LittleField In the LittleField Game 2, our team had to plan how to manage the capacity, scheduling, purchasing, and contract quotations to maximize the cash generated by the lab over its lifetime. We knew that our output was lower than demand right when Game 2 started. 1st stage, we knew there will be bottleneck at station 1 and 3 so additional machines must be purchased. We decided to purchase an additional machine for station 1 because it was $10,000 cheaper, utilization was higher here, and
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range of non-added value activities and costs. Waste are evident in material management and in administration systems. a) Purchasing * purchasing administration (too many suppliers) * too many buyers b) Inventory * excess inventory * duplicated inventory * excess materials in standard packs * use of expensive items in lieu of low-cost ones c) Process * process complexity in Urology administration * cancelled appointments in Urology surgery a) Elimination
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bakery and bread products as well. In order to tackle the increasing fluctuating demand, the Just-in-Time Distribution (JITD) was introduced by Brando Vitali in late 1980s, which was designed to streamline the manufacturing process and reduce the inventory cost. However, after two years’ implementation, Giorgio Maggiali, the successor of Brando felt frustrated facing so much internal resistance and ineffectiveness of the system. In my decision, I suggest that Barilla SpA should continue to apply
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Q1. COSTELLO ADVERTISING AGENCY. | Trial Balance | November 30,2011 | Account Titles | Debit | Credit | Cash | 11,000.00 | | Accounts receivable | 20,000.00 | | Office supplies | 8,600.00 | | Prepaid Rent | 1,600.00 | | Unexpired Insurance | 3,350.00 | | Equipment | 60,000.00 | | Accumulated Depreciation: Equip | | 28,000.00 | Accounts Payable | | 5,000.00 | Interest payable | | 400 | Unearned Advertising fee | | 7,200.00
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Total assets turnover: 1.5 Day’s sales outstanding: 36.5 days Gross profit margin on sales: (Sales-Cost of goods sold)/Sales = 25% Inventory turnover ratio: 5.0 Balance Sheet for Hoffmeister Industries Cash $27,000.00 Accounts Payable $90,000.00 Account Receivable $45,000.00 Long-term Debt $60000.00 Inventories $67,500.00 Common Stock $52,500.00 Fixed Assets $169500.00 Retained Earnings $97,500.00 Total
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CHAPTER 7 COVERAGE OF LEARNING OBJECTIVES | |FUNDA- | | |CASES, EXCEL, COLLAB. | | |MENTAL |CRITICAL THINKING | |& INTERNET EXERCISES | | |ASSIGN-MENT |EXERCISES AND EXERCISES| | | |
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Lawrence Sports Simulation: Managing Liquidity Lawrence Sports Simulation: Managing Liquidity This paper will discuss the three alternative working capital policies that manage working capital. Team D will identify the policy in which the team believes that Lawrence uses and will then make a recommendation on what policy Lawrence Sports should continue to use. This paper will then go on to include an evaluation of the risks that are associated with each of the policies as well as discuss the
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to buy marketable securities. b. A cash dividend is declared and paid. c. Merchandise is sold at a profit, but the sale is on credit. d. Long-term bonds are retired with the proceeds of a preferred stock issue. e. Missing inventory is written off against retained earnings. Working capital Answer: d Diff: E N [ii]. Which of the following statements is most correct? a. The current ratio is calculated as net working capital divided by current liabilities. b. Gross
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Under the periodic inventory system, the opening stock is accounted as an asset and purchases are accounted as expense. The closing stock is accounted as an asset and is determined based on physical count. Basically, the periodic inventory system is designed to maintain updated figures in both the inventory and cost of goods sold accounts. Separate subsidiary ledger accounts show the balance for each type of inventory so that the company can manage the size and types of merchandise (Littlehale, 2010)
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