Elroy had been with Barnes Machine Company a year since finishing a BS in industrial engineering (IE). Barnes had been in business for over 50 years, but the company had only recently moved from Detroit to Gainesville, Georgia. The public reason for the move was the economics of the old facility. Privately, based on comments he had heard, Elroy believed a shift to nonunion labor was a larger motive. Elroys boss is the production supervisor, Mr. Hill. Because the plant and the workforce are new, Elroy has been conducting time-and-motion studies to establish new production standards. While these were clearly needed, Elroy was impatient to apply other IE tools he had studied. One Friday, Mr. Hill asked Elroy to attend a 10 a.m. meeting on Monday. Monday morning, Elroy was surprised to join not only Mr. Hill and John Blackburn, the head of manufacturing engineering, but also Mr. Simkins, the head of marketing and several others from sales and marketing. Most surprising was the attendance of the companys CEO, Mr. Barnes, Jr. The meetings purpose was to consider a request for proposal (RFP). As Mr. Simkins quickly pointed out, the request came from one of Barness most significant customers. The problem, and the reason for the special meeting, was that a successful bid would exceed current production capabilities. Mr. Simkins, in summarizing, said, Fortunately Mr. Barnes was farsighted enough to have our new facility built with room for expansion. Mr. Hill agreed: I see no reason why we should not bid on this proposal. Of course, as John pointed out, we will need new production capability. While this RFP calls for a four-year delivery plan, the total number of parts has not been specified. Since Simkins believes the data will be available before the final proposal deadline, I suggest that we examine the economics of the various manufacturing alternatives. To that end, I intend to have Elroy here start that study immediately. Mr. Barnes ended the meeting with, Im sure that not bidding wont hurt our other business with them, but they have been a steady customer since my father started the company and I really would like to help them. Besides, whenever we have added new manufacturing capacity, Simkins has managed to sell it to someone. So, whatever you do, Hill, dont let Elroy be too pessimistic. Lets get on with it. I expect a preliminary evaluation in a week. By the way, John, dont forget about all that extra equipment we have stored from the old plant. You may find something there that will help keep the cost down. During the next several days, Elroy met several times with Mr. Hill and John Blackburn. John, who had joined the company after it moved, drove to a warehouse in Atlanta to inspect the stored equipment. In a meeting Wednesday, John said that only a new engine lathe would be required. Hill said, If thats all we need to bid this job, Mr. Barnes will be very pleased. After all, what will it cost, 15 or 20 thousand? We can probably find one in that price range, Mr. Hill, John said, but if we are going to consider this as a long-term investment that Mr. Simkins will market for us, I think we should seriously consider one of the automated systems that have become available in the past few years. Remember, this type of equipment usually lasts a long time. I am sure that it will still be serviceable long after we complete this contract. 1 Adapted from Cases in Engineering Economy 2nd Edition. 2 OK, John, your point is well made, Mr. Hill replied. Elroy see what you can find that will do the job. Check with John on the specs but take a close look at the economics for us. During the next few days, Elroy found that there were basically 3 different possible machine types that would do the job ranging from the traditional manual engine lathe to a computer-controlled lathe. From the manufacturers, he obtained the information contained in Table 1.

Assume that you work in the same position that Elroy has and answer the following questions. Questions 1. Perform a spreadsheet analysis that shows after tax cash flows over a 4-year period and find the net present value (NPV) for each machine option. According to the NPV criterion, what would be your decision? 50 pts

2. Find the IRR for each machine option. According to the IRR criterion, what would be your decision? Show your analysis on spreadsheet (incremental analysis etc.). 10 pts

3. Elroy wants to know the break-even point of demand for each machine. Explain your procedure shortly. Note: do not change the number of machines. 10 pts

4. Elroy wants to show how changes in the variables can affect the NPV of the investment project of machine type B. Perform a sensitivity analysis varying the variable cost, annual maintenance cost, price per piece and salvage value. Assume that each of these variables can deviate from its base-case expected value by 5%, 10%, 15%, 20%, and 30%. Make a table showing all your NPVs for each change and the base case scenario. 15 pts

5. Based on your results from question 3, plot the sensitivity diagram (NPVs vs change on variables). Write a short conclusion about the sensitivity analysis performed. 15 pts

*Submit an excel and word or pdf documents in a zip file. Mac users need to save the spreadsheet as xls or xlsx

If possible I like to see the formulas for answers or work.

if you are using the exel's function, you can show me what u are typing.

