Comparative Study of Traditional and Activity-Based Costing in Forging Companies of Iran Tractor

The present study attempts to examine the impact/relationship between Activity Based Costing (ABC) adoption and implementation versus Traditional Cost Accounting (TC) in Iranian forging companies of Iran tractor manufacturing. Archival data were extracted from annual reports of 240 quoted companies in Iran for the year 2014. After conducting an interviews with engineers and industrial accounting experts, all the products were classified according to weight and by applying the sample method, only 10 kind of products were selected for the presented study.

International Journal of Management Sciences and Business Research, Mar-2015 ISSN (2226-8235) Vol-4, Issue 3
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Comparative Study of Traditional and Activity-Based Costing in Forging
Companies of Iran Tractor.
Author’s Details:
(1)Dr. Mohammad Hassan Haddadi-Associated Professor, Department of Commercial
Management, Islamic Azad University, Julfa International Branch, Julfa, Azerbaijan
Sharqi, Iran.(2)Mir Javad Seyednezhad-Lecturer, Department of Accounting, Islamic
Azad University, Julfa International Branch, Julfa, Azerbaijan Sharqi, Iran.
Abstract:
The present study attempts to examine the impact/relationship between Activity Based Costing (ABC) adoption and
implementation versus Traditional Cost Accounting (TC) in Iranian forging companies of Iran tractor manufacturing.
Archival data were extracted from annual reports of 240 quoted companies in Iran for the year 2014. After conducting
an interviews with engineers and industrial accounting experts, all the products were classified according to weight
and by applying the sample method, only 10 kind of products were selected for the presented study. The results
showed that, (A) - there is no significant difference between cost of every unit according to TC and ABC system and
(B) - there is no significant difference between gross profit of every unit according to TC and ABC system. By
applying the statistical methods whit the help of Micro Soft Excel and SPSS software the results suggested that the
main hypothesis is confirmed and the sub-hypothesis Ha and Hb are rejected.
Keywords: Traditional Costing (TC), Activity Based Costing (ABC), Tractor Manufacturing, Forging Companies,
Management Accounting, Costing Systems.
Introduction
Activity Based Costing (ABC) adoption and
implementation versus traditional cost-accounting
have been widely researched in developed
countries. However, in developing countries like
I.R. of Iran, research regarding these issues in
general, and within the Iranian manufacturing of
forging company of Iran tractor in specific, is still
sadly limited. During the research we noticed that
at the end of 1960s and in early 1970s, some of
accounting researchers studied on the relationship
between activity and cost. But at the end of 1980s,
pursuant studies noticed that some factors like
profitability, competition at world level,
increasing customers’ satisfaction, emphasis on
products quality control and lowering costs were
taken as main Internal. The fact that costing
traditional systems not only cannot meet
managers’ needs but also using of the information
derived from these system in some cases causes
misleading and leads to making improper
decisions (Cooper and Slagmulder, 1997). By
following this trend, the increase of competitive
market that requires rational allocation of
production costs, a new system was introduced
under the title of activity based costing that was a
2-D system. Afterwards, it expressed costs
allocation from resources to activities and then
also from activities to cost objectives, that might
lead to presentation of useful information in order
to achieve corrected goals inside and outside the
organization. As a result, this technique may be
defined as follows (Szychta, 2010).
