Question : 16) Brix, Inc., prepares frozen food for fast-food restaurants. It : 1211927

 

16) Brix, Inc., prepares frozen food for fast-food restaurants. It has two workstations, cooking and assembly. The cooking station is limited by the cooking time of the food. Assembly is limited by the speed of the workers. Assembly normally waits on food from cooking. Because the demand has increased in recent months to 2,800 dozen units, management is considering adding another cooking station or else having the cooks start to work earlier. The monthly cost of operating the cooking station one more hour each day is $2,400. The cost of adding another cooking station would add an average of $10 per hour. The current operating hours total eight hours a day, 22 days a month. The contribution margin of the finished products is currently $8 per dozen. Inventory carrying costs average $2.00 per dozen per month. Either the extra hour or the new cooking station would increase production by 20 dozen a day, with a long-run increase of 80 dozen units in finished goods inventory to 280 dozen.

 

Required:

a.What is the total production per month if the change is made?

 

b.What is the increase in the expected monthly product contribution for each of the possible changes? Assume long-run production equals sales.

17)

Relevant items

Cookies with cashew and honey

Plain cookies

Difference

 

 

 

 

Expected revenue

$850,000

$725,000

$125,000

Expected variable costs

548,000

418,000

(130,000)

Expected inventory carrying cost

32,000

22,000

(10,000)

Expected total costs

580,000

440,000

(140,000)

Expected profits

$270,000

$285,000

 

$(15,000)

 

Dulcet Foods, Inc., has the option to sell either of the variant. Which one is a better alternative?

 

18) Manufacturing cycle times affect both revenues and costs. Explain.

 

Objective 19.7

 

1) Which of the following is an internal-business-process measure to study the output during bottleneck situations?

A) manufacturing cycle efficiency for key processes

B) carrying cost of inventories

C) number of employees trained to manage bottlenecks

D) customer-response time

2) Which of the following is a learning-and-growth measure to study the output during bottleneck situations?

A) manufacturing cycle efficiency for key processes

B) carrying cost of inventories

C) number of employees trained to manage bottlenecks

D) improve customer-response time during bottlenecks

 

3) From a balanced scorecard perspective, average reduction in setup time and processing time at bottleneck operations is an example of ________.

A) financial measures

B) customer measures

C) internal-business-process measures

D) learning-and-growth measures

 

4) Revenue gains or price increases from fewer delays is a financial measure to increase the output of bottlenecks.

 

5) Average reduction in setup time and processing time at bottleneck operations is an example of learning-and-growth measures to tackle bottleneck situations.

6) The last step of the five-step decision making process is implementing the decision, evaluating performance, and learning. How can a balanced scorecard play a role in helping to assure this final step will be successful?

 

7) A machine has been identified as a bottleneck and the source of the constraint for a manufacturing company that has multiple products and multiple machines. Discuss ways the company can overcome the bottleneck.

 

 

 

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