Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 3 7 10 Hours of basic training 22 24 28 21 23 25 24 29 31 28 Hours of advanced training 8 8 10 11 4 3 1 2 Number of chef mistakes 12 13 15 14 14 6 8 5 6 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. Program A: hrs. per chef Program B: hrs. per chef (2) Average number of mistakes per chef, rounded to one decimal place. Program A: mistakes per chef Program B: mistakes per chef

Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 3 7 10 Hours of basic training 22 24 28 21 23 25 24 29 31 28 Hours of advanced training 8 8 10 11 4 3 1 2 Number of chef mistakes 12 13 15 14 14 6 8 5 6 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. Program A: hrs. per chef Program B: hrs. per chef (2) Average number of mistakes per chef, rounded to one decimal place. Program A: mistakes per chef Program B: mistakes per chef

Managerial Accounting

15th Edition

ISBN:9781337912020

Author:Carl Warren, Ph.d. Cma William B. Tayler

Publisher:Carl Warren, Ph.d. Cma William B. Tayler

Chapter14: The Balanced Scorecard And Corporate Social Responsibility

Section: Chapter Questions

Problem 4E

See similar textbooks

Similar questions

Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 2 3 4 5 6 7 8 9 10 Hours of basic training 24 26 26 19 25 22 23 29 29 21 Hours of advanced training 6 7 8 12 9 3 2 0 1 4 Number of chef mistakes 14 15 14 15 13 5 7 9 4 6 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. (2) Average number of mistakes per chef, rounded to one decimal place.
Performance metrics Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 2 3 4 5 6 7 8 9 10 Hours of basic training 24 26 30 21 24 23 26 31 30 24 Hours of advanced training 9 5 8 12 10 6 3 0 1 2 Number of chef mistakes 10 12 14 15 15 5 5 8 3 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. Program A: _____ hrs. per chef Program B: _____ hrs. per chef (2) Average number of mistakes per chef, rounded to one decimal place. Program A: _____ mistakes per chef Program B: _____ mistakes per chef b. Which program should the restaurant implement moving…
Performance metrics Buffalo BBQ Restaurant is trying to become more efficient in training its chefs. It is experimenting with two training programs aimed at this objective. Both programs have basic and advanced training modules. The restaurant has provided the following data regarding the two programs after two weeks of implementation: Training Program A Training Program B New chef # 1 2 3 4 5 6 7 8 9 10 Hours of basic training 22 26 30 20 25 22 23 28 32 22 Hours of advanced training 6 9 10 11 12 5 3 0 1 3 Number of chef mistakes 10 14 14 13 15 9 7 10 6 8 a. Compute the following performance metrics for each program: (1) Average hours of employee training per chef, rounded to one decimal place. Program A: ? Program B: ? (2) Average number of mistakes per chef, rounded to one decimal place. Program A: ? Program B: ? b. Which program should the restaurant implement moving forward?
Assume that at the beginning of 20x2, Cicleta trained the 2 assembly workers in a new approach that had the objective of increasing the efficiency of the assembly process. Cicleta also began moving toward a JIT purchasing and manufacturing system. When JIT is fully implemented, the demand for expediting is expected to be virtually eliminated. It is expected to take two to three years for full implementation. Assume that receiving cost is a step-fixed cost with steps of 1,500 orders. The other three activities employ resources that are acquired as used and needed. At the end of 20x2, the following results were reported for the four activities: Required: 1. Prepare a trend report that shows the non-value-added costs for each activity for 20x1 and 20x2 and the change in costs for the two periods. Discuss the reports implications. 2. Explain the role of activity reduction for receiving and for expediting. What is the expected value of SQ for each activity after JIT is fully implemented? 3. What if at the end of 20x2, the selling price of a competing product is reduced by 27 per unit? Assume that the firm produces and sells 20,000 units of its product and that its product is associated only with the four activities being considered. By virtue of the waste-reduction savings, can the competitors price reduction be matched without reducing the unit profit margin of the product that prevailed at the beginning of the year? If not, how much more waste reduction is needed to achieve this outcome? In this case, what price decision would you recommend?
Heavenly Chocolates manufactures and sells quality chocolate products at its plant and retail store located in Saratoga Springs, New York. Two years ago, the company developed a web site and began selling its products over the Internet. Web-site sales have exceeded the company’s expectations, and management is now considering strategies to increase sales even further. To learn more about the web-site customers, a sample of 50 Heavenly Chocolate transactions was selected from the previous month’s sales. Data showing the day of the week each transaction was made, the type of browser the customer used, the time spent on the web site, the number of web pages viewed, and the amount spent by each of the 50 customers are contained in the file named Heavenly Chocolates. A portion of the data is shown in the table that follows: Heavenly Chocolates would like to use the sample data to determine whether online shoppers who spend more time and view more pages also spend more money during their visit to the web site. The company would also like to investigate the effect that the day of the week and the type of browser have on sales. Managerial Report Use the methods of descriptive statistics to learn about the customers who visit the Heavenly Chocolates web site. Include the following in your report. Graphical and numerical summaries for the length of time the shopper spends on the web site, the number of pages viewed, and the mean amount spent per transaction. Discuss what you learn about Heavenly Chocolates’ online shoppers from these numerical summaries. Summarize the frequency, the total dollars spent, and the mean amount spent per transaction for each day of week. Discuss the observations you can make about Heavenly Chocolates’ business based on the day of the week? Summarize the frequency, the total dollars spent, and the mean amount spent per transaction for each type of browser. Discuss the observations you can make about Heavenly Chocolates’ business based on the type of browser? Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the time spent on the web site and the dollar amount spent. Use the horizontal axis for the time spent on the web site. Discuss your findings. Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the number of web pages viewed and the amount spent. Use the horizontal axis for the number of web pages viewed. Discuss your findings. Develop a scatter diagram, and compute the sample correlation coefficient to explore the relationship between the time spent on the web site and the number of pages viewed. Use the horizontal axis to represent the number of pages viewed. Discuss your findings.
