Second, students see firsthand how design-change decisions affect a product's costs, and the role of the cost information in guiding those decisions. Third, students experience the cross-functional interaction that occurs between sales and marketing, design engineering, and accounting during product development. Finally, this exercise helps students understand the concept of target costing. The simulation is appropriate for undergraduate or graduate management accounting classes. Data Availability: For more information about this case, contact the first author at Patricia.Everaert@UGent.be.

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Caplan, Dennis, Nahum D. Melumad, and Amir Ziv. "Activity-Based Costing and Cost Interdependencies among Products: The Denim Finishing Company." Issues in Accounting Education 20, no. 1 (February 1, 2005): 51–62. http://dx.doi.org/10.2308/iace.2005.20.1.51.

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A fictional example illustrates how interdependencies among products in the production process, and the costs associated with those interdependencies, challenge the ability of cost accounting systems to generate decision-useful product cost information. The cost interdependency in the current example is a production-line change-over cost that is incurred to retool a machine whenever the production process changes from one product to another. Both marginal costing and full cost activity-based costing (ABC) are employed in an attempt to provide decision-relevant product-level information in connection with the decision to add a new product.

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Fitriasari, Dewi, and Naoko Kawahara. "The Time-Driven Activity-Based Costing Model for a Small Startup in Indonesia." Binus Business Review 11, no. 2 (July 31, 2020): 141–48. http://dx.doi.org/10.21512/bbr.v11i2.5869.

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The research proposed a Time-Driven Activity-Based Costing (TDABC) model for cost and human capital analysis in a small startup in Indonesia. TDABC discussed and illustrated the integration of capabilities into cost and performance in startups. The researchers applied a qualitative simulation method. The data were taken from actual regulatory data of wage and salary from the local government of Jakarta. The other data were simulated data based on a software development process for a small startup. The result indicates that the TDABC can assist the company to trace its performance and costs. Additional factors in implementing the costing system are provided for further research and practical considerations in adopting the costing system.

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Farihah, Aminatul, and Retno Murni Sari. "ANALISIS ACTIVITY – BASED COSTING SYSTEM DALAM MENENTUKAN HARGA JUAL PRODUK." Jurnal Penelitian Teori & Terapan Akuntansi (PETA) 1, no. 1 (April 25, 2017): 54–72. http://dx.doi.org/10.51289/peta.v1i1.212.

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Abstrak. Analisis Activity – Based Costing System dalam Menentukan Harga Jual Produk. Tujuan penelitian ini Untuk mengetahui perhitungan beban pokok produksi dengan sistem Activity Based Costing (ABC) dalam menentukan harga jual produk dan menunjukkan perbedaaanya dengan sistem tradisional. Proses analisis data yaitu mengidentifikasi aktivitas, menentukan biaya yang terkait dengan masing-masing aktivitas, mengelompokkan aktivitas, menggabungkan biaya aktivitas, menghitung Tarif per kelompok aktivitas. Tahap kedua membebankan aktivitas ke produk. Setelah itu menghitung harga jual dengan menggunakan konsep biaya total.Dari perhitungan beban pokok produk dan harga jual terdapat perbedaan jumlah yang diperoleh antara sistem ABC dan sistem Tradisional. Perbedaan itu disebabkan karena dalam tradisional hanya menggunakan cost driver jam mesin, sedangkan ABC menggunakan cost driver unit produksi, pemakaian bahan baku, jam kerja langsung, luas bangunan dan jam mesin. Dengan menggunakan ABC dapat memperbaiki perhitungan beban pokok produk dalam menentukan harga jual. Kata kunci: Activity – Based Costing System, Tradisional Costing, Harga Jual Abstract. Activity - Based Costing System Analysis in Determining Product Selling Price. The purpose of this study To determine the calculation of the cost of production with the system Activity Based Costing (ABC) in determining the selling price of the product and show perbedaaanya with traditional systems. The process of data analysis is to identify activities, determine the costs associated with each activity, classify activities, combine activity costs, calculate the Rate per activity group. The second stage imposes activity on the product. After that calculate the selling price by using the concept of total cost. From the calculation of the cost of goods sold and the selling price there is a difference in the amount obtained between the ABC system and Traditional system. The difference is because in traditional use only cost driver clock machine, while ABC using cost driver of production unit, use of raw materials, direct working hours, building area and machine hours. By using ABC can improve the calculation of product cost in determining the selling price. Keyword: Activity – Based Costing System, Traditional Costing, Selling Price

