Only help with parts c, g, I and J Scorecard Measures, Strategy Translation At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered: 20x1 20x3 Theoretical annual capacity* 249,600 249,600 Actual production** 208,000 234,000 Market size (in units sold) 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 83,200 117,000 Actual cost per unit $340 $272 Days of inventory 16 8 Number of defective units 12,480 7,020 Total worker suggestions 80 280 Hours of training 260 1,040 Selling price per unit $200 $200 Number of new customers 5,200 25,740 *Amount that could be produced given the available production hours; everything produced is sold. **Amount that was produced given the available production hours. Required: 1. Compute the following measures for 20x1 and 20x3: a. Actual velocity and cycle time. If required, round your answers to two decimal places. 20x1 20x3 Actual velocity 2 per hour 2.25 per hour Actual cycle time 30 minutes 26.67 minutes b. Percentage of total revenue from new customers (assume one unit per customer). Round your percentage answer to one decimal place (for example, enter 4.628% as "4.6"). 20x1 2.50 % 20x3 11 % c. Percentage of very satisfied customers (assume each customer purchases one unit). 20x1 % 20x3 % d. Market share. 20x1 16 % 20x3 18 % e. Percentage change in actual product cost (for 20x3 only). Enter a decrease as a negative value. 20x3 -20 % f. Percentage change in days of inventory (for 20x3 only). Enter a decrease as a negative value. 20x3 -50 % g. Defective units as a percentage of total units produced. Round your answers to two decimal places (for example, enter 4.628% as "4.63"). 20x1 % 20x3 % h. Total hours of training. 20x1 260 hours 20x3 1040 hours i. Suggestions per production worker. Round your answers to one decimal place. 20x1 per production worker 20x3 per production worker j. Total revenue. 20x1 20x3 k. Number of new customers. 20x1 5,200 20x3 25,740

Only help with parts c, g, I and J Scorecard Measures, Strategy Translation At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered: 20x1 20x3 Theoretical annual capacity* 249,600 249,600 Actual production** 208,000 234,000 Market size (in units sold) 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 83,200 117,000 Actual cost per unit $340 $272 Days of inventory 16 8 Number of defective units 12,480 7,020 Total worker suggestions 80 280 Hours of training 260 1,040 Selling price per unit $200 $200 Number of new customers 5,200 25,740 *Amount that could be produced given the available production hours; everything produced is sold. **Amount that was produced given the available production hours. Required: 1. Compute the following measures for 20x1 and 20x3: a. Actual velocity and cycle time. If required, round your answers to two decimal places. 20x1 20x3 Actual velocity 2 per hour 2.25 per hour Actual cycle time 30 minutes 26.67 minutes b. Percentage of total revenue from new customers (assume one unit per customer). Round your percentage answer to one decimal place (for example, enter 4.628% as "4.6"). 20x1 2.50 % 20x3 11 % c. Percentage of very satisfied customers (assume each customer purchases one unit). 20x1 % 20x3 % d. Market share. 20x1 16 % 20x3 18 % e. Percentage change in actual product cost (for 20x3 only). Enter a decrease as a negative value. 20x3 -20 % f. Percentage change in days of inventory (for 20x3 only). Enter a decrease as a negative value. 20x3 -50 % g. Defective units as a percentage of total units produced. Round your answers to two decimal places (for example, enter 4.628% as "4.63"). 20x1 % 20x3 % h. Total hours of training. 20x1 260 hours 20x3 1040 hours i. Suggestions per production worker. Round your answers to one decimal place. 20x1 per production worker 20x3 per production worker j. Total revenue. 20x1 20x3 k. Number of new customers. 20x1 5,200 20x3 25,740

Cornerstones of Cost Management (Cornerstones Series)

4th Edition

ISBN:9781305970663

Author:Don R. Hansen, Maryanne M. Mowen

Publisher:Don R. Hansen, Maryanne M. Mowen

Chapter13: The Balanced Scorecard: Strategic-based Control

Section: Chapter Questions

Problem 21P: At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive...

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Only help with parts c, g, I and J

Scorecard Measures, Strategy Translation

At the end of 20x1, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered:

	20x1	20x3
Theoretical annual capacity^*	249,600	249,600
Actual production^**	208,000	234,000
Market size (in units sold)	1,300,000	1,300,000
Production hours available (40 workers)	104,000	104,000
Very satisfied customers	83,200	117,000
Actual cost per unit	$340	$272
Days of inventory	16	8
Number of defective units	12,480	7,020
Total worker suggestions	80	280
Hours of training	260	1,040
Selling price per unit	$200	$200
Number of new customers	5,200	25,740

^*Amount that could be produced given the available production hours; everything produced is sold.
^**Amount that was produced given the available production hours.

Required:

1. Compute the following measures for 20x1 and 20x3:

a. Actual velocity and cycle time. If required, round your answers to two decimal places.

	20x1		20x3
Actual velocity	2	per hour	2.25	per hour
Actual cycle time	30	minutes	26.67	minutes

b. Percentage of total revenue from new customers (assume one unit per customer). Round your percentage answer to one decimal place (for example, enter 4.628% as "4.6").

20x1	2.50	%
20x3	11	%

c. Percentage of very satisfied customers (assume each customer purchases one unit).

20x1		%
20x3		%

d. Market share.

20x1	16 %
20x3	18 %

e. Percentage change in actual product cost (for 20x3 only). Enter a decrease as a negative value.

20x3

-20 %

f. Percentage change in days of inventory (for 20x3 only). Enter a decrease as a negative value.

20x3

-50 %

g. Defective units as a percentage of total units produced. Round your answers to two decimal places (for example, enter 4.628% as "4.63").

20x1		%
20x3		%

h. Total hours of training.

20x1	260 hours
20x3	1040 hours

i. Suggestions per production worker. Round your answers to one decimal place.

20x1		per production worker
20x3		per production worker

j. Total revenue.

20x1
20x3

k. Number of new customers.

20x1	5,200
20x3	25,740

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