At the end of 2012, Mejorar Company implemented a low-cost strategy to improve its competitive position. Its objective was to become the low-cost producer in its industry. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, Mejorar undertook a number of improvement activities such as JIT production, total quality management, and activity-based management. Now, after two years of operation, the president of Mejorar wants some assessment of the achievements. To help provide this assessment, the following information on one product has been gathered:

Required:
1. Compute the following measures for 2012 and 2014:
a. Actual velocity and cycle time
b. Percentage of total revenue from new customers (assume one unit per customer)
c. Percentage of very satisfied customers (assume each customer purchases one unit)
d. Market share
e. Percentage change in actual product cost (for 2014 only)
f. Percentage change in days of inventory (for 2014 only)
g. Defective units as a percentage of total units produced
h. Total hours of training
i. Suggestions per production worker
j. Total revenue
k. Number of new customers
2. For the measures listed in Requirement 1, list likely strategic objectives, classified according to the four Balance Scorecard perspectives. Assume there is one measure per objective.

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2012 2014 Theoretical annual capacity Actual production Market size (in units sold) Production hours availa ble (40 workers) Very satisfied customers Actual cost per unit Days of inventory Number of defective units Total worker suggestions Hours of training Selling price per unit Number of new customers 249,600 208,000 1,300,000 104,000 83,200 S325 15.6 13,000 104 260 S195 5,200 249,600 234,000 1,300,000 104,000 140,400 S260 7.8 5,200 312 1,040 S195 26,000 Amount that could be produced given the available production hours; everything produced is sold Amount that was produced given the available production hours