TARGET COSTING AND ACTIVITY BASED COSTING TARGET COSTING Target costing is the process of determining the maximum allowable cost for a new product and then developing a prototype that can be profitably made for that maximum target cost figure. A number of companies--primarily in Japan--use target costing, including Compaq, Culp, Cummins Engine, Daihatsu Motors, DaimlerChrysler, Ford, Isuzu Motors, ITT, NEC, and Toyota etc. The target costing for a product is calculated by starting with the product's anticipated selling price and then deducting the desired profit. Following formula or equation further explains this concept: Target Cost = Anticipated selling price – Desired profit The product development team is then given the responsibility of deg the product so that it can be made for no more than the target cost.Following set of activities further explains the concept of target costing technique: Target Costing Process Diagram Determine Customer Wants and Price Sensitivity ↓ Planned Selling Price is Set ↓ Target Cost is Determined As: Selling Price Less Desired Profit ↓ Teams of Employees from Various Areas and Trusted Vendors Simultaneously ↓ Design Product

Determine Determine Necessary Manufacturing Process Raw Materials ↓

Costs are Considered Throughout this Process. The Process Requires Trade-offs to Meet Target Costs ↓ Once Target Cost is Achieved the Manufacturing Begins and Product is Sold

Reasons for Using Target Costing Technique: The target costing approach was developed in recognition of two important characteristics of markets and costs. The first is that many companies have less control over price than they would like to think. The market (i.e., supply and demand) really determines prices, and a company that attempts to ignore this does so at its peril. Therefore, the anticipated market price is taken as a given in target costing. The second observation is that most of the cost of a product is determined in the design stage. Once a product has been designed and has gone into production, not much can be done to significantly reduce its cost. Most of the opportunities to reduce cost come from deg the product so that it is simple to make, uses inexpensive parts, and is robust and reliable. If the company has little control over market price and little control over cost once the product has gone into production, then it follows that the major opportunities for affecting profit come in the design stage where valuable features that customers are willing to pay for can be added and where most of the costs are really determined. So that it is where the effort is concentrated--in deg and developing the product. The difference between target costing and other approaches to product development is profound. Instead of deg the product and then finding out how much it costs, the target cost is set first and then the product is designed so that the target cost is attained. ACTIVITY BASED COSTING Activity-based costing (ABC) is a special costing model that identifies activities in an organization and assigns the cost of each activity with resources to all products and services according to the actual consumption by each. This model assigns more indirect costs (overhead) into direct costs compared to conventional costing models.

Historical development Traditionally cost ants had arbitrarily added a broad percentage of analysis into the indirect cost In addition, activities include actions that are performed both by people and machine. However, as the percentages of indirect or overhead costs rose, this technique became increasingly inaccurate, because indirect costs were not caused equally by all products. For example, one product might take more time in one expensive machine than another product but since the amount of direct labor and materials might be the same, additional cost for use of the machine is not being recognized when the same broad 'on-cost' percentage is added to all products. Consequently, when multiple products share common costs, there is a danger of one product subsidizing another. ABC is based on George Staubus' Activity Costing and Input-Output ing. The concepts of ABC were developed in the manufacturing sector of the United States during the 1970s and 1980s. During this time, the Consortium for Advanced Management-International, now known simply as CAM-I, provided a formative role for studying and formalizing the principles that have become more formally known as Activity-Based Costing. Robin Cooper and these concepts in 1988. Cooper and cost management

Robert S. Kaplan, proponents of the Balanced Scorecard, brought notice to a number of articles published in Harvard Business Review beginning in Kaplan described ABC as an approach to solve the problems of traditional systems. These traditional costing systems are often unable to determine

