Cost Accounting Questions
Alrayes
Eldenburg_Wolcott_Wk10_ch08.ppt© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 1
Cost Management
Measuring, Monitoring, and Motivating Performance
Chapter 8
Measuring and Assigning Support Department Costs
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 2
Chapter 8: Measuring and Assigning Support Department Costs
Learning objectives
Q1: What are support departments, and why are their costs allocated to other departments?
Q2: What process is used to allocate support department costs?
Q3: How is the direct method used to allocate support costs to operating departments?
Q4: How is the step-down method used to allocate support costs to operating departments?
Q5: How is the reciprocal method used to allocate support costs to operating departments?
Q6: What is the difference between single- and dual-rate allocations?
Q7: How do support cost allocations affect decisions and managerial incentives?
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 3
Q1: Support versus Operating Departments
The support department costs are common costs that are shared between two or more other departments.
The operating departments of an organization produce products or services that generate revenue.
The support departments of an organization produce products or provide services to the operating and other support departments.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 4
Q1: Reasons for Allocating Support Department Costs
External reporting
Decision making
product pricing
make or buy decisions
Motivation
appropriate consumption of support department resources
efficiency of support department
monitor consumption of support department services
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 5
Q1: Support Department Allocation Process
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 6
Q2: Process for Allocating Support Department Costs
Clarify allocation purpose
Identify cost pools
Assign costs to cost pools
Choose allocation bases for each cost pool
Choose allocation method; allocate support department costs
Allocate updated operating department costs to units of goods or services, if relevant
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 7
Q2: Process for Allocating Support Department Costs
Clarify allocation purpose
if the purpose is to motivate the use of the services of a newly formed department, perhaps no costs should be allocated
if the purpose is to discourage operating department managers from over-use of the services of support departments, then a rate per unit of service might be large and not based on actual costs
if the purpose is to determine the full cost of products or services for long-term pricing decisions, then all support costs should be allocated
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 8
Q2: Process for Allocating Support Department Costs
Identify cost pools
the purpose will determine whether both fixed and variable support department costs should be allocated
the purpose will determine which costs should be allocated
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 9
Q2: Process for Allocating Support Department Costs
Assign costs to cost pools
some costs will be direct to the cost pool (e.g. toner cartridge costs would be direct to the “variable copying costs” cost pool)
some costs will be indirect to the cost pool (e.g. rent costs for an entire facility would be indirect to the “information technology costs” cost pool)
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 10
Q2: Process for Allocating Support Department Costs
Choose allocation bases for each cost pool
an allocation base with a good cause-and-effect relationship with the cost pool provides a reasonable allocation rate
users of support department services will carefully monitor their consumption of the allocation base
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 11
Q2: Process for Allocating Support Department Costs
Choose allocation method and allocate support department costs
in this chapter we cover three allocation methods
each of these three methods could be implemented using
a single- or dual-rate approach (covered later)
actual or budgeted costs and allocation bases (covered later)
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 12
Q2: Process for Allocating Support Department Costs
Allocate updated operating department costs to units of goods or services, if relevant
for some decisions, this may not be relevant
for long-term pricing decisions, this is likely to be relevant
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 13
Q3: The Direct Method of Allocating Support Department Costs
The direct method ignores the fact that support departments use each others’ services.
This method is the easiest computationally and the easiest to explain.
Each support department’s costs are allocated only to operating departments.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 14
Q3: The Direct Method Example
Philco Toys makes metal and plastic toys in separate departments. It has two support departments, Accounting and Information Systems. Philco has decided to allocate Accounting department costs based on the number of employees in each department and Information Systems costs based on the number of computers in each department. Given the information below, use the direct method to allocate support department costs.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 15
Q3: The Direct Method Example
Plastic Products is allocated 22/(22+16) of Accounting department costs, and Metal Products is allocated 16/(22+16). Notice that the number of employees in the support departments is ignored under the direct method.
Plastic and Metal Product share Info Systems costs equally because they have the same number of computers in each department. Notice that the number of computers in the support departments is ignored under the direct method.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 16
Q4: The Step-Down Method of Allocating Support Department Costs
The step-down method allocates some (but not all) support department costs to other support departments.
Allocation order must be determined.
The first support department’s costs are allocated to all operating and support departments that use its services.
Each subsequent support department’s costs are allocated to all operating and support departments that use its services, except any support department whose costs were already allocated.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 17
Q4: The Step-Down Method Example
Given the information for Philco, use the step-down method to allocate support department costs. Allocate the costs of the support department that provides the largest percentage of its services to the other support department first.
