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Case08DallasHealthNetwork-sStudentDist02-18-191.xlsx

Data Model

CASE 8 DALLAS HEALTH NETWORK: Activity-Based Costing (ABC) 2/18/19
Excel Spreadsheet Updates/Model Generation
This case illustrates the use of activity-based costing to estimate the costs associated
with two alternative approaches to providing ultrasound services at three clinic locations. The
worksheet uses both operating and capital (equipment) cost input data to estimate both
operating and total costs for the two alternatives.
The model consists of a complete base case analysis--no changes need to be made to the existing
MODEL-GENERATED DATA section. However, values in the INPUT DATA section of the student
spreadsheet have been replaced by zeros. Students must select appropriate input values and enter
them into the cells with values colored red. After this is done, any error cells will be corrected and
the base case solution will appear. The KEY OUTPUT section includes the most important output
from the MODEL-GENERATED DATA section.
INPUT DATA: KEY OUTPUT:
Alternatives I and II Cost Detail: Per Procedure Operating Cost:
Volume Unit Unit Cost Alt. I $0.00
Appointment scheduling 0 minutes $0.00 Alt. II $0.00
Patient check-in 0 minutes $0.00
Ultrasound testing: Total Costs Including Capital and
Technician time 0 minutes $0.00 Maintenance Costs:
Physician time 0 minutes $0.00
Supplies 0 procedure $0.00 Total Lifetime:
Patient check-out 0 minutes $0.00
Film processing 0 minutes $0.00 Alt. I $0
Film reading 0 procedure $0.00 Alt. II $0
Billing and collection 0 procedure $0.00
General administration 0 procedure $0.00 Total Annual:
Alternative II Only Cost Detail: Alt. I ERROR:#DIV/0!
Alt. II ERROR:#DIV/0!
Transportation, set-up, 0 minutes $0.00
and breakdown Total Per Procedure:
Other Data: Alt. I ERROR:#DIV/0!
Alt. II ERROR:#DIV/0!
Expected annual volume 0
Capital cost per machine $0
Capital cost discount 0.0%
Cost of van $0
Annual van maintenance $0
Annual machine maintenance:
One unit $0
Three units ($ per unit) $0
Expected machine/van life 0
MODEL-GENERATED DATA:
Alternative I Operating Cost per Procedure:
Schedule the appointment $0.00
Patient check-in 0.00
Ultrasound testing:
Technician time 0.00
Physician time 0.00
Supplies 0.00
Patient check-out 0.00
Film processing 0.00
Film reading 0.00
Billing and collection 0.00
General administration 0.00
$0.00
Alternative II Operating Cost per Procedure:
Alternative I cost $0.00
Transportation, set-up, and breakdown 0.00
$0.00
Total, Annual, and Per Procedure Costs Including Capital and Maintenance Costs:
Alternative I Alternative II
Cost of van $0
Van maintenance cost 0
Cost of machines $0 0
Machine maint. cost 0 0
Operating costs 0 0
Total costs $0 $0
Annual costs ERROR:#DIV/0! ERROR:#DIV/0!
Per procedure costs ERROR:#DIV/0! ERROR:#DIV/0!
END

Analysis Questions

CASE 8 DALLAS HEALTH NETWORK: Activity-Based Costing (ABC) 2/18/19
Financial Data Analysis Questions
Questions Responses
1. Estimate the base case cost of Alternatives 1 and 2 regarding the provision of ultrasound services.
2. Which alternative has the lower total cost?
3. Redo the analysis assuming that the per unit supplies cost; billing and collection cost; general administration cost; and transportation, setup, and breakdown costs are higher than the base case values by 10 percent. Redo the analysis again assuming these costs are 20 percent higher than the base case values.
4. Return to the base case. What value for transportation and set-up costs would make the costs of the two alternatives the same?
5. Again, use all base case data but assume that a 5 percent discount is available if three machines are purchased. What effect does this have on the decision? What discount amount would make the two alternatives equal in costs?
6. Redo the base case analysis assuming a useful life of 3 years. Now assume a life of 7 years.
7. Do the analyses conducted for Questions 3 through 6 affect your decision as to which alternative has the lowest cost?
8. What subjective factors would influence the decision as to which alternative to choose?
9. What is your final decision?
10. In your opinion, what are three key learning points from this case?