accurately the actual costs of production and of the costs of related services. Consequently managers were making decisions based on inaccurate data especially where there are multiple products. Instead of using broad arbitrary percentages to allocate costs, ABC seeks to identify cause and effect relationships to objectively assign costs. Once costs of the activities have been identified, the cost of each activity is attributed to each product to the extent that the product uses the activity. In this way ABC often identifies areas of high overhead costs per unit and so directs attention to finding ways to reduce the costs or to charge more for costly products. Activity-based costing was first clearly defined in 1987 by Robert S. Kaplan and W. Bruns as a chapter in their book ing and Management: A Field Study Perspective. They initially focused on manufacturing industry where increasing technology and productivity improvements have reduced the relative proportion of the direct costs of labor and materials, but have increased relative proportion of indirect costs. For example, increased automation has reduced labor, which is a direct cost, but has increased depreciation, which is an indirect cost. Like manufacturing industries, financial institutions have diverse products and customers, which can cause cross-product, cross-customer subsidies. Since personnel expenses represent the largest single component of non-interest expense in financial institutions, these costs must also be attributed more accurately to products and customers. Activity based costing, even though originally developed for manufacturing, may even be a more useful tool for doing this. Activity-based costing was later explained in 1999 by Peter F. Drucker in the book Management Challenges of the 21st Century. He states that traditional cost ing focuses on what it costs to do something, for example, to cut a screw thread; activity-based costing also records the cost of not doing, such as the cost of waiting for a needed part. Activity-based costing records the costs that traditional cost ing does not do. Methodology Methodology of ABC focuses on cost allocation in operational management. ABC helps to segregate   

Fixed cost Variable cost Overhead cost

The split of cost helps to identify cost drivers, if achieved. Direct labor and materials are relatively easy to trace directly to products, but it is more difficult to directly allocate indirect costs to products. Where products use common resources differently, some sort of weighting is needed in the cost allocation process. The cost driver is a factor that creates or drives the cost of the activity. For example, the cost of the activity of bank tellers can be ascribed to each product by measuring how long each product's transactions (cost driver) takes at the counter and then by measuring the number of each type of transaction. For the activity of running machinery, the driver is likely to be machine operating hours. That is, machine operating hours drive labour, maintenance, and power cost during the running machinery activity.

Application in routine business ABC has proven its applicability beyond academic discussion. ABC is applicable throughout company financing, costing and ing:      

ABC is a modeling process applicable for full scope as well as for partial views. ABC helps to identify inefficient products, departments and activities. ABC helps to allocate more resources on profitable products, departments and activities. ABC helps to control the costs at any per-product-level level and on a departmental level. ABC helps to find unnecessary costs that may be eliminated. ABC helps fixing the price of a product or service with any desired analytical resolution.

Beyond such selective application of the concept, ABC may be extended to ing, hence proliferating a full scope of cost generation in departments or along product manufacturing. Such extension, however requires a degree of automatic data capture that prevents from cost increase in istering costs. Limitations Applicability of ABC is bound to cost of required data capture. That drives the prevalence to slow processes in services and istrations, where staff time consumed per task defines a dominant portion of cost. Hence the reported application for production tasks do not appear as a favorized scenario.

Tracing Costs Even in ABC, some overhead costs are difficult to assign to products and customers, such as the chief executive's salary. These costs are termed 'business sustaining' and are not assigned to products and customers because there is no meaningful method. This lump of unallocated overhead costs must nevertheless be met by contributions from each of the products, but it is not as large as the overhead costs before ABC is employed.Although some may argue that costs untraceable to activities should be "arbitrarily allocated" to products, it is important to realize that the only purpose of ABC is to provide information to management. Therefore, there is no reason to assign any cost in an arbitrary manner.

Reducing cost of ABC modeling ABC is considered a relatively costly ing methodology. As long as cost elements would have to be taken and notified just manually, the activity based costing approach would remain arduous and the obtained completeness would be poor.An escape from costly procedures may be found with transition from coarse scale cost modeling to fine scaled data capture for concurrent ing. The implementing of respective means shall redirect from the managerial level of the planning for entities of an activity type to the simply automated data capture technically detectable entities of paired events: Each two events of starting and ending an activity determine the duration of the very same activity. The clock time of events plus identification of the persons involved and assets used may be notified easily with technical means. In contrast to locating technologies the identity and time capture always performs with desired precision and hig reliability. Application of classical logic

s for pairing the respective event times ed by captured identities. All modes of context and contributing assets and resources may be allocated and quantified for detailed costing in conjunction with such event detection. Hence agglomerating of collected data is suited to contribute to the costing model for activity based costing in all desirable detail. Modern identification technologies (e.g. RFID) provide the necessary instruments. Questions: 1. How is target cost determined ? 2. What are the advantages of ABC costing system? Source : various website on internet Compiled by : Prasad Mariyil