A manufacturing company makes two types of water skis, a trick ski and a slalom ski. The relevant manufacturing data are given in the table.Labor-Hours per SkiMaximum Labor-HoursDepartmentFabricatingFinishingTrick SkiSlalom SkiAvailable per Day9.43263If the profit on a trick ski is $30 and the profit on a slalom ski is $50, how many of each type of ski should be manufactured each day to realize a maximum profit? What is the maximum profit?The maximum profit is $The maximum occurs when trick skis and slalom skis are produced.

Given data: Department Labour-Hours per Ski Maximum Labor Hours Available per Day Trick Ski…

A manufacturing company makes two types of water skis, a trick ski and a slalom ski The relevant manufacturing data are given in the table. Labor-Hours per Ski Department Fabricating Finishing Maximum Labor-Hours Available per Day 432 63 Trick Ski Slalom Ski 6. If the profit on a trick ski is S30 and the profit on a slalom ski is $50, how many of each type of ski should be manufactured each day to realize a maximum profit? What is the maximum profit? The maximum profit is $ The maximum occurs when trick skis and slalom skis are produced

A manufacturing company makes two types of water skis, a trick ski and a slalom ski The relevant manufacturing data are given in the table. Labor-Hours per Ski Department Fabricating Finishing Maximum Labor-Hours Available per Day 432 63 Trick Ski Slalom Ski 6. If the profit on a trick ski is S30 and the profit on a slalom ski is $50, how many of each type of ski should be manufactured each day to realize a maximum profit? What is the maximum profit? The maximum profit is $ The maximum occurs when trick skis and slalom skis are produced

Practical Management Science

6th Edition

ISBN:9781337406659

Author:WINSTON, Wayne L.

Publisher:WINSTON, Wayne L.

