CASE: Patterson Manufacturing INTRODUCTION The vice president at your company, Columbia Holdings, has given you a new assignment: Recently I asked the folks at Patterson Manufacturing to develop a strategy for improving their profitability. They have responded with a proposal. I want you to evaluate the proposal: Is it viable? Is it sustainable? Visit their operations and bring back a recommendation. As you travel to the site you review a brief history of the firm. Patterson Manufacturing was founded in a small northeastern city more than a century ago. Wesley Patterson started the firm alongside a fastmoving stream that provided mechanical power to drive cutting tools, grinders, lathes, and polishers. These tools were used to produce precision parts other manufacturers needed. The firm quickly established a reputation for producing high-quality products to exacting tolerances. The firm prospered. Wesley studied the industries he served to develop new products that could fill his customers emerging needs. He often met with customers to design unique products for them. He referred to his approach as providing customerdriven creative solutions. He also kept abreast of new manufacturing materials and technology to ensure his products were of the highest quality. The firm grew steadily and, by 1925, was (and still is) the communitys largest employer. Wesley donated the land that is now the citys central park. He also paid for constructing the first municipal buildings. More recently, the company was the primary donor for the construction of the municipal library and the local hospital. And the taxes paid by the firm and its employees are responsible for an excellent array of community services, including the Patterson Sports Complex and Patterson Community Center. The Great Depression in the 1930s brought hard times to the company, yet none of its employees were discharged. Instead, the firm and its employees cooperated to spread the available work among its employees by reducing each individuals working hours (and wages). During that time, the firm also suspended paying dividends to its owners. After the company returned to prosperity in the 1940s, it continued to emphasize customer-driven creative solutions, and its loyal workforce enthusiastically overcame product design challenges. Wesley passed leadership of his business to his son, who later passed it down to Wesleys grandson, and then to Wesleys great granddaughter, Jessica Patterson. But five years ago, when Jessica wanted to retire, there was no heir willing to take over the business. Consequently, the plant was sold to your employer, Columbia Holdings. BACKGROUND Columbia invests in family-owned businesses with a strong presence in niche markets. Columbia retains existing management and local business practices but provides centralized services, such as finance, accounting, insurance, and corporate-level management. Patterson has remained profitable since the acquisition, but its return on investment has been declining. Your first stop at the Patterson complex is a meeting with the controller. He provides some additional background: Jessica, like her predecessors, spent most of her time with customers developing new products to meet customer needs. She didnt concern herself with costs. Customers were willing to pay for products that solved problems. Upon Jessicas retirement, Columbia appointed Paul, our former production manager, to CEO. Paul has done wonders in rationalizing and standardizing our product lines. He substantially reduced manufacturing costs, which led to record profits in the two years following the sale of the company. Those early results have apparently set high expectations for our continuing performance. Our proposal will help move us toward meeting those expectations, he said. Our proposal is to stop manufacturing our largest-selling product, the Gudgeon EH40, and instead acquire it from an overseas supplier, continued the controller. This product currently represents 30% of our total sales revenue and production volume. But sales have been declining because competitors are offering a similar product at lower prices. We think that by reducing our price by 5% we can increase our unit sales volume by 15%. The increased volume coupled with a lower product cost from the offshore supplier should nearly double our firm-wide profit. The controller also provided some supporting documents. Exhibit 1 summarizes operations for the five years since Patterson Manufacturing was sold to Columbia Holdings. Year 1 represents the first full year after Jessica retired, and Year 5 is the year that just past. Exhibits 2, 3, and 4 provide an income statement for Year 5, the current employee staffing levels by job title, and a detailed price proposal from the overseas supplier. The controller continued: The analysis is pretty straightforward. Sales of the Gudgeon EH40 were $27 million last year. The direct material costs came to $14.3 million, while overhead costs of $4.2 million were allocated to the product. But only $2.9 million of the overhead will be avoided if we stop manufacturing the Gudgeon EH40. The remaining overhead costs are nearly all fixed and not subject to reduction in the near future. Our direct selling costs consist mostly of an 8% commission paid to sales representatives. In addition, theres a $2 million advertising allowance devoted to promoting the Gudgeon EH40 in trade magazines.He also said, By outsourcing the Gudgeon EH40, we can release three administrative managers, eight administrative support staff, 128 general production personnel, and 10 supervisors. The firm will incur a one-time charge of $1 million for severance pay and pension contributions for dismissed employees. Well also need to spend $200,000 for the construction of receiving facilities for the outsourced product. The controller continued: The suppliers cost quotation (Exhibit 4) needs to be adjusted for the expected 15% increase in volume. The cost for materials and labor will increase proportionately, but the overhead and other costs are unlikely to be affected. The suppliers mark-up will be 10% of the new total cost. In addition to the product cost, Patterson will incur transportation costs to get the product from the manufacturer to our warehouse. The transportation costs are variable and would have been $0.6 million for the volume of product in Year 5. THE TASK After his brief overview, the controller hands you the exhibits and says, You should go through the numbers yourself to ensure that my projection for the increase in profit is correct. As you make your way to an empty office to review the numbers, the marketing manager approaches you. She pleads, Dont let them do this. The proposed action will deal a devastating financial blow to our community. Wesley Patterson would have never approved such a move. He loved this town.

1.Use comparative income approach by preparing a three-column comparative income statement, similar to the one on Chapter 6 lecture slides page 30.

Exhibit 1: Patterson Manufacturing Five-Year Summary of Operations *F. staklahed peodaces ase chose chat have hecn marketed fre free year ve more, New products have heen marketed fee leus than frve years. Exhibit 4: Off-Shore Supplier's Price Proposal for the Volume of Product in Year 5 Note- Dollar figures are in millsons. The total price is quoted for supplying the quantity of pecoduce Patterson sold in Year 5 . 'The quected price is FOH the supplier's manufactaring plant. Comparative Income Approach - Exhibit 1: Patterson Manufacturing Five-Year Summary of Operations *F. staklahed peodaces ase chose chat have hecn marketed fre free year ve more, New products have heen marketed fee leus than frve years. Exhibit 4: Off-Shore Supplier's Price Proposal for the Volume of Product in Year 5 Note- Dollar figures are in millsons. The total price is quoted for supplying the quantity of pecoduce Patterson sold in Year 5 . 'The quected price is FOH the supplier's manufactaring plant. Comparative Income Approach