Elroy had been with Barnes Machine Company a year since finishing a BS in industrial engineering (IE). Barnes had been in business for over 50 years, but the company had only recently moved from Detroit to Gainesville, Georgia. The public reason for the move was the economics of the old facility. Privately, based on comments he had heard, Elroy believed a shift to nonunion labor was a larger motive. Elroy's boss is the production supervisor, Mr. Hill. Because the plant and the workforce are new, Elroy has been conducting time-and-motion studies to establish new production standards. While these were clearly needed, Elroy was impatient to apply other IE tools he had studied. One Friday, Mr. Hill asked Elroy to attend a 10 a.m. meeting on Monday. Monday morning, Elroy was surprised to join not only Mr. Hill and John Blackburn, the head of manufacturing engineering, but also Mr. Simkins, the head of marketing and several others from sales and marketing. Most surprising was the attendance of the company's CEO, Mr. Barnes, Jr. The meeting's purpose was to consider a request for proposal (RFP). As Mr. Simkins quickly pointed out, the request came from one of Barnes's most significant customers. The problem, and the reason for the special meeting, was that a successful bid would exceed current production capabilities. Mr. Simkins, in summarizing, said, Fortunately Mr. Barnes was farsighted enough to have our new facility built with room for expansion." Mr. Hill agreed: I see no reason why we should not bid on this proposal. Of course, as John pointed out, we will need new production capability. While this RFP calls for a four-year delivery plan, the total number of parts has not been specified. Since Simkins believes the data will be available before the final proposal deadline, I suggest that we examine the economics of the various manufacturing alternatives. To that end, I intend to have Elroy here start that study immediately." Mr. Barnes ended the meeting with, I'm sure that not bidding won't hurt our other business with them, but they have been a steady customer since my father started the company and I really would like to help them. Besides, whenever we have added new manufacturing capacity, Simkins has managed to sell it to someone. So, whatever you do, Hill, don't let Elroy be too pessimistic. Let's get on with it. I expect a preliminary evaluation in a week. By the way, John, don't forget about all that extra equipment we have stored from the old plant. You may find something there that will help keep the cost down." During the next several days, Elroy met several times with Mr. Hill and John Blackburn. John, who had joined the company after it moved, drove to a warehouse in Atlanta to inspect the stored equipment. In a meeting Wednesday, John said that only a new engine lathe would be required. Hill said, "If that's all we need to bid this job, Mr. Barnes will be very pleased. After all, what will it cost, 15 or 20 thousand?" "We can probably find one in that price range, Mr. Hill," John said, but if we are going to consider this as a long-term investment that Mr. Simkins will market for us, I think we should seriously consider one of the automated systems that have become available in the past few years. Remember, this type of equipment usually lasts a long time. I am sure that it will still be serviceable long after we complete this contract." "OK, John, your point is well made," Mr. Hill replied. Elroy see what you can find that will do the job. Check with John on the specs but take a close look at the economics for us." During the next few days, Elroy found that there were basically 3 different possible machine types that would do the job ranging from the traditional manual engine lathe to a computer-controlled lathe. From the manufacturers, he obtained the information contained in Table 1. Machine Type A. Manual B. Semiautomatic C. Automatic Table 1. Cost Data Purchase Cost $20,000 $45,000 $100,000 Annual Maintenance Cost per Machine $2,750 $6,250 $8,250 The company works 40 hours per week (there are 52 weeks in a year), hint: use this information to calculate labor cost and number of machines required (the number of machines must be an integer number). The company pays labor costs based on the hours that the machines are used (hint: you should calculate the machine-hours required for the production runs). Machine A would require a full-time operator. A single operator could service two of Machine B, and Machine C would require no operator at all. After consulting with John about the skill level required, Elroy checked with accounting and found that an operator would be paid at $14 an hour (hint: you should estimate the labor hours needed to calculate the labor cost). Accounting had indicated that they would try to classify the equipment in the 5-year life category for tax depreciation purposes. Mr. Hill, John, and Elroy decided that the analysis should be based on production runs of 40,000 pieces per year. Due to company policy, the production cannot exceed the demanded quantity. (hint: All excess production is worth $0.) When Elroy checks with accounting, he finds that they can make the analysis based on 4 years and effective income tax rate is 25%. They estimate that each machine will have a salvage value of 20% of initial purchase cost at the end of four years. Marketing tells him that the sale price per piece is expected to be $4.50. Elroy noted that each of the machines has a different production rate and he decided to ignore setup cost for each machine. Elroy summarized the production rate and variable cost in Table 2. Table 2. Production Data Machine Type A. B. Production Rate (Pieces/Hour) 6 10 20 Variable Cost/Piece $1.30 $2.50 $3.20 C. In previous economic studies of capital purchases, Elroy has been told to use a MARR of 15%. He believes that he should do the same here. Accounting had indicated that that the War-Eagle Bank had offered a loan of up to $20,000 and they would use $20,000 loan for any machine with APR of 9% and repayment would be made in 3 equal annual payments. Friday afternoon Elroy sits down to begin his analysis. He knows that everyone at the meeting next Monday will expect him to have an answer and that it is very likely that his report will determine whether Barnes responds to the RFP. Elroy had been with Barnes Machine Company a year since finishing a BS in industrial engineering (IE). Barnes had been in business for over 50 years, but the company had only recently moved from Detroit to Gainesville, Georgia. The public reason for the move was the economics of the old facility. Privately, based on comments he had heard, Elroy believed a shift to nonunion labor was a larger motive. Elroy's boss is the production supervisor, Mr. Hill. Because the plant and the workforce are new, Elroy has been conducting time-and-motion studies to establish new production standards. While these were clearly needed, Elroy was impatient to apply other IE tools he had studied. One Friday, Mr. Hill asked