Chapter6: Optimization Models With Integer Variables

Section6.4: Fixed-cost Models

Problem 16P

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Seas Beginning sells clothing by mail order. An important question is when to strike a customer from the companys mailing list. At present, the company strikes a customer from its mailing list if a customer fails to order from six consecutive catalogs. The company wants to know whether striking a customer from its list after a customer fails to order from four consecutive catalogs results in a higher profit per customer. The following data are available: If a customer placed an order the last time she received a catalog, then there is a 20% chance she will order from the next catalog. If a customer last placed an order one catalog ago, there is a 16% chance she will order from the next catalog she receives. If a customer last placed an order two catalogs ago, there is a 12% chance she will order from the next catalog she receives. If a customer last placed an order three catalogs ago, there is an 8% chance she will order from the next catalog she receives. If a customer last placed an order four catalogs ago, there is a 4% chance she will order from the next catalog she receives. If a customer last placed an order five catalogs ago, there is a 2% chance she will order from the next catalog she receives. It costs 2 to send a catalog, and the average profit per order is 30. Assume a customer has just placed an order. To maximize expected profit per customer, would Seas Beginning make more money canceling such a customer after six nonorders or four nonorders?
If a monopolist produces q units, she can charge 400 4q dollars per unit. The variable cost is 60 per unit. a. How can the monopolist maximize her profit? b. If the monopolist must pay a sales tax of 5% of the selling price per unit, will she increase or decrease production (relative to the situation with no sales tax)? c. Continuing part b, use SolverTable to see how a change in the sales tax affects the optimal solution. Let the sales tax vary from 0% to 8% in increments of 0.5%.
The eTech Company is a fairly recent entry in the electronic device area. The company competes with Apple. Samsung, and other well-known companies in the manufacturing and sales of personal handheld devices. Although eTech recognizes that it is a niche player and will likely remain so in the foreseeable future, it is trying to increase its current small market share in this huge competitive market. Jim Simons, VP of Production, and Catherine Dolans, VP of Marketing, have been discussing the possible addition of a new product to the companys current (rather limited) product line. The tentative name for this new product is ePlayerX. Jim and Catherine agree that the ePlayerX, which will feature a sleeker design and more memory, is necessary to compete successfully with the big boys, but they are also worried that the ePlayerX could cannibalize sales of their existing productsand that it could even detract from their bottom line. They must eventually decide how much to spend to develop and manufacture the ePlayerX and how aggressively to market it. Depending on these decisions, they must forecast demand for the ePlayerX, as well as sales for their existing products. They also realize that Apple. Samsung, and the other big players are not standing still. These competitors could introduce their own new products, which could have very negative effects on demand for the ePlayerX. The expected timeline for the ePlayerX is that development will take no more than a year to complete and that the product will be introduced in the market a year from now. Jim and Catherine are aware that there are lots of decisions to make and lots of uncertainties involved, but they need to start somewhere. To this end. Jim and Catherine have decided to base their decisions on a planning horizon of four years, including the development year. They realize that the personal handheld device market is very fluid, with updates to existing products occurring almost continuously. However, they believe they can include such considerations into their cost, revenue, and demand estimates, and that a four-year planning horizon makes sense. In addition, they have identified the following problem parameters. (In this first pass, all distinctions are binary: low-end or high-end, small-effect or large-effect, and so on.) In the absence of cannibalization, the sales of existing eTech products are expected to produce year I net revenues of 10 million, and the forecast of the annual increase in net revenues is 2%. The ePIayerX will be developed as either a low-end or a high-end product, with corresponding fixed development costs (1.5 million or 2.5 million), variable manufacturing costs ( 100 or 200). and selling prices (150 or 300). The fixed development cost is incurred now, at the beginning of year I, and the variable cost and selling price are assumed to remain constant throughout the planning horizon. The new product will be marketed either mildly aggressively or very aggressively, with corresponding costs. The costs of a mildly aggressive marketing campaign are 1.5 million in year 1 and 0.5 million annually in years 2 to 4. For a very aggressive campaign, these costs increase to 3.5 million and 1.5 million, respectively. (These marketing costs are not part of the variable cost mentioned in the previous bullet; they are separate.) Depending on whether the ePlayerX is a low-end or high-end produce the level of the ePlayerXs cannibalization rate of existing eTech products will be either low (10%) or high (20%). Each cannibalization rate affects only sales of existing products in years 2 to 4, not