First determine allocation order:
Accounting provided 4/(4+22+16) = 4/42 = 9.5% of its services to Info Systems.
Information Systems provided 4/(4+3+3) = 4/10 = 40% of its services to Accounting, so Information Systems goes first.
The given information and the solution template are automated.
The first click brings in the computation for % of services Acctg provided to Info Systems.
The second click brings in the computation for % of services Info Systems provided to Acctg.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 18
Q4: The Step-Down Method Example
Given the information for Philco, use the step-down method to allocate support department costs.
Now perform the allocation:
The given information and the solution template are automated; the solutions don’t appear on the screen until you click for them.
The first click brings in the Information systems row.
The second click brings in the Accounting row and the Totals row.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 19
Q4: The Step-Down Method Example
Info Systems costs are allocated to Accounting, Plastic, & Metal based on each department’s number of computers compared to total non-Info Systems computers: 4+3+3=10.
Accounting costs are allocated only to Plastic & Metal based on each department’s number of employees compared to total non-Accounting and non-Info Systems employees: 22+16=38
Total costs allocated out of Accounting are now higher because of the Info Systems costs allocated to Accounting.
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The first click brings in the green oval, arrow, and its associated text box.
The second click brings in the blue oval, arrow, and its associated text box.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 20
Q4: The Step-Down Method Example
(4/10) x $72,000
(3/10) x $72,000
(3/10) x $72,000
(22/38) x $76,800
(16/38) x $76,800
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 21
Q5: The Reciprocal Method of Allocating Support Department Costs
The reciprocal method allocates all support department costs to other support departments.
The first step is to compute the total costs of each support department when its usage of other support department services is taken into consideration.
Support department costs are then allocated to all other operating and support departments that consume its services.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 22
Q5: The Reciprocal Method Example
Given the information for Philco, use the reciprocal method to allocate support department costs.
First determine total costs for each support department by writing an equation for its costs (use A and IS as abbreviations).
A = $48,000 + [4/(4+3+3)] x IS; IS = $72,000 + [4/(4+22+16)] x A
Then solve:
A = $48,000 + (4/10) x [$72,000 + (4/42) x A]
A = $48,000 + $28,800 + (16/420) x A]
(404/420) x A = $76,800
A = $76,800 x (420/404) = $79,842
IS = $72,000 + (4/42) x $79,842 = $79,604
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 23
Q5: The Reciprocal Method Example
Given the information for Philco, use the reciprocal method to allocate support department costs.
Now perform the allocation:
The given information and the solution template are automated; the solutions don’t appear on the screen until you click for them.
The first click brings in the solutions.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 24
Q5: The Reciprocal Method Example
These numbers are the solutions to the simultaneous equations.
(4/42) x $79,842
(22/42) x $79,842
(16/42) x $79,842
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The first click brings in the red ovals, arrows, and related text boxes.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 25
Q5: The Reciprocal Method Example
(4/10) x $79,604
(3/10) x $79,604
(3/10) x $79,604
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 26
Q6: Single- versus Dual-Rate Allocation
In single-rate allocation, each cost pool includes fixed and variable costs.
In dual-rate allocation, fixed and variable costs are in separate cost pools.
Both methods can be employed with the direct, step-down, or reciprocal methods.
The prior three examples used the single-rate allocation method.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 27
Q6: Single- versus Dual-Rate Example
Philco has decided to use the direct method and allocate variable Accounting costs based on the number of transactions and fixed Accounting costs based on the number of employees. The Info Systems variable costs will be allocated based on the number of service requests and fixed costs will be allocated based on the number of computers. The required information is presented below.
Now perform the allocation…
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 28
Q6: Single- versus Dual-Rate Example
The allocation for variable costs appears on the first click.
The allocation for fixed costs & the totals appears on the second click.
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Support costs need to be considered when evaluating decisions such as make/buy, keep/drop, special order, and constrained resource
Necessary to isolate relevant support costs
This may not be the same as the allocated support costs
For example, outsourcing an operating department may not result in a reduction in support department costs
© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 29
Q7: Decision Making with Support Costs
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Transfer prices should be set to motivate efficient use of the support department resources
If transfer price is set too high, user departments may outsource the service
If transfer price is set too low, user departments may utilize the support department inefficiently
The best transfer pricing approach is the Opportunity Cost approach
Each department is charged an amount that reflects the value of any opportunities forgone by not using the service for its next best alternative use.
