7:05 Outlook Due no later than 11:00 pm on Sunday of Unit 3 Objectives (ULO 1.1 to ULO 3.5|| Case Analysis 1 - Option A Wolseley's dilemma of Traditional Costing versus Activity Based Costing Wolseley Manufacturing Corporation manufactures various electronics products and follows a traditional (job-order) costing system in which it applies manufacturing overhead to its products using a predetermined overhead rate based on direct labour-hours (DLHs). The company has two products, C18R and G19R, about which it has provided the following data: CIKK GIOR Die Directa Direct labore S10.20 55.40 SO 52520 1.20 045 Audio 30,000 10.000 The company's estimated total manufacturing overhead for the year is $1.464,480 and the company's estimated total direct labour-hours for the year is 24,000 The company is considering using a variation of activity based costing to determine its unit product costs for external reports. Data for this proposed activity-based costing system appear below: Activities and Activity Measure Estimated Overhead Cod Suppdret lobos $$42.000 Setting up trachines seps) 13.4 Parts and party Total 31.4444 CINE GIOR 12.000 Total 24,000 12.000 Activities Supporting de ber Setting up machine Part administration 240 1,104 600 1,500 Mike, who is the controller of the Company, is currently overseeing the project to switch from traditional costing to Activity-Based costing. He is in a meeting with the Cost Accountant of the company. The Controller goes over the data and makes the following comments: "Activity-Based Costing is a revelation in the modern-day world of manufacturing Industry. If we are correctly able to categorize the various nature of work into essential levels, then we can dramatically trace the precise nature of the overheard activity Jacob, the Cost Accountant, quips, "how can we classify those levels of activities? Do we have some mechanism to identify them?" Mike responds, "Yes! We do." Jacob then laments the pitfalls of the job order costing system, "The production report will be out soon and usually, the Activities CISR GI9R Total 12.000 12.000 24,000 864 240 Supporting direct labour Setting up machines Part administration 1.104 600 960 1.560 Mike, who is the controller of the Company, is currently overseeing the project to switch from traditional costing to Activity-Based costing. He is in a meeting with the Cost Accountant of the company. The Controller goes over the data and makes the following comments: "Activity-Based Costing is a revelation in the modern-day world of manufacturing Industry. If we are correctly able to categorize the various nature of work into essential levels, then we can dramatically trace the precise nature of the overheard activity." Jacob, the Cost Accountant, quips, "how can we classify those levels of activities? Do we have some mechanism to identify them?" Mike responds, "Yes! We do." Jacob then laments the pitfalls of the job order costing system, "The production report will be out soon and usually, the allocation bases (including overhead allocations in job-order costing systems) are not entirely accurate." Mike, with a pause, That is exactly why we may eventually need to switch to the Activity-Based costing though it is comparatively difficult to implement with the cost and operations limitations involved in it." Jacob adds, Another consideration to evaluate is the relationship between the cost of maximum (budgeted) capacity and idle capacity, since the company is likely to operate at maximum capacities during the time of peak demand. Moreover, our long-term goals of stable cost predictions and waste minimizations should also be kept in mind." "Alright! Let us calculate and analyze the quantitative and qualitative aspects of the data and other factors we have discussed in the meeting today and prepare the preliminary report for the CEO by this weekend." Mike with the final comments