year I sales. For example, if the cannibalization rate is 10%, then sales of existing products in each of years 2 to 4 will be 10% below their projected values without cannibalization. A base case forecast of demand for the ePlayerX is that in its first year on the market, year 2, demand will be for 100,000 units, and then demand will increase by 5% annually in years 3 and 4. This base forecast is based on a low-end version of the ePlayerX and mildly aggressive marketing. It will be adjusted for a high-end will product, aggressive marketing, and competitor behavior. The adjustments with no competing product appear in Table 2.3. The adjustments with a competing product appear in Table 2.4. Each adjustment is to demand for the ePlayerX in each of years 2 to 4. For example, if the adjustment is 10%, then demand in each of years 2 to 4 will be 10% lower than it would have been in the base case. Demand and units sold are the samethat is, eTech will produce exactly what its customers demand so that no inventory or backorders will occur. Table 2.3 Demand Adjustments When No Competing Product Is Introduced Table 2.4 Demand Adjustments When a Competing Product Is Introduced Because Jim and Catherine are approaching the day when they will be sharing their plans with other company executives, they have asked you to prepare an Excel spreadsheet model that will answer the many what-if questions they expect to be asked. Specifically, they have asked you to do the following: You should enter all of the given data in an inputs section with clear labeling and appropriate number formatting. If you believe that any explanations are required, you can enter them in text boxes or cell comments. In this section and in the rest of the model, all monetary values (other than the variable cost and the selling price) should be expressed in millions of dollars, and all demands for the ePlayerX should be expressed in thousands of units. You should have a scenario section that contains a 0/1 variable for each of the binary options discussed here. For example, one of these should be 0 if the low-end product is chosen and it should be 1 if the high-end product is chosen. You should have a parameters section that contains the values of the various parameters listed in the case, depending on the values of the 0/1 variables in the previous bullet For example, the fixed development cost will be 1.5 million or 2.5 million depending on whether the 0/1 variable in the previous bullet is 0 or 1, and this can be calculated with a simple IF formula. You can decide how to implement the IF logic for the various parameters. You should have a cash flows section that calculates the annual cash flows for the four-year period. These cash flows include the net revenues from existing products, the marketing costs for ePlayerX, and the net revenues for sales of ePlayerX (To calculate these latter values, it will help to have a row for annual units sold of ePlayerX.) The cash flows should also include depreciation on the fixed development cost, calculated on a straight-line four-year basis (that is. 25% of the cost in each of the four years). Then, these annual revenues/costs should be summed for each year to get net cash flow before taxes, taxes should be calculated using a 32% tax rate, and taxes should be subtracted and depreciation should be added back in to get net cash flows after taxes. (The point is that depreciation is first subtracted, because it is not taxed, but then it is added back in after taxes have been calculated.) You should calculate the company's NPV for the four-year horizon using a discount rate of 10%. You can assume that the fixed development cost is incurred now. so that it is not discounted, and that all other costs and revenues are incurred at the ends of the respective years. You should accompany all of this with a line chart with three series: annual net revenues from existing products; annual marketing costs for ePlayerX; and annual net revenues from sales of ePlayerX. Once all of this is completed. Jim and Catherine will have a powerful tool for presentation purposes. By adjusting the 0/1 scenario variables, their audience will be able to see immediately, both numerically and graphically, the financial consequences of various scenarios.
RMC, Inc., is a small firm that produces a variety of chemical products. In a particular production process, three raw materials are blended (mixed together) to produce two products: a fuel additive and a solvent base. Each ton of fuel additive is a mixture of 25 ton of material 1 and 35 of material 3. A ton of solvent base is a mixture of 12 ton of material 1, 15 ton of material 2, and 310 ton of material 3. After deducting relevant costs, the profit contribution is $40 for every ton of fuel additive produced and $30 for every ton of solvent base produced. RMC’s production is constrained by a limited availability of the three raw materials. For the current production period, RMC has available the following quantities of each raw material: RAW MATERIAL Amount Available for Production Material 1 20 Tons Material 2 5…
A machine shop manufactures two types of bolts. The bolts require time on each of the three groups of machines, but the time required on each group differs, as shown in the table below. Type I Type IIMachine 1 0.2 min 0.2 minMachine 2 0.6 min 0.2 minMachine 3 0.04 min. 0.08 min Production schedules are made up one day at a time. In a day, 300, 720, and 100 minutes are available, respectively, on these machines. Type I bolts sell for 15¢ and type II bolts for 20¢. (a) How many of each type of bolt should be manufactured per day to maximize revenue?(b) What is the maximum revenue?(c) Suppose the selling price of type I bolts began to increase. Beyond what amount would this price have to increase before a different number of each type of bolts should be produced to maximize revenue?
