1. What is the actual velocity and cycle time (2021 and 2023) according to the chart given below? That part I dont understand

2. Also, Percentage of total revenue from new customers (2021 and 2023) (assume one unit per customer)? According to the chart data provided above?

Barnes Boards (BB) is a skateboard manufacturer that markets its products directly to customers online. At the end of 2021, BB tried to improve its competitive position within the electric longboard market by implementing a combination of revenue-increasing and cost-saving initiatives. That is, BB wanted to become a lower-cost producer of longboards while also taking action to increase revenues. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, BB implemented ideas related to JIT production, total quality management, and activity-based management. Now (after 2 years), the CEO of BB wants to assess the impact of the changes. The following information has been collected (all related to electric longboards). 2021 2023 Theoretical annual capacity* Actual production** Market size (in units) 249,600 249,600 208,000 234,000 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 83,200 140,400 Actual cost per unit $325 $260 Days of inventory 15.6 7.8 # of defective units 13,000 5,200 Total worker suggestions 104 312 Hours of training 260 1,040 Selling price per unit $315 $315 # of new customers 5,200 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. Required 1. In Microsoft Word or Excel, create a table that communicates the following. Barnes Boards (BB) is a skateboard manufacturer that markets its products directly to customers online. At the end of 2021, BB tried to improve its competitive position within the electric longboard market by implementing a combination of revenue-increasing and cost-saving initiatives. That is, BB wanted to become a lower-cost producer of longboards while also taking action to increase revenues. A Balanced Scorecard was developed to guide the company toward this objective. To lower costs, BB implemented ideas related to JIT production, total quality management, and activity-based management. Now (after 2 years), the CEO of BB wants to assess the impact of the changes. The following information has been collected (all related to electric longboards). 2021 2023 Theoretical annual capacity* Actual production** Market size (in units) 249,600 249,600 208,000 234,000 1,300,000 1,300,000 Production hours available (40 workers) 104,000 104,000 Very satisfied customers 83,200 140,400 Actual cost per unit $325 $260 Days of inventory 15.6 7.8 # of defective units 13,000 5,200 Total worker suggestions 104 312 Hours of training 260 1,040 Selling price per unit $315 $315 # of new customers 5,200 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. Required 1. In Microsoft Word or Excel, create a table that communicates the following