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Geng, Hao Peng, Shao Hua Dong, and Hua Zhang. "The Research on Cost Management of Steel Pipe Enterprise Based on Activity-Based Costing." Applied Mechanics and Materials 529 (June 2014): 763–67. http://dx.doi.org/10.4028/www.scientific.net/amm.529.763.

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In this paper, through analyzing the current cost management process of a steel pipe enterprise, the disadvantages of the method used in the enterprise is pointed out. Cost deviation can be greatly reduced by using Activity-Based Costing. Finally, a cost management system is developed.

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Szydełko, Łukasz. "INTEGRATION OF TIME DRIVEN ACTIVITY BASED COSTING AND PROCESS RESPONSIBILITY ACCOUNTING – CHOSEN ASPECTS." Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu, no. 480 (2017): 128–36. http://dx.doi.org/10.15611/pn.2017.480.12.

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Cardinaels, Eddy, Filip Roodhooft, and Luk Warlop. "The Value of Activity-Based Costing in Competitive Pricing Decisions." Journal of Management Accounting Research 16, no. 1 (January 1, 2004): 133–48. http://dx.doi.org/10.2308/jmar.2004.16.1.133.

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This paper reports experimental evidence on the merits of activity-based costing (ABC) for price-setting in competitive markets that differ in their ability to provide informative feedback. Earlier research has shown that informative market feedback dominates the effects of cost-system design. In a multimarket context involving cost allocations, the present results suggest that cost-system refinement can play a significant role in price-setting, even in the presence of informative market feedback. Specifically, ABC provides benefits over volume-based costing in market segments in which biased cost allocations produce accounting losses that hinder learning from superior competitors. Compared to these informative settings, additional evidence also shows that performance is negatively affected by less informative market feedback. Yet in less informative settings, ABC still outperforms traditional costing, presumably because it helps to filter irrelevant competitor feedback from the decision process.

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McLaughlin, Nancy, Michael A. Burke, Nisheeta P. Setlur, Douglas R. Niedzwiecki, Alan L. Kaplan, Christopher Saigal, Aman Mahajan, Neil A. Martin, and Robert S. Kaplan. "Time-driven activity-based costing: a driver for provider engagement in costing activities and redesign initiatives." Neurosurgical Focus 37, no. 5 (November 2014): E3. http://dx.doi.org/10.3171/2014.8.focus14381.

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Object To date, health care providers have devoted significant efforts to improve performance regarding patient safety and quality of care. To address the lagging involvement of health care providers in the cost component of the value equation, UCLA Health piloted the implementation of time-driven activity-based costing (TDABC). Here, the authors describe the implementation experiment, share lessons learned across the care continuum, and report how TDABC has actively engaged health care providers in costing activities and care redesign. Methods After the selection of pilots in neurosurgery and urology and the creation of the TDABC team, multidisciplinary process mapping sessions, capacity-cost calculations, and model integration were coordinated and offered to engage care providers at each phase. Results Reviewing the maps for the entire episode of care, varying types of personnel involved in the delivery of care were noted: 63 for the neurosurgery pilot and 61 for the urology pilot. The average cost capacities for care coordinators, nurses, residents, and faculty were $0.70 (range $0.63–$0.75), $1.55 (range $1.28–$2.04), $0.58 (range $0.56–$0.62), and $3.54 (range $2.29–$4.52), across both pilots. After calculating the costs for material, equipment, and space, the TDABC model enabled the linking of a specific step of the care cycle (who performed the step and its duration) and its associated costs. Both pilots identified important opportunities to redesign care delivery in a costconscious fashion. Conclusions The experimentation and implementation phases of the TDABC model have succeeded in engaging health care providers in process assessment and costing activities. The TDABC model proved to be a catalyzing agent for cost-conscious care redesign.