This is often difficult in practice so most companies use a cost based or market based transfer pricing policy
© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 30
Q7: Establishing Transfer Prices for Support Departments
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 31
Q7: Estimated versus Actual Support Costs and Rates
A department’s allocation
of support department costs
the allocation
rate
the department’s
consumption
of the allocation base
=
x
Either of these could be estimated or actual.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 32
Q7: Estimated versus Actual Support Costs and Rates
the allocation
rate
the department’s
consumption
of the allocation base
x
Using actual rates and actual consumption provides the best measure of the cost of support services; it is the most accurate but the least timely.
The purpose of the cost allocation will determine whether actual or estimated rates, and actual or estimated consumption, should be used.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 33
Q7: Estimated versus Actual Support Costs and Rates
Actual rates and consumption may be required for some types of government contracts.
Most federal grants to educational institutions allow the use of estimates.
Using an actual rate means that support service users are affected by
inefficiencies of support department managers
changes in the consumption of support services by other users
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 34
Q7: Other Common Cost Allocation Methods
Under the stand-alone method, a common cost is allocated based on information about the users’ consumption of the cost.
Under the incremental cost allocation method, a “primary user” is allocated the bulk of the common cost and the secondary user is allocated only the increment in cost that it caused.
Other cost allocation purposes may require the allocation to
be perceived as “fair”
be based on the user’s “ability to bear” the cost
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 35
Q7: Stand-Alone versus Incremental Cost Allocation Methods Example
Leslie has a job interview with Big Co. next month in New York City. Her plane ticket cost $300, and she will need to spend $125/night for 2 nights in a hotel. She estimates that she will spend $50 in cab fares and $50 for food. Big Co. has promised to reimburse her actual costs. After this trip was arranged, Small Co., also located in New York City, called her for an interview. If she interviews with Small Co. while she’s there, she will spend an additional $125 for another night at a hotel, and another estimated $40 in cab fares and food. Think of at least two ways to allocate Leslie’s travel costs using the stand-alone method. Discuss the merits of each.
1. Compute the total cost of the trip and divide it by 2, since there are 2 interviews.
2. Compute the total cost of the trip and allocate 2/3 of it to Big Co. and 1/3 to Small Co. since she is spending 2 of the 3 nights in NYC for the Big Co. interview.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 36
Q7: Stand-Alone versus Incremental Cost Allocation Methods Example
Perform the calculations for your two versions of the cost allocation under the stand-alone method. Then allocate the travel costs using the incremental cost allocation method. Which is more appropriate? Why?
If shared equally, then this is $407.50 for each company; if Big Co. is allocated 2/3 of the cost then $543.33 is allocated to Big Co. and $271.67 is allocated to Small Co.
Estimated total costs:
Plane ticket $300
Hotel 375
Cab fares & food 140
Total $815
Under the incremental cost allocation method, Big Co. is most likely to be considered the primary user. Since Leslie’s budgeted travel costs were $300 + $250 + $50 + $50 = $650 before she was offered the Small Co. interview, Big Co. is allocated $650 and Small Co. is allocated $815 - $650 = $165.
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The second click brings in the computations for the stand-alone method, and this disappears on the next click.
The third click brings in the computations for the incremental cost allocation method.
No solution is provided for the “which is more appropriate & why” as this is meant to generate class discussion.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 37
Q7: Fixed Price versus Cost-Based Contracts
Under fixed price contracts, vendors provide products or services for a specified price.
Under cost-based contracts, the price is computed based on the actual cost of the products or services.
may be necessary for research & new product development
vendors are not motivated to control costs
vendors may be motivated to inappropriately allocate common costs
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 38
Appendix 8A: Excel Solver and the Reciprocal Method
Solving the simultaneous equations required for the reciprocal method can be tedious when there are 3 or more support departments.
Excel Solver can be used to solve these equations.
Refer to Appendix 4A for help with using Excel Solver.
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© John Wiley & Sons, 2011
Chapter 8: Measuring and Assigning Support Department Costs
Eldenburg & Wolcott’s Cost Management, 2e
Slide # 39
Appendix 8A: Excel Solver and the Reciprocal Method
Set up a “change cell” for each support department’s total costs.
The target function is the sum of the change cells.
The simultaneous equations are entered as constraints; one constraint per equation.
