Hospital Supply Inc

Unit Break-even Volume = Total Fixed Costs/Contribution per unit = $525,000 - $6.40 = 82,031.25units

As it relates to the textbook, this describes some of the scope of the hospitals; which refers to the range of activities which the firm performs internally, the breadth of its product and service offerings, the extent of its geographic market and its mix of businesses. But unlike with the electric company, no regulator caps hospital profits. To the extent that author Steven Brill found any consistency among hospital charge-master practices, this is one of them: hospitals routinely seem to charge 2V2 times what expensive implantable devices cost them, which produces that 150% profit margin.

1- The total unit cost = Total Variable Cost + Production Fixed Expenses + Advertising Expense + Selling and Administrative Expense = 3.23 + 1.20 + 0.30 + 0.19 = 4.92.

This method of calculating costs could be beneficial or not depending on the organization and its size. In a healthcare setting, any healthcare institution is seen as delivering quality care and therefore most decisions regarding choice of the institution come down to the pricing. In order to compete for patients, the healthcare institution must bring its price down to the absolute margin. This will over time affect the institution badly as it will leave the institution without funds to replace the capital equipment. This can eventually lead to closing down of the financially weaker

Hospital Room (20 days per year for 20 years) = $900 * 10 *20 = $180,000

Currently the clinic sees about 45 patients per day and they have capacity to handle 85. If they continue how they are operating the clinic is looking at a loss of $3,173. At this rate the clinic will not be able to make a profit in spite of inflation over the next couple years.

Sales (in $ 1000s)= 16,020.78118 + 149.15175 * %spanishsp – 44.16538 * %dryers – 112.48017 * %freezer – 79.84655 * %sch0-8 + 9,393.82229 * comtype1 + 3,802.26442 * comtype2 – 3,123.24462 * comtype7

On the other hand, clinical labor costs account for the majority of the clinic’s expenses; during the high season they run up to $150,000 a month, however it drops to $120,000 a month during the remainder of the year. The clinic must pay for other monthly expenses, such as fixed general and administrative expenses including clerical labor ($30,000/month), lease obligations ($12,000/month) and miscellaneous expenses ($10,000/month) as well as maintain a minimum cash balance of $50,000 at First Bank because of compensating balance requirements on its term loan. This amount, but no more, is expected to be on hand on January 1, 2010.

When considering requests such as a new piece of equipment, staff training, and supplies for the unit, a manager must consider the overall budget, constraints, and variances. If equipment has a useful life of more than one year and exceeds the minimum cost level of the facility, the manager may request the cost originates from the capital budget of the facility (Yoder-Wise, 2012). Large equipment such as a patient lift, which costs $3000 per lift, would be beneficial to the staff and

The capitated managed care agreement with the city allows the hospital to receive $250 per month per family for taking care of the 300 city employees and their families, whether they are sick or not. Utilizing the full cost method, the hospital incurs a profit loss of $51,898,395, meaning that a rate increase of $14,166.22 is required in order to cover the full cost for the year. When applying the differential cost the hospital also incurs a profit loss of $15,119, and a rate increase of $3,949.72 is required in order to cover the differential cost for the year.

The economic cost for the clinic due to waiting times rise. By taking more time to process the patients, the clinic cannot reach its potential of seeing 108 patients. This of course results in less revenue. Currently the clinic operates at 74% capacity, resulting in a loss of 26% revenue.

Hawaii Health Systems Corporation has twelve facilities across five different islands with 1,275 licensed beds. It consists of five regions: East Hawaii, West Hawaii, Kauai, Maui and Oahu. HHSC is listed as the fourth largest health system in the country and the fourth largest on the islands, outside of Oahu (www.hhsc.org, 2014). In addition, it is the only provider of acute care on Maui and Lanai. In the West Hawaii Region, HHSC operates two facilities, Kona Community Hospital and Kohala Hospital. Kona Community Hospital, opened in 1914, operates a 94 bed acute care facility with a fully operational 24 hour Emergency Room. The East Hawaii region operates three facilities. The largest facility is located in Hilo, with Ka’u being a

The revenue is $600,600*1.2= $720,720. The variable cost changes as sales increases and fixed cost stays the same, the gross profit is $175,500. After tax, the net income is $100,557.

1. What audit procedures that, if employed by Ernst & Whinney during the 1981 USSC audit, might have detected the overstatement of the leased and loaned assets account that resulted from the improper accounting for asset retirements?

Finally, if any end-user customers were to adopt the activity-based pricing (ABP) system proposed by O&M, O&M could help hospitals better understand their costs and analyze their processes. This would improve efficiency and reduce waste due to loss, theft and expiration of sensitive medical supplies. O&M would reduce its costs by delivering only what is needed, and the hospitals would be buying fewer unutilized supplies.