Joseph Fox, controller of Thorpe Company, has been in charge of a project to install an activity-based cost management system. This new system is designed to support the company’s efforts to become more competitive. For the past six weeks, he and the project committee members have been identifying and defining activities, associating workers with activities, and assessing the time and resources consumed by individual activities.
Now, he and the project committee are focusing on three additional implementation issues:
(1) Identifying activity drivers,
(2) Assessing value content, and
(3) Identifying cost drivers (root causes).
Joseph has assigned a committee member the responsibilities of assessing the value content of five activities, choosing a suitable activity driver for each activity, and identifying the possible root causes of the activities. Following are the five activities with possible activity drivers:
Activity Possible Activity Drivers
Setting up equipment Setup time, number of setups
Performing warranty work Warranty hours, number of defective units
Welding subassemblies Welding hours, subassemblies welded
Moving materials Number of moves, distance moved
Inspecting components Hours of inspection, number of defective components

A committee member ran a regression analysis for each potential activity driver, using the method of least squares to estimate the variable and fixed cost components. In all five cases, costs were highly correlated with the potential drivers. Thus, all drivers appeared to be good candidates for assigning costs to products. The company plans to reward production managers for reducing product costs.

Required:
1. What is the difference between an activity driver and a cost driver? In answering the question, describe the purpose of each type of driver.
2. For each activity, assess the value content and classify each activity as value-added or non-value-added (justify the classification). Identify some possible root causes of each activity and describe how this knowledge can be used to improve activity performance. For purposes of discussion, assume that the value-added activities are not performed with perfect efficiency.
3. Describe the behavior that each activity driver will encourage, and evaluate the suitability of that behavior for the company’s objective of becoming more competitive.