Required: 1. Compute the following measures for 20x1 and 20x3: eteraleciand.cuele time SRSLage or tura erens from new.cusleers (assumconi per ele c. Rascanlege or ver sume eaccusTOe peele e rdayeentory (on enty g. Defective units as a percentage of total units produced h. Total hours of training i. Suggestions per production worker į. Total revenue k. Number of new customers gage.com/stationbluievalindex.htmi?elSBN=97813059707248id=1874562458nbid=5245498anapshotid=5245498dockApplid=1 Print Preview 2. For the measures listed in Requirement 1, list likely strategic objectives, classified according to the four Balance Scorecard perspectives. Assume there is one measure per objective.

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Chapter1: Financial Statements And Business Decisions
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1. Compute the following measures for 20x1 and 20x3:
olecity and cuele time
SRSage or torarrevene from new.cusleners (assumaen pet
elem
c. Rarcaniege or
pasume eaccustoe
g enory (o
g. Defective units as a percentage of total units produced
h. Total hours of training
i. Suggestions per production worker
į. Total revenue
k. Number of new customers
gage.com/stationblulevolindex.html?elSBN=97813059707248id=1874562458nbid=5245438snapshotid=5245498dockApplid=1. 21
Print Preview
2. For the measures listed in Requirement 1, list likely strategic objectives,
classified according to the four Balance Scorecard perspectives. Assume
there is one measure per objective.
Transcribed Image Text:Required: 1. Compute the following measures for 20x1 and 20x3: olecity and cuele time SRSage or torarrevene from new.cusleners (assumaen pet elem c. Rarcaniege or pasume eaccustoe g enory (o g. Defective units as a percentage of total units produced h. Total hours of training i. Suggestions per production worker į. Total revenue k. Number of new customers gage.com/stationblulevolindex.html?elSBN=97813059707248id=1874562458nbid=5245438snapshotid=5245498dockApplid=1. 21 Print Preview 2. For the measures listed in Requirement 1, list likely strategic objectives, classified according to the four Balance Scorecard perspectives. Assume there is one measure per objective.
Problem 13.21
Scorecard Measures, Strategy Translation
Objective 2 - Discuss the basic features of the Balanced Scorecard.3 - Explain
how the Balanced Scorecard links measures to strategy.
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
Ung.cengage.com/statioinbluilevalndex.html?elSBN=97813059707248id=187456245&nbid=5245498snapshotid=5245498dockApplid=1. 1/10
2020
Print Preview
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*
Actual production**
Market size (in units sold)
249,600
208,000
249,600
234,000
1,300,000
1,300,000
104,000
83,200
$325
15.6
Production hours available (40 workers)
104,000
140,400
S260
Very satisfied customers
Actual cost per unit
Days of inventory
Number of defective units
7.8
13,000
5,200
Total worker suggestions
Hours of training
Selling price per unit
Number of new customers
104
312
260
S195
5,200
1,040
S195
26,000
"Amount that could be produced given the available production hours; everything produced is sold.
*"Amount that was produced given the available production hours.
Transcribed Image Text:Problem 13.21 Scorecard Measures, Strategy Translation Objective 2 - Discuss the basic features of the Balanced Scorecard.3 - Explain how the Balanced Scorecard links measures to strategy. 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 Ung.cengage.com/statioinbluilevalndex.html?elSBN=97813059707248id=187456245&nbid=5245498snapshotid=5245498dockApplid=1. 1/10 2020 Print Preview 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* Actual production** Market size (in units sold) 249,600 208,000 249,600 234,000 1,300,000 1,300,000 104,000 83,200 $325 15.6 Production hours available (40 workers) 104,000 140,400 S260 Very satisfied customers Actual cost per unit Days of inventory Number of defective units 7.8 13,000 5,200 Total worker suggestions Hours of training Selling price per unit Number of new customers 104 312 260 S195 5,200 1,040 S195 26,000 "Amount that could be produced given the available production hours; everything produced is sold. *"Amount that was produced given the available production hours.
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