...For the purposes of simplifying this calculation, you should assume that ONLY direct material and direct labour costs are considered variable with respect to changes in volume. Clearly identify your assumption regarding the sales mix in your calculation and specify why this assumption is important in the context of CVP analysis.
Het resultaat in 2001 was negatief, waarbij er 2.709.000 shirts verkocht zijn. Uit bovenstaande analyse blijkt echter dat het break-evenpoint 3.139.787 moet zijn bij de huidige kosten en opbrengstenstructuur. Met betrekking tot de salesmix kan gezegd worden dat deze belangrijk is bij de CPV analyse, doordat de onderneming meerdere productgroepen heeft met verschillende contributiemarges. Als de volumes per productgroep veranderen, zal de totale (gemiddelde) contributiemarge ook veranderen. Doordat de contributiemarge een belangrijke factor is voor het bepalen van het break-evenpunt kan bij verandering in de salesmix, en daarmee de contributiemarge, de winstgevendheid aangetast worden.
2. A brief overview of what strategy you think the DublinShirtCompany should adopt. What do you consider to be the critical success factors in achieving this strategy?
De kracht van de onderneming is de kwaliteit van de producten. De zwakte van de onderneming is de klantenservice en dan met name het tijdig leveren van de goederen zoals afgesproken met de cliënt.
Binnen de onderneming wordt...
The executive shirtcompany is a well known brand in apparel industry having varieties of high quality standard size readymade shirts which were competitively priced also. Foreseeing the tremendous opportunity in custom shirt market, the general manager Mr. Dwight Collier decides to venture in to this new product segment. As the existing custom sized dress shirt market commanded a substantial high price of 75% more w.r.t similar off-the-shelf shirt and also the delivery time was more than 6 weeks. So Mr. Dwight collier decided to start production of a line of custom made dress shirt which will be moderately priced and at the same time will be delivered within 10 working days after customer places the order.
So Mr. Dwight ordered a new “low-ply” laser cutting machine for the purpose and also planned to hire a new worker to operate the same. Before starting production Mr. Dwight wanted to study several options for designing the manufacturing process for custom shirt line. So he endowed the task to two of his managers Mike and Ike to envisage him a plan for incorporating production of custom shirts into the existing manufacturing process. Taking into consideration the following conditions:
* Manufacturing lead time for the custom...
To: Mr. Dwight Collier, General Manager – Executive ShirtCompany, Inc.
Date: September 10, 2013
Re: Custom Shirt Production Planning
Mr. Collier, per your request, I have analyzed Executive Shirt Company’s current production process in addition to evaluating both Mike and Ike’s recommended processes for custom shirt production. Elements considered during this analysis included: Process types, cycle time for the processes, process efficiencies, and costs. Each element is key to identifying the best course of action for Executive ShirtCompany, Inc. in regards to the addition of custom shirt production.
Currently Executive ShirtCompany uses a batch shop process, where multiple functional areas perform similar tasks. For example: all of the sewing areas are sewing all components of the shirt. This type of process performs well in this production setting due to the fact that one operation isn’t dependent on another to perform its task (outside of the initial cutting phase). More so, one individual’s sewing performance doesn’t hinder another from sewing their batch of shirts. Mike adopted this process type in his proposal for the addition of custom shirt production; however, Ike took a linier concept (more assembly line focused) for...
...Business Plan |
Custom Printed T-Shirts |
University of Phoenix Online-BUS/210-Professor Baker |
Cynthia Bryant/Student |
The S.W.O.T Business Analysis Company I am writing about is a Custom T-Shirtcompany named Your T-Shirt. The reason this business was interesting to me was because after reading the topics I had to choose from I immediately began to think of various opportunities where this company could help others.
Explanation of Strengths
One strength among many for this company were that it has several physical store front locations located one in Washington and one in Seattle. Your T-Shirt also has an Internet Broadband Web site service already up and running ready to take orders. Strength would be that they have two computer systems one for office business and one set up for customer use. This is where the customers can compose, review, and change the graphics to their customized shirt before it is printed. Customers can also view some of the other graphics saved on the computer. They also have some graphics posted on their shelves.
Explanation of Weaknesses/Limitations...