Kaplan and Johnson in a book titled Losses in
1987 introduced activity-based costing as an
alternative to traditional costing models. At that
time, traditional accounting models had failed to
provide information needed to calculate the cost
price of products and performance evaluation in
an environment with rapid technological changes,
intense competition, and information processing
revolution. Kaplan and Johnson's model was first
proposed in manufacturing companies to reduce
production costs. After the adoption of this model
by manufacturing companies, service industries
also took the model into account as an improved
method for calculating costs. The implementation of
the ABC and TC system has the following steps:

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ACTIVITY BASED COSTING
METHOD
TRADITIONAL BASED
COSTING
1 Identify & Classify activities 1 Identification of indirect cost
2 Estimate cost for whole activity 2 Estimation of indirect cost
3 Compute a cost driver rate 3 Choose cost drivers
4 Apply activity costs using cost
drivers
4 Estimation of value for cost
drivers
5 Computation of overhead rate
6 Application of overhead rate
Source: Anderson (1995), Shields (1995), Innes and Mitchell (1995), Gosselin (1997),
Foster and Swenson (1997), Malmi (1997), McGowan and Klammer (1997),
Krumweide (1998); Chenhall and Langfield-Smith (1998), Anderson and Young
(1999).
Activity based costing is based on actual
performance, consumption and expense data taken
out from the organization‘s existing information
system and combined with the knowledge of those
directly involved in the distribution of goods and
services. Here the cost is designated to activities
based on the resources they use for processing.
The ABC also provides insights into the starting
place of costs and also the probable outcome of
different decisions by the process managers. Apart
from providing the information required for this
process, it also realizes performances
breakthrough.
In Traditional costing, there is a certain amount of
estimation in cost allocation. The cost systems do
not focus on why or where cost occurred.
Generally, there is little insight into the causes of
variances. The reporting methodology is
accounting –oriented, inaccurate, not flexible and
often not timely. The operational managers often
cannot understand since it is very analytical and
does not relate to the cost of a product or services
applied.
Advantages of Activity based costing and
Traditional based costing.
Kingcott (1991) advised that if the costs of
Activity-based costing (ABC) exceeded the
benefits, company should not apply Activity-
based costing (ABC) systems. If so, the capital
expenditure on the activity based system and its
subsequent running costs can be a road block for
firms.
Johns, Evans and Ashworth (1995), indicated that
the question that lingers in our minds is why those
companies even now implement traditional
costing instead of Activity-based Costing (ABC)?
It is because the Activity-based Costing (ABC)
has it pros and cons.
Gunasekaran, (1999) in Malaysia some
organizations that have changed to the Activity-
based Costing (ABC) system since as far back as
1980 as the system had proven its usability in the
appropriate product mix decision and overheads
management.
Gering (1999), mentioned that Activity-based
costing (ABC) will work best with a minimum
amount of detail and estimated cost figures. This
means that companies in Malaysia wanting to
change to Activity-based costing (ABC) needed to
the appointment of a designer to come out with
more precise measurement tools if more accurate
costs are needed.
Stapleton et.al (2004), indicated that the costs of
finding true costs overshadowed the benefits of
finding true costs.
These findings were later confirmed by Charles
and Hansen (2008). Even though Activity-based
costing (ABC) often provided better product cost
than traditional volume-based systems, it still had
some limitations (Evans and Ashworth, 1995).
First and foremost, Activity-based costing (ABC)
systems were found to be expensive to use. In
Malaysia the increased cost of identifying
multiple activities and applying large amounts of
cost drivers deterred many organizations from
using Activity-based costing (ABC).
According to Qian and Ben-Arieh (2008) is
Activity-based costing (ABC) is more accurate
cost-estimation method. They argued that
Activity-based costing (ABC) helped managers to
become aware of original parameters that created
demands on indirect and keep up resources which
can identify and remove non-value adding
activities. Also illustrated that Activity-based
costing (ABC) approach had demonstrated to be
more accurate than the traditional cost estimation.
Singer and Donoso (2008) conducted several test
on the validity of Activity-based costing (ABC)
cost estimation and they concluded that the
accuracy of estimation of costs made by Activity-
based costing (ABC) was valid. Activity-based
costing (ABC) was a more accurate product-

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costing system than traditional volume-based
costing systems especially when organizations
were facing higher product diversity.
