Brunswick

When all the 50 products have gone by red G2 I switch the idle to red C2. Switching to red C2 assists in building parts to go to the 100. I switch blue E2 idle to blue G4 to pull the parts from red G2 that built up to go to the 50 products demanded. I only switch green E4 to C4 when the 50 products decreases to zero products remaining. After the 50 products are taken care of I switch the idle from magenta F7 to C7. Magenta C7 can access part from columns A, C, and E. A1, C4, and E4 have to have parts in them for C7 to run. This part can be difficult because only one green can run while the other run will not get products to it. I found it better to let the time go slow enough to make adjusts to the purchasing and idling. I made my products idle as little as possible. I always made sure the blue was running because they’re the constraints and they produce the most. Column E was the hardest to keep stocked in units due to the fact it gives to both magentas. This strategy allowed me to get my first cash exceeding the fixed expense of 6000. I further exceed the fixed expense cost by 1800 dollars when I changed my strategy

Company Wide Overhead Rate equal Forecast Overhead divided by Expected Machine Hours Overhead Rate equal $480,000 equal $6 per machine hour 80,000. Company Wide Rate: Direct Material Costs x Batch Size plus Direct Labor Costs x Batch Size Maxiflow: Alaska: 135 x 20 equal 2700 110 x 20 equal 2200 75 x 20 equal 1500 95 x 20 equal 1900 equal $4200 per batch equal $4100 per batch Departmental Rate. Direct Materials Costs plus Direct Labor Costs divided by Each Department Hour Maxiflow: 135 plus 75 equal $210 Radiator Parts Fabrication: 210 divided by 28 equal $7.50 per batch Radiator Assembly, Weld, and Test equal 210 divided by 30 equal $7 per batch Compressor Parts Fabrication: 210 divided by 32 equal $6.60 per batch Compressor Assembly and Test: 210 divided by 26 equal $8.10 per batch Alaska: 110 plus 95 equal 205 Radiator Parts Fabrication: 205 divided by 16 equal $12.80 per batch Radiator Assembly, Weld, and Test: 205 divided by 74 equal $2.70 per batch Compressor Parts Fabrication: 205 divided by 8 equal $25.60 per batch Compressor Assembly and Test: 205 divided by 66 equal $3.10 per batch. There was only a $100 difference between Maxiflow and Alaska when it came to company-wide rates per batch.

The assignment method was used in determining ways that the schedule can be change to maximize production while reducing idle time, completion time, and potentially labor costs. Using the information that was provided, Operator A will cost $10.00 for the first job, $11.00 for the second, $9.00 for the third, and $10.00 for the fourth. Operator B will cost $12.00 for the first job, $9.00 for the second job, $8.00 for the third, and $8.00 for the fourth. Operator C similarly will cost $11.00 for the first, $11.00 for the second, $11.00 for the third, and $9.00 for the fourth. Last, Operator D will cost $11.00 for the first, $11.00 for the second, $9.00 for the third, and $10.00 for the fourth. While

We must calculate the average stock on hand for each item (safety stock + ½ order lot size), and must calculate the cost per item (unit cost plus freight). For the first item—gas ranges—a safety stock of 40 units is maintained, and ½ the order lot size is 100 units, for a total inventory in stock of 140 units. Unit cost ($100) plus freight ($20) equals $120. Multiplying average inventory (140) times $120 equals $16,800. Doing all the items on table gives a total of $96,175. Because this is a 10% sample, the total parts inventory would be worth $961,750. Inventory carrying costs on this, at 20% per year, would be

In this lab, students were asked to create a production line and act like a business. Each student was giving a position in the new simulated business to make valves. Student received orders and delivered the product to the customers. As the lab continued students were required to record the price of production and the profit they received throughout the lab. in the beginning, the business lost a lot of money but the next few days they started to again quarter of the money they lost in profit. the most important reason why the team was losing money was because they were not meeting the demand for the red valves compare to the blue valve which were easier to make. The team decided to fire few employees to reduce the production cost and assign few employees to start making the valves completely instead of using an assembly line which increased the production coast and reduced the quality of the product. We further fired more employees to maximize profit and reduce production coast. To make the customers happy, students must create valves with excellent quality and efficiency to keep the coast down and fulfill the customers demand. The flow chart below shows the plan and the process that the team used in this simulated business.

