Robert KennedyCollege |Financial Management | | | |Number of the assignment: Final Assessment | |Name of the assignment: Johnson Beverage Inc
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recommending that the real estate corporation allocate costs using the following method because it maximizes the project’s Net Present Value (and will make Nella Lyrrad look the best when she reports the project’s results to her superiors!): Cost Allocation Based on What the Developers Spent The developers spent $100 million on the land‚ $100 million on the recreation facilities‚ & $100 million on streets‚ parks‚ utilities‚ lots‚ & greenways. Based on these expenditures‚ I first allocated
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THE PROBLEM – AMOUNT OF WORK BEING COMPLETED The problem being encountered‚ at the Traffic Operations Department‚ is the amount of work being completed in the Signs and Pavement Markings units. Management is concerned that work is being prioritized in a reactive manner‚ that is‚ supervisors are “fighting fires” rather than planning work. There is a system that was created for assigning times to the various tasks that belong to the Signs and Pavement Markings units. This system exists in
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NUMBER – 0858 (ELM) EXPERIENTIAL LEARNING METHODOLOGY LEARNINGS Role allocation Taking initiative UNDERSTANDING Roll allocation is done in order to achieve a common goal and in agreement & in accordance of every member’s strength. Team leaders/Supervisors on the ground level needs to implement and execute the process which requires taking initiative. Overall allocation needs understanding his team at the Managerial level and staff level initiative to
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activity-based costing method is very different from the existing standard unit costs and the revised unit costs. Exhibit 3 uses the traditional cost allocation system‚ which allocates all costs based on measures of volume. In the standard unit costs‚ Destin Brass uses direct labor as the only cost driver‚ which rarely meets the cause-effect standard wanted in cost allocation. Exhibit 4 is similar to exhibit 3‚ but instead‚ 4 uses materials and machine hours as the cost driver instead of just direct labor. The
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estimate costs‚ the company recently adopted an activity-based costing system. Last year‚ the company incurred $300‚000 in overhead costs. Based on an intense study of their company‚ the following activities‚ allocation bases‚ and percentages of overhead costs were determined: Activity | Allocation Base | Proportion of Overhead Cost | Purchasing | Number of purchase orders | 25% | Materials processing | Number of square feet | 50% | Sales | Number of sales orders | 25% | The number of activities
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production processes to use? 9. What actions are being stimulated by the ABC Analysis? 10. Comment on the development‚ implementation‚ and acceptance of the ABC approach.1. Current Situation The existing system at ETO‚ the labor-based burden allocation process‚ has become obsolescent since (a) an increased dependence on vendor certification‚ accordingly steadily declined direct labor hours‚ (b) a change from simple inspection services to broader-based test technology‚ (c) the introduction of high-technology
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concerned‚ we are transferring to match any excess demand from US to Europe‚ or vice versa‚ to immediately meet for any shortfalls in the future‚ even before they happen‚ provided there is stock available from the place being shipped. Furthermore‚ the allocation of the units is also based on the demand received in the previous periods. If the demand in the previous period is excess in Europe‚ more units will be allocated to Europe to avoid any lost sales‚ (the same holds true for any excess demand in US)
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line‚ modular line or section‚ a line set with online finishing and packing. A line includes multiple work stations with varied work contents. Production per hour is varied depending on work content (standard minutes of particular task/operation)‚ allocation of total manpower to a particular operation‚ operator skill level and machine capacity. Operation with lowest production per hour is called as bottleneck operation for that line. A bottleneck operation in a line determines the output of the
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because the days of data collection is directly related to the project salaries‚ which is the cost driver for the allocation of overhead. Large Projects 600 days/20 projects = 30 days per project Small Projects 3600 days/100 projects = 36 days per project 2. $640‚000/160 trips = $4000 per trip $370‚000/4200 days = $88.095 per day $390‚000/1300 pages = $300 per page Overhead Allocation Largest 20 Projects Smallest 100 Projects Survey Proposed and Design 50 trips x $4000 per trip = $200‚000 110
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