Disadvantage of Activity Based costing and
Traditional Costing method
The disadvantage of traditional costing systems is
that they do not present nonfinancial information
about Small and Medium Enterprises (SMEs). The
traditional costing systems provided trivial
information regarding the factors that was
significant to the customers like quality and
service. A traditional based costing system
typically uses a single overhead pool that is a
single collection of costs that are not directly
peculiar as product part costs or as labor. This
would comprise of supply and maintenance
expenses, allotment of management salaries,
Depreciation, etc.
However, Cooper and Kaplan, (1991) Activity-
based costing (ABC) had emerged as a
tremendously useful guide to management action
that translated directly into higher profits.
Another disadvantage mentioned by Noreen
(1991) is that Activity based costing (ABC)
implementation provided beneficial results only
under specific conditions.
Datar and Gupta, (1994), indicated that the
disadvantage of Activity-based costing (ABC)
was that it increased the frequency of errors in
product cost measurement through increasing in
number of cost pools and improvement in
specification of cost bases.
Evan and Ashworth (1995) claimed that although
more overhead costs can be allocated straight to
products via ABC’s multiple activity cost pools,
but, some overhead cost remained to be dispensed
with the help of some arbitrary volume based cost
driver like machine or labor hours.
Carolfi (1996) claimed that Activity-based costing
(ABC) allowed managers to get rid of costs
related to non-value added activities and develop
the efficiencies of present development since
Activity-based costing (ABC) offered better
visibility into business development and their cost
drivers.
Another study conducted by McGowan and
Klammer (1997) suggested that many Activity-
based costing (ABC) adopters had abandoned
their implementations and this raised concerns on
the potential impact of Activity-based costing
(ABC) on performance.
Furthermore, Gunasekaran, Marri and Grieve,
(1999) traditional costing systems show that only
financial information while non-financial
information like defect rates and throughput rates
in each activity was beyond the capacity of
traditional costing systems. At first, managers
viewed Activity-based costing (ABC) approach as
a more accurate way of calculating product costs.
According to Dickinson and Lere (2003), one of
the most significant weaknesses of the traditional
costing method is that the cost of a sales
representative’s engaging in non-standard selling
activities is frequently excluded from his/her. Also
has mentioned that in order to comprehend the
potential power of Activity-based costing (ABC)
cost data in pricing, it is important to comprehend
how Activity-based costing (ABC) cost data is
different in contrast to the traditional method. The
attribute of Activity-based costing (ABC) is that it
does not vary with volume; however it may differ
with some other measure of activity. Activity-
based costing (ABC) recognizes that activities
cause cost.
Review of Literature
There are many studies that demonstrate the
benefits of ABC/TC implementation in different
manufacturing/service industries.
Keegan and Eiler, (1994) they stated that, the
increased knowledge of cost drivers has prompted
many companies to reengineer their business
processes by monitoring each of their processes
and then, eliminating (or improving) the processes
which are non-value added.
Evans and Ashworth, (1995), there are many
advantages and disadvantages of Activity-based
costing (ABC) as pointed out in the literature
review. The main disadvantages or limitations of
Activity-based costing (ABC) is that it is
expensive to use.
Andrade, Filho, Maia and Qassim (1997), found
that Activity-based costing (ABC) is being
extensively implemented as an alternative to
traditional costing.
Gunasekaran and Sarhadi (1998) discussed
different issues associated with the
implementation of ABC in manufacturing. They
explained that new productivity and quality
improvement strategies could increase in the
awareness of ABC in present day manufacturing
organizations and an appropriate framework for
the management of productivity and quality.
According to Ray H. Garrison and Eric W.
Noreen, (1999) there are six basic steps required
to implement an ABC system: (A). Identify and
define activities and activity pools, (B). Directly
trace costs to activities (to the extent feasible),
(C). Assign costs to activity cost pools, (D).

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Calculate activity rates, (E). Assign costs to cost
objects using the activity rates and activity
measures previously determined and (F). Prepare
and distribute management reports.
Gupta and Galloway (2003) introduced ABC/TC
as a supportive information system in operations
decision making processes such as, product
planning, product design, quality management,
process design, process improvement, inventory
management, and investment management.
