Required:1. Compute the following measures for 20x1 and 20x3:olecity and cuele timeSRSage or torarrevene from new.cusleners (assumaen petelemc. Rarcaniege orpasume eaccustoeg enory (og. Defective units as a percentage of total units producedh. Total hours of trainingi. Suggestions per production workerį. Total revenuek. Number of new customersgage.com/stationblulevolindex.html?elSBN=97813059707248id=1874562458nbid=5245438snapshotid=5245498dockApplid=1. 21Print Preview2. For the measures listed in Requirement 1, list likely strategic objectives,classified according to the four Balance Scorecard perspectives. Assumethere is one measure per objective. Problem 13.21Scorecard Measures, Strategy TranslationObjective 2 - Discuss the basic features of the Balanced Scorecard.3 - Explainhow the Balanced Scorecard links measures to strategy.At the end of 20x1, Mejorar Company implemented a low-coststrategy to improve its competitive position. Its objective wasto become the low-cost producer in its industry. A BalancedUng.cengage.com/statioinbluilevalndex.html?elSBN=97813059707248id=187456245&nbid=5245498snapshotid=5245498dockApplid=1. 1/102020Print PreviewScorecard was developed to guide the company toward this objective. Tolower costs, Mejorar undertook a number of improvement activities such asJIT production, total quality management, and activity-based management.Now, after two years of operation, the president of Mejorar wants someassessment of the achievements. To help provide this assessment, thefollowing information on one product has been gathered:20x120x3Theoretical annual capacity*Actual production**Market size (in units sold)249,600208,000249,600234,0001,300,0001,300,000104,00083,200$32515.6Production hours available (40 workers)104,000140,400S260Very satisfied customersActual cost per unitDays of inventoryNumber of defective units7.813,0005,200Total worker suggestionsHours of trainingSelling price per unitNumber of new customers104312260S1955,2001,040S19526,000"Amount that could be produced given the available production hours; everything produced is sold.*"Amount that was produced given the available production hours.

Name: Required:1. Compute the following measures for 20x1 and 20x3:olecity
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Description: Required:1. Compute the following measures for 20x1 and 20x3:olecity and cuele timeSRSage or torarrevene from new.cusleners (assumaen petelemc. Rarcaniege orpasume eaccustoeg enory (og. Defective units as a percentage of total units producedh. Total

JIT production stands for Just in Time production which indicates the reduction in the production of…

Business

Accounting

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.

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.

Principles of Accounting Volume 2

19th Edition

ISBN:9781947172609

Author:OpenStax

Publisher:OpenStax

Chapter12: Balanced Scorecard And Other Performance Measures

Section: Chapter Questions

Problem 9EA: Classify each of the following performance measures into the balanced scorecard perspective to which...

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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…
(Appendix 11A) Balanced Scorecard The following list gives a number of measures associated with the Balanced Scorecard: a. Number of new customers b. Percentage of customer complaints resolved with one contact c. Unit product cost d. Cost per distribution channel e. Suggestions per employee f. Warranty repair costs g. Consumer satisfaction (from surveys) h. Cycle time for solving a customer problem i. Strategic job coverage ratio j. On-time delivery percentage k. Percentage of revenues from new products Required: 1. Classify each performance measure as belonging to one of the following perspectives: financial, customer, internal business process, or learning and growth. 2. Suggest an additional measure for each of the four perspectives.
Exercises + Suppose that we made an AHP analysis based on the following comparison tables Value R1 R2 R3 R1 1 9. R2 1 R3 1 Cost R1 R2 R3 R1 1 1/7 1/5 R2 1 1/9 R3 1 1) Draw the value cost diagram from these tables 2) From the diagram, rank the requirements according to their priorities starting from the highest priority Dr. Quta Shambour PArt Requirciments Analy
imend using this measure in Ariel's balanced scorecard? Would it be beneficial to attempt to measure each office's individual performance with respect 4. to the scorecard measures that you created? Why or why not? EXERCISE 11-8 Computing and Interpreting Return on Investment (ROI) LO11-1 Selected operating data for two divisions of Outback Brewing, Ltd.., of Australia are given below- Division New South Wales Queensland $7,000,000 $2,000,000 $420,000 $800,000 $4,000,000 $2,000,000 $360,000 $950,000 Sales.... Average operating assets Net operating income Property, plant, and equipment (net) Required: Compute the rate of return for each division using the return on investment (ROI) formula stated in terms of margin and turnover. 2. 1. Which divisional manager seems to be doing the better job? Why? EXERCISE 11-9 Return on Investment (ROL and Do
View Policies A Current Attempt in Progress What is "balanced" in the balanced scorecard approach? A O The number of products produced. O The number of defects found on each product. O The amount of costs allocated to products. O The emphasis on financial and non-financial performance measurements. Save for Later Attempts: 0 of 1
Chapter 10: Applying Excel: Exercise (Part 2 of 2) Requirement 2: Revise the data in your worksheet as follows: A 1 Chapter 10: Applying Excel 2 3 Data 4 Sales 5 6 7 Net operating income ROI Average operating assets Minumum required rate of return If your formulas are correct, you should get the correct answers to the following questions. a. What is the ROI? Residual income B % c. Why is the residual income positive? $ 64,000,000 $ 7,680,000 $ 16,000,000 25% b. What is the residual income? (Negative amount should be indicated by a minus sign.)
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Instructions 1.Based on the balanced scorecard and the following descriptions of the predicted relationships between strategic objectives, draw the scorecards strategy map. a.Training employees effectively and reducing employee turnover can both be expected to improve returns processing and reduce shipping errors. b.Both improving returns processing and reducing shipping errors can be expected to delight the customer. c.Delighting the customer can be expected to increase market share. 2.Based on the balanced scorecard and the following descriptions of the predicted relationships between performance metrics, draw the scorecards measure map. a.Median training hours per employee and average employee tenure will both influence hours from returned to refunded and number of erroneous shipments. b.Both hours from returned to refunded and number of erroneous shipments will affect percentage of customers who shop again and online customer satisfaction rating. c.Both percentage of customers who shop again and online customer satisfaction rating will influence the companys market share. 3.Label each element of the balanced scorecard.
Refer to Cornerstone Exercise 15.3. Choctaw Company provides the following additional information so that total productivity can be valued: Required: 1. Calculate the cost of inputs in 20x2, assuming no productivity change from 20x1 to 20x2. 2. Calculate the actual cost of inputs for 20x2. What is the net value of the productivity changes? How much profit change is attributable to each inputs productivity change? 3. What if a manager wants to know how much of the total profit change from 20x1 to 20x2 is attributable to price recovery? Calculate the price-recovery component, and comment on its meaning.
Case 1: ROI You are comparing the performance of two (2) separate divisions, segments A and B, using ROI Analysis. A в P100,000.00 P500,000.00 30,000.00 Sales Operating Expenses 300,000.00 Net Operating income 70,000.00 200,000.00 Average Operating Assets 10,000.00 40,000.00 Required: Using ROI Analysis, which segment is performing better? To answer this question, you need to: 1. Compute the ROi of each segment and 2. Compute the components of ROI of each segment
Question 2 (input refer to picture attached) a) Based on Return of Investment (ROI) evaluation, which unit will you recommend to your management to be purchased and why? b) From Life Cycle Cost (LCC) Analysis, would you Brand X or Brand Y crane? What is your recommendation and why? c) Based on the Minimum Acceptable Rate of Return (MARR), if the company hurdle rate is 20 %, would you choose Brand X or Brand Y and why? – include the cashflow diagram
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