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Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(48,000)27,78920,211$0
Information Systems(72,000)36,00036,000$0
Totals$0$0$449,789$238,211$688,000
Support Dep'tsOperating Departments
Total
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(48,000)27,78920,211$0
Information Systems(72,000)36,00036,000$0
Totals$0$0$449,789$238,211$688,000
Support Dep'tsOperating Departments
Total
direct method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,389 | 7,611 | $0 | ||
| Information Systems | (22,000) | 13,200 | 8,800 | $0 | ||
| Total variable costs | $0 | $0 | $211,589 | $116,411 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (28,000) | 16,211 | 11,789 | $0 | ||
| Information Systems | (50,000) | 25,000 | 25,000 | $0 | ||
| Total fixed costs | $0 | $0 | $241,211 | $118,789 | $360,000 | |
| Total fixed and variable costs | $0 | $0 | $452,800 | $235,200 | $688,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,389 | 7,611 | $0 | ||
| Information Systems | (22,000) | 13,200 | 8,800 | $0 | ||
| Total variable costs | $0 | $0 | $211,589 | $116,411 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (28,000) | 16,211 | 11,789 | $0 | ||
| Information Systems | (50,000) | 25,000 | 25,000 | $0 | ||
| Total fixed costs | $0 | $0 | $241,211 | $118,789 | $360,000 | |
| Total fixed and variable costs | $0 | $0 | $452,800 | $235,200 | $688,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(48,000)27,78920,211$0
Information Systems(72,000)36,00036,000$0
Totals$0$0$449,789$238,211$688,000
Support Dep'tsOperating Departments
Total
direct method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Support Dep'tsOperating Departments
Total
direct method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(48,000)27,78920,211$0
Information Systems28,800(72,000)21,60021,600$0
Totals$0$0$435,389$223,811$659,200
Support Dep'tsOperating Departments
Total
28,800(72,000)21,60021,600$0
(76,800)44,46332,337$0
$0$0$452,063$235,937$688,000
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $435,389 | $223,811 | $659,200 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $435,389 | $223,811 | $659,200 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | ($28,800) | $0 | $452,063 | $235,937 | $659,200 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(76,800)44,46332,337$0
Information Systems28,800(72,000)21,60021,600$0
Totals$0$0$452,063$235,937$688,000
Support Dep'tsOperating Departments
Total
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(76,800)44,46332,337$0
Information Systems28,800(72,000)21,60021,600$0
Totals$0$0$452,063$235,937$688,000
Support Dep'tsOperating Departments
Total
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Support Dep'tsOperating Departments
Total
direct method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department costs$48,000 $72,000 $386,000 $182,000 $688,000
Number of employees34221645
Number of computers463316
Allocate costs:
Accounting(79,842)7,60441,82230,416$0
Information Systems31,842(79,604)23,88123,881$0
Totals$0$0$451,703$236,297$688,000
Support Dep'tsOperating Departments
Total
(79,842)7,60441,82230,416$0
31,842(79,604)23,88123,881$0
$0$0$451,703$236,297$688,000
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department variable costs$20,000 $22,000 $186,000 $100,000
Total department fixed costs$28,000 $50,000 $200,000 $82,000
Number of transactions203214086
Number of employees342216
Number of service requests185128
Number of computers4633
Support Dep'tsOperating Departments
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
Demo step down method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | 0.2857142857 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | 0.2857142857 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | 8.108% | 3/37 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | ||||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | 0.1081081081 | |||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Information Systems | 50,286 | (176,000) | 50,286 | 37,714 | 37,714 | 0 | ||||||
| Accounting | (290,286) | 31,382 | 141,220 | 117,683 | 0 | (605,954) | ||||||
| Vendor Relations | (139,668) | 53,848 | 85,820 | 0 | ||||||||
| Totals | $0 | $0 | $0 | $654,782 | $527,218 | $1,182,000 |
