Questions
King City Specialty Bikes (KCSB) produces high-end bicycles. Costs to manufacture and market the bicycles at...

King City Specialty Bikes (KCSB) produces high-end bicycles. Costs to manufacture and market the bicycles at last year's volume level of 1,950 bicycles per month are shown in the following table:

Variable manufacturing per unit $256.00
Total fixed manufacturing $202,800
Variable nonmanufacturing per unit $63.00
Total fixed nonmanufacturing $265,200

KCSB expects to produce and sell 2,350 bicycles per month in the coming year. The bicycles sell for $560 each.

KCSB receives a proposal from an outside contractor who, for $150 per bicycle, will assemble 700 bicycles per month and ship them directly to KCSB's customers as orders are received from KCSB's sales force. KCSB would provide the materials for each bicycle, but the outside contractor would assemble, box, and ship the bicycles. The variable manufacturing costs would be reduced by 40% for the 700 bicycles assembled by the outside contractor, and variable nonmanufacturing costs for the 700 bicycles would be cut by 55%.

KCSB's marketing manager thinks that it could sell 70 specialty racing bicycles per month for $6,000 each, and its production manager thinks that it could use the idle resources to produce each of these bicycles for variable manufacturing costs of $4,900 per bicycle and variable nonmanufacturing costs of $300 per bicycle.

If KCSB accepts the proposal, it would be able to save $20,280 of fixed manufacturing costs; fixed nonmanufacturing costs would be unchanged.

REQUIRED [Note: Round unit cost computations to the nearest cent]

What is the difference in KCSB's monthly costs between accepting the proposal and rejecting the proposal?   (Note: If the costs of accepting the proposal are less than the costs of rejecting it, enter the difference as a positive number; if the accept costs are more than the reject costs, enter the difference as a negative number.)

In: Accounting

How does Simple, Functional, Multidivisional and Matrix Organizational Structures support the value chain activities of a...

How does Simple, Functional, Multidivisional and Matrix Organizational Structures support the value chain activities of a business?

In: Operations Management

Methanol is produced by reacting carbon monoxide and hydrogen. A fresh feed stream containing CO and...

Methanol is produced by reacting carbon monoxide and hydrogen. A fresh feed stream containing CO and H2 joins a recycle stream and the combined stream is fed to a reactor. The reactor outlet stream flows at a rate of 350 mole/min and contains 10.6 wt% H2 , 64 wt% CO and 25.4 wt% CH3OH. This stream enters a cooler in which most of the methanol is condensed. The liquid methanol condensate is withdrawn as a product, and the gas stream leaving the condenser – which contains CO, H2 and 0.4 mole % uncondensed CH3OH vapor – is the recycle stream that combines with the fresh feed. Determine a) the molar flow rates of CO and H2 in the fresh feed b) the production rate of liquid methanol (mol/min) and c) the molar flow rate of the recycle stream.

In: Other

The financial records of LeRoi Jones Inc. were destroyed by fire at the end of 2017....

The financial records of LeRoi Jones Inc. were destroyed by fire at the end of 2017. Fortunately, the controller had kept certain statistical data related to the income statement as follows.

1. The beginning merchandise inventory was $92,000 and decreased 20% during the current year.
2. Sales discounts amount to $17,000.
3. 20,000 shares of common stock were outstanding for the entire year.
4. Interest expense was $20,000.
5. The income tax rate is 30%.
6. Cost of goods sold amounts to $500,000.
7. Administrative expenses are 20% of the cost of goods sold but only 8% of gross sales.
8. Four-fifths of the operating expenses related to sales activities.


From the foregoing information prepare an income statement for the year 2017 in single-step form. (Round earnings per share to 2 decimal places, e.g. 1.48.)

In: Accounting

A clothing manufacturer is facing severe disruptions to its business due to the impact of the...

A clothing manufacturer is facing severe disruptions to its business due to the impact of the COV-19 pandemic. The regular supply of raw materials is stopped and its factory and office staff forced to work from home. The Chief Risk Officer (CRO) is asked to explain to the Board why the company was unprepared for these disruptions.

Critique the following explanation given by the CRO:

The COVID-19 pandemic is a Black Swan event and therefore could not have been identified as a risk in our annual risk assessment process.

Answer ALL of the following in your own words:

  1. Explain whether, in your opinion, this scenario is a Black Swan event.
  2. Explain whether, in your opinion, the risk management of the company failed.
  3. Discuss what actions the company should take to reduce the consequences of future Black Swan events.

In: Economics

Write a 1,500-word paper on the following: 1.Describe the current health care environment in the United...

Write a 1,500-word paper on the following:

1.Describe the current health care environment in the United States from both the health care administrator and the patient perspective.

