Jupiter Game Company manufactures pocket electronic games.  Last year Jupiter sold 25,000 games at $25 each.  Total costs amounted to $525,000, of which $150,000 were considered fixed costs. In an attempt to improve its product, the company is considering replacing a component part that has a cost of $2.50 with a new and better part costing $4.50 per unit in the coming year.  A new machine also would be needed to increase plant capacity.  The machine would cost $18,000 with a useful life of six years and no salvage value.  The company uses straight-line depreciation on all plant assets.  (Ignore income taxes). 1) If management holds the sales price constant and makes the suggested changes, how many units of product must be sold in the coming year to break even?

Ritz​ Products's materials​ manager, Tej​ Dhakar, must determine whether to make or buy a new semiconductor for the wrist TV that the firm is about to produce. Three million units are expected to be produced over the life cycle. If the product is​ made, start-up and production costs of the make decision total ​$1 ​million, with a probability of 0.5 that the product will be satisfactory and a 0.5 probability that it will not. If the product is not​ satisfactory, the firm will have to reevaluate the decision. If the decision is​ reevaluated, the choice will be whether to spend another ​$1 million to redesign the semiconductor or to purchase. Likelihood of success the second time that the make decision is made is 0.8. If the second make decision also​ fails, the firm must purchase. Regardless of when the purchase takes​ place, Dhakar's best judgment of cost is that Ritz will pay ​$0.40 for each purchased semiconductor plus ​$2 million in vendor development cost.   ​a) Assuming that Ritz…

What is the function of quality function deployment and why we should use it? Please give the example and the calculations as well

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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?

1. Practice: Identify the Associated Tasks of Each Business Operations Component   Following is a list of business operations components and the associated task of each component. Read each element carefully and select the correct business operations component.   1. Utilize lean manufacturing.   multiple choice 1 Business location Equipment Labor Operational processes   2. Minimize production errors.   multiple choice 2 Business location Equipment Labor Operational processes   3. Train all employees on new systems.   multiple choice 3 Business location Equipment Labor Operational processes   4. Monitor vendor bargaining power.   multiple choice 4 Business location Equipment Labor Operational processes

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