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Maelah, Ruhanita, Sofiah Sofiah Md Auzair, Amizawati Mohd Amir, and Azlina Azlina Ahmad. "Implementation Process and Lessons Learned In the Determination of Educational Cost Using Modified Activity-Based Costing (ABC)." Social and Management Research Journal 14, no. 1 (June 30, 2017): 1. http://dx.doi.org/10.24191/smrj.v14i1.5277.

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Putting in place accurate cost information for the outputs of universities is no longer a choice but a necessity if a university is to have a worldclass management system. Nevertheless, the current costing systems are not designed to support management-related information with fund accounting and budgetary control systems dominating the mind-sets of the administrators of universities. In support of an autonomous pathway for public universities in Malaysia, Universiti Kebangsaan Malaysia has piloted an educational cost determination exercise using the activitybased costing (ABC) system. Instead of proposing a major overhaul to the system, an ABC model that takes into consideration existing limitations was developed. While far from being perfect, the model is workable within certain limitations. This study examines the process involved in the exercise of determining educational cost based on the modified ABC approach. Nine critical steps are explained and the lessons learned from the exercise are highlighted. This study contributes to the theoretical knowledge by providing empirical evidence of the application of ABC in a service setting, or, more specifically, in a university. In terms of practice, this study provides guidelines concerning the determination of educational cost to interested parties including the university’s management, Ministry of Education and other universities. Keywords: activity based costing, educational cost, university, process

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Muhadi, Muhadi. "PERHITUNGAN HARGA POKOK PRODUKSI : SEBUAH ANALISIS PERBANDINGAN ANTARA METODE FULL COSTING DENGAN ACTIVITY BASED COSTING SYSTEM PADA PT. "Y"." JURNAL INFORMASI, PERPAJAKAN, AKUNTANSI, DAN KEUANGAN PUBLIK 5, no. 1 (May 4, 2019): 57. http://dx.doi.org/10.25105/jipak.v5i1.4471.

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In general, every company wants to exist in its business although there are many competiiors to attract both home markets and overseas markets. To face the competition, the company needs to have the right action in implementing its managerial functions, i.e. by changing the production process through automatization enhancement in order to press its selling price. As a result, the company will be able to compete and to attract more markets. A good efficiency, productivity and effectivity of production process will make a low selling price and a quality product. It can be implemented if there is a management or costing system which can arrange that process. One of the concepts supporting the new cost management is Activity Based Costing System as a supplement of the old cost accounting system. The research method used is a descriptive research method. The descriptive research method is a research which aims at making a description of material systematically, factually, and accurately concerning facts and characteristics of the research population to know the comparison between Full Costing Methodology and Activity Based Costing System. Obviously, there is a difference in cost production that influences the determination of selling price. Thus, the determination of selling price resulting in profits acquired is also different.

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STOPKA, Ondrej, Maria STOPKOVA, Iwona RYBICKA, Patrik GROSS, and Karel JEŘÁBEK. "Use of activity-based costing approach for cost management in a railway transport enterprise." Scientific Journal of Silesian University of Technology. Series Transport 111 (June 30, 2021): 151–60. http://dx.doi.org/10.20858/sjsutst.2021.111.13.

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This research outlines a research study wherein an implementation of the activity-based costing (ABC) approach for cost management in a railway transport enterprise is addressed. ABC is an efficient technique for enhancing the quality of provided services and process complexity of certain railway companies, executing its activities at a regional or international scale. It is one of the new costing approaches that eliminate the inaccuracies and deficiencies of the traditional costing system. Compared to other costing techniques, considerable change lies especially in the way of assigning indirect cost units to activities based on actual causations, and subsequently, assigning activities to the very cost items by the intensity of their consumption. Furthermore, this approach allows decision-makers to identify specific cost item in terms of determining ways of how they can be managed. The main objective of this work is to elaborate a particular study with a draft application of the ABC method encompassing a description of procedure steps, along with relevant quantifications, as well as summarising the results obtained.

