Chapter 3
Cost Behaviour, Cost Drivers and Cost Estimation
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MONASH
BUSINESS
SCHOOL
For this topic you should be able to:
Explain the relationship between cost estimation, cost behaviour and cost prediction
Understand the concept of cost drivers, including volume-based and non-volume based cost drivers, and the hierarchy of cost drivers – unit, batch, product, facility
Identify and analyse different cost behaviours, including variable, fixed, step-fixed, semivariable & curvlinear
Use different approaches to cost estimation, including managerial judgement, the engineering approach and quantitative analysis
Explain the difficulties of estimating costs in practice and think of ways to overcome them
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The Relationship between Cost Behaviour, Estimation, and Prediction
COST
BEHAVIOUR
COST
PREDICTION
COST
ESTIMATION
The process of determining cost behaviour
The relationship between a cost and the level of activity
Using knowledge of cost behaviour to forecast the level of cost at a particular level of activity
How do We Estimate Cost Behaviour?
…by using cost drivers
What is a cost driver?
An activity or factor that drives a cost to be incurred
In choosing appropriate cost drivers, consideration needs to be given about the underlying causes of the costs
What drives it to go up or down?
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The cost of paint goes up
Why? What drives the increase?
There is an increase in the number of cars sprayed
Cost driver = number of
cars
A volume-based cost driver
Example 1: A Spray-Painting
Administration costs in the corporate headquarters has gone down. Why?
Senior managers decided to hold less face-to-face meetings and communicate electronically instead
Cost driver = number of face-to- face senior management
meetings
A non volume-based cost driver
Example 2: A Large Bank
Conventional vs. Contemporary Cost Drivers
Conventional approach:
Uses volume-based cost drivers (e.g., Units produced, DLH, DL$, MH)
Assumes that all costs are driven by the organisation’s level of activity, for example production or sales volume
This will be accurate for direct product costs such as direct material and labour….but not for other types of costs
Contemporary approach:
Recognises that there are a range of possible cost drivers other than production volume that explain cost behaviour
Uses both volume and non-volume based cost drivers
Activity-based Approach to Cost Drivers
Classifies costs and cost drivers into four levels:
Unit level
Batch level
Product (or product-sustaining) level
Facility level
Unit level costs:
Relate to activities performed for each unit produced
Use conventional volume-based cost drivers
Example: Direct material
Batch level costs:
Relate to activities performed for a group of product units
Examples include a batch or a delivery load
Example: Delivery costs
Product level costs:
Also called product sustaining costs
Relates to activities performed for specific products or product groups
Example: Research & design costs
Facility level costs:
Also called facility- sustaining costs
Costs incurred to run the business, not caused by any particular product
Example: Premises costs
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Unit
Facility
Batch
Batch
Product/Facility
Selecting the Best Cost Drivers
How detailed should the analysis be?
As total costs of the organisation are split into smaller cost categories and associated costs drivers, the accuracy of the resulting information will increase
Cost-benefit criteria are important
Long or short term?
Cost behaviour and cost drivers can change over time
Choice depends on the intended purpose of the cost analysis, for example short-term budgeting or long-term strategic decision making?
Selecting the Best Cost Drivers…. (cont’d)
Cost estimation or cost management?
Cost estimation: understand cost
behaviour so that we can estimate cost
functions or predict future costs
Cost management: analysing costs to reduce costs and manage resources more effectively
Effective cost management requires the identification of root cause cost drivers – the basic factors that cause a cost to be incurred
Cost drivers that are used to predict costs may differ from those used to manage costs
The research department sends out blood samples for examination to an external pathology lab.
What is the cost driver of this activity?
For cost estimation purposes: Number of blood samples sent
For cost management purposes: Skill level of staff
Research Cost – $1.5 million – Pharmaceutical Company
Remember last week?!
Cost-benefit Considerations
To predict costs accurately, there is a trade-off between:
Having a strong correlation between the cost and cost driver, therefore increasing the accuracy of the cost information and
Having a cost driver that is easy to measure
Many organisations select cost drivers for convenience reasons, not for their ability to predict costs accurately
Also, with more cost drivers, the costs of gathering and analysing information about costs and cost drivers will also increase
Need to consider cost vs. benefits
A matter of managerial judgement
Therefore….
