34. Which of the following is NOT part of the process dimension of the activity-based management model?a. resourcesb. driver analysisc. activitiesd. performance measures
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Accounting Using Excel for Success
Reeve/Warren
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Chapter 12:Activity-Based ManagementANSWER:a
Chapter 12:Activity-Based Management35. Which of the following is NOT part of the two-dimensional activity-based management model?a
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36. What are the two dimensions of an activity-based management model?b
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37. Which of the following is NOT part of the cost dimension of the activity-based management model?b
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38. Which of the following is part of the cost and process dimensions of the activity-based management model?a. resourcesb. driver analysisc. activitiesd. cost objectsANSWER:c
39. What is the purpose of driver analysis?c
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40. The results or products of an activity are called:
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Chapter 12:Activity-Based Managementc
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Chapter 12:Activity-Based Management41. The resource(s) consumed by the activity in producing its output is(are) called:d
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42. The process of identifying, describing, and evaluating the activities an organization performs is called:a. Activity inputsb. Driver analysisc. Activity analysisd. Value-added activitiesANSWER:c
43. The effort expended to identify those factors that are the root causes of activity costs is(are) called:a
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44. An activity output measure isd
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45. Which of the following process dimensions of the activity-based management model deals with "why"?b
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activities that are performed each time a unit is produced
nonunit-level activity drivers
are factors that measure the consumption of non-unit-level activities by products and other cost objects
means that products consume overhead activities in systematically different proportions
the proportion of each activity consumed by a product
lists the activities in an organization along with some critical activity attributes
identifies the amount of labor consumed by each activity and is derived from the interview process or a written survey
are factors that measure the consumption of resources by activities
activity based management
a system-wide, integrated approach that focuses management's attention on activities with the objective of improving customer value and profit achieved by providing this value
focuses on cost reduction instead of cost assignment and emphasizes the maximization of systemwide performance
the resources consumed by the activity has input and outputs
is the result or product of an activity
the number of times the activity is performed
the effort expended to identify those factors that are the root causes of activity costs.
the process of identifying, describing, and evaluating the activities that an organization performs.
those activities necessary to remain in business
the costs to perform value-added activities with perfect efficiency
non-value-added activities
considered unnecessary to remain in business
costs that are caused either by nonvalue-added activities or the inefficient performance of value-added activities
focuses on nonvalue-added activities.
involves choosing among different sets of activities that are caused by competing strategies
decreases the time and resources required by an activity
increases the efficiency of necessary activities by using economics of scale.
the length of time that it takes to produce a unit of output from the time raw materials are received until the good is delivered to finished goods inventory
the number of units of output that can be produced in a given period of time
performed by an organization to prevent or detect poor quality
are the costs of performing control activities
incurred to prevent poor quality in the products or services being produced
incurred to determine whether products and services are conforming to their requirement or customer needs
performed by an organization or its customers in response to poor quality
the costs incurred by an organization because failure activities are performed
incurred when products and services do not conform to specifications or customer needs
incurred when products and services fail to conform to requirements or satisfy customer needs after being delivered to customers
associated withe creation, detection, remediation, and prevention of environmental degradation
environmental prevention costs
the costs of activities carried out to prevent the production of contaminants and/or waste that could cause damage to the environment.
environmental detection costs
the costs of activities executed to determine if products, processes, and other activities within the firm are in compliance with appropriate environmental standards
realized external failure costs
those incurred and paid for by the firm.
environmental internal failure costs
costs of activities performed because contaminants and waste have been produced but not discharged into the environment
environmental external failure costs
the costs of activities performed after discharging contaminants and waste into the environment
unrealized external failure costs or societal costs
caused by the but are incurred and paid for by parties outside the firm.