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Kádárová, Jaroslava, Ján Kobulnický, and Katarína Teplicka. "Product Life Cycle Costing." Applied Mechanics and Materials 816 (November 2015): 547–54. http://dx.doi.org/10.4028/www.scientific.net/amm.816.547.

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Successful performance of a company and its ability to handle growing competition is dependent on its capacity of implementing new technologies and making use of new methods of management. This report aims at cost management tool that enables controlling of costs through the whole life-cycle. Life Cycle Costing allows us to look at the start-up costs and the costs associated with the cessation of production, after-sales services costs and other expenses not taken into account in planned or operational calculation, see them as one unit and thereby evaluate the effectiveness of the product. Before establishing a production, calculation of the life-cycle costs is based on various factors which can be found in this article as well as the division of costs within the scope of calculation. It contains an example of calculation and accurate illustrations of process-based models of life-cycle costing from different points of view brought by various authors dealing with this topic, the usage of costing and the relationship with other calculations that are component parts of a company’s strategic cost management.

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Mohd Zaini, Sri Nur Areena, and Mohd Yazid Abu. "Development a new costing structure using time driven activity-based costing for palm oil plantation." International Journal of Engineering Technology and Sciences 7, no. 1 (January 14, 2021): 11–25. http://dx.doi.org/10.15282/http://dx.doi.org/10.15282/ijets.http://dx.doi.org/10.15282/ijets.7.1.2020.10027.1.2020.1002.

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Palm oil is one of the world's most traded farming commodities. The Malaysian palm oil industry is without a doubt to the nation's pride. However, there are few problems currently happen in this plantation which are no establishment of time equation to interpret deviation of activities, the rate establishment did not properly illustrate the correlation between supplied resources and practical capacity, and the manager did not have a tool to monitor the unused capacity. The aim of this work is to develop a new costing structure for a better accuracy specifically at nursery. Time-driven activity-based costing (TDABC) was applied because it can effectively measure the time efficiency, accurately identifies the idle capacity and separately lists the used and unused capacity. It also provides more comprehensive understanding of practical resources and its associated costs while measuring processes and encouraging quality improvement. The plantation located at Pahang which has three main divisions and this work was focussing on nursery only. This work found that a precise process mapping for nursery was developed to understand their specific sequence which contributes to time equations. Subsequently, the total used capacity and capacity cost rate (CCR) for pre-nursery was successfully developed with 98220 minutes and 0.168 RM/minute respectively. Eventually, the manager can observe that actually the unused capacity was 37515.31 min which can be used to systematically develop the capacity planning on the pre-nursery.

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Foroughi, Abbas, Mehmet Kocakulah, Ann Stott, and Lionel Manyoky. "Activity-Based Costing: Helping Small and Medium-Sized Firms Achieve a Competitive Edge in the Global Marketplace." Research in Economics and Management 2, no. 5 (September 18, 2017): 150. http://dx.doi.org/10.22158/rem.v2n5p150.

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Since the 1970s, Activity-Based Costing (ABC) has enabled companies to identify the true costs of processes and products and to make sound decisions related to the profitability and expense of the products they produce, as well as the effectiveness of their manufacturing and business processes. This paper explores the advantages of activity-based costing vs. traditional costing systems and presents arguments for the potential benefits to the world’s millions of Small to Medium Businesses (SMEs) from implementing ABC. Issues related to the implementation of ABC are discussed. A framework for ABC implementations in SMEs is presented that shows the variables (characteristics of SMEs and implementation challenges) that can impact the ABC implementation process, and/or ultimately, implementation outcomes.

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KS Sarala, BS Nandakumar, and V Narendranath. "Costing models for hospital infection control program in healthcare set up: ABC our experience." World Journal of Advanced Research and Reviews 8, no. 1 (October 30, 2020): 197–201. http://dx.doi.org/10.30574/wjarr.2020.8.1.0365.