Maliah, Nik Nazli and Norhayati, (2004),
mentioned that the cost allocation in traditional
costing was based on labour hours or machine
hours which are hard to reveal the actual cause
and effective relationship between indirect costs
and individual products.
Tsai and Kuo, (2004) studies shows in order to
address the problems of traditional cost systems,
companies reengineer their accounting systems by
incorporating their understanding of cost drivers
and applying these drivers to the cost of products
in proportion to the volume of activity that a
product consumes.
Hassanzadeh and Seyednejad (2007), in a study
entitled "A comparative analysis of traditional
costing and activity-based costing in Iran Tractor
Manufacturing Forging Company", explored two
concepts of traditional costing and activity-based
costing. The results of this study suggested that
there is no significant difference between the cost
prices calculated based on activity-based costing
and traditional costing.
Zanjirdar and Partani (2008), in a research entitled
"Analysis of the implementation of activity-based
costing systems in small and medium enterprises"
provided a background on activity-based costing
in small and medium enterprises and introduced a
framework in order to justify and implement
activity-based costing in in small and medium
enterprises.
Charles (2008) also pointed out that the approach of
Activity-based costing (ABC) is trying to allocate
overhead costs to cost objects more precise than
traditional cost systems or traditional costing.
Rezaie et al. (2008) used ABC approach together
with traditional costing (TC) for parts costing in
flexible manufacturing systems (FMS) with the
A(2) level of automation. They presented a new
model for the implementation of ABC based on
the product cost tree concept. In their work, they
first recorded the required resources and activities
for each part and then their expenses were
measured based on some scales. The model was
used in a forging industry. They reported that
ABC outputs were more reliable than the TC
outputs, and recommend using ABC approach.
Devinaga Rasiah, (2011) stated that, this is mainly
because no matter what costing method, all of
them do have their pros and cons. It’s important
for the organizations in Malaysia to know clearly
what they require prior to deciding on which
costing method to use. Organizations need to
study the pros and cons of each costing method to
know which one was more appropriate for their
organization. There is no such thing as the best
costing method; there is only the most suitable
costing method to use.
Devinaga, Rasiah, (2011), Why Activity Based
Costing (ABC) is still tagging behind the
traditional costing in Malaysia?, Journal of
Applied Finance & Banking, International
Scientific Press, vol.1, no.1, 83-106.
Batool Hasani and Younos Vakilalroaia (2013)
presented an empirical investigation to estimate
the cost of power station construction project
located in city of Zanjan, Iran based on the
implementation of both traditional as well as ABC
method. The project consisted of six components
namely the cost of purchasing equipment, buying
transformers, engineering services, construction,
laboratory services and purchase of land. The
results indicated that ABC method was able to
find better cost estimation compared with
traditional method. ABC method is generally
recommended when overhead costs are significant
compared with total cost. Therefore, they
recommend using ABC method only when the
cost of computation is negligible compared with
the results of ABC implementation.
The problem of the Research
In Islamic Republic of Iran, many companies are
still using the traditional based costing or using
some other methods of costing.
Objective of the study
The objectives of the research are as follows:
1. To compare the Activity-based costing (ABC)
with traditional costing.
2. To find out why activity based costing is still
lacking behind the traditional based costing in
Iran.
Research Question
The research question addressed in the present
study was as follows:
Does the implementation of activity-based costing
system versus Traditional Cost Accounting (TC)
in Iranian forging companies of Iran tractor

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manufacturing improve the relevance and
usefulness of cost information for the managing
decision makers?
Hypothesis of Study
H. There are possibilities of using of ABC system
in Iranian forging companies.
Ha- There is difference between cost on the base
of activity-based costing system and
traditional costing system.
Hb- There is difference between gross profit of
every single unit on the base of activity-based
costing system and traditional costing system.
