Case Study : Dim Lighting Company

With continuous improvement , the business is increasing at a steady rate. The firm’s goal was

The company has been functioning well in terms of generating profit and demand so far. However, there will be a 20% increase in demand for the next month of operations as predicted by management, and the production and supply management's problems may come as a problem they can no longer afford.

Alex comes up with the consensus that the “Goal” of his business and many others is to increase net profit while simultaneously increasing return on investment and their cash flow at the plant. This basically means to make money. These three measurements can be achieved by looking closer into his second set of measurements. Alex specifically must find a way to increase throughput while at the same time decreasing it inventory and operational expenses. All three of these measurements must be cautiously monitored since they all rely on each other to be obtained in balance. Factors that cause throughput, inventory, and operational expenses to become unbalanced are excess manpower and balance capacity of the demand of resources in the market.

The costs of the company has to be minimized so as to minimize the cost for the customer without deceasing the profits. The company has applied

The budget analysis shows that the labor hours of the firm are higher than the budgeted amount. As such, the firm needs to evaluate the cost benefit analysis of making or buying their products. To make this decision, various factors need to be considered. Before making the decision, Peyton needs to evaluate the marginal costs and revenue of making versus buying the products. The firm should take the option which provides the highest marginal profit which is the

Next, the actual money that spent on this project is far exceed the budgeted amount. To date, it spent 12.55 million more than expected. However, this is not the end, there are still two testing remains incomplete which will cost company more to finish them. Regarding to each items, the item that results in the most unfavorable result is the software development that cost the company 12.90 million more to finish development. We should also notice that the items far behind the schedule are all related to the software. This tells us that the company is extremely not good at developing software. This may due to the sudden change from the medium segmentation focus to the high end products. I would initially recommend the company to have a joint venture with the other high end company to implement this project. However, as the project is almost done, the most important thing is how to promo this product that makes it profitable or at

Bart J. Van Dissel and Joshua D. Margolis’s Martha McCaskey, is a case study about Martha McCaskey, a young, inexperienced graduate in her first full-time job facing an ethical dilemma. McCaskey has to make decisions between promotion from successfully completing a project but conflicting her ethics and professional integrity and alienation from losing 20% of the division’s total revenue and future businesses due to failure of completing the project. To further analyze the case and derives ideal solution, we should understand that McCaskey is not the only major stakeholders influenced by the event. Other major stakeholders and their problems have to be identified. By understanding goals, concerns a problems of each stakeholder, we could then conduct analyses of alternative solutions in order to derive recommended solutions for McCaskey.

Alex comes up with the consensus that the “Goal” of his business and many others is to increase net profit while simultaneously increasing return on investment and their cash flow at the plant. This basically means to make money. These three measurements can be achieved by looking closer into his second set of measurements. Alex specifically must find a way to increase throughput while at the same time decreasing it inventory and operational expenses. All three of these measurements must be cautiously monitored since they all rely on each other to be obtained in balance. Factors that cause throughput, inventory, and operational expenses to become unbalanced are excess manpower and balance capacity of the demand of resources in the market.

Company’s objective and resources. Some attractive segments may no mesh with the long run objective.

6.) The Wilkerson Company original case is not effective and accurate without including an ABC analysis. ABC allowed us to assess the business performance of each of its businesses including: Valves, Pumps and Flow Controllers. This enabled us to realize that the Flow Controllers business is not profitable with a Gross Margin of -11.31%. I recommend specifically solving the problem of pre-tax margin going from 10% to less than 3%. The strategic decisions that need to be made are improving the unprofitable Flow Controllers business unit, while simultaneously increasing the sales of the more profitable Valves and Pumps business units. I would capitalize on the highest margin business of the Valves. Specifically, I would develop marketing strategies on how to grow market share in this business. I would assess what we are doing in this business and I would reapply it to our other businesses. This would include evaluating and eliminating costs in the other business units,

Referring to Vice President of Finance, he want to pursue the current approach because they are in profitable based on contribution margin by 35 percent. The company just needs to monitor their margin in control their cost well.

One of the first questions that needs to be addressed, is what the goal of a Christian financial manager is in a corporate setting? I believe that the goal of the Christian financial manager is to earn money for the company, while at the same time demonstrating an attitude of service to everyone they come in contact with (Chewning, 1990, p. 15). In the Bible, it tells us that we are supposed to treat other people the way that we would want to be treated, and that includes in the financial work place (Luke 6:31 English Standard Bible). As a Christian financial manager, the goal should be to treat everyone with respect. This is more important than making as much money as possible. However, it is not just about the financial manager, but it is also about the organization as a whole. A Christian financial manager should look at the workplace before they decide to work

Midwest Lighting, (MLI) Inc was a company dealing with the manufacture of customized designed fluorescent light fixtures for commercial, and other institutional applications. This company was formed by Daniel Peterson and Julian Scott in 1956 in Flint, Michigan. Daniel was in charge of the engineering and finance sectors while Walters headed the Sales and design unit of the company. As the company grew, personal differences between the two emerged and Daniel bought out Walters from the company and brought in Richard Scott as his new business partner. Daniel became the treasurer of the company and Scott the company president (Adams & Spinelli, 2012, p. 385).

The goal of traditional accounting practices is to achieve the lowest possible cost per unit by maximizing employee and equipment productivity. However, the goal of the plant’s

Revenue has increased by 5.7% but profit has balloon up to 208.1% since 2010. This may because of major business process re-engineering. The question may arise that the quality of the product might hurt by reducing the operating and non-operating costs. Further steps should be taken to investigate and cure the quality matter to stabilize the revenue.