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Background: Activity based costing (ABC) model for health care associated infections is very much important for patients, health care providers, and payers to make a rational and informed decisions about the patient pertinent care and also for the allocation of resources. The objective of the present study is to develop a ABC model to determine the various cost factors involved in treating health care associated infected patient. The costs for individual health care associated infections will be based on calculating both the direct cost and the indirect cost which are associated with the disease. Objectives: Assessing the various factors contributing to the development of ABC costing model for HAI and develop a costing model taking all the possible factors into consideration. Methods: Defining of the activities and process of HAI for the given institution as per the standard regulatory / recommendatory guidelines. System analysis and costing of process for the various activities for implementation of the HAI system. Results: Various parameters for HAI as per ABC model has been explained for health care associated infections. Conclusion: ABC Costing model helps to identify the factors responsible for setting health care and the cost involved in it.

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Alwisy, Aladdin, Ahmed Bouferguene, and Mohamed Al-Hussein. "Factor-based target cost modelling for construction projects." Canadian Journal of Civil Engineering 45, no. 5 (May 2018): 393–406. http://dx.doi.org/10.1139/cjce-2017-0289.

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Target value design (TVD) principles set the main guidelines for the design-estimate process that allow the efficient exploration of available construction alternatives, thereby helping construction companies to reduce cost-to-design, cost-to-build, and improve the quality of construction projects. The successful application of TVD requires a clear understanding of the interactions among construction components. The proposed target cost modelling approach introduces an algorithmic factor-based framework to advance TVD that supports the design-estimate process by examining the relationships among building components, their direct and indirect impact on project overall cost and value. Construction factors control compatibility and performance analysis among available construction alternatives. Costing factors contribute to the development of mathematical costing models capable of automatically calculating the cost of compatible alternatives. Finally, rule-based analysis, developed under an appropriate programming environment, executes alternative value analysis to develop a detailed estimate with an improved overall value for construction projects.

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Zaman, Monir, and Mohamed Elsayed. "Perception of activity based costing in Australian universities." Corporate Board role duties and composition 7, no. 2 (2011): 64–78. http://dx.doi.org/10.22495/cbv7i2art5.

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The study examines the perception of activity based costing (ABC) in Australian universities. Using a questionnaire survey, data was collected from twenty-six finance directors and/or chief financial officers in Australian universities. The perception of ABC implementation in Australian universities depends on many variables including the understanding of ABC, consideration of ABC as a strategic cost management system, the role of ABC in reduction of expenses, consideration of ABC as a valuable tool to enhance overhead cost allocation, and consideration of ABC as an effective strategic cost management system designed to incorporate the university’s critical input, output, and process variables resulting in value creation. The result of regression analysis provides significant and positive association between the decision to implement ABC in Australian universities and both the treatment of ABC as a strategic cost management system and the degree of both senior management and internal champion support. The findings indicate substantial differences in the allocation of the overhead costs between ABC and traditional costing systems. The result also reveals that many Australian universities using the ABC method receive benefits in improving cost reduction and better resource allocation with revenue surplus. Furthermore, the study develops a generic model of cost pools and drivers of ABC implementation in Australian universities.

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Barboza, Alexis, Elizabeth Rebello, Heidi Wied Albright, Johnny Dang, Jennifer Jones, Wei Zhang, and Thomas W. Feeley. "Measuring cost savings of process improvement." Journal of Clinical Oncology 31, no. 31_suppl (November 1, 2013): 196. http://dx.doi.org/10.1200/jco.2013.31.31_suppl.196.

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196 Background: The aim of the project was to use anesthesia providers in a cancer center to lead process improvements using time-driven activity-based costing (TDABC), a system of measuring process and capacity costs. Methods: The process improvement objectives were centered on eliminating unnecessary patient care processes and improving patient flow. Teams were tasked with planning, process mapping, improving processes, and measuring costs. Projects were done in four anesthesia sites: ambulatory surgery, bone marrow aspiration, pediatric CT and XRT, and cardiopulmonary areas. Results: Process mapping identified areas for improvement and costs before and after the improvement. The Table highlights four project areas’ average total cost and time savings per patient using TDABC methodology. Conclusions: TDABC is a costing methodology that measures the costs of care utilizing process maps. Anesthesia providers had front-line insight in improving process flow and found the process mapping useful to improve processes and measure the cost savings of the improvement. In each area there was improvement or no adverse effect on patient outcomes. This project demonstrates that TDABC illustrates inefficiencies and provides a method to evaluate the cost savings of process improvements. As cancer care reimbursement evolves, the ability to control costs while providing value-based care is essential. [Table: see text]

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Zhou, Qing, and Li Yang Wang. "Simulation Analysis of the Oil Gathering and Transportation Process on Activity-Based Costing." Advanced Materials Research 268-270 (July 2011): 395–400. http://dx.doi.org/10.4028/www.scientific.net/amr.268-270.395.

