The last outbreak of H1N1 hit the hospital hard. The average number of hours that had to be covered of absent employees on any given day totaled 200. There were four days of this. How many hours total had to be covered?
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Cost Effectiveness Analysis
- Again, ATH is trying to be preemptive in the face of the influenza threat. Local board of health always highly recommend all employees of healthcare organizations receive the flu shot. Healthcare organizations then typically require them. Here are some statistics for your use. Review Module 9 if you are unsure of the terms I am about to present to you.
- ATH employees 1200 employees
- ATH employees full time, part time, and PRN employees for a total of 750 FTEs
- The average wage for all employees is $20 hour
- ATH has 200 patient beds. Its occupancy rate is typically 85%.
- The average cost per flu shot is $15
- The last outbreak of H1N1 hit the hospital hard. The average number of hours that had to be covered of absent employees on any given day totaled 200. There were four days of this. How many hours total had to be covered?
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- Identify each responsibility center in the list below as either a service center, cost center (clinical or administrative), profit center (capitated or administrative), or investment center. Explain your choices. Radiology department that must control its own costs: Admitting department of a hospital: HMO: Stand‐alone outpatient clinic that must earn a 10 percent return on investment (ROI): Volunteer department with no budget: Development office:Fulton National Hospital is reviewing ways of cutting the costs for stocking medical supplies. Two new stockless systems are being considered to lower the hospital's holding and handling costs. The hospital's industrial engineer has compiled the relevant financial data for each system, as follows, where dollar values are in millions: The system life of eight years represents the contract period with the medicalsuppliers. If the hospital's MARR is 10%, which system is more economical?Sacred Heart Hospital (SHH) faces skyrocketing nursing costs, all of which relate to its two biggest nursing service linesthe Emergency Room (ER) and the Operating Room (OR). SHHs current cost system assigns total nursing costs to the ER and OR based on the number of patients serviced by each line. Total hospital annual nursing costs for these two lines are expected to equal 300,000. The table below shows expected patient volume for both lines. After discussion with several experienced nurses, Jack Bauer (SHHs accountant) decided that assigning nursing costs to the two service lines based on the number of times that nurses must check patients vital signs might more closely match the underlying use of costly hospital resources. Therefore, for comparative purposes, Jack decided to develop a second cost system that assigns total nursing costs to the ER and OR based on the number of times nurses check patients vital signs. This system is referred to as the vital-signs costing system. The earlier table also shows data for vital signs checks for lines. In an effort to better plan for and control OR costs, SHH management asked Jack to calculate the flexible budget variance (i.e., flexible budget costs - actual costs) for OR nursing costs, including the price variance and efficiency variance. Given that Jack is interested in comparing the reported costs of both systems, he decided to prepare the requested OR variance analysis for both the current cost system and the vital-signs costing system. In addition, Jack chose to use each cost systems estimate of the cost per OR nursing hour as the standard cost per OR nursing hour. Jack collected the following additional information for use in preparing the flexible budget variance for both systems: Actual number of surgeries performed = 950 Standard number of nursing hours allowed for each OR surgery = 5 Actual number of OR nursing hours used = 5,000 Actual OR nursing costs = 190,000 What does each of the calculated variances suggest to Jack regarding actions that he should or should not take with respect to investigating and improving each variance? Also, briefly explain why the variances differ between the two cost systems.
- The Two Cost Systems Sacred Heart Hospital (SHH) faces skyrocketing nursing costs, all of which relate to its two biggest nursing service linesthe Emergency Room (ER) and the Operating Room (OR). SHHs current cost system assigns total nursing costs to the ER and OR based on the number of patients serviced by each line. Total hospital annual nursing costs for these two lines are expected to equal 300,000. The table below shows expected patient volume for both lines. After discussion with several experienced nurses, Jack Bauer (SHHs accountant) decided that assigning nursing costs to the two service lines based on the number of times that nurses must check patients vital signs might more closely match the underlying use of costly hospital resources. Therefore, for comparative purposes, Jack decided to develop a second cost system that assigns total nursing costs to the ER and OR based on the number of times nurses check patients vital signs. This system is referred to as the vital-signs costing system. The earlier table also shows data for vital signs checks for lines. Calculate the amount of nursing costs that the vital-signs costing system assigns to the ER and to the OR.Millennium Pharmaceuticals, Inc. (MPI), designs and manufactures a variety of drugs. One new drug, Glaxane, has been in development for seven years. FDA approval has just been received, and MPI is ready to begin production and sales. Required: Refer to Exhibit 2.5. Which costs in the value chain would be considered by each of the following managers in their decision regarding Glaxane? 1. Shelly Roberts is plant manager of the New Bern, North Carolina, plant where Glaxane will be produced. Shelly has been assured that Glaxane capsules will use well-understood processes and not require additional training or capital investment. 2. Leslie Bothan is vice president of marketing. Leslies job involves pricing and selling Glaxane. Because Glaxane is the first drug in its drug family to be commercially produced, there is no experience with potential side effects. Extensive testing did not expose any real problems (aside from occasional heartburn and insomnia), but the company could not be sure that such side effects did not exist. 3. Dante Fiorello is chief of research and development. His charge is to ensure that all research projects, taken as a whole, eventually produce drugs that can support the RD labs. He is assessing the potential for further work on drugs in the Glaxane family.The Two Cost Systems Sacred Heart Hospital (SHH) faces skyrocketing nursing costs, all of which relate to its two biggest nursing service linesthe Emergency Room (ER) and the Operating Room (OR). SHHs current cost system assigns total nursing costs to the ER and OR based on the number of patients serviced by each line. Total hospital annual nursing costs for these two lines are expected to equal 300,000. The table below shows expected patient volume for both lines. Calculate the amount of nursing costs that the current cost system assigns to the ER and to the OR.