Duncan’s Pizzas is a chain of pizza stores. Pizzas are made fresh in-store, and then delivered to customers by a fleet of drivers. The senior management team has identified the strategic priorities for the business as on-time delivery and product quality.Required:a) For each of the strategic priorities, suggest three performance measures. b) If the company is successful in achieving challenging targets for these performance measures, will it also necessarily achieve high profitability? Explain your answer. (maximum 400 words)
Blue Skies Inc. is a retail gardening company that is piloting a new strategic initiative aimed at increasing gross profit. Currently, the company’s gross profit is 25% of sales, and its target gross profit percentage is 30%. The company’s current monthly sales revenue is $600,000.The new initiative being piloted is to produce goods in-house instead of buying them from wholesale suppliers. Its in-house production process has two procedures. The makeup of the costsof production for Procedure 1 is 40% direct labor, 45% direct materials, and 15% overhead. The makeup of the costs of production for Procedure 2 is 60% direct labor, 30% direct materials, and 10% overhead. Assume that Procedure 1 costs twice as much as Procedure 2.Instructions1. Determine what the cost of labor, materials, and overhead for both Procedures 1 and 2 wouldneed to be for the company to meet its target gross profit.2. The company’s actual labor cost is $114,000 for Procedure 1. Determine the actual cost of…
Allright Test Design Company creates, produces, and sells Internet-based CPA and CMA review courses for individual use. Davis Webber, head of human resources, is convinced that question development employees must have strong analytical and problem-solving skills. He asked Andrea Benson, controller for Allright Test Design, to help develop problems for use in screening applicants before they are interviewed. One of the problems Andrea developed is based on the following data for a mythical company (Mythic, Inc.) for the previous year: Conversion cost was $139,000 and was four times the prime cost. Direct materials used in production equaled $5,200. Cost of goods manufactured was $153,200. Ending work in process is 50 percent of the cost of beginning work in process. There are no beginning or ending inventories for direct materials. Cost of goods sold was 110 percent of cost of goods manufactured. Beginning finished goods inventory was $22,190. Required: Question Content Area 1.…
McBurger, Inc., wants to redesign its kitchens to improve productivity and quality. Three designs, called designs K1, K2, and K3, are under consideration. No matter which design is used, daily production of sandwiches at a typical McBurger restaurant is for 550 sandwiches. A sandwich costs $1.40 to produce. Non-defective sandwiches sell, on the average, for $2.50 per sandwich. Defective sandwiches cannot be sold and are scrapped. The goal is to choose a design that maximizes the expected profit at a typical restaurant over a 300-day period. Designs K1, K2, and K3 cost $100,000, $140,000, and $160,000, respectively. Under design K1, there is a .80 chance that 90 out of each 100 sandwiches are non-defective and a .20 chance that 70 out of each 100 sandwiches are non-defective. Under design K2, there is a .85 chance that 90 out of each 100 sandwiches are non-defective and a .15 chance that 75 out of each 100 sandwiches are non-defective. Under design K3, there is a…
Clason, Inc. manufactures door panels. Suppose clason is considering sending the following amounts on a new total quality management (TQM) PROGRAM. (Information) Strength-testing one item from each batch of panels $ 68,000 Training employees in TQM 27,000 Training suppliers in TQM 39,000 Identifying suppliers who commit to on-time deliver of perfect-quality materials 58,000 Clason expects the new program would save costs through the following: (Information) Avoid lost profits from lost sales due to disappointed customers $86,000 Avoid rework and spoilage 63,000 Avoid inspection of raw materials 57,000 Avoid warranty costs…
McBurger, Inc., wants to redesign its kitchens to improve productivity and quality. Three designs, called designs K1, K2, and K3, are under consideration. No matter which design is used, daily production of sandwiches at a typical McBurger restaurant is for 500 sandwiches. A sandwich costs $1.50 to produce. Non-defective sandwiches sell, on the average, for $2.50 per sandwich. Defective sandwiches cannot be sold and are scrapped.The goal is to choose a design that maximizes the expected profit at a typical restaurant over a 300-day period. Designs K1, K2, and K3 cost $130,000 $150,000, and $170,000, respectively. Under design K1, there is a .80 chance that 90 out of each 100 sandwiches are non-defective and a .20 chance that 70 out of each 100 sandwiches are non-defective. Under design K2, there is a .85 chance that 90 out of each 100 sandwiches are non-defective and a .15 chance that 75 out of each 100 sandwiches are non-defective. Under design K3, there is a .90…
Mary Jones and Jack Smart have joined forces to start M&J Food Products, a processor of packaged shredded lettuce for institutional use. Jack has years of food processing experience, and Mary has extensive commercial food preparation experience. The process will consist of opening crates of lettuce and then sorting, washing, slicing, preserving, and finally packaging the prepared lettuce. Together, with help from vendors, they think they can adequately estimate demand, fixed costs, revenues, and variable cost per 5-pound bag of lettuce. They think a largely manual process will have monthly fixed cost of $50,000 and a variable cost of $2.50 per bag. They expect to sell 75,000 bags of lettuce per month. They expect to sell the shredded lettuce for $3.25 per 5-pound bag. Jack and Mary has been contacted by a vendor to consider a more mechanized process. This new process will have monthly fixed cost of $125,000 per month with a variable cost of $1.75 per bag. Based on the above…