Answer: C. Your customization ability decreases.
Explanation:
Job Shops are able to customize products and services because they manufacture products on a small scale and usually for individual job orders whereas continuous processing is more large scale and the products are more homogeneous.
As one move from a job shop to a continuous process, they will find that they would be unable to customize products as much as they could before because they would be producing a higher volume of goods and so would not have the time to be customizing the products as much.
For Q1, you have to set these equations equal to each other because it is asking how much of x is necessary to make the same amount of y, so:
3995 + 225.50x = 6500 + 100.25x
solve for x:, and get x=20
so 20 tons of sugar will give the companies the same cost.
For Q2: you need to plug in x=20 into either one of the original equations, and solve for y because this will give you the cost of transportation, so:
y= 3995 + 225.50(20)
y=$8,505 for the total cost
Answer:
Machine setups= $173.8 per setup
Special processing= $136.67 per machine hour
General factory= $13 per direct labor hour
Explanation:
<u>To calculate the activities cost rates, we need to use the following formulas:</u>
Predetermined manufacturing overhead rate= total estimated overhead costs for the period/ total amount of allocation base
Machine setups= 34,760 / 200= $173.8 per setup
Special processing= 136,670 / 1,000= $136.67 per machine hour
General factory= 819,000 / 63,000= $13 per direct labor hour
Answer:
NPV= $4,079.63
Explanation:
Giving the following information:
Initial cost= -$20,000
Rate of return= 10%
<u>To calculate the net present value, we need to use the following formula:</u>
NPV= -Io + ∑[Cf/(1+i)^n]
<u>First, we need to discount the cash flows:</u>
PV= Cfn / (1+i)^n
Cf1= 5,000/1.1= 4,545.45
Cf2= 10,000/1.1^2= 8,264.46
Cf3= 15,000/1.1^3= 11,269.72
Total PV= $24,079.63
Now, the NPV:
NPV= -20,000 + 24,079.63
NPV= $4,079.63
marci, a purchasing agent, orders 300 refrigerators per month from an online vendor portal. in doing so, she has made Operational decision.
operational judgments
Operational decisions, which typically have effects for no more than a year or even a day, are those that are altered more frequently in accordance with the current external and internal situations. The scale, complexity, and formulation of optimization models for operational decisions vary greatly as a result of the vast number of operations that make up the BSC. Operational choices related to biomass acquisition operations include logistics for carrying harvested biomass to storage, scheduling of working shifts, designating harvesting operation regions, and assigning personnel to harvesting machines. In terms of inventory management operations, it is necessary to regularly decide how much needs to be replenished from the upstream, delivered to the downstream, used to make biofuel goods, and stored in storage facilities.
to know about operational decisions
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