Methods of data collection
This research method is an empirical research that
uses multiple resources and evidence to
investigate a phenomenon in a real context when
the boundaries between phenomenon and context
are not clear, therefor for collecting the required
date bellow steps are taken.
1. Referral to the documents of the company,
Archival data were extracted from annual
reports of 240 quoted companies in Iranian
forging companies of Iran tractor
manufacturing for the year 2014.
2. Visiting the company physically, and
conducting an interviews with production
engineers, engineers, senior managers,
supervisors of various units and industrial
accounting experts, all the products were
classified according to weight and by applying
the sample method, only 10 kind of products
were selected for the presented study.
Statistical data analysis
To test the hypotheses and to perform the data
analysis, paired samples, t-test and Levene's test
were applied to determine the relationship. The
software’s of SPSS and Micro soft Excel were
used. Addition to that four steps were taken to
implement activity-based costing system versus
traditional costing system as follows:
1. Activities that consume resources were
identified and their cost price was determined.
2. For each activity, a stimulus/driver was
determined for the cost price.
3. A cost rate was calculated for each cost
stimulus.
4. The cost of a product was obtained by
multiplying the cost stimulus by the unit
volume of the cost stimulus used for each
product.
To avoid the coast increase and decreases in
general, items are divided into two groups based
on the cost per unit and then they are compared.
After the studying of ledger and detailed book of
tractor forging company of Iran, the real cost of
the selected activities are as the following:
(Numbers & Amounts are in Million Riyals)
The Cost of Activities of all Companies
Table: No. 1
Row Activities Amount
1 Public operations 11161286071
2 Education and welfare 6696771643
3 Maintenance 15625800499
4 Material and products storage 4092471559
5 Computer center 744085438
6 Laboratories 1116128607
7 Planning 2976342952
8 Production designing and engineering 24554829356
9 Quality control 7440857381

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Comparison of the Cost in Traditional and Activity Based Costing system
Table: No. 2
Name and Code of
Product
Cost in TC
system
Single Unit Cost
in TC system
Cost in ABC
system
Single Unit Cost
In ABC system
Crankshaft (264 ZA) 15162.29 537651 15598.780 553129
Secondary shaft (727) 9667.68 46911 10038.290 48709
Kranoyl (944 VA) 6564.37 46234 6480.56 45644
Initial shaft (726) 6721.94 31408 6678.73 31206
Gear (263) 6166.94 169912 6066.10 167133
Wheel axis (6) 3270.75 138591 3437.11 145641
Kranoyl (262 ZA) 3926.26 242826 4041.65 249963
Arm-HDY. Lift (53) 2999.80 87935 3304 96852
Crankshaft (273) 3529.52 689629 3471.14 678222
Crankshaft (1010VA) 3651.49 632402 3919.98 678904
Gross profit of Each Unit in Traditional Costing System
Table: No. 3
Product group 264 722 944 726 263 6 262
Number 28201 204086 141981 213019 26295 22600 16169
Multiple: Selling
price per unit 784427 49470 49581 33061 246600 253020 30640
Total sale cost 22121625827 10096134420 7039559961 7042621159 6484347000 5718252000 495418160
Minus: cost 15162297542 9667683900 6564376321 6731939391 6166940459 3270753329 3926361009
Gross profit 6959328285 428450520 475183640 310681768 317406541 2447498671 (3430942849)
Division on
number: Gross
profit per unit
246.78 2.56 3.35 1.65 76.69 114.43 63.21
Gross profit of Each Unit in Activity Based Costing system
Table: No. 4
Product group 264 722 944 726 263 6 262
Number 28201 204086 141981 213019 26295 22600 16169
Multiple Selling
price per unit 784427 49470 49581 33061 246600 253020 30640
Total sale cost 22121625827 10096134420 7039559961 7042621159 6484347000 5718252000 495418160
Minus: cost 15598780944 10038290133 6480562644 667835453 6066105185 3437116146 4041651114
Gross profit 6532842861 156784282 558992312 396946202 2884241815 2534155853 906709046
Division on number
Gross profit per unit 231298 761 3937 1855 79467 107379 56077
Results
To test of sub-hypothesis 1:
First, statistical hypothesis are explained as
follows:
H0:
H1=
TC is refer to the mean of cost of every unit of
product in traditional costing system
ABC is refer to the mean of cost of every unit of
product in Activity Based Costing system

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Group statistic
Table: No. 5
Method N Mean Standard
deviation
Std. Error
mean
TC system
ABC system
10
10
6166.107
6303.639
380584.962
389603.593
1203.515
1232.035
According to above table, the mean of cost in TC and ABC system are 6166.107 and 630.639 Riyals
respectively.