...Determinig Motivation level of Bank Employees:A study of selected commercial Banks in Bangladesh
Name of the Respondent:Name of the Bank:Designation:Desk:Gender:Age:
Please put tick mark how much you agree each of the following statements, where 1=Fully satis fied, 2=Satisfied, 3=Moderately Satisfied, 4=Dissatisfied, 5=Strongly dissatisfied. |
S | Q. | 1 | 2 | 3 | 4 | 5 |
1 | What you feel about present Physical environment? | | | | | |
2 | Interpersonal relationship among co-workers & subordinates | | | | | |
3 | Pressure of the management over the bank employees | | | | | |
4 | workload | | | | | |
5 | Relationship with immediate bosses | | | | | |
6 | Logistic support | | | | | |
7 | Pressure from large clients | | | | | |
S | Q. | 1 | 2 | 3 | 4 | 5 |
1 | Working procedure followed by the Bank | | | | | |
2 | Repetitive Task performed by the employees | | | | | |
Promotion and Transfer
S | Q. | 1 | 2 | 3 | 4 | 5 |
1 | Promotion policy of the Bank is sound & realistic |...
...Executive Shirt Comapny
Question # 1
The table for current production, Mike and Ike’s plan is given below:
Current Process Mikes Plan Ike's Plan
Regular Shirts Regular & Custom Shirts Regular Shirts Custom Shirts
Actual Cycle Time (min/shirt) 0.5 0.5 0.67 3.9
Manufacturing Lead Time (days) 12.25 2.06 12.58 0.41
WIP inventory (shirts) 11760 1980 9060 50
Production Capacity (Shirts/day) 960 960 720 123
Current Production(Shirts/day) 800 900 800 100
Capacity utilization 83.33% 93.75% 111.11% 81.25%
Direct Labor Content (min/shirt) 25.76 25.79 25.76 26.01
Actual Labor Time 20608 23209 20608 2601
Available Labor Time (min) 30720 31200 23520 7680
Direct Labor Utilization 67.08% 74.39% 87.62% 33.87%
Direct Labor Cost ($/Shirt) 3.84 3.47 3.33 7.68
Indirect Labor 0.66 0.66 0.66 0.66
Total Overtime (hrs/day) 0 0 5.15 0
Total Labor ($) 4.5 4.13 9.14 8.34
We begin by stating assumptions, and then we will explain how we calculated the figures mentioned in above table.
• For custom shirts, the time for new cutting machine is 2.5 minutes; this includes the roll out time and cutting time.
• We are taking the assumption that they are doing no rework.
We will now explain each calculation, how we calculated cycle time, Manufacturing lead time (MLT), WIP inventory etc.
Actual Cycle Time...
...Harvard Business School
Rev. March 11, 1996
Executive ShirtCompany, Inc.
The Executive ShirtCompany (ESC) had built a solid reputation in the apparel industry by
supplying several well-known labels with high-quality, competitively-priced men's dress shirts.
Prompted by a recent dip in ESC's sales, general manager Dwight Collier had decided to expand the
company's product line to take advantage of what he thought was a tremendous opportunity in the
custom-sized dress shirt market. Custom-sized shirts currently commanded a substantial price
premium: customers paid at least 75% more for a custom-made shirt than for an off-the-shelf shirt of
the same quality and construction. In addition, customers often waited 6 weeks or longer for delivery
of their custom-sized shirts. Collier thought that many men who currently bought off-the-shelf shirts
would prefer custom-made shirts, but were deterred by high prices and long delivery times. After
several retailers ESC currently supplied expressed enthusiasm for ESC's expansion into custom shirts,
Collier decided to begin production of a line of moderately-priced custom-made dress shirts that
would be delivered within 10 working days after the customer placed the order. Collier expected
...process as well as for Mike’s and Ike’s plans, assuming the plans are implemented as described in the case. (50 points)
| Current ProcessRegular Shirts | Mike’s PlanRegular & Custom Shirts | Ike’s PlanRegularShirts | Ike’s PlanCustom Shirts |
Actual Cycle Time (min/shirt) | 0.5 | 0.5 | 0.67 | 3.9 |
Manufacturing Lead Time (days) | 0.815 | 0.052 | 1.056 | 0.058 |
WIP inventory (shirts) | 11760 | 1980 | 9060 | 48 |
Production Capacity (shirts/day) | 960 | 960 | 720 | 123.07 |
Capacity Utilization | 83.33 | 93.75 | 111.11 | 81.25 |
Direct Labour Content (min/shirt) | 26.51 | 26.45 | 26.51 | 26.01 |
Direct Labour Utilization | 69.04 | 76.22 | 90.17 | 33.87 |
Direct Labour Cost ($/shirt) | 3.84 | 3.47 | 3.43 | 7.68 |
Assumption: Throughout the case, it has been assumed that there is no specialization, i.e. the work performed by all workers in a station is similar.
Each of the cases has been analysed separately, the quantities asked in the table have been calculated for each case, and filled in the above table.
The details of the process, as given in Exhibit 3, have been reproduced, along with the run time and the time taken for each batch for each process have been calculated and shown in the table below
Operation | Labour Content (min/shirt) | Number of Workers | Cycle Time (min/shirt) |...