- Assume that the manager of the rehabilitation department of Getwell Hospital is setting the price on a new outpatient service for electrical stimulation of muscles. Here are the relevant data estimates: Variable cost per visit: $15.00 Annual direct fixed costs: $650,000 Annual overhead allocation: $75,000 Expected annual visits: 8,000 What price per visit must be set for the service to breakeven?Can you help with part 4 of this quesstion? Parts 1, 2, and 3 have been answered. Pleasant Stay Medical Inc. wishes to determine its product costs. Pleasant Stay offers a variety of medical procedures (operations) that are considered its “products.” The overhead has been separated into three major activities. The annual estimated activity costs and activity bases follow: ActivityBudgeted Activity CostActivity BaseScheduling and admitting$432,000 Number of patientsHousekeeping4,212,000 Number of patient daysNursing5,376,000 Weighted care unitTotal costs$10,020,000 Total “patient days” are determined by multiplying the number of patients by the average length of stay in the hospital. A weighted care unit (wcu) is a measure of nursing effort used to care for patients. There were 192,000 weighted care units estimated for the year. In addition, Pleasant Stay estimated 6,000 patients and 27,000 patient days for the year. (The average patient is expected to have a a little more than a…Cost allocation in hospitals, alternative allocation criteria. Harold Monette vacationed at Lake Tahoe last winter. Unfortunately, he broke his ankle while skiing and spent two days at the Sierra University Hospital. Monette’s insurance company received a $4,950 bill for his two-day stay. One item that caught Monette’s attention was a $10.60 charge for a roll of cotton. Monette is a salesman for Johnson & Johnson and knows that the cost to the hospital of the roll of cotton is between $2.45 and $3.25. He asked for a breakdown of the $10.60 charge. The accounting office of the hospital sent him the following information: Monette believes the overhead charge is outrageous. He comments, “There was nothing I could do about it. When they come in and dab your stitches, it’s not as if you can say, ‘Keep your cotton roll. I brought my own.’”
- Cost Allocation Problem The housekeeping services department of Ruger Clinic, amultispecialty practice, had $100,000 in direct costs in 2020. These costs must be allocated to Ruger’s three revenue-producing patient services departments using the direct method. Two cost drivers are under consideration: patient services revenue and hours of housekeeping services used. The patient services departments generated $5 million in total revenues during 2020, and to supportthese clinical activities, they used 5,000 hours of housekeeping services. What is the value of the cost pool? What is the allocation ratio if patient services revenue is used as the cost driver? hours of housekeeping services is used as the cost driver? Assume that the three patient services departments are adult services, pediatric services, and other services. The patient services revenue and hours of housekeeping services for each department are as follows: Department Revenue…Outpatient Surgery is developing an RVU and product cost for the following surgical procedures, given the projected volumes and samples direct costs. Projected total costs for the Outpatient Surgery department are $20 million ($12 million in direct costs and $8 million in indirect costs). Use the steps provided in your textbook to Calculate the cost per procedure using job-order costing. Procedure Projected Volumes Labor Expense Supply Expense Subcutaneous Tissue Debridement 2,000 $100 $90 Esophagastroduodeno with Biopsy 4,000 $150 $60 Aspiration/Injection of a Joint 8,000 $75 $30 Colonoscopy 10,400 $110 $20 Next, Outpatient Surgery wants to add a cost driver to better represent the causal relationship of their indirect costs to produce a more accurate cost-per-procedure. Using the steps in your textbook assign costs to each procedure using the following information. Procedure Equipment Use (min.) Subcutaneous Tissue Debridement 10 Esophagastroduodeno with…Outpatient Surgery is developing an RVU and product cost for the following surgical procedures, given the projected volumes and samples direct costs. Projected total costs for the Outpatient Surgery department are $20 million ($12 million in direct costs and $8 million in indirect costs). Use the steps provided in your textbook to Calculate the cost per procedure using job-order costing. Procedure Projected Volumes Labor Expense Supply Expense Subcutaneous Tissue Debridement 2,000 $100 $90 Esophagastroduodeno with Biopsy 4,000 $150 $60 Aspiration/Injection of a Joint 8,000 $75 $30 Colonoscopy 10,400 $110 $20 Stage 1: Calculate the RVU for each procedure (Show your work): Stage 2: Calculate the total cost for each procedure (Show your work): Next, Outpatient Surgery wants to add a cost driver to better represent the causal relationship of their indirect costs to produce a more accurate cost-per-procedure. Using the steps in your textbook assign costs to each procedure…
