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
Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)
- A graphic design studio is considering three new computers. The first model, A, costs $5000. Model B and C cost $3000 and $1000 respectively. Each customer provides $50 of revenue and variable costs are $20/customer. a) What is the number of customers required for each model to break even? b) What is the break-even point in dollars?arrow_forwardDanna Lumus, the marketing manager for a division that produces a variety of paper products, is considering the divisional manager’s request for a sales forecast for a new line of paper napkins. The divisional manager has been gathering data so that he can choose between two different production processes. The first process would have a variable cost of $10 per case produced and total fixed cost of $100,000. The second process would have a variable cost of $6 per case and total fixed cost of $200,000. The selling price would be $30 per case. Danna had just completed a marketing analysis that projects annual sales of 30,000 cases. Danna is reluctant to report the 30,000 forecast to the divisional manager. She knows that the first process would be labor intensive, whereas the second would be largely automated with little labor and no requirement for an additional production supervisor. If the first process is chosen, Jerry Johnson, a good friend, will be appointed as the line supervisor.…arrow_forwardDanna Lumus, the marketing manager for a division that produces a variety of paper products, is considering the divisional manager’s request for a sales forecast for a new line of paper napkins. The divisional manager has been gathering data so that he can choose between two different production processes. The first process would have a variable cost of $10 per case produced and total fixed cost of $100,000. The second process would have a variable cost of $6 per case and total fixed cost of $200,000. The selling price would be $30 per case. Danna had just completed a marketing analysis that projects annual sales of 30,000 cases. Danna is reluctant to report the 30,000 forecast to the divisional manager. She knows that the first process would be labor intensive, whereas the second would be largely automated with little labor and no requirement for an additional production supervisor. If the first process is chosen, Jerry Johnson, a good friend, will be appointed as the line supervisor.…arrow_forward
- Dr. Gulakowicz is an orthodontist. She estimates that adding two new chairs will increase fixed costs by $ 145 comma 000$145,000, including the annual equivalent cost of the capital investment and the salary of one more technician. Each new patient is expected to bring in $ 3 comma 010$3,010 per year in additional revenue, with variable costs estimated at $ 970$970 per patient. The two new chairs will allow Dr. Gulakowicz to expand her practice by as many as 190190 patients annually. How many patients would have to be added for the new process to break even?arrow_forwardDr. Gulakowicz is an orthodontist. She estimates that adding two new chairs will increase fixed costs by $150,000, including the annual equivalent cost of the capital investment and the salary of one more technician. Each new patient is expected to bring in $2,980 per year in additional revenue, with variable costs estimated at $1,030 per patient. The two new chairs will allow Dr. Gulakowicz to expand her practice by as many as 215 patients annually. How many patients would have to be added for the new process to break even? (Enter your response rounded to the nearest whole number.)arrow_forwardDr. Gulakowicz is an orthodontist. She estimates that adding two new chairs will increase fixed costs by $149,000, including the annual equivalent cost of the capital investment and the salary of one more technician. Each new patient is expected to bring in $3,040 per year in additional revenue, with variable costs estimated at $1,030 per patient. The two new chairs will allow Dr. Gulakowicz to expand her practice by as many as 205 patients annually. How many patients would have to be added for the new process to break even? Part 2 The break-even volume is enter your response here patients. (Enter your response rounded to the nearest whole number.)arrow_forward
- Sam Seas Industries are considering to implement a new transaction processing system. In doing so, they are concerned with their lack of both equipment and experienced personnel to handle the system. Which yardstick of feasibility are they considering in their decision? * a. Economic Feasibility b. Operational Feasibility c. Schedule Feasibility d. Technical Feasibilityarrow_forwardEstimate the cost of a 0.75 million gallon per day (MGD) induced-draft packed tower for air-stripping trihalomethanes from drinking water if the cost for a 2.9-MGD tower is $153,200. The exponent in the cost-capacity equation is 0.47. The cost of a 0.75 million gallon per day induced-draft packed tower is $arrow_forwardTom is studying Chemical Engineering at Bradford University where he has developed a new fermentation process of cheese. His fermentation process is more economical and also consolidates curd of milk solids into cheese in a more environmentally friendly manner. The cheese produced by this process is more nutritious and tastes good too. Tom’s process is so good that he was awarded the young innovator prize by the University. After completion of his degree, Tom has decided to develop his cheese fermentation process into a business. He discussed this idea with his friend Jamal, who has been working as a business manager in MyD-Dairy for the past 15 years. Jamal introduced Tom to Jackie who is in the business of the distribution of dairy products for the past decade and is interested in establishing a new line of cheese production business. All three of them are very excited about this new business idea. Tom’s parents have promised to give him a £10,000 personal loan for the business. Both…arrow_forward
- Fast Burger Inc. is building a new restaurant near a college football stadium. The restaurant will be open 16 hours per day, 360 days per year. Managers have concluded that the restaurant should have the capacity to handle a peak hour demand of 120 customers. Assume front-counter service personnel can take and assemble orders at the service rate of 14 customers per hour and the target labor utilization rate for this job is 70 percent. According to the information, determine the the number of front-service counter people that should be assigned to this peak demand period. Only for non-integer results, round your answer UP to the nearest integer. For example, if your answer is 5.05, type 6; if your answer is 5, type 5. Your Answer: Answerarrow_forwardDr. Gulakowicz is an orthodontist. She estimates that adding two new chairs will increase fixed costs by $150,000, including the annual equivalent cost of the capital investment and the salary of one more technician. Each new patient is expected to bring in $3,000 per year in additional revenue, with variable costs estimated at $1,000 per patient. The two new chairs will allow Dr. Gulakowicz to expand her practice by as many as 200 patients annually. How many patients would have to be added for the new process to break even?arrow_forwardTema Tire Services (TTS) decided to hire a new mechanic to handle all tire changes for customers ordering a new set of tires. Two mechanics have been shortlisted for the job. One mechanic has limited experience, can be hired for GH¢14 per hour, and can service an average of three customers per hour. The other mechanic has several years of experience, can service an average of four customers per hour, but must be paid GH¢20 per hour. Historical data shows that customers arrive at the TTS garage at the rate of two customers per hour. b) If the company assigns a customer waiting cost of GH¢30 per hour, which mechanic provides the lower operating total cost (TC)? c) With the aid of a sketch, show the economic relationship between service cost and waiting costs, and justify whether or not it is necessary for TTS to keep investing in better and/or additional mechanics until waiting time reduces to zearrow_forward
- Practical Management ScienceOperations ManagementISBN:9781337406659Author:WINSTON, Wayne L.Publisher:Cengage,