Case 16-1 Hospital Supply, Inc.
Accgt 835
Advanced Management Accounting
Hospital Supply, Inc. is a company that produces hydraulic hoists to assist hospitals in moving patients that are bedridden. The normal volume of hydraulic hoists that Hospital Supply produces is 3,000 units per month. To produce the 3,000 units per month it costs Hospital Supply $3,500 to produce each hydraulic hoist with $2,455 allocated toward the manufacturing costs per unit and $1,045 allocated for marketing costs per unit.
1. For Hospital Supply to break-even they need to produce 1882 units each month and in sales dollars they need to make $8,187,023. (See Appendix A) 2. Based on marketing projections Hospital Supply, Inc. could be able to
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Again we suggest that Hospital Supply does not accept the proposal price of $2,475 per unit from the contractor as the company will be able to make a greater amount of profit if they were to produce the entire 3,000 units by itself (See Appendix F).
Appendix A
Break Even (in units) : Total revenue = Total cost
4350 sales price * (x units)=[(660 fixed overhead + 770 fixed marketing)*3000 units] + [(550 variable materials + 825 variable labor + 420 variable overhead +275 variable marketing)*(x units)]
4350 (x) =4,290,000+2070 (x)
2280 (x) =4,290,000 X = 1882
Break Even ( in sales dollar)= fixed cost/ contribution percent =4,290,000/[(4350-2070)/4350] =4,290,000/ 0.524 = $ 8,187,023
Appendix B
Before: Sales= 3000 units * 4350 sales price = 13,050,000 Costs= 4,290,000 fixed cost + 2070 variable cost * 3000 units = 10,500,000 Income= 13,050,000 - 10,500,000 = $ 2,550,000
After: Sales= 3500 units * 3850 sales price = 13,475,000 Costs= 4,290,000 + 2070 * 3500 = 11,535,000 Income= 13,475,000 - 11,535,000 = $1,940,000
Appendix C
Without the government contract:
Sales= 4000 units * 4350 sales price = 17,400,000
Costs= 4,290,000 + 2,070 * 4000 =
Hospital Room (20 days per year for 20 years) = $900 * 10 *20 = $180,000
Sales (in $ 1000s)= 16,020.78118 + 149.15175 * %spanishsp – 44.16538 * %dryers – 112.48017 * %freezer – 79.84655 * %sch0-8 + 9,393.82229 * comtype1 + 3,802.26442 * comtype2 – 3,123.24462 * comtype7
On the other hand, clinical labor costs account for the majority of the clinic’s expenses; during the high season they run up to $150,000 a month, however it drops to $120,000 a month during the remainder of the year. The clinic must pay for other monthly expenses, such as fixed general and administrative expenses including clerical labor ($30,000/month), lease obligations ($12,000/month) and miscellaneous expenses ($10,000/month) as well as maintain a minimum cash balance of $50,000 at First Bank because of compensating balance requirements on its term loan. This amount, but no more, is expected to be on hand on January 1, 2010.
= Unit Selling Price – Unit Variable Cost = $9.00 – ($1.25 + $0.35 + $1.00) = $6.40
The capitated managed care agreement with the city allows the hospital to receive $250 per month per family for taking care of the 300 city employees and their families, whether they are sick or not. Utilizing the full cost method, the hospital incurs a profit loss of $51,898,395, meaning that a rate increase of $14,166.22 is required in order to cover the full cost for the year. When applying the differential cost the hospital also incurs a profit loss of $15,119, and a rate increase of $3,949.72 is required in order to cover the differential cost for the year.
The revenue is $600,600*1.2= $720,720. The variable cost changes as sales increases and fixed cost stays the same, the gross profit is $175,500. After tax, the net income is $100,557.
Finally, if any end-user customers were to adopt the activity-based pricing (ABP) system proposed by O&M, O&M could help hospitals better understand their costs and analyze their processes. This would improve efficiency and reduce waste due to loss, theft and expiration of sensitive medical supplies. O&M would reduce its costs by delivering only what is needed, and the hospitals would be buying fewer unutilized supplies.
The central issue at this time was the determination of the list price to hospitals for the heater/blower unit and the plastic blanket. The price set for the Bair Hugger Patient Warming System would influence the rate at which prospective buyers would purchase the system since the market was price-sensitive to alternative methods. Also, price and volume together would influence the cash flow position of the company. Before the company prices this system, several considerations are required in terms of organizational objectives, demand for the product, customer value perception and buyer price sensitivity, the price of competitive offering, and direct variable costs.
The economic cost for the clinic due to waiting times rise. By taking more time to process the patients, the clinic cannot reach its potential of seeing 108 patients. This of course results in less revenue. Currently the clinic operates at 74% capacity, resulting in a loss of 26% revenue.
As it relates to the textbook, this describes some of the scope of the hospitals; which refers to the range of activities which the firm performs internally, the breadth of its product and service offerings, the extent of its geographic market and its mix of businesses. But unlike with the electric company, no regulator caps hospital profits. To the extent that author Steven Brill found any consistency among hospital charge-master practices, this is one of them: hospitals routinely seem to charge 2V2 times what expensive implantable devices cost them, which produces that 150% profit margin.
When considering requests such as a new piece of equipment, staff training, and supplies for the unit, a manager must consider the overall budget, constraints, and variances. If equipment has a useful life of more than one year and exceeds the minimum cost level of the facility, the manager may request the cost originates from the capital budget of the facility (Yoder-Wise, 2012). Large equipment such as a patient lift, which costs $3000 per lift, would be beneficial to the staff and
1- The total unit cost = Total Variable Cost + Production Fixed Expenses + Advertising Expense + Selling and Administrative Expense = 3.23 + 1.20 + 0.30 + 0.19 = 4.92.
1.Identify the sources of internal and external data for all three (3) types of customers.
Hawaii Health Systems Corporation has twelve facilities across five different islands with 1,275 licensed beds. It consists of five regions: East Hawaii, West Hawaii, Kauai, Maui and Oahu. HHSC is listed as the fourth largest health system in the country and the fourth largest on the islands, outside of Oahu (www.hhsc.org, 2014). In addition, it is the only provider of acute care on Maui and Lanai. In the West Hawaii Region, HHSC operates two facilities, Kona Community Hospital and Kohala Hospital. Kona Community Hospital, opened in 1914, operates a 94 bed acute care facility with a fully operational 24 hour Emergency Room. The East Hawaii region operates three facilities. The largest facility is located in Hilo, with Ka’u being a
3. How many operations could the hospital perform per day before running out of bed capacity? How well would the new resources be utilized relative to the current operations? Why?