Demo reciprocal method
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | Total % of Services Rendered to Other Service Dept's | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perish-able Goods | Non-perishable Goods | ||||||||
| Total depart-ment costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Accounting (# of employees | 11.905% | 9.524% | 42.857% | 35.714% | 100.000% | 21.429% | A | $315,699 | ||||
| Info Systems (# of computers | 28.571% | 28.571% | 21.429% | 21.429% | 100.000% | 57.143% | IS | $238,892 | ||||
| Vendor Relations (# of vendors) | 4.762% | 16.190% | 30.476% | 48.571% | 100.000% | 20.952% | VR | $156,322 | ||||
| $710,913 | ||||||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | $474,000 | |||||
| Accounting | (315,699) | 37,583 | 30,067 | 135,300 | 112,750 | 0 | ||||||
| Information Systems | 68,255 | (238,892) | 68,255 | 51,191 | 51,191 | 0 | ||||||
| Vendor Relations | 7,444 | 25,309 | (156,322) | 47,641 | 75,928 | 0 | ||||||
| Totals | $0 | $0 | $0 | $656,132 | $525,868 | $1,182,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,000 | 8,000 | $0 | ||
| Information Systems | (22,000) | 11,000 | 11,000 | $0 | ||
| Total variable costs | $0 | $0 | $209,000 | $119,000 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (4) | 2 | 2 | $0 | ||
| Information Systems | (6) | 4 | 2 | $0 | ||
| Total fixed costs | $0 | $0 | $9 | $7 | $16 | |
| Total fixed and variable costs | $20 | $32 | $149 | $93 | $294 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department variable costs$20,000 $22,000 $186,000 $100,000
Total department fixed costs$28,000 $50,000 $200,000 $82,000
Number of transactions203214086
Number of employees342216
Number of service requests185128
Number of computers4633
Allocate variable costs:
Accounting(20,000)12,3897,611
Information Systems(22,000)13,2008,800
Total variable costs$0$0$211,589$116,411
Allocate fixed costs:
Accounting(28,000)16,21111,789
Information Systems(50,000)25,00025,000
Total fixed costs$0$0$241,211$118,789
Total fixed and variable costs$0$0$452,800$235,200
Support Dep'tsOperating Departments
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department variable costs$20,000 $22,000 $186,000 $100,000
Total department fixed costs$28,000 $50,000 $200,000 $82,000
Number of transactions203214086
Number of employees342216
Number of service requests185128
Number of computers4633
Allocate variable costs:
Accounting(20,000)12,3897,611
Information Systems(22,000)13,2008,800
Total variable costs$0$0$211,589$116,411
Allocate fixed costs:
Accounting(28,000)16,21111,789
Information Systems(50,000)25,00025,000
Total fixed costs$0$0$241,211$118,789
Total fixed and variable costs$0$0$452,800$235,200
Support Dep'tsOperating Departments
Acc-
ounting
Info
Systems
Plastic
Products
Metal
Products
Total department variable costs$20,000 $22,000 $186,000 $100,000
Total department fixed costs$28,000 $50,000 $200,000 $82,000
Number of transactions203214086
Number of employees342216
Number of service requests185128
Number of computers4633
Allocate variable costs:
Accounting(20,000)12,3897,611
Information Systems(22,000)13,2008,800
Total variable costs$0$0$211,589$116,411
Allocate fixed costs:
Accounting(28,000)16,21111,789
Information Systems(50,000)25,00025,000
Total fixed costs$0$0$241,211$118,789
Total fixed and variable costs$0$0$452,800$235,200
Support Dep'tsOperating Departments
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,389 | 7,611 | $0 | ||
| Information Systems | (22,000) | 13,200 | 8,800 | $0 | ||
| Total variable costs | $0 | $0 | $211,589 | $116,411 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (28,000) | 16,211 | 11,789 | $0 | ||
| Information Systems | (50,000) | 25,000 | 25,000 | $0 | ||
| Total fixed costs | $0 | $0 | $241,211 | $118,789 | $360,000 | |
| Total fixed and variable costs | $0 | $0 | $452,800 | $235,200 | $688,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,389 | 7,611 | $0 | ||
| Information Systems | (22,000) | 13,200 | 8,800 | $0 | ||
| Total variable costs | $0 | $0 | $211,589 | $116,411 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (28,000) | 16,211 | 11,789 | $0 | ||
| Information Systems | (50,000) | 25,000 | 25,000 | $0 | ||
| Total fixed costs | $0 | $0 | $241,211 | $118,789 | $360,000 | |
