...In the summer of 1988, Merton Truck Company (“Merton”) was struggling with financial performance. A manufacturer of two specialized trucks (model 101 and model 102), Merton was conflicted with how to manage production and improve financial results. The executive team offered many different options to improve performance, but many were conflicted. For example, the sales manager suggested cancelling all production of model 101 trucks, whereas the controller suggested increasing model 101 production and curtailing model 102 production. To determine the best course of action for the company, an in-depth analysis of their current practices and optimal position is required. Currently, Merton produces 1,000 of Model 101 trucks and 1,500 of Model 102 trucks. The company is constrained by monthly machine hours available in their production facilities for each activity (SEE EXHIBIT 1). The contribution margins for each model are $3,000 for Model 101, $5,000 for Model 102 (SEE EXHIBIT 2). Each model provides contribution margin, so increasing production in any capacity should increase overall profits. However, the decision on which product to increase production of has caused some internal conflict because of the allocation of shared resources. At the moment, the production facilities are maximizing the engine assembly capacity. This is a shared resource by both Model 101 production and Model 102 production. On one hand, Model 101 production has lower contribution margin ($3,000), but...
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...Memorandum To: Richard Merton, President, Merton Truck Company From: Khushdeep Kaur Date: October 22, 2013 ------------------------------------------------- RE: Merton truck company financial performance and product mix concerns Introduction: As requested an analysis was done to find out the most suitable product mix for Merton Truck Company in an effort to find out the combination that maximizes contribution and whether Truck 101 is really losing money or not. Analysis also aimed at finding out that whether the company should rent additional capacity by purchasing additional engines from an outside supplier to relieve the capacity problem in the engine assembly department. The calculations were based on the revenue for each model, machine hours required for each job, total machine hours available per month and variable cost per truck. Discussion: Currently Merton’s is producing 1000 model 101 trucks per month and 1500 model 102 trucks per month. At this level Model 102 assembly and engine assembly were operating at capacity and metal stamping at 83.3% capacity and Model 101 assembly at 40% capacity. Data used for analysis: Data regarding given capacity of the engine assembly line, machine hours availability and requirement for completing various manufacturing jobs, standard product costs for each model and the overhead budget for 2012. Method: For finding the product mix that maximizes contribution a linear programming model was prepared using, maximize monthly...
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...Executive Summary The Problem: Merton Truck Company has been experiencing difficulties related to their financial performance, and they do not know which is the optimal product mix to maximize profits and performance. Group 2 was asked to make recommendations and analyze the given situation to eliminate the difficulties and come up with the right product mix and the optimal solutions considering different alternatives and scenarios. The Solution: Linear Programming was used to analyze the different alternatives to arrive at the optimal solution. The optimal product mix was calculated to be 2000 units of model 101 and 1000 units of model 102. In the next pages you will see the answers to the different questions asked which shows how different alternatives and interpretations could affect the optimal solution and the final decision. Recommendations and conclusion: We recommend that Merton Truck Company adopt the suggest solutions in our analysis in order to achieve better financial results and impose new policies later on to avoid such setbacks in the future. Following our recommendations, the firm should be able to maximize the profits using the optimal product mix. Model Description The Problem Merton Truck Company is not optimizing contribution from its truck lines especially model 101. The company is contemplating stopping the production of model 101 trucks. Management is in a dilemma on what approach to take in resolving this problem. In addition, two of its...
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...tC op y 9-189-163 REV. APRIL 18, 1990 ANIRUDH DHEBAR Merton Truck Company At Merton's monthly planning meeting in July 1988, the company's president expressed dissatisfaction with Merton's financial performance during the six-month period January-June 1988. "I know we are operating at capacity in some of our production lines," he remarked to Merton's controller and sales and production managers. "But surely we can do something to improve our financial position. Maybe we should change our product mix. We don't seem to be making a profit on our Model 101 truck. Why don't we just stop making it altogether? Maybe we should purchase engines from an outside supplier, relieving the capacity problem in our engine assembly department. Why don't the three of you get together, consider the different options, and come up with a recommendation?" Production Possibilities and Standard Costs No The Merton Truck Company manufactured two specialized models of trucks, Model 101 and Model 102, in a single plant in Wheeling, Michigan. Manufacturing operations were grouped into four departments: engine assembly, metal stamping, Model 101 assembly, and Model 102 assembly. Do Capacity in each department was expressed in manufacturing machine-hours available (net of maintenance downtime). Machine-hours available, in conjunction with machine-hours required for each truck model in each department, determined Merton's "production possibilities." For example, the...