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The oil gathering and transportation process is a key link in the oil industry. In this paper, to reengineer the ground works process of an oil production plant as an example of business process reengineering, the simulations of the oil and gas gathering and transportation process before and after the business process reengineering are conducted by using of SIMPROCESS software. While the utilization rate of various devices is compared with process simulation results to find the bottlenecks in processes, and a brief analysis of activities costs is presented.

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ANGELIS, D. I., and C. Y. LEE. "Strategic investment analysis using activity based costing concepts and analytical hierarchy process techniques." International Journal of Production Research 34, no. 5 (May 1996): 1331–45. http://dx.doi.org/10.1080/00207549608904968.

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Kalicanin, Djordje, and Vladan Knezevic. "Activity-based costing as an information basis for an efficient strategic management process." Ekonomski anali 58, no. 197 (2013): 95–119. http://dx.doi.org/10.2298/eka1397095k.

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Activity-based costing (ABC) provides an information basis for monitoring and controlling one of two possible sources of competitive advantage, low-cost production and lowcost distribution. On the basis of cost information about particular processes and activities, management may determine their contribution to the success of a company, and may decide to transfer certain processes and activities to another company. Accuracy of cost information is conditioned by finding an adequate relation between overhead costs and cost objects, identifying and tracing cost drivers and output measures of activities, and by monitoring cost behaviour of different levels of a product. Basic characteristics of the ABC approach, such as more accurate cost price accounting of objects, focusing on process and activity output (rather than only on resource consumption) and on understanding and interpretation of cost structure (rather than on cost measurement), enable managers to estimate and control future costs more reliably. Thus the ABC methodology provides a foundation for cost tracing, analysis, and management, which entails making quality and accurate operative and strategic decisions as a basis for the longterm orientation of a company. ABC is also complementary to the widely accepted technique of strategic planning and strategy implementation known as Balanced Scorecard (BSC).

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Moningi, Shalini, Shane Mesko, Amy Catherine Moreno, Matthew S. Ning, Thomas A. Aloia, Seungtaek Choi, Melenda Jeter, et al. "Time driven activity-based costing methods used in radiation oncology clinics." Journal of Clinical Oncology 37, no. 27_suppl (September 20, 2019): 79. http://dx.doi.org/10.1200/jco.2019.37.27_suppl.79.

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79 Background: Since 2010 The University of Texas MD Anderson Cancer Center (UTMDACC) has been using Time Driven Activity Based Costing (TDABC) to assist in tracking and quantifying changes made to clinical processes to improve efficiency of patient care delivery. Radiation Oncology (RO) providers have recently utilized this method to assist in the growing clinical patient volumes and increasing enrollment in clinical trials. UTMDACC contains disease specific multi-disciplinary centers with separate clinics for different disciplines. Resources are limited which can affect clinical providers’ ability to meet the needs of increasing patient volumes. Implementing efficient clinic work flow models will allow clinicians to provide excellent quality of clinical care even with limited resources. Methods: Standard disease-site specific note templates were created and implemented throughout the entire RO department. Additionally, standardized roles for medical assistants, residents, physician assistants (PAs), attending physicians and nurses were implemented to minimize duplication of responsibilities. Using TDABC methodology, process maps for pre and post implementation pathways were created to illustrate areas of change and possible benefit. Results: Process maps were compared for new consult and follow up and on treatment patient visits. Process times for these patient care visits were compared pre- and post-implementation of templates and clinical roles. Time savings of 110, 18 and 34 minutes were observed for consult visits, follow up visits and on-treatment visits when comparing current to baseline process maps. Conclusions: Standardization of note templates and roles for all members of the care team has led to improvements in process flow and efficiency in the RO clinic setting. Our findings suggest that further implementation of TDABC methodology by having all providers work at the top of their license could can improve clinical efficiency and patient care. Further metrics with a larger sample size is recommended to validate our results. [Table: see text]

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Więcek, Dorota, Dariusz Więcek, and Luboslav Dulina. "Materials Requirement Planning with the Use of Activity Based Costing." Management Systems in Production Engineering 28, no. 1 (March 1, 2020): 3–8. http://dx.doi.org/10.2478/mspe-2020-0001.

