ACBU 2223: Watts Company Case (Case Study Sample)
Students should work in teams of up to 3 members (It is recommended that teams are formed based on IP groups). Students should not discuss the case with anyone except their teammates. The solution to all questions must be typed and submitted to the link available on the Blackboard website by the end of Due date. A team is to upload only one copy of the solution with each member’s name listed alphabetically. Calculations should be rounded off to two decimal points if necessary.source..
Instructions for Students
Students should work in teams of up to 3 members (It is recommended that teams are formed based on IP groups).Students should not discuss the case with anyone except their teammates. The solution to all questions must be typed and submitted to the link available on the Blackboard website by the end of Due date. A team is to upload only one copy of the solution with each member’s name listed alphabetically. Calculations should be rounded off to two decimal points if necessary.
The Watts Company is a publicly traded corporation that produces different types of commercial food processors. My name is Alan Smith and I have worked for this company for the last ten years in the controller’s office. I was both an accounting and finance major in university. The company currently produces 300 products and does not anticipate any new products coming out over the next three years. I have previously mentioned to my superiors that it is not appropriate for our firm to use a traditional accounting system (where overhead costs are allocated across products at a rate of $100 per direct labor hour) when different products require different amounts of indirect overhead resources. For example, under the traditional system all costs associated with testing of products for quality assurance purposes are part of overhead costs and therefore allocated across products based on direct labor hours. Yet, some of our products require as much as 5 hours of testing whereas some products require less than 1 minute of testing with no connection to direct labor hours. Given that traditional costing systems result in significant cost distortions when determining products costs and given that the firm now has revenues of over $100 million a year, Watts has decided to adopt activity based costing over the next year or two.
Watts’s management has hired Deloitte Consulting to help us implement activity based costing. I will be acting as the liaison between our firm and Deloitte. As part of the initial implementation phase, I have asked Deloitte to derive the costs and product margins associated with two of our products, Classic and Artisan, so that these costs and product margins could be compared with the costs and product margins under our current traditional accounting system. I picked these products since Watts management believe they have very different demands on indirect overhead resources. Further, Classic is sold in large quantities whereas Artisan is sold in small quantities and traditional accounting systems can cause large cost distortions in different directions for products sold in large and small quantities.
Current information from our existing system on a per unit basis is shown in Exhibit 1.
Direct labor hours
Direct labor wage rate per hour
Sales price per unit
My staff has identified for Deloitte five activity cost pools. Information on those cost pools and the related activity measures are provided in Exhibit 2.
Level of Allocation Base
number of setups
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