| Total fixed and variable costs | $0 | $0 | $452,800 | $235,200 | $688,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
Sheet1
direct method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (48,000) | 27,789 | 20,211 | $0 | ||
| Information Systems | (72,000) | 36,000 | 36,000 | $0 | ||
| Totals | $0 | $0 | $449,789 | $238,211 | $688,000 |
step-down method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (76,800) | 44,463 | 32,337 | $0 | ||
| Information Systems | 28,800 | (72,000) | 21,600 | 21,600 | $0 | |
| Totals | $0 | $0 | $452,063 | $235,937 | $688,000 |
reciprocal method example
| Support Departments | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department costs | $48,000 | $72,000 | $386,000 | $182,000 | $688,000 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate costs: | ||||||
| Accounting | (79,842) | 7,604 | 41,822 | 30,416 | $0 | |
| Information Systems | 31,842 | (79,604) | 23,881 | 23,881 | $0 | |
| Totals | $0 | $0 | $451,703 | $236,297 | $688,000 |
singel vs dual rate example
| Support Dep'ts | Operating Departments | Total | ||||
| Acc-ounting | Info Systems | Plastic Products | Metal Products | |||
| Total department variable costs | $20,000 | $22,000 | $186,000 | $100,000 | $328,000 | |
| Total department fixed costs | $28,000 | $50,000 | $200,000 | $82,000 | $360,000 | |
| Number of transactions | 20 | 32 | 140 | 86 | 278 | |
| Number of employees | 3 | 4 | 22 | 16 | 45 | |
| Number of service requests | 18 | 5 | 12 | 8 | 43 | |
| Number of computers | 4 | 6 | 3 | 3 | 16 | |
| Allocate variable costs: | ||||||
| Accounting | (20,000) | 12,389 | 7,611 | $0 | ||
| Information Systems | (22,000) | 13,200 | 8,800 | $0 | ||
| Total variable costs | $0 | $0 | $211,589 | $116,411 | $328,000 | |
| Allocate fixed costs: | ||||||
| Accounting | (28,000) | 16,211 | 11,789 | $0 | ||
| Information Systems | (50,000) | 25,000 | 25,000 | $0 | ||
| Total fixed costs | $0 | $0 | $241,211 | $118,789 | $360,000 | |
| Total fixed and variable costs | $0 | $0 | $452,800 | $235,200 | $688,000 |
PSA EX1
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | ||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | ||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||
| Support Departments | Operating Departments | Total | |||||
| Mainten-ance | Cafeteria | Mark-eting | Product A | Product B | |||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | ||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | ||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% |
PSA EX2
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | 1,000 | 3,000 | 5,000 | 17,000 | 24,000 | 50,000 | |||||||||
| Cafeteria (# employees) | 5 | 12 | 8 | 22 | 33 | 80 | |||||||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | |||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Maintenance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | |||||||||||||||
| Cafeteria (# employees) | |||||||||||||||
| Marketing (revenues) | |||||||||||||||
| Direct method: | Totals | ||||||||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Maintenance (sq ft) | (125,000) | 51,829 | 73,171 | 0 | |||||||||||
| Cafeteria (# employees) | (160,000) | 64,000 | 96,000 | 0 | |||||||||||
| Marketing (revenues) | (220,000) | 103,529 | 116,471 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $729,359 | $965,641 | $1,695,000 | |||||||||
| Support Departments | Operating Departments | Total | |||||||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | |||||||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | |||||||||
| Cafeteria (# employees) | 11,765 | (160,000) | 18,824 | 51,765 | 77,647 | 0 | |||||||||
| Maintenance (sq ft) | (136,765) | 14,866 | 50,543 | 71,355 | 0 | ||||||||||
| Marketing (revenues) | (253,689) | 119,383 | 134,306 | 0 | |||||||||||
| Total | $0 | $0 | $0 | $731,691 | $963,309 | $1,695,000 |
PSA EX2 reciprocal
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | 3,000 | 5,000 | 17,000 | 24,000 | 49,000 | |||||
| Cafeteria (# employees) | 5 | 8 | 22 | 33 | 68 | |||||
| Marketing (revenues) | $180,000 | $880,000 | $990,000 | $2,050,000 | ||||||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Maintenance (sq ft) | 6.122% | 10.204% | 34.694% | 48.980% | 100.000% | M | $139,048 | |||