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AbstractOne of the rationalization areas is the material supply process. New tasks of material supply are: integration of supply with the operation of the entire system, especially at the product design stage, effective use of material resources, reduction of the level of supply costs from the point of view of production costs. In the conditions of unit and small batch production the materials requirement needs to be carefully planned and optimized due to the use of many different kinds, types and sizes of materials and dynamic changes of demand over time. In this situation there are needed tools enabling the measurement of production costs for particular tasks on the basis of currently realized processes. One of these tools is activity based costing which is a groundwork for decision making process in the material supply area. Basing on activity based costing, a model of materials requirements planning was developed, which considers minimizing the number of different kinds and sizes of materials by using alternative materials and, consequently, lowering production costs.

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Wnuk-Pel, Tomasz. "Application of activity - based costing in companies in Poland." Comparative Economic Research. Central and Eastern Europe 13, no. 3 (December 16, 2010): 107–39. http://dx.doi.org/10.2478/v10103-009-0041-4.

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The purpose of this paper is to explore the application of activity-based costing in companies in Poland, and more specifically, to analyse problems In ABC implementation, the structure of ABC systems and the ways in which ABC information is used. Findings of the research have both practical and theoretical implications. First, from the practical point of view, future implementers of ABC systems should be aware of factors actually influencing ABC implementation as well as problems which can be encountered during the implementation process. Managers considering activity-based costing implementation may see level of detail and methods of construction of an ABC information model. They may also benefit from the knowledge of how information generated by an ABC systems is actually used by companies. All this may help to make better decision about ABC implementation and if the decision is to implement ABC, it may help to implement it successfully. From the theoretical point of view the research carried out makes it possible to establish a general tendency: modifications in costing systems applied in Polish enterprises and development of management accounting practice such as ABC follows the same general direction as management accounting practice in the world.

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Nota, Giancarlo, Gaetano Matonti, Marco Bisogno, and Stefania Nastasia. "The contribution of cyber-physical production systems to activity-based costing in manufacturing. An interventionist research approach." International Journal of Engineering Business Management 12 (January 1, 2020): 184797902096230. http://dx.doi.org/10.1177/1847979020962301.

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This study aims to investigate how the use of cyber-physical production systems (CPPS) in small manufacturing firms can facilitate the implementation of the activity-based costing (ABC) method in calculating production costs, thereby increasing the reliability of costing information for decision-making purposes. The collaboration between the research team and managers allowed an in-depth knowledge of the manufacturing problems at the investigated firm, facilitating the analysis of the manufacturing process through both a costing and a managerial perspective. Findings show that the integration of CPPS investments with the ABC method, through real-time measurement of resources by sensors, apps and part programs, leads to useful information about operations, allowing firms to improve performance and reduce resource consumption. As a result, a model of integration between the factory control system, communication network and production system is proposed.

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Xiao, Li Ping, Zhe Liu, and Zhe Li. "The Application of Activity-Based Costing in E-Commerce Enterprises." Advanced Materials Research 926-930 (May 2014): 3992–95. http://dx.doi.org/10.4028/www.scientific.net/amr.926-930.3992.

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E-commerce has been developing quickly in recent years,the main advantage of E-commerce is the lower cost, so that cost control is important in E-commerce enterprises. Activities-Based Costing (ABC) is an new cost accounting method and is suitable to E-commerce. We introduce the cost of E-commerce and analyze the necessity of the application of ABC and then we show the ABC process in an example.

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Yang, Ming Quan, Mei Zhao, Fei Guo, and Hong Wei Wang. "Research of Diameter Measurement Based on CCD Image Sensor." Applied Mechanics and Materials 602-605 (August 2014): 1984–87. http://dx.doi.org/10.4028/www.scientific.net/amm.602-605.1984.