When choosing cost drivers, the costs and benefits of each driver must be assessed, taking into account:
Reasons for analysing cost behaviour
Timeframe for analysing the cost behaviour
Availability of data on cost drivers
Cost Behaviour Patterns
Cost behaviour
The relationship between a cost and the level of activity (or cost driver)
Cost behaviour patterns
Variable costs
Fixed costs
Step-fixed costs
Semivariable costs
Curvilinear costs
Variable Costs
Variable costs change in total, in direct proportion to changes in the level of activity, but the variable cost per unit remains constant
Constant
Changes
Fixed Costs
Fixed costs remain unchanged in total despite changes in the level of activity, but fixed cost per unit changes
Fixed cost per unit is often calculated for use in product costs but is of limited use in management decision making as it does not reflect the way that fixed costs actually behave
Modern approaches to cost analysis recognise that there are cost drivers for some of these fixed costs and very few costs actually remain fixed
Activity based costing in Week 7
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Changes
Constant (compare with variable
costs!)
Lecture Illustration 1
The following table shows the costs during a month if 600 cars are spray-painted
Required: Fill in the values labelled (a) to (p) in the table
Number of spray-painted cars
500 600 700
Fixed Costs (a) $84 000 (b)
Variable costs (c) (d) (e)
Total costs (f) $144 000 (g)
Cost per spray-painted car:
Fixed cost (h) (i) (j)
Variable cost (k) (l) (m)
Total cost per car: (n) (o) (p)
Lecture Illustration 1
The following table shows the costs during a month if 600 cars are spray-painted
Required: Fill in the values labelled (a) to (p) in the table
Number of spray-painted cars
500 600 700
Fixed Costs $84 000
Variable costs
Total costs $144 000
Cost per spray-painted car:
Fixed cost
Variable cost
Total cost per car:
Variations in Cost Behaviour Patterns
Step-fixed costs
Remain fixed over a wide range of activity levels but jump to a different amount for levels outside that range
Semi-variable (or mixed) cost
Has both fixed and variable components
Curvilinear cost
At lower levels of activity there is decreasing marginal cost
At higher levels of activity there is increasing marginal cost
Marginal cost: the cost of producing one additional unit
As opening hours increase, more managers are employed
Mixed Costs
Most costs are mixed or semi-variable
This means they have both a fixed and variable cost component
They can be represented using the following cost function:
Y = a + bX
Where Y = total cost
a = fixed cost component (the intercept on the vertical axis)
b = variable cost per unit of activity (the slope of the line)
X = the level of activity
Petrol, oil and maintenance costs – vary proportionately with number of deliveries made
Lease, insurance, and delivery staff salary costs – remain constant irrespective of number of deliveries
For up to 1000 batches, marginal electricity costs decrease as economies of scale are achieved.
Above 1000 batches, older machinery needs to be used so marginal electricity costs increase.
Cost Behaviour and the Relevant Range
The relevant range is the range of activity over which a particular cost behaviour pattern is assumed to be valid
For example:
The direct material cost per unit may only hold for production up to 1000 units per day, and for higher volumes the cost per unit may decrease due to cheaper cost of buying material in larger quantities
Cost Estimation
Identifying the specific cost behaviour pattern for each cost
Approaches to cost estimation:
Managerial judgment
Engineering approach
Quantitative analysis
Visual fit method
High-low method
Regression analysis
Managerial Judgment
Using experience and knowledge rather than formal analysis to classify costs behaviour
Future costs are estimated by examining past costs and identifying other factors that might affect costs in the future
Reliability of cost estimates is dependent upon the ability of the manager
Engineering Approach
Studying processes that result in the incurrence of a cost
Using time and motion studies – employees are observed as they work to record the steps for each task and the times taken
Useful when there is no reliable past data on which to base cost estimates
Most effective when there is a direct relationship between inputs and outputs
However, expensive and time-consuming
Quantitative Analysis
Formal analysis of past data to identify the relationships between costs and activities
Three approaches:
Visual fit method – a scatter plot diagram involves plotting the data points to visualise the relationship between cost and level of activity
High-low method – involves taking the two observations with the highest and lowest level of activity to calculate the cost function
Regression analysis – is a statistical technique that uses a range of data points to estimate the relationship between cost and cost drivers
Example: Dental Clinic
Month No. of patients Material costs
1 160 $3,400
2 120 $3,000
3 150 $3,200
4 100 $2,500
5 80 $2,100
6 130 $3,200
7 140 $3,000
8 190 $4,100
9 230 $5,100
10 170 $3,800
11 160 $3,200
12 180 $3,900
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Visual Method – Scatter Plot Diagram
Material costs 160 120 150 100 80 130 140 190 230 170 160 180 3400 3000 3200 2500 2100 3200 3000 4100 5100 3800 3200 3900 No. of patients
Material costs
Lecture Illustration 2: High-Low Method
Nature Clinic’s data for last year in relation to in-house diagnostic blood tests are as follows:
Required: Use the high–low method to estimate the company’s cost behaviour and express it in equation form.
