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11-20 (30 MINUTES) The overall long-term goal for a profit-seeking enterprise generally is profitability.

This means that the key long-term goal in a profit-seeking businesss balanced scorecard involves the financial perspective. In contrast, an educational institution has multiple, and sometimes conflicting, goals. Most colleges and universities have teaching, research and public service as their missions. It is very difficult, then, to specify a single, overriding long-term goal for an educational institution. Is it turning out the best students, producing the most significant research, or some other objective? Moreover, measuring success in achieving these objectives is also extremely difficult. Answers will vary on this requirement, depending on the students college or university, the institutions specified goals, and the students viewpoint. 11-21 (10 MINUTES) 1. Manufacturing cycle efficiency =

p r o c e s t im g s in e p r o c e s t im g s p e ct imn s in e + in t io e + w a it t im e o v e e in g m t im +
4.25 hours

= 4.25 hours .25 + hour+.25 hour+.25 hour = 85% 2. Manufacturing cycle time =
total production e batch tim per units batch per

5h u o rs = 20 nits erbatch u p

= .25 hour (or 15 minutes) per unit 3. Velocity = total production per time batch
units batch per

20 units = per = 5hours 4units hour

11-22 (10 MINUTES) 1. Manufacturing cycle efficiency (MCE): MCE = = 2.


p ce ro ssin tim g e p ce in tim +in p ctio tim + w itin tim +m v tim ro ss g e s e n e a g e o e e 6d y a s = 6 8 = 2 .4 (ro n e ) /2 1 % u d d 6d y +3d y +1 d y +5d y a s a s 4 a s a s

Delivery cycle time is the average time between receipt of the customer's order until delivery of the goods. In this case the delivery cycle time is 44 days.

11-23 (15 MINUTES) 1. Aggregate (or total) productivity = total input


total output

.1 = $ 0 0 ,00 = 1 1 ,0 0 0

$ 1 0 ,00 1 ,0 0 0

2.

This summary financial measure does not convey much information to management or other users of the data. A preferable approach would be to record multiple physical measures that capture the most important determinants of the bank's productivity. Examples include the following: a. Clerk time per bank window customer b. Errors per 1,000 transactions handled c. Checks miscoded per 1,000 checks processed

d. Customers per day e. Customers per employee f. Square feet of space in bank per 1,000 customers

g. Average time to process a loan application

11-24 (25 MINUTES) 1. 2. 3. 4. Target cost = $125 $25 = $100 Target profit = $25 Target price = $125 Target costing involves designing a product, as well as the process used to manufacture it, so that ultimately the product can be manufactured at a cost that will enable the firm to make a profit when the product is sold at an estimated market-driven price. In the case of the photon gismo, the design engineering team needs to redesign the gismo and/or the production process so that the gismo can be manufactured for $100.

11-26 (5 MINUTES) 1 . 2 . 3 . 4 . appraisal cost external failure cost internal failure cost prevention cost

11-27 (20 MINUTES) COQUITLAM CIRCUITRY QUALITY-COST REPORT Costs For May Prevention costs: Training of quality-control inspectors...... Total................................................... Appraisal costs: Inspection of purchased electrical components............................................. Tests of instruments............................... Total................................................... Internal failure costs: Costs of rework...................................... Costs of defective parts that cannot be salvaged.................................................. Total................................................... External failure costs: Replacement of instruments already sold Total................................................... Total quality costs.................................... $ 31,500 $ 31,500 $ 18,000 45,00 0 $ 63,000 Percent age of Total __22. 2 __22. 2 12.7 __31. 7 __44. 4

$ 9.5 13,500 9,15 ___6.5 0 $ __16. 22,650 0 $ __17. 24,750 4 $ __17. 24,750 4 $141,90 100.0 0 0