The operations vice president of Security Home Bank has been interested in investigating the efficiency of the bank's operations. She has been particularly concerned about the costs of handling routine transactions at the bank and would like to compare these costs at the bank's various branches. If the branches with the most efficient operations can be identified, their methods can be studied and then replicated elsewhere. While the bank maintains meticulous records of wages and other costs, there has been no attempt thus far to show how those costs are related to the various services provided by the bank. The operations vice president has asked your help in conducting an activity-based costing study of bank operations. In particular, she would like to know the cost of opening an account, the cost of processing deposits and withdrawals, and the cost of processing other customer transactions. The Westfield branch of Security Home Bank has submitted the following cost data for last year: Teller vages Assistant branch manager salary Branch manager salary $160,000 75,000 80,000 $ 315,000 Total Virtually all other costs of the branch-rent, depreciation, utilities, and so on-are organization-sustaining costs that cannot be meaningfully assigned to individual customer transactions such as depositing checks. In addition to the cost data above, the employees of the Westfield branch have been interviewed concerning how their time was distributed last year across the activities included in the activity-based costing study. The results of those interviewss appear below: Distribution of Resource Consumption Across Activities Processing Processing Deposits and Withdravals Opening Accounts Other Customer Other Transactiona Activities Totals Teller vages Assistant branch manager salary Branch manager salary 65 5b 20% 101 1008 30 158 5% 50 100 100 10% 85t Required: Oennarn the iret rtnnn allaentinn for tha aethit hnned cneelne t Prev 4 of 7 Next > In addition to the cost data above, the employees of the Westfield branch have been interviewed concerning how their time was distributed last year across the activities included in the activity-based costing study. The results of those interviews appear below: Distribution of Resource Consumption Across Activities Processing Deposits and Other Customer withdrawals Processing Opening Accounts Other Totals Transactions Activities Teller vages Assistant branch manager salary Branch manager salary 5% 651 20 10% 100 15 30% 50% 100% 85 100 5 01 10% Required: Prepare the first-stage allocation for the activity-based costing study Distribution of Resource Consumption Across Activities Processing Processing Deposits Other Opening and Customer Other Accounts Withdrawals Transactions Activities Totals Teller wages Assistant branch manager salary Branch manager salary Total cost 4 of 7