Correctly constructed the supply and demand graph. It is recommended that you use the EXCEL study aide I posted to do this.

At Kara’s Bicycles, there are nine positions that needed to be filled at the beginning of each simulation. They are System Administrator, AP Specialist, AR Specialist, Purchaser, Frame Welder, Finisher, Wheel Builder, Assembler, and Materials Handlers. I hired three AP Specialists, AR Specialists, and Purchasers each. Due to having uncounted problems with my server, I hired four system administrators. Seven Frame Welders, four Finishers, nine Assemblers, and fifteen Wheel Builders rounded out my production floor. In addition to this, I also had twelve Material Handlers moving supplies and finished bicycles throughout my building. I came about these numbers by trial and error. It is inevitable that the need for each job position will increase as time goes on. As the business expands and is able to take on larger orders the need for

We have the given details like the objectives of making profit of $2.25 per yard for denim and $3.10 for yard of Corduroy and constraints of processing time of 3.2 hour for Corduroy and 3 for Denim, 6500 pounds of total cotton and 3000 hours of processing time and the demand is unlimited for Denim and 510 maximum for corduroy. By table above details,

3. What weekly production plan for standard and light weight compressors would result in the highest financial return for Catawba?

| | | | | | | | | | | | | |75000 | |100000 | |125000 | |150000 | |175000 | |200000 | | |  | |  | |  | |  | |  | |  | |Direct Labor |4.00 |  |3.90 |  |3.80 |  |3.70 |  |3.80 |  |4.00 | |Material |2.00

For example, in the first through third quarters, I was paying my employees $45,000 per year, with only expanded health coverage. After the third quarter, I realized my competitors were offering more, and that they would be recruiting the best salespeople if I didn’t change my offering. I checked my budget, and saw that I could pay my employees more and offer better health coverage, which would help me to recruit and retain the best employees with the most potential to increase sales. That in turn lead to better sales the fourth quarter.

The Martinez Company has decided to introduce a new product and would like to evaluate the costs of manufacturing through capital intensive and labor intensive manufacturing methods to determine which of the two methods to employ. The values to be used in the evaluation for capital intensive manufacturing are direct materials at $5 per unit, direct labor at $6 per unit, a variable overhead of $3 per unit, and fixed manufacturing costs of $2,508,000. The values for material, labor, and overhead are summed to find the total variable cost of $14. The labor intensive values are direct materials at $5.50 per unit, direct labor at $8 per

1 Newsvendor Problem 1.1 Profit Maximization 1.2 Cost Minimization . 1.3 Initial Inventory . . 1.4 Simulation . . . . . . 1.5 Exercise . . . . . . . 5 5 12 15 17 19 25 25 27 29 29 31 32 33 34 39 39 40 40 42 44 46 47 48 49 51 51 51 52 54 55 57

13. In this problem, there are three possible overhead allocation bases: direct labor (present system), machine hours (the proposed system), and number of batches. First, calculate product costs under each of the three allocation schemes: (a). Direct labor cost as the allocation base (present system): Bluethings 120,000 .50 $60,000 95.238% 342,857 60,000 $462,857 $ 3.857 Graythings 6,000 .50 $3,000 4.762% 17,143 3,000 $23,143 $

The optimal product mix for Merton given their current product mix and constraints has been determined, but Merton is also considering the addition of a new Model 103. The values for contribution margin (CM) are given as well as the portion of departmental capacity required to produce 103. Based on the capacity information, it was determined that Model 103 would require 0.8 hours of Engine Assembly, 1.5 hours of Metal Stamping, and 1 hour of Model 101 Assembly per truck. The constraints and objective function were modified with these new values and run in Excel’s Solver, which determined that Model 103 should not be produced (Exhibit 5). Exhibit 6 provides a sensitivity report indicating a reduced cost of -$350, meaning that the CM of Model 103 would need to increase by $350 before it would make sense for Merton to begin producing Model 103.