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5-40 Activity-Based Costing; Customer Group Cost Analysis Franklin Furniture Inc. (FFI) manufactures bedroom furniture in sets (a set includes a dresser, two queen-size beds, and one bedside table) for use in motels and hotels. FFI has three customer groups, which it calls the value, quality, and luxury groups. The value products are targeted to low-price motels that are looking for simple furniture, while the luxury furniture is targeted to the very best hotels. The value line is attractive to a variety of hotels and motels that appreciate the combination of quality and value. Currently there has been a small increase in the quality and value lines, and an appreciable increase in demand in the luxury line, reflecting cyclical changes in the marketplace. Luxury hotels are now in more demand for business travel, while a few years ago, the value segment was the most popular for business travelers. FFI wants to be able to respond to the increased demand with increased production but worries about the increased production cost and about price setting as its mix of customers and production change. FFI has used a volume-based overhead allocation rate based on direct labor hours for some time. Direct labor cost is $15 per hour Budgeted Cost Cost Driver Materials handling 349,600 Number of parts Product scheduling 160,000 Number of production orders Setup labor 216,000 Number of setups Automated machinery 1,750,000 Machine hours Finishing 619,500 Direct labor hours Pack and ship 290,400 Number of orders shipped $3,385,500 General, selling, and adm. costs $5,000,000 The budgeted production data for the three product lines follow. Product Lines Value Quality Luxury Sets produced 15,000 5.000 600 Price $650 $900 $1,200 Direct materials cost per set $80 $50 $110 Number of parts per set 30 50 120 Direct labor hours per set 4 5 Machine hours per set 3 15 Production orders 50 70 200 Production setups 20 50 50 Orders shipped 1,000 2,000 300 Number of inspections 2 6 14 Required (Round all activity rates and unit costs to two decimal places) 1. Determine the cost per set and the total production cost of each of the three customer groups using activity-based costing. 2. Determine the production cost for each of the three customer groups using FFI's current volume-based approach. 3. Compare the two approaches and discuss the strategic and competitive issues of using each of the two methods. 4. The activity usage data given in the problem reflects current usage of the various cost drivers to manufacture the firm's product lines. Suppose you are given the following information regarding the firm's practical capacity for each of these activities, as follows: page 170 Cost Driver Practical Capacity Number of parts 990,000 Number of production orders 800 Number of setups 200 Machine hours 100,000 Direct labor hours 123,900 Number of orders shipped 5,000 Compute the new activity rates using practical capacity and comment on how you would use this additional information for costing the firm's products and assisting in strategic planning. We've updated our read aloud feature! Give it a try here