Month No. of blood tests Cost
January 6,100 $63,500
February 5,300 $50,500
March 4,900 $50,500
April 4,800 $51,500
May 5,100 $51,500
June 3,000 $31,000
July 4,500 $44,500
August 7,100 $72,000
September 6,200 $57,000
October 4,700 $46,500
November 5,900 $64,500
December 6,000 $61,000
Illustration 2: High-Low method
Calculations:
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Regression Analysis
A statistical technique used to estimate the relationship between a dependent variable (cost) and independent variables (cost driver)
The line of best fit makes deviations between the cost line and the data points as small as possible
More accurate than high-low method as it makes use of all data and has statistical properties that allows inferences to be drawn between cost and activity levels
Simple regression involves estimating the relationship between the dependent variable (Y) and one independent variable (X)
Y = a + bX
Multiple regression estimates a linear relationship between one dependent variable and two or more independent variables
Y = a + b1X1 + b2X2
SUMMARY OUTPUT
Regression
Multiple R 0.973
R Square 0.947
Adjusted R Square 0.942
Standard Error 188.713
Observations 12
ANOVA
df SS MS F Signif. F
Regression 1 6,366,372 6,366,372 178.767 0.0000
Residual 10 356,128 35,613
Total 11 6,722,500
Coefficients Std. Error t Stat P-value Lower 95% Upper 95%
Intercept 561.05 217.40 2.58 0.03 76.65 1045.44
No. of patients 18.66 1.40 13.37 0.00 15.55 21.77
Regression Analysis
Ŷ = $561 + $18.66X
where
Y= Material cost
X = No. of patients
Dependent Variable
Independent Variable
R2 – measures the proportion of change in the dependent variable that is explained by a change in the independent variable
Adjusted R2 – an R2 adjusted to compensate for a small sample size
Evaluating the Regression Line
Practical Issues in Cost Estimation Data
Cost estimates are only as good as the data upon which they are based
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Issues in
Cost
estimation
Missing
data
Outliers
Inflation
Mismatched
time periods
Trade-offs
Allocated
fixed costs
Data Collection Problems
Missing data
Outliers—extreme observations of activity/cost relationships
Mismatched time periods for dependent and independent variables
Trade-offs in choosing the time period—the number of observations vs the reliability of past data points as predictors of future cost behaviour
Data Collection Problems
Allocation of fixed costs (on a per unit basis) may suggest cost behaviours that are misleading
Inflation may cause historic cost data to be less relevant in predicting future cost behaviours
Effect of learning – labour costs decrease over time
Other Issues in Cost Estimation
Activity-based approaches allow more complex cost behaviour patterns to be considered.
The accuracy of cost functions.
Sometimes budgets and cost estimates capture
only approximations of cost behaviours
All cost functions are based on simplifying assumptions, such as:
Cost behaviours depend on a single or only a few types of activity.
Cost behaviours are linear within a relevant range.
Costs of producing more accurate cost estimates need to be assessed against the likely benefits.
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Acknowledgement
Some slides contained in this presentation were adapted from:
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