Hydro One: Case Study Questions

I do not believe the upstream approach is prevalent in the United States health care system, however, it is upcoming and hopefully, would keep expanding. It is observable that more money, resources and time are budgeted on treating diseases rather than on preventing them. Rather, an individual-focused approach is what is mostly obtained. Physicians usually focus on individual patient’s lifestyle, nutrition, and habits; these are considered in diagnosing, treatments, and making recommendations. An upstream approach would focus on the wider picture; the risk factors, causes and the implementation of plans and policies that would be put in place to correct and prevent diseases, not just for the individual but for the whole community/population.

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.

1. What were the costs and benefits to stakeholders of the actions taken by Massey Energy and its managers?

The purpose of this report is discussing the case of Wilkerson Company that confronting tough competition in price cutting in pumps which caused to a big drop of pre-tax operating income from 10% to 3%. After observing the existing costing allocation, we found out there is an issue on the existing costing report that the manager could not be able to see the real situation. In light of this, there will be brought to the discussion on the feasibility of using an alternative costing method – Activity based costing (ABC) in the latter paragraphs.

BPA, a power marketing agency of the United States Department of Energy (DOE), supplies roughly half of the electricity used in the Pacific Northwest. The power that BPA markets comes primarily from 31 Federal hydroelectric projects (known collectively as the Federal Columbia River Power System, or FCRPS), and one non-federal nuclear plant. BPA is a co-manager of the Federal hydroelectric projects, but it does not own or operate them. Such responsibilities belong to the U.S. Army Corps of Engineers (Corps) and the U.S. Bureau of Reclamation (Bureau). For the purpose of this case study, Bureau of Reclamation owns and operates the dams and the Army Corps of Engineers builds and maintains the dams.

Wilkerson’s competitors have cut prices on their pumps, in order to maintain market share, Wilkerson also cut the price of their pumps. This dropped Wilkerson’s GM by about 15%. At the same time, Wilkerson was able to increase the price of their flow controllers by 10% without a drop in demand.

3.) If the companies sales are down, people that work for the company would suffer.

A Department history review on P.O. Oneal revealed that she was appointed on July 1, 2003 and assigned to the 83 Precinct on July 12, 2004. She was modified on November 18, 2015 and assigned to the Housing Bronx/Queens Viper Unit on November 19, 2015. Her current address listed is 23A Vernon Avenue, Brooklyn NY, phone #(718) 855-1239, her previous address is 4 Vernon Avenue, #2C, Brooklyn NY. She reported sick total of twenty nine times during her career. P.O. Oneal was on level one performance monitoring from April 28, 2009 till May 1, 2009. She was suspended from October 19, 2015 till November 20, 2015. An ICIS inquiry shows total of seven cases involving P.O. Oneal. A CPI inquiry revealed twenty one events including charges and specifications,

“Auerbach Enterprises uses machine hours as the cost driver to assign overhead costs to the air conditioners. The company has used a company-wide predetermined overhead rate in past years, but the new controller, Bennie Leon, is considering the use of departmental overhead rates beginning with the next year. “(Schneider, 2012). One product is affected more than the other by use of departmental rates rather than companywide rate.

Victoria Heavy Equipment’s most recent organization has been lacking effective communication practices amongst all of its divisions. The company has been suffering from lack of clear goals in measurable terms, for its divisions. The idea of each division functioning as an independent unit, whether it being cost or profit center, is a remarkable beginning. However, clear goals and key measurable need to be set for each center, which in our case have been overlooked. As a result, many of these centers have over spent, resulting in over expenditures, something we can definitely not afford with anticipated slower market.

The next step would be for management to know precisely how their decision to downsize capacity would impact the firm’s future operating costs, and also identify specific areas in which the firm could achieve additional cost reductions. Additionally, the cost analysis would help forecast the firm’s operating costs and projected profits (or losses) for the upcoming fiscal year. However, before we can proceed with such analysis, an examination of how the various categories of Continental’s costs behave is in order.

|250000 indirect employees & 9000 vehicle for distribution). |position in profitability due to drop in prices by nearly 30% since 1950’s. |

The valves that the company makes are produced using four different machine components and are produced and shipped in large lots. Scott feels as if the competitors are now able to match their quality but have yet to try and gain market share by cutting the prices of their valves. Additionally, the pumps are made using five components from machines and then assembled into the final product. These are then shipping to the industrial companies that have purchased these pumps. One issue is that competitors keep lowering their prices on their own pumps, so Wilkerson has to match these and lower their prices as well. This makes it hard for Wilkerson to keep their gross margin profits up since their prices continue to lower. Last, the flow controllers need more labor and machining components than either the pumps or the valves. Additionally, there are many other alternatives that are used in the industry so more product runs are needed for these versus the pumps or valves. Also, more shipments are needed for these since there are shipped to industrial companies. The flow controllers were doing better than the valves or the pumps since Wilkerson was able to raise their

The follow information includes an analysis of the decisions made by SunPower’s management over a period of 18 years from 2008 - 2025. These decisions could impact the organizations pricing, marketing, as well as investment strategies. For the company to maximize profits, some objectives had to be met. I would suggest that the following objectives would need to be

FHE manufactures pumps used by the automotive and appliance industries. They also manufacture fluid handling equipment used to transfer liquids from paint to food supplies. During 2005 their profits after tax were $5,470,000 after having sales of $105,200,000. Even though FHE’s sales and profits are improving, Lum Donaldson, product development engineering manager, believes there are problems in coordinating the technical program managers and product managers. He has concerns that the division of responsibilities is not clear and the fluctuating workload in the engineering services is off balance.