| Cafeteria (# employees) | 7.353% | 11.765% | 32.353% | 48.529% | 100.000% | C | $191,049.56 | |||
| Marketing (revenues) | 0.000% | 8.780% | 42.927% | 48.293% | 100.000% | MK | $256,664.97 | |||
| Support Departments | Operating Departments | Total | ||||||||
| Mainten-ance | Cafeteria | Marketing | Product A | Product B | ||||||
| Total costs | $125,000 | $160,000 | $220,000 | $510,000 | $680,000 | $1,695,000 | ||||
| Maintenance (sq ft) | (139,048) | 8,513 | 14,189 | 48,241 | 68,105 | 0 | ||||
| Cafeteria (# employees) | 14,048 | (191,050) | 22,476 | 61,810 | 92,715 | 0 | ||||
| Marketing (revenues) | 0 | 22,536 | (256,665) | 110,178 | 123,950 | 0 | ||||
| Totals | $0 | $0 | $0 | $730,229 | $964,771 | $1,695,000 |
Dual demo alloc %
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| IS: Network usage hours | 6,000 | 10,000 | 4,000 | 3,000 | 2,000 | 25,000 | |||||
| VR: A/Pay volume in $ | $60,000 | $40,000 | $20,000 | $216,000 | $124,000 | $460,000 | |||||
| Allocation bases for variable costs: | |||||||||||
| A: Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | |||||
| IS: Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | |||||
| VR: Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | |||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Allocation bases for fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | 18.684% | 6.157% | 44.798% | 30.361% | 100.000% | A = | $289,897 | ||||
| IS: Network usage hours | 40.000% | 26.667% | 20.000% | 13.333% | 100.000% | IS = | $184,812 | ||||
| VR: A/Pay volume in $ | 13.636% | 9.091% | 49.091% | 28.182% | 100.000% | VR = | $117,132 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | |||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | |||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | |||||||
| Support Departments | Operating Departments | Total | |||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | |||||||
| Department fixed costs | $200,000 | $120,000 | $50,000 | $222,000 | $186,000 | $778,000 | |||||
| Department variable costs | $40,000 | $56,000 | $8,000 | $200,000 | $100,000 | $404,000 | |||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | |||||
| Allocation of fixed costs: | |||||||||||
| A: Dep't costs before alloc'n | ($289,897) | $54,163 | $17,849 | $129,869 | $88,016 | $0 | |||||
| IS: Network usage hours | $73,925 | ($184,812) | $49,283 | $36,962 | $24,642 | $0 | |||||
| VR: A/Pay volume in $ | $15,973 | $10,648 | ($117,132) | $57,501 | $33,010 | $0 | |||||
| Allocation of variable costs: | |||||||||||
| IS: Number of computers | $16,000 | ($56,000) | $16,000 | $12,000 | $12,000 | $0 | |||||
| A: Number of employees | ($56,000) | $6,054 | $27,243 | $22,703 | $0 | ||||||
| VR: Number of vendors | ($30,054) | $11,587 | $18,467 | $0 | |||||||
| Totals | $0 | $0 | $0 | $697,163 | $484,837 | $1,182,000 |
Stand alone demo
| Morgan Freeman | Dean Martin | Total | |||
| Air fare | $360 | $360 | $720 | ||
| Hotel @ $100/night | 100 | 200 | 300 | ||
| Meals @ $40/day | 40 | 80 | 120 | ||
| Taxi fares | 50 | 70 | 120 | ||
| $550 | $710 | $1,260 |
PSB dual rate
| Support Departments | Operating Departments | Total | ||||||||||
| Acc-ounting | Infor-mation Systems | Vendor Relations | Perishable Goods | Non-perishable Goods | ||||||||
| Total department costs | $240,000 | $176,000 | $58,000 | $422,000 | $286,000 | $1,182,000 | ||||||
| Number of employees | 3 | 5 | 4 | 18 | 15 | 45 | ||||||
| Number of computers | 4 | 7 | 4 | 3 | 3 | 21 | ||||||
| Number of vendors | 5 | 17 | 3 | 32 | 51 | 108 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 400 | 2,200 | 1,500 | 2,000 | 2,500 | 8,600 | ||||||
| HR: Total payroll | $36,000 | $100,000 | $170,000 | $580,000 | $450,000 | $1,336,000 | ||||||
| A: Total revenue | $2,500,000 | $1,800,000 | $4,300,000 | |||||||||
| Allocation bases for variable costs: | ||||||||||||
| M: # of requests for service | 2 | 5 | 3 | 44 | 21 | 75 | ||||||
| HR: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| A: # of employees | 2 | 4 | 5 | 19 | 15 | 45 | ||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Allocation bases for fixed costs: | ||||||||||||
| M: Square feet | 26.829% | 18.293% | 24.390% | 30.488% | 100.000% | |||||||
| HR: Total payroll | 2.913% | 13.754% | 46.926% | 36.408% | 100.000% | |||||||
| A: Total revenue | 0.000% | 0.000% | 58.140% | 41.860% | 100.000% | |||||||
