At the end of 2019, Ativo 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, Ativo Company undertook a number of improvement activities such as JIT, total quality management and activity-based management.

Now, after two years of implementation, the president of Ativo wants some assessment of the achievements. To help provide this assessment, the following information on one of their products has been gathered:

	2019	2021
Theoretical annual capacity*	124,800	124,800
Actual production**	104,000	117,000
Market size (in units sold)	650,000	650,000
Production hours available (20 workers)	52,000	52,000
Very satisfied customers	41,600	70,200
Actual cost per unit	RM 162.50	RM 130.00
Days of inventory	7.8	3.9
Number of defective units	6,500	2,600
Total worker suggestions	52	156
Hours of training (per worker)	130	520
Selling price per unit	RM 195.00	RM 195.00
Number of new customers	2,600	13,000

* Amount that could be produced given the available production hours and everything produced is sold.

** Amount that was produced given the available production hours.

1. Compute the following measures for 2019 and 2021:
   1. Actual cycle time.
   2. Percentage of total revenue from new customers (assume one unit per customer).
   3. Percentage of very satisfied customers (assume each customer purchases one unit).
   4. Market share.
   5. Percentage change in actual product cost (for 2021 only).
   6. Percentage of defective units.
   7. Total hours of training.
   8. Total sales revenue.