17-36 Weighted-average method. Larsen Company manufactures car seats in its San Antonio plant. Each car seat passes through the assembly department and the testing department. This problem focuses on the assembly department. The process-costing system at Larsen Company has a single direct-cost cat- egory (direct materials) and a single indirect-cost category (conversion costs). Direct materials are added at the beginning of the process. Conversion costs are added evenly during the process. When the assembly department finishes work on each car seat, it is immediately transferred to testing. Larsen Company uses the weighted-average method of process costing. Data for the assembly depart- ment for October 2017 are as follows: Physical Units (Car Seats) Direct Conversion Materials $1,250,000 Costs $ 402,750 Work in process, October 1° Started during October 2017 Completed during October 2017 Work in process, October 31 Total costs added during October 2017 5,000 20,000 22,500 2,500 $4,500,000 $2,337,500

As the MTTR drops to zero, what does it signify for availability? Can this be characterized as a realistic situation?

Break-even volume is the number of unit sales required for total revenue to cover total cost. Select one: O True O False

A make-to-order strategy produces products to customer specifications in large volumes. True False

The following table provides a random sample of the unit values and annual demands of eight SKUs. SKU Code Unit Value Demand (units) A104 $0.02 D205 $2.60 X104 $4.80 U404 $2.50 L205 $0.36 S104 $0.84 X205 $4.35 L104 $0.23 4,500 30 25 2,500 1,040 380 70 250 Southern Markets Inc. is considering the use of ABC analysis to focus on the most critical SKUs in its inventory. a. Based on the percentage of dollar usage, which class should L205 belong to? Class b. Based on the percentage of dollar usage, which class should L104 belong to? Class

What happens to availability when the MTTR (time between failures) approaches zero? Can we provide an accurate description of this situation?

Please do not give solution in image format thanku

Two years ago Top-Slice Company moved from just making golf balls to also producing oversized drivers. Top-Slice makes three different models: the Bomber, the Hook King, and the Sir Slice-A-Lot. As the names suggest, the last two clubs help correct for golfers who either hook or slice the ball when driving. While Top-Slice is pleased with the growing sales for all three models (see the following tables), the numbers present Jacob Lee, the production manager, with a dilemma. Jacob knows that the current manufacturing work cell is capable of producing only 2,700 drivers a month, and total sales seem to be rapidly approaching that number. Jacob’s staff has told him it will take at least three months to plan for and implement an expanded work cell.  Develop a forecast for Top-Slice Company. Which forecast model works best? Why? Suppose information is received that makes clear that sales are expected to go down. How would this affect the choice of a forecasting model?

S&OP is typically a(n) ________ firm process. Group of answer choices External Internal None of these answers

The Northridge Company tends to keep the inventory low. At the same time, it is important to respond to demand quickly, since a customer who wants a product K is very likely to get one from a competitor if Northridge Company doesn’t have one available immediately. Northridge Company’s current policy to produce the product K is to produce 100 per week, which is the average demand. Even this is a problem, as the production manager has pointed out, since the equipment is also used for other products and the lot size of 300 would be much more efficient. He said he is currently set up the production for product K for the next week and states that he has capacity available to produce 300 at a time next week.   The following lists the forecasts and actual customer orders for the next 12 weeks.   Week 1 2 3 4 5 6 7 8 9 10 11 12 Forecast 90 120 110 80 85 95 100 110 90 90 100 110 Customer Orders 105 97 93 72 98 72 53 21…