| Allocation bases for variable costs: | Fixed costs | Var costs | ||||||||||
| M: # of requests for service | 6.849% | 4.110% | 60.274% | 28.767% | 100.000% | M = | $44,846 | $5,142 | ||||
| HR: # of employees | 4.878% | 12.195% | 46.341% | 36.585% | 100.000% | HR = | $132,032 | $13,336 | ||||
| A: # of employees | 5.000% | 10.000% | 47.500% | 37.500% | 100.000% | A = | $211,363 | $9,838 | ||||
| 176000 | 58000 | 422000 | 286000 | 942000 | ||||||||
| 6000 | 4000 | 3000 | 2000 | 15000 | ||||||||
| 60000 | 40000 | 216000 | 124000 | 440000 | ||||||||
| Support Departments | Operating Departments | Total | ||||||||||
| Mainten-ance | Human Resources | Account-ing | Product A | Product B | ||||||||
| Department fixed costs | $41,000 | $120,000 | $185,000 | $320,000 | $280,000 | $946,000 | ||||||
| Department variable costs | $4,000 | $12,000 | $8,000 | $480,000 | $350,000 | $854,000 | ||||||
| Total department costs | $45,000 | $132,000 | $193,000 | $800,000 | $630,000 | $1,800,000 | ||||||
| Allocation of fixed costs: | ||||||||||||
| M: Square feet | ($44,846) | $12,032 | $8,203 | $10,938 | $13,672 | $0 | ||||||
| HR: Total payroll | $3,846 | ($132,032) | $18,160 | $61,957 | $48,070 | $0 | ||||||
| A: Total revenue | $0 | $0 | ($211,363) | $122,886 | $88,478 | $0 | ||||||
| Allocation of variable costs: | ||||||||||||
| M: # of requests for service | ($5,142) | $352 | $211 | $3,100 | $1,479 | $0 | ||||||
| HR: # of employees | $651 | ($13,336) | $1,626 | $6,180 | $4,879 | $0 | ||||||
| A: # of employees | $492 | $984 | ($9,838) | $4,673 | $3,689 | $0 | ||||||
| Totals | $0 | $0 | $0 | $1,009,733 | $790,267 | $1,800,000 |
EOC MC7-10
| Support Departments | Operating Departments | |||||
| Personnel | Cafeteria | Maintenance | Machining | Assembly | ||
| Personnel | 10% | 20% | 30% | 40% | ||
| Cafeteria | 10% | 10% | 40% | 40% | ||
| Maintenance | 10% | 20% | 50% | 20% |
EOC Ex1
| Store 1 | Store 2 | BB | Total | ||
| Floor space (sq feet) | 9,000 | 6,600 | 400 | 16,000 | |
| Inventory values | $425,000 | $220,000 | $15,000 | $660,000 | |
| Sales revenue | $612,500 | $440,000 | $0 | $1,052,500 | |
| Store 1 | Store 2 | BB | Total | ||
| Rent | $4,656 | $3,344 | $8,000 | ||
| Utilities | 1,125 | 825 | 50 | 2,000 | |
| Security | 425 | 220 | 15 | 660 | |
| Total | $6,206 | $4,389 | $65 | $10,660 |
EOC Ex2 given info
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Space occupied | 600 | 400 | 1,000 | 6,000 | 4,000 | 12,000 | ||||
| Employees | 10 | 15 | 15 | 125 | 165 | 330 | ||||
| R&M hours | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (240,000) | 144,000 | 96,000 | 0 | ||||||
| Buildings & Grounds | (109,750) | 47,306 | 62,444 | 0 | ||||||
| Repairs & Maintenance | (157,750) | 105,167 | 52,583 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,096,473 | $611,027 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabric-ation | Assembly | ||||||
| Space occupied (B&G) | 600 | 1,000 | 6,000 | 4,000 | 11,600 | |||||
| Employees (P) | 15 | 15 | 125 | 165 | 320 | |||||
| R&M hours (R&M) | 6,000 | 3,000 | 9,000 | |||||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Space occupied (B&G) | 5.172% | 8.621% | 51.724% | 34.483% | 100.000% | B&G | $121,294 | |||
| Employees (P) | 4.688% | 4.688% | 39.063% | 51.563% | 100.000% | P | $246,273.83 | |||
| R&M hours (R&M) | 66.667% | 33.333% | 100.000% | R&M | $179,750.47 | |||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Buildings & Grounds | 5,677 | (109,750) | 9,461 | 56,767 | 37,845 | 0 | ||||
| Personnel | (245,677) | 12,082 | 100,687 | 132,907 | 0 | |||||
| Repairs & Maintenance | (179,294) | 119,529 | 59,765 | 0 | ||||||
| Totals | $0 | $0 | $0 | $1,076,984 | $630,516 | $1,707,500 | ||||
| Support Departments | Operating Departments | Total | ||||||||
| Personnel | Buildings & Grounds | Repairs & Mainten-ance | Fabrication | Assembly | ||||||
| Total department costs | $240,000 | $109,750 | $157,750 | $800,000 | $400,000 | $1,707,500 | ||||
| Personnel | (246,274) | 11,544 | 11,544 | 96,201 | 126,985 | 0 | ||||
| Buildings & Grounds | 6,274 | (121,294) | 10,456 | 62,738 | 41,826 | 0 | ||||
| Repairs & Maintenance | 0 | 0 | (179,750) | 119,834 | 59,917 | 0 | ||||
| Totals | $0 | $0 | $0 | $1,078,773 | $628,727 | $1,707,500 |