2.What are some recent changes in legislation and how does this change influence the way that an administrator would operate within the health care system?

3.What are current trends emerging in health care? Using the current trends, speculate on future of health care risk management from both the perspective of the health care administrator and patient.

In: Operations Management

Determine the size of the high rate trickling filter for the following data: Sewage flow is...

Determine the size of the high rate trickling filter for the following data: Sewage flow is 5 MLD; Recirculation factor is 1.89; Raw wastewater BOD is 230 mg/L; BOD removed in PST is 30%; Final desired BOD in the treated effluent is 25 mg/L

pls send the sol fast in rough only i need it urgent

In: Civil Engineering

A monopolist faces a demand curve of the form: P = 610 – 0.01Q. The total...

A monopolist faces a demand curve of the form: P = 610 – 0.01Q. The total cost for this monopolist is TC = 2,000,000 + 10Q. Assume there are no externalities of production or consumption of this monopolist’s product.

a) Suppose this monopolist cannot price discriminate. Explain why this monopolist will not produce an output greater than 30,000 units.

b) Draw a diagram to illustrate this monopolist’s situation. Show the demand, marginal revenue and marginal cost curves, and the profit maximizing price and quantity from part (a).

In: Economics

This question is based on the article, "The German economy: Clouds ahead", published by The Economist...

This question is based on the article, "The German economy: Clouds ahead", published by The Economist on June 7, 2014 (located at the end of the question)

(a) According to the article, German labor market has done well since the second half of 2000s. What are the two main reasons given by the article for this outcome? Please support your conclusions with appropriate quotations from the article.

(b) The article points out that Germany has been under-investing between the early 2000s and early 2010s. What evidence does the article present for Germany's under-investment in that period? [5] According to the article, what are the likely consequences of low investment for productivity growth in the German economy?

(c) According to the article, what role has the government played in Germany's under-investment? What is the likely impact to this aspect of government policy on Germany's long-run real exchange rate, based on the model(s) of exchange rate determination?

(d) The article claims that Germany's services sector requires an array of reforms. If the proposed reforms are implemented and those reforms end up raising the productivity of Germany's service sector, what would be the impact on Germany's competitiveness vis-à-vis its trading partners? Please make sure to explain the mechanism that supports the answer you provided.

Article starts here: Clouds ahead

AFTER months of procrastination, the European Central Bank acted on several fronts on June 5th to counter low inflation, currently just 0.5% in the euro zone. The ECB lowered its main lending rate from an already low 0.25% to 0.15%. More important, it became the first big central bank to resort to negative interest rates by lowering its deposit rate, paid to banks parking funds with it, from zero to minus 0.1%—in effect charging them. Moreover, it announced new measures to help credit-starved businesses in the periphery of the euro zone by providing cheap long-term funding to banks supporting such firms through their lending. Such stimulus had become essential to promote a broader recovery that relies less on Germany.

Buoyant German growth of 0.8% (or 3.3% at an annualised rate), reflected in Berlin by cranes on the skyline and roadworks at street level, was all that kept the economy of the euro area from contracting in the first quarter of 2014. Though that pace is likely to slow, Germany's economy is expected to expand by around 2% a year in both 2014 and 2015, easily outstripping the rest of the single-currency club, as it has done since the euro crisis started in 2010.

Germany's current-account surplus has averaged nearly 7% of GDP since 2006 and reached a new peak of 7.5% in 2013. Sustaining so big a surplus is all the more remarkable since Germany's main export market, the rest of the euro zone, has been so sickly; the surplus with other euro members has fallen from 4.5% of GDP in 2007 to 2.1% in 2013. But exporters have been adaptable, taking advantage of the hunger in high-investing emerging markets for the machinery and transport goods that German firms excel at producing.

A humming labour market, helped by past far-reaching reforms, is another indication that things are going well. Employment last year reached nearly 42m, a rise of 3m in the past decade and the highest since unification in 1990. Unemployment has fallen from 11.4% of the labour force nine years ago to 5.2% now, a post-unification low and the second-lowest level in the 28-country EU.

The surge in jobs has contributed to healthy tax revenues. A long period of ultra-low long-term interest rates, in part due to Germany's status as a haven during the euro crisis, has also lowered borrowing costs on government debt. These favourable conditions, along with fiscal restraint, mean that German public finances have been blooming, too. In 2012 the overall budget balance edged into surplus and last year government debt fell below 80% of GDP for the first time since 2009.