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...Merton Trucks Case Note Abstract We discuss Merton Trucks [Dhe90a] as a case to introduce linear programming in the MBA program. This case adapted from Sherman Motor Company case, was used to introduce Linear Programming formulations as well as duality. Refer to the teaching note [Dhe90b]. Our approach differs from the approach suggested by Dhebar [Dhe90b]. First, our audience consists pre-dominantly of engineers with not too much work experience. As a result, handling math and algebra is relatively easy. Explaining the algebraic formulation, graphical approach and using the Excel solver do not consume that much time. Second, because this case is used during the first week of the MBA program, students are still unfamiliar with the case methodology and we spend significant time in understanding case facts. The circular logic used in allocating fixed costs based on the product mix that in turn is used in deciding the product mix takes some time to understand. Third, because of the participant background, they have difficulty in translating the model to the specific business situation and interpreting the trade-offs involved in various what-if analyses that are prompted by the case questions. We return to the case when we teach duality. After explaining duality, we analyze the case to show how some of the questions and what-if analyses can be simplified using duality. This note is based on our experiences with teaching three large batches of students in our MBA programs. 1 1 Without...
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...MERTON TRUCK COMPANY Answer 1: Decision Variables: X1: Number of model 101 trucks to be produced X2: Number of model 102 trucks to be produced Objective: To maximise operational profit by optimally producing Model 101 and Model 102 trucks Maximise Z= 3000X1+5000X2 Subject to: X1+2X2<=4000 (Total machine hours available per month for engine assembly) 2X1+2X2<=6000 (Total machine hours available per month for Metal Stamping) 2X1<=5000 (Total machine hours available per month for Model 101 assembly) 3X2<=4500 (Total machine hours available per month for Model 102 assembly) X1, X2>=0 (Non-negativity constraints) Also X1 and X2 should be integers Answer 2: Optimal solution for maximum profit Model 101: 2000 units Model 102: 1000 units Optimum total contribution= 11,000,000$ Answer 3: Optimality range for objective variable: Objective coefficient | Lower side of range | Higher side of range | 3000 | 2500 | 5000 | 5000 | 3000 | 6000 | If the objective variables move outside the optimality range, the optimal solution for for number of units of Model 101 and Model 102 will change. Answer 4: Feasibility range for constraint’s capacity: Constraint | Final value | Lower side of range | Higher side of range | 4000 | 4000 | 3500 | 4500 | 6000 | 6000 | 5500 | 7000 | 5000 | 4000 | 4000 | Infinity | 4500 | 3000 | 3000 | Infinity | If the current capacity moves outside the optimality range, the optimal solution for number of units of Model 101 and Model 102 will change...
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...MERTON TRUCK COMPANY COST SPECIFICATIONS | MODEL 101 | MODEL 102 | Direct Materials | 24000 | 20000 | Direct Labour | Engine assembly | 1200 | 2400 | Metal Stamping | 800 | 600 | Final Assembly | 2000 | 1500 | Total Direct Labour | 4000 | 4500 | Overhead | Engine assembly | 2100 | 4000 | Metal Stamping | 2400 | 3000 | Final Assembly | 3500 | 2500 | Total Overhead | 8000 | 8500 | | Selling Price | 39000 | 38000 | Total Variable Cost | 36000 | 33000 | Contribution Margin per Unit | 3000 | 5000 | | | | Fixed Overhead | Engine assembly | 1700000 | Metal Stamping | 2700000 | Final Assembly | 2700000 | 1500000 | Total Fixed Overhead | 8600000 | Objective is to: To maximise operational profit by optimally producing Model 101 and Model 102 trucks Maximise Profit = 3000 Model 101 + 5000 Model 102 Maximize Profit =? Model 101* units Model 101 + ? Model 102* units Model 102 – Fixed Overheads Subject to constraints: Engine assembly 1(Model 101) + 2 (Model 102) <= 4000 Metal Stamping 2(Model 101) + 2 (Model 102) <= 6000 Model 101 assembly 2(Model 101) + 0 (Model 102) <= 5000 Model 102 assembly 0(Model 101) + 3 (Model 102) <= 4500 Nonnegative Model 101 0(Model 101) >= 0 Non Negative Model 102 0(Model 102) >= 4000 ANSWER REPORT | | | | | | | | Objective Cell (Max) | | | | | | | Cell | Name | Original Value | Final Value |...
