new centralized logistics group. After a decade of experience imple menting MRP (Materials Requirements Planning) systems throughout the company's manufacturing facilities, Lemming was confident he could handle the job. Until this morning. "Our inventory levels are ridiculous!" barked Jean Du Blanc, the company's Chief Financial Officer. "Our customer service is the worst in the industry, and getting worse," grumbled Kirk Callow, the CEO. Lemming started to explain, "You see, I've already set up
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annual business range is less that 1 million. The custom division produces products for large business customers and its essential that they hold stock in the inventory throughout the year to cater the needs of the customers. From the case its also mentioned that Steelworks Inc. have been spending more money on the stocks in the inventory. The products produced by the company are Durabend R10- Specialty Durabend R12- Specialty Durabend R15- Specialty Duraflex R10- Custom Duraflex R12-Custom
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CHAPTER 6 MASTER BUDGET AND RESPONSIBILITY ACCOUNTING 6-1 The budgeting cycle includes the following elements: a. Planning the performance of the company as a whole as well as planning the performance of its subunits. Management agrees on what is expected. b. Providing a frame of reference, a set of specific expectations against which actual results can be compared. c. Investigating variations from plans. If necessary, corrective action follows investigation. d. Planning again, in light of
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approach. Question 2 (5 marks) Lismore Manufacturing Company had the following account balances for the quarter ending March 31, unless otherwise noted: Work-in-process inventory (January 1) $ 140,400 Work-in-process inventory (March 31) 171,000 Finished goods inventory (January 1) 540,000 Finished goods inventory (March 31) 510,000 Direct materials used 378,000 Indirect materials used 84,000 Direct manufacturing labor 480,000 Indirect manufacturing labor 186,000 Property taxes
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Q1) Below are the number of cars, which are still under warranty, that show up for repairs with engine problems at authorized car repair shops for XYZ brand model 3. The XYZ company executives are worried what is going to happen with the number of cars with engine problem, not only it is possibly going to ruin their brand’s reputation but also they have to pay the repair cost since the cars are under manufacturer’s warranty. They provided us with real data for the months 1 through 7 of the year
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2012 HINDUSTAN ZINC LIMITED Mohit Parikh (2011159) [RATIO ANALYSIS AND EXPLORATORY RESEARCH ON TRAINING EFFECTIVENESS AT HINDUSTAN ZINC LIMITED DEBARI SMELTER] Completed under the able guidance of PROF. RAJ V. AMONKAR 1 Acknowledgement At the outset I would like to thank Vedanta for providing me the opportunity to attend the summer internship program at Hindustan Zinc Limited Debari Smelter. The Summer Internship Program has been a great value addition to my profile and I hope to contribute
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Chapter 6 Essay Question In the case of Ron and Lois, they are both department managers with Litwins department store. Lois is the manager of housewares department and Don is the manager of the shoe department. Ron has observed Lois taking inventory from her own department home, apparently without paying for it. He hesitates confronting Lois because he is due to be promoted, and needs Lois' recommendation. He also does not want to notify the company management directly, because he doesn't want
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Two Readings on Working Capital Management Keys To Successful Working Capital Management From the perspective of the Chief Financial Officer (CFO), the concept of working capital management is relatively straightforward: to ensure that the organization is able to fund the difference between short-term assets and short-term liabilities. In practice, though, working capital management has become the Achilles' heel of scores of finance organizations, with many CFOs struggling to identify core
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1. Diagnose the underlying causes of the difficulties that the JITD program was created to solve. What are the benefits and drawbacks of this program? In your answers, consider the Barilla and distributors points of view (400-500 words). Late in the 80’s of the 20th century, Barilla SpA, faced increased difficulties caused by the variability of its distributors demand, these difficulties translated into augmented inefficiencies and rising costs of production and distribution of finished products
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300 400 500 200 1800 Costs Regular time: $2/unit Overtime: $3/unit Subcontract: $6/unit Inventory: $1/unit Backorder: $5/unit They now want to evaluate a plan that calls for a steady rate of regular-time output, mainly using inventory to absorb the uneven demand but allowing some backlog. Overtime and subcontracting are not used because they want steady output. They intend to start with zero inventory on hand in the first period. Prepare an aggregate plan and determine its cost using the preceding
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