These economic and fiscal successes continue to make Germany a bastion of strength in the fragile euro zone. But the long-term outlook is worryingly weak. Although western Germany had a baby boom from the mid-1950s until the mid-1960s, its birth rate has been below the replacement rate (of around 2.1) since the start of the 1970s. Net migration, though currently high at around 400,000 people a year, will not be enough to counter this demographic drag, which is reducing the potential for growth by crimping the labour supply. That makes higher productivity growth vital. Yet even if productivity improves substantially, the demographic pressure is such that potential economic growth will fall below 1% within a decade, according to the OECD (see chart).

Raising productivity growth requires higher investment in both physical and human capital. Despite Germans' pride in their imposing current-account surplus, it can be interpreted as a sign of weakness, since it represents a shortfall of domestic investment in relation to national saving. Total investment has fallen from 21.5% of GDP in 2000 to 17.2% in 2013. The government is not only investing too little in new infrastructure but also spending too little on maintenance.

The biggest decline in investment, however, has been from business. According to the DIW, an economic think-tank in Berlin, investment needs to be raised by around 3% of GDP permanently. Markus Kerber of the Federation of German Industry is especially worried about infrastructure, ranging from power grids to broadband.

The shortfall in capital is human as well as physical. In Berlin, as elsewhere in Germany, employers report skills shortages in many industries. Spending on education is lower than it is in other rich countries, with only part of that gap warranted by the dwindling number of children. An OECD survey of working-age adults in rich countries found that Germans were a little more numerate than the average but a bit less literate—a surprisingly poor result. The share of young people getting a tertiary qualification (such as a university degree) is less than a third, below the average for advanced countries.

Higher productivity growth will require a better performance on the part of the services sector, which makes up 69% of the economy. It lacks the dynamism of Germany's manufacturers despite an encouraging surge in internet startups in Berlin. Reforms to enhance competition, especially among professional services, worth 10% of GDP, would help to gin up productivity more generally. The OECD advocates an array of reforms such as loosening the grip of notaries over commercial registration and the removal of regulated prices for the services of architects and building engineers—a restrictive arrangement unique to Germany within the EU.

But with things going so well, there is little appetite for a new wave of reforms. According to a recent poll by Eurobarometer, 84% of Germans are satisfied with the state of their economy, the highest share in the euro zone. The coalition government formed at the end of last year is too inclined to respond to the demand for payback after previous painful reforms, notes Michael Hüther, head of IW Köln, an economic think-tank. A case in point is the recent backpedalling on pension reform, which will allow some people to retire with a full pension at 63 rather than 65.

The resilience of the German economy should not be underestimated. But for the euro zone's good and its own, Germany cannot afford to become complacent.

In: Economics

kindly do the stability analysis ( longitudnal, lateral stability) lift and moment coefficient for boeing 787...

kindly do the stability analysis ( longitudnal, lateral stability) lift and moment coefficient for boeing 787 or boeing 777 aircraft.

In: Mechanical Engineering

Austin Grocers recently reported the following 2019 income statement (in millions of dollars): Sales $700 Operating...

Austin Grocers recently reported the following 2019 income statement (in millions of dollars):

Sales $700
Operating costs including depreciation 500
EBIT $200
Interest 40
EBT $160
Taxes (25%) 40
Net income $120
Dividends $40
Addition to retained earnings $80

For the coming year, the company is forecasting a 30% increase in sales, and it expects that its year-end operating costs, including depreciation, will equal 65% of sales. Austin's tax rate, interest expense, and dividend payout ratio are all expected to remain constant.

  1. What is Austin's projected 2020 net income? Enter your answer in millions. For example, an answer of $13,000,000 should be entered as 13. Round your answer to two decimal places.
    $   million

  2. What is the expected growth rate in Austin's dividends? Do not round intermediate calculations. Round your answer to two decimal places.
      %

In: Finance

What is the differences between UK and US balance sheet?

What is the differences between UK and US balance sheet?

In: Accounting

This week our discussion will focus on teamwork within healthcare organizations. There are often dozens of...

This week our discussion will focus on teamwork within healthcare organizations.

There are often dozens of internal and external factors that separate effective and ineffective teams. Moreover, what makes some teams strong, be it competitiveness, toughness or high energy levels, can make other teams weak; these traits may benefit sports and sales teams, but they are not what you look for in a team in a healthcare organization.

That being said, what are

  • some factors that are common to all successful teams?
  • some factors that contribute to successful teams in healthcare exclusively?
  • some factors unique to healthcare that make teamwork more difficult in this arena than in other organizations?

In: Operations Management

How can we improve health, wealth and societal well-being by investing in health system

How can we improve health, wealth and societal well-being by investing in health system

In: Economics

Define subculture and counterculture and give one example of each? Is it better to marry someone...

Define subculture and counterculture and give one example of each? Is it better to marry someone of the same cultural background? Do you agree or disagree justify it?

In: Economics