The Mechanical Engineering department has a student team that is designing a formula car for national competition. The time required for the team to assemble the first car is 100 hours. Their improvement (or learning rate) is 0.8, which means that as output is doubled, their time to assemble a car is reduced by 20%. Use this information to determine: the time it will take the team to assemble the 10th car. Create an excel spreadsheet having the following table. You must show the formula used in the excel sheets to calculate values in the columns. Plot Number of Units vs Time (in hours) and Number of Units vs Cumulative Time (in hours) in the same plot. Use different colors to distinguish the data.
The Mechanical Engineering department has a student team that is designing a formula car for national competition. The time required for the team to assemble the first car is 100 hours. Their improvement (or learning rate) is 0.8, which means that as output is doubled, their time to assemble a car is reduced by 20%. Use this information to determine: the time it will take the team to assemble the 10th car. Create an excel spreadsheet having the following table. You must show the formula used in the excel sheets to calculate values in the columns. Plot Number of Units vs Time (in hours) and Number of Units vs Cumulative Time (in hours) in the same plot. N (no of Units) Time to Produce Nth Cumulative Time (1 to N) 1 2 3 4 5 6 7 8 9 10
At modern woodworks, president and producer of apple crates sold to growers, has been able, with his current equipment, to produce 240 crates per 100 logs. He currently purchases 100 logs per day, and each log requires 3 labor hours to process. He believes that he can hire a profesional buyer who can buy a better quality log at the same cost. if this is the case, he can increase hos production to 260 crates per 100 logs. His labour-hours will increase by 8 hours per day. What will be the impact on productivity (measured in crates per labor-hour) if the buyer is hired?
A paper published in the Harvard Business Review points out a new way to calculate economic profit that could be more appropriate for service firms and other people-intensive companies. Instead of focusing on investment and return on investment, the focus is on employee productivity, both in terms of generating revenues and reducing costs. The approach is to first determine economic profit in the conventional way, except that we ignore taxes, so that economic profit is before tax, as follows: Economic profit = Operating profit − Capital charge Assume the following information for a hotel chain that wishes to adopt the new method. The firm has $100 million in operating profit, has $1 billion in investment, and uses a cost of capital rate of 5%, so the capital charge is $50 million and the economic profit is $50 million. Relevant calculations are contained in Part 1 of the following schedule: Part 1: Economic Profit (in thousands, except cost of capital rate) Revenue $…
The Westerbeck Company manufactures several models of automatic washers and dryers. The projected requirements over the next year for their washers are shown in the table below: Month & Requirement January - 710 February - 1090 March - 880 April - 690 May - 1400 June - 1130 July - 1550 August - 1020 September - 530 October - 390 November - 980 December - 1210 Current inventory is 140 units. Current capacity is 1,030 units per month. The average salary of production workers is $1,150 per month. Material costs $140/unit. Each production worker accounts for 35 units per month. Overtime is paid at time and a half. Any increase or decrease in the production rate costs $40/unit for tooling, setup, and line changes. This does not apply, however, to overtime. Inventory-holding costs are $30 per unit per month. Lost sales are valued at $70 per unit. Compare the costs of level and chase demand production plans using the Agg Plan – Level and Agg Plan – Chase…
Inc. wants to analyze its variances in its actual and budgeted operation. · There is no difference between the actual gross profit and budgeted gross profit.· The quantity of units sold is the same as the budgeted units sold.· Actual Units sold at budgeted sales price is P10,000· Actual Units sold at budgeted cost price is P8,000· Budgeted Sales is at P10,000 and the actual sales is P1,500 greater than the budgeted sales· Budgeted Cost of Goods Sold is at P8,000 and the actual Cost of Goods Sold is P1,200 greater than the budgeted Cost of Goods Sold.What is the sale price variance?
Suppose a certain manufacturing company produces connecting rods for 4- and 6-cylinder automobile engines using the same production line. The cost required to set up the production line to produce the 4-cylinder connecting rods is $2,300, and the cost required to set up the production line for the 6-cylinder connecting rods is $3,500. Manufacturing costs are $16 for each 4-cylinder connecting rod and $18 for each 6-cylinder connecting rod. Hawkins makes a decision at the end of each week as to which product will be manufactured the following week. If a production changeover is necessary from one week to the next, the weekend is used to reconfigure the production line. Once the line has been set up, the weekly production capacities are 5,000 6-cylinder connecting rods and 8,000 4-cylinder connecting rods. Let x4 = the number of 4-cylinder connecting rods produced next week x6 = the number of 6-cylinder connecting rods produced next week s4 = 1 if the production line is set up to…