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...Alcoa Case Study Alcoa, as a company, has a strong commitment to safety. The CEO has publicly announced that safety was his top priority, and this could be evidenced in accident rates that were well below industry standards. The Mission Valley Plant was no exception. However, there had been some recent concerning events, and there is always room for improvement in the identification, analysis, recommendation, and implementations of a safety-centric environment. #1 There are seven key elements in Mission Valley’s approach to safety that have evolved since Paul O’Neill became the CEO of Alcoa in June 1987. * Safety is a top priority Immediately upon his arrival, Mr. O’Neill announced that his top priority for the company would be safety. It has been shown that Health, Safety, and Environment (HS&E) is more accepted and more easily enforced when driven from the top of an organization down. * Line managers’ involvement in safety The Mission Valley Works site covers 120 acres and employs 3,850 people, but there are only five employees whose job function is exclusively HS&E. Therefore, it is crucial that line managers spend a significant amount of their time concentrating on HS&E related issues. * Investigating the root causes of injuries Mission Valley’s approach to an incident investigation included assembling a diverse team of operators and supervisors, the development of a list of root causes, implementation of corrective actions...
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...------------------------------------------------- Lessons learnt from unintended consequences of innovations in technology ------------------------------------------------- Individual Assignment: MT5014 Systems Approach to Technology and Innovation Ravi Raman – A0008484A Abstract There have been many great innovations over the course of human history and they had many unintended consequences to the human society and to the technology in general. The study of unintended consequence has been quite limited in the current day. This paper is a study of unintended consequences of the key technological innovation from 18th century to early 20th century. This paper details the technological innovation from holistic thinking perspective and critically analysis the unintended consequences of the innovations. * Table of Contents 1. Introduction 4 1.1 What is an unintended consequence? (Karl-Erik Sveiby Pernilla Gripenberg, 2009) 4 1.2 Kinds of unintended consequences (Andrews, 2005) 5 2 Nuclear Energy 7 2.1 Concept Map 7 2.1.1 Nuclear Fission Reaction 7 2.1.2 Nuclear Energy development history 7 2.2 Problem 8 2.3 Holistic Thinking Perspective 8 2.4 Technology Innovation 10 2.5 Managing Innovation & Moving to Market 11 2.6 Complexity Management 12 2.7 Quantitative 12 3 Internal Combustion Engine - Automobile industry till early 20th Century 14 3.1 Concept Map 14 3.1.1 History of Internal Combustible Engine 14 3.2 Problem 15 3...
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...and Mining Companies Author: Svetlana Baurens E-Mail: baurens@basinvest.ch Date: 7.11.2010 In collaboration with the University of Zürich, Swiss Banking Institute and Prof. Dr. T. Hens Contents 1. Introduction ...............................................................................................................7 1.1. Motivation .......................................................................................................7 1.2. Structure ..........................................................................................................7 1.3. Definition of terms .........................................................................................8 2. Valuation models in mining and metals industry ................................................12 2.1. Special features of metals and mining companies ........................................12 2.2. Classification of valuation models ................................................................15 2.3. Resource & Reserve .....................................................................................17 3. Valuation of Explorations properties ...................................................................20 3.1. Appraised Value Method (Cost Approach) ...................................................23 3.2. Comparable Transactions (Market Approach) ..............................................24 4. Cycle importance in valuation of metals and mining companies .............
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...the limited time available for decision making. introduction of enterprise resource planning (eRP) systems has ensured availability of data in many organizations; however, traditional eRP systems lacked data analysis capabilities that can assist the management in decision making. Business Analytics is a set of techniques and processes that can be used to analyse data to improve business performance through fact-based decision making. Business Analytics is the subset of Business intelligence, which creates capabilities for companies to compete in the market effectively. Business Analytics is likely to become one of the main functional areas in most companies. Analytics companies develop the ability to support their decisions through analytic reasoning using a variety of statistical and mathematical techniques. thomas devonport in his book titled, “competing on analytics: the new science of winning”, claims that a significant proportion of high-performance companies have high analytical skills among their personnel. On the other hand, a recent study has also revealed that more than 59% of the organizations do not have information required for decision-making. in a recent article1 based on a survey of nearly 3000 executives, Mit sloan Management Review reported that there is striking...
