Concept explainers
a)
To determine: The break-even point of each oven given.
Introduction:
Break-even point (BEP):
The break-even point is measured in units or in sales term to identify the point in a business which is required to cover the total investment costs. The total profit at break-even point is zero.
a)
Answer to Problem 20P
The break-even point of oven type A is 1,667 pizzas. The break-even point of oven type B is 2,353 pizzas.
Explanation of Solution
Given information:
Oven type A:
Number of pizzas = 20 / hour
Fixed cost = $20,000
Variable cost = $2.00 / pizza
Selling price= $14.00/ pizza
Oven type B:
Number of pizzas = 40 / hour
Fixed cost = $30,000
Variable cost = $1.25 / pizza
Selling price = $14.00 / pizza
Formula to calculate Break-even point (BEP):
Calculation of Break-even point (BEP) of oven type A:
The break-even cost of an oven is calculated by finding out the number of pizzas that an oven can cook.
The break-even point is calculated by dividing the fixed cost with the difference of selling price and variable cost.
Hence, the Break-even point (BEP) for oven type A is 1,667 pizzas.
Calculation of Break-even point (BEP) of oven type B:
The Break-even point is calculated by dividing the fixed cost with the difference of selling price and variable cost.
Hence, the Break-even point (BEP) for oven type B is 2,353 pizzas.
b)
To determine: The oven that need to be purchased if the owner is expecting to sell 9,000 pizzas.
b)
Answer to Problem 20P
The oven that needs to be purchased if the owner is expecting to sell 9,000 pizzas is oven type A.
Explanation of Solution
Given information:
Oven type A:
Number of pizzas = 20 / hour
Fixed cost = $20,000
Variable cost = $2.00 / pizza
Selling price = $14.00 / pizza
Oven type B:
Number of pizzas = 40 / hour
Fixed cost = $30,000
Variable cost = $1.25 / pizza
Selling price = $14.00 / pizza
Formula to calculate Profit:
Calculation of profit for oven type A:
The profit is calculated by multiplying number of selling pizzas with selling price and the resultant value is subtracted from the fixed cost and the value obtained by multiplying number of selling pizzas and variable cost.
The profit for oven type A is $88,000.
Calculation of profit for oven type B:
The profit is calculated by multiplying number of selling pizzas with selling price and the resultant value is subtracted from the fixed cost and the value obtained by multiplying number of selling pizzas and variable cost.
The profit for oven type B is $84,750.
The profit of oven type A is more than oven type B. (88,000 > 84,750)
Hence, the owner must purchase type A oven.
c)
To determine: The oven that need to be purchased if the owner is expecting to sell 12,000 pizzas.
c)
Answer to Problem 20P
The oven that needs to be purchased if the owner is expecting to sell 12,000 pizzas is oven type A.
Explanation of Solution
Given information:
Oven type A:
Number of pizzas = 20 / hour
Fixed cost = $20,000
Variable cost = $2.00 / pizza
Selling price = $14.00 / pizza
Oven type B:
Number of pizzas = 40 / hour
Fixed cost = $30,000
Variable cost = $1.25 / pizza
Selling price = $14.00 / pizza
Formula to calculate Profit:
Calculation profit for oven type A:
The profit is calculated by multiplying number of selling pizzas with selling price and the resultant value is subtracted from the fixed cost and the value obtained by multiplying number of selling pizzas and variable cost.
The profit for oven type A is $124,000.
Calculation profit for oven type B:
The profit is calculated by multiplying number of selling pizzas with selling price and the resultant value is subtracted from the fixed cost and the value obtained by multiplying number of selling pizzas and variable cost.
The profit for oven type B is $123,000.
The profit of oven type A is more than oven type B. (124,000 > 123,000)
Hence, the owner must purchase type A oven.
d)
To determine: The volume of pizzas at which JE person must switch the ovens.
d)
Answer to Problem 20P
The volume of pizzas at which JE person must switch the type of ovens is 13, 333 pizzas.
Explanation of Solution
Given information:
Oven type A:
Number of pizzas = 20 / hour
Fixed cost = $20,000
Variable cost = $2.00 / pizza
Selling price = $14.00 / pizza
Oven type B:
Number of pizzas = 40 / hour
Fixed cost = $30,000
Variable cost = $1.25 / pizza
Selling price = $14.00 / pizza
Formation of equation 1 for oven type A:
Formation of equation 2 for oven type B:
Calculation of volume of pizzas:
The volume of pizzas is calculated by substituting all the known values in equation (1) and (2) and equating each other.
