also cut the truck driver’s lunch fund. This was a fund set aside to make sure there was always a refrigerator full of food in the trucker’s lounge. They had decided that this was not a necessity in the company; it was just a perk to keep their drivers happy. Another budget cut they had to make was to cancel company barbeques and picnics. Most businesses like to treat their employees to a picnic of some sort usually to keep the moral up and make sure hard work doesn’t go unnoticed. The next
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ODFL’s success is its dedicated fleet of freight drivers. ODFL drivers pride themselves on being innovative‚ reliable‚ courteous‚ responsive‚ professional and ethical‚ for they are they are the heart and soul of the freight industry. “Trucking accounts for how we move 80 percent of cargo in our nation” (Bynum‚ 2012 para 1). ODFL however‚ is facing a potentially disastrous problem: as older truck drivers retire there is a growing shortage of new drivers willing to take their place. “The rigors of the
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allocation for indirect costs Cost Pool – Set of costs that are added together before being allocated to cost objects on some common basis Cost Driver/ Allocation base Cost Object Cost Driver Rate = Total Costs in Pool/ Total Quantity of Driver Where total quantity of driver = practical capacity of driver Cost of excess capacity = Cost Driver Rate * Excess capacity Predetermined overhead rate - cost per unit of the allocation base used to charge overhead to products. Predetermined
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to know how to be a defensive driver. 2. I want to know how to be safe on the road. L—What you Learned Discuss at least two new things you learned from Module One. 1. That speed kills 2. Accidents on the road are very dangerous and will kill. If you do not have your permit‚ please provide the last four digits of your social security number so that your teacher can issue your drug and alcohol certificate. My last four digits are: 7002 Module 2: The Driver: Complete one option below
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costing and activity-based costing. 2. Identify the steps in the development of an activity-based costing system. 3. Know how companies identify the activity cost pools used in activity-based costing. 4. Know how companies identify and use cost drivers in activitybased costing. 5. Understand the benefits and limitations of activity-based costing. 6. Differentiate between value-added and non–value-added activities. 7. Understand the value of using activity levels in activity-based costing.
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four digits are: 8735 Module 2: The Driver: Complete one option below. OPTION 1 Aha Moments: Aha moments are times when you have been reading something and the text suddenly makes sense or becomes clear to you. Please use complete sentences and proper spelling and grammar. Describe three aha moments that you had as you worked through Module Two. 1. Our emotions and attitudes affect our driving. 2. Having the knowledge presented by Drivers Ed‚ it can help prevent accidents and deaths
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Contents Page Page 1 Executive Summary 5 2 Introduction 6 3 Current Costing System 7 3.1 Limitations 7 3.2 Potential Consequences 8 4 Activity Based Costing System 9 4.1 Appropriate Approach 9 4.2 Overcome Consequences 10 5 Tables 5 and 3 11 6 Analysis 12 6.1 Current Costing System 12 6.2 Activity Based Costing System 12 6.3 Differences in Total Product Costs 13 7 Recommendation 14 8 Conclusion 15
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HAR VA R D B U S I N E SS S C H O O L P R E SS Activity-Based Costing: Introduction E xc e r p t e d fro m Cost & Effect: Using Integrated Cost Systems to Drive Profitability and Performance By Robert S. Kaplan and Robin Cooper Harvard Business School Press Boston‚ Massachusetts ISBN-13: 978-1-4221-1596-1 1596BC Copyright 2006 Harvard Business School Publishing Corporation All rights reserved Printed in the United States of America This chapter was originally published as chapter
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transported to the refining facility by Palm Haul Sdn Bhd (PHSB)‚ a transport company based in Perak. Since 2006‚ the transport service rendered by PHSB has been facing challenges whereby its portion of its CPO cargo is sold to illegal market by its truck drivers. To compensate the missing load‚ the weight is being replaced with sludge‚ water or used oil. This has contributed to bad quality CPO thus increasing the processing cost of the refinery and inability to meet customers specification. In 2009‚ there
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materials and product components after a product has been taken back by a company. The crux in developing an ABC model is to identify the activities that will be present in the demanufacturing process of a product‚ and afterwards assign reliable cost drivers and associated consumption intensities to the activities. Uncertainty distributions are assigned to the numbers used in the calculations‚ representing the inherent uncertainty in the model. The effect of the uncertainty on the cost and model behavior
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