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...Introduction To Sociology II notes by Mutangi G T Sociology is the study of human social life. Because human social life is so expansive, sociology has many sub-sections of study, ranging from the analysis of conversations to the development of theories to try to understand how the entire world works. This chapter will introduce you to sociology and explain why it is important, how it can change your perspective of the world around you, and give a brief history of the discipline. History Sociology is a relatively new academic discipline. It emerged in the early 19th century in response to the challenges of modernity. Increasing mobility and technological advances resulted in the increasing exposure of people to cultures and societies different from their own. The impact of this exposure was varied, but for some people included the breakdown of traditional norms and customs and warranted a revised understanding of how the world works. Sociologists responded to these changes by trying to understand what holds social groups together and also explore possible solutions to the breakdown of social solidarity. Early Sociological Studies Early sociological studies considered the field to be similar to the natural sciences like physics or biology. As a result, many researchers argued that the methodology used in the natural sciences were perfectly suited for use in the social sciences, including Sociology. The effect of employing the scientific method and stressing empiricism was the...
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...“INVENTION AND INNOVATION FOR SUSTAINABLE DEVELOPMENT” Report of a workshop sponsored by the Lemelson-MIT Program and LEAD International, London, November 2003 THE LEMELSON-MIT PROGRAM School of Engineering Massachusetts Institute of Technology 1 Workshop Participants ____________________________ Julia Marton-Lefèvre, Chair, LEAD International, UK Merton C. Flemings, Vice-Chair, Massachusetts Institute of Technology, USA Evan I. Schwartz, Rapporteur, Author and Independent Journalist, USA Shereen El Feki, The Economist, UK David Grimshaw, Intermediate Technology Development Group, UK Pamela Hartigan, Schwab Foundation for Social Entrepreneurship, Switzerland Ashok Khosla, Development Alternatives, India Ehsan Masood, LEAD International, UK Penelope Mawson, LEAD International, UK Nick Moon, ApproTEC, Kenya Adil Najam, Fletcher School, Tufts University, USA Julia Novy-Hildesley, Lemelson Foundation, USA Anna Richell, Design Council, UK Ammon Salter, Imperial College London, UK Eugenio de Motta Singer, ERM, Brazil Rory Stear, Freeplay Energy Corp., UK Zhang Lubiao, Institute of Agricultural Economics, China 2 Foreword This draft document comprises Recommendations and a Summary of the discussion from a workshop held at the secretariat of LEAD International in London in November 2003, as part of a larger study on invention and inventiveness. The study will culminate in an “Invention Assembly” in Washington D.C. in April 2004. The study is supported by the Lemelson-MIT...
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...CHAPTER 11 Depreciation, Impairments, and Depletion ASSIGNMENT CLASSIFICATION TABLE (BY TOPIC) | | |Brief Exercises | | | Concepts for | |Topics |Questions | |Exercises |Problems |Analysis | |1. |Depreciation methods; meaning of |1, 2, 3, 4, 5, 6, | |1, 2, 3, 4, 5, 8, |1, 2, 3 |1, 2, 3, 4, 5 | | |depreciation; choice of depreciation |10, 14, | |14, 15 | | | | |methods. |20, 21, 22 | | | | | |2. |Computation of |7, 8, 9, 13 |1, 2, 3, 4 |1, 2, 3, 4, |1, 2, 3, |1, 2, 3 | | |depreciation. | | |5, 6, 7, |4, 8, 10, 11, 12 | | | | | | |10, 15 | | | |3. |Depreciation base. |6, 7 |5 |8, 14 |1, 2, 3, |3 | | | ...
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...horizontal and vertical analysis. Explain ratio analysis. Calculate ratios for assessing a company’s liquidity. Calculate ratios for assessing a company’s solvency. Calculate ratios for assessing company management’s effectiveness. Calculate ratios for assessing a company’s position in the stock market. Explain the limitations of financial statement analysis. LP13 CHAPTER OPENING Expressing financial statement information in the form of ratios enhances its usefulness. Ratios permit comparisons over time and among companies, highlighting similarities, differences, and trends. Proficiency with common financial statement analysis techniques benefits both internal and external users. Before beginning detailed explanations of numerous ratios and percentages, however, we consider factors relevant to communicating useful information. 674 The Curious Accountant On May 14, 2007, DaimlerChrysler (DC) and Cerberus announced that Cerberus, a private-equity firm, was buying 80 percent of the Chrysler Group from DaimlerChrysler. The sale closed on August 3, 2007. Some analysts claimed the “sale” actually involved DaimlerChrysler paying Cerberus to take Chrysler off its hands. After the sale, DaimlerChrysler planned to rename itself Daimler AG and focus its efforts on its production of commercial trucks and its Mercedes brand of cars. Three other groups in addition to Cerberus also made offers to buy Chrysler, but in the end Cerberus was the winner. The question some might ask is why would...
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