Hence, the volume of pizzas at which JE person must switch the type of ovens is 13, 333 pizzas.
Want to see more full solutions like this?
Chapter 7 Solutions
EBK PRINCIPLES OF OPERATIONS MANAGEMENT
- How would you design and implement a modern networking solution for JAMS Manufacturing to connect all their facilities and ensure seamless communication? The company currently has standalone systems in three manufacturing plants and an office building, each using its own modem or router for internet access. The goal is to create private networks for each location, connect them to one another, and provide Internet access to all. You’ll need to consider factors like new computer systems, servers, and telecommunications wiring, and explain how your solution will benefit the company and how it will be implemented effectively.arrow_forwardIdentify specific performance management processes covered in this course and how each aligns with an elements of LaFevor’s HCMS Model.arrow_forwardIdentify specific performance management processes covered in this course and how each aligns with LaFevor’s HCMS Model. LaFevor, K. (2017). What’s in Your Human Capital Management Strategy? The Game Plan, the Path, and Achievingarrow_forward
- assess how Human Capital Management Strategy is aimed at building an effective integrated performance management system: Discuss how human capital management strategy relates to performance management.arrow_forwardCASE STUDY 9-1 Was Robert Eaton a Good Performance Management Leader? R obert Eaton was CEO and chairman of Chrys- ler from 1993 to 1998, replacing Lee Iacocca, who retired after serving in this capacity since 1978. Eaton then served as cochairman of the newly merged DaimlerChrysler organization from 1998 to 2000. In fact, Eaton was responsible for the sale of Chrysler Corporation to Daimler-Benz, thereby creating DaimlerChrysler. With 362,100 employees, DaimlerChrysler had achieved revenues of €136.4 billion in 2003. DaimlerChrysler's passenger car brands included Maybach, Mercedes-Benz, Chrysler, Jeep, Dodge, and Smart. Commercial vehicle brands included Mercedes-Benz, Freightliner, Sterling, Western Star, and Setra. From the beginning of his tenure as CEO, Eaton communicated with the people under him. He immediately shared his plans for the future with his top four executives, and upon the advice of his colleague, Bob Lutz, decided to look around the company before making any hasty…arrow_forwardCritically assess Martin’s coaching style.arrow_forward
- Compare Robert Eaton’s performance management leadership presented in the case against the performance management leadership principles, functions, and behaviors. What recommendations can be made about what he might do more effectively? Explain and defend your answer.arrow_forwardIn the context of the material in Chapter 9, provide a critical analysis of the decisions that Henry has made in assigning Martin to this role.arrow_forwardpanies (pp. 80-118). New York, NY: Times Books, specifically Chap. 4, "Robert Eaton and Robert Lutz; The Copilots." CASE STUDY 9-2 Performance Management Leadership at Henry's Commercial Sales and Leasing H enry is the owner of a small real estate agency that handles the sale and leasing of commercial property. He has two real estate agents working in the office, along with himself. He also has two customer service representatives (CSRs), each of whom has a real estate license, and one receptionist who has worked for the company for about three months. Henry has recently decided that he needs another customer service representative. He hasarrow_forward
- Discuss possible solutions to help Tara become an effective CSR. What should martin be doing to help her?arrow_forwardWhat are the ethical challenges regarding employees (i.e., diversity, discrimination, sexual harassment, privacy, employee theft, bad leadership, etc.) that Apple Inc. has faced over the past five to ten years and that they should prepare to face in the next five to ten years. Once a developed list of challenges is created, consider how having faced those challenges will impact and be impacted by the social cause you've selected. Propose the findings on the ethical challenges faced by Apple Inc. in recent history and the near future. Analyze ways in which each challenge was (and/or could be) appropriately handled and areas for improvement. Evaluate the ethical/moral aspects of Apple Inc. that protected it from ethical challenges in the past and could protect it in the future. Assess how ethical challenges and handling of ethical challenges could positively or negatively impact the charitable cause are selected and how the selection of your social cause could positively or negatively…arrow_forwardBy selecting Cigna Accredo pharmacy that i identify in my resand compare the current feedback system against the “Characteristics of a Good Multiple Source Feedback Systems” described in section 8-3-3. What can be improved? As a consultant, what recommendations would you make?arrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,MarketingMarketingISBN:9780357033791Author:Pride, William MPublisher:South Western Educational PublishingPurchasing and Supply Chain ManagementOperations ManagementISBN:9781285869681Author:Robert M. Monczka, Robert B. Handfield, Larry C. Giunipero, James L. PattersonPublisher:Cengage Learning