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Use the photoelectric device-linear CCD as a measurement tool, and use the SCM for the data acquisition and data processing, a diameter measurement system which is a low costing, high-precision, non direct contact, can be created. The system can provide diameter real-time monitor to pipe production process.

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Kont, Kate-Riin. "How to optimize the cost and time of the acquisitions process?" Collection Building 34, no. 2 (April 7, 2015): 41–50. http://dx.doi.org/10.1108/cb-01-2015-0003.

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Purpose – The purpose of this paper is to focus on the history and new developments of the optimization and analysis of acquisitions costs. More specifically, the acquisition cost and time optimization methods studied concern primarily print format books. Though e-books have begun to be developed more and more, the print format books – both scientific books and textbooks – are still very important for university libraries and continue to pour into acquisition activities. Design/methodology/approach – The data used in this paper are based on a review of relevant literature to provide an overview of the different concepts of the budget allocation and cost accounting methods suitable for the optimizing cost and time of the acquisition process. Different methods are described via reviewing example studies. Findings – On the basis of the current study, it can be said that the acquisitions procedure is more labor-intensive than any other library procedure both historically and nowadays. Nonetheless, the routines of acquisitions have been fairly well fixed over the years and constantly have searched for new ways to reduce costs. The most popular methods to control the acquisitions budget have been centralized and cooperative acquisitions, using vendors for acquiring library materials, customer-based acquisitions, and price indexes. New costing methods described, like activity-based costing and time-driven activity-based costing methodologies seem both to be the best tools for understanding acquisitions cost behavior and for refining a cost system for university libraries. Originality/value – This paper raises a perspective in library acquisitions management that has not been dealt with before. Namely, it explores how the library materials selection moved from intrinsic wisdom of bookish librarians and “just in case” inventory model to “purchase by customer suggestion” model. In addition, how libraries moved from acting on the basis of guesses to examine the cost breakdown of the acquisitions-related activities in a library.

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Park, Yonpae, Sungwoo Jung, and Yousef Jahmani. "Time-Driven Activity-Based Costing Systems for Marketing Decisions." Studies in Business and Economics 14, no. 1 (April 1, 2019): 191–207. http://dx.doi.org/10.2478/sbe-2019-0015.

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AbstractThe activity-based costing (ABC) systems emerged as a management accounting innovation in the mid-1980s in response to dissatisfaction with traditional management accounting techniques and heightened international competition. Although ABC provides many advantages for managerial decision making, ABC tends to be outdated due to its limitations and is substituted by the time-driven activity-based costing (TDABC) systems. TDABC requires estimates of only two parameters: how much it costs per time unit of capacity to supply resources to activities and how much time it takes to perform each activity. TDABC allows incorporation of variation in the time demands made by different types of processes and consequently the representation of all possible combinations of activities that a process performs. This paper uses TDABC to calculate marketing costs and describes TDABC as a useful technique to reduce marketing resource costs and to support effective marketing decision making in various contexts such as marketing processes restructuring, marketing mix choices, customer profitability and price differentiation for customer classes.

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Bellah, Jeremy C., Kunpeng Li, Pamela J. Zelbst, and Qiannong Gu. "Use of RFID Technology for Automatic Job Costing." International Journal of Information Systems and Social Change 5, no. 2 (April 2014): 53–68. http://dx.doi.org/10.4018/ijissc.2014040106.

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Radio frequency identification (RFID) technology has been used to collect information for use in information systems that support knowledge-based business decisions. Most applications involve using the technology for automatic identification and tracking within facilities and supply chains. However, there are a number of other uses for the technology in the context of supporting knowledge-based decisions. By describing an innovative use of RFID technology, this study contributes to research and practice in the area of knowledge-based tools. Specifically, the process created in this study uses RFID technology to automatically and accurately calculate job costing information for fixed-position projects. By implementing the methods described in this process, business professionals can reap important benefits from the knowledge generated by the system.

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Journal articles on the topic 'Process Based Costing'

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