Independent Sample Test
Table: No. 6
Test for Equality of variances
F sig T Df Significant
(2-tailed)
Mean
difference
Std. Error
difference
Equal
variances
assumed
0 0.982 0.8 18 0.937 -137.531 72231.2
Equal
variances not
assumed
0 0.982 0.8 17.99 0.937 -137.531 72231.2
The above table has provided the compare of
mean of cost in TC and ABC system. According
to table 6, the difference between cost mean in TC
and ABC system on the base of T-test in
significant level α=0.05 is not significant. Such
that sig=0.9820.05.
Test of sub-hypothesis 2:
H0:
H1=
The below table shows the mean, standard
deviation and standard error of gross profit of
every unit on the base of traditional and Activity
Based Costing system.
Gross Profit of ABC and TC system of every unit
Table: No. 8
Method N Mean Standard deviation Std. Error mean
TC system 10 103705 10.64270 33655
ABC system 10 96515 9.84298 31126
Independent Sample Test
Table: No. 9
T-dependent test for equality of variances
F sig T Df Significant
(2-tailed)
Mean
difference
Std. Error
difference
Equal variances
assumed 0.068 0.797 0.16 18 0.877 0.71904 4.58422
Equal variances
not assumed 0.068 0.797 0.16 17.891 0.71904 0.71904 4.58422

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Table 9 has provided the compare of gross profit
mean for every unit in TC and ABC system using
T-dependent test. The results indicates that, the
differences between gross profit in every unit of
TC and ABC system are not significant because
the value (sig= 0.7970.05) which has been
obtained is bigger than the, α=0.05.
The results of sub-hypothesis Ha test:
According to results, the P value is more than 5%
(P0.05), Null hypothesis in 95% confidence is
accepted and the opposite hypothesis is rejected. It
means that there is no significant difference
between cost of every unit according to TC and
ABC system.
The results of sub-hypothesis Hb test:
According to results, the P value is more than 5%
(P0.05), the Null hypothesis in 95% confidence
is accepted and the opposite hypothesis is
rejected. It means that there is no significant
difference between gross profit of every unit
according to TC and ABC system.
Conclusions
The aim of the present study was to explore the
possibility of implementing activity-based costing
system and calculating the cost of each product in
Iranian forging companies of Iran tractor
manufacturing. According to Iranian forging
companies the results of sub-hypothesis-1 and 2,
showed the companies can use of ABC system.
Therefore, the main hypotheses (H) is confirmed
and sub hypotheses (Ha&Hb) are rejected.
Therefor the results of the study indicated that the
use of activity-based costing system may enables
the Iranian forging companies to come up with a
better understanding of the profitability of their
products. Besides, this understanding we found
that Activity Based Costing System, in companies
that overhead cost consist the high percent of total
production costs, ABC system must be applied, in
particular, when operational staff and production
managers do not trust on current system about
costing the product. Finally this is important for
the organizations in I.R. Iran to know clearly what
they require prior to deciding on which costing
method to use. Organizations need to study the
pros and cons of each costing method to know
which one was more appropriate for their
organization. But there is no such thing as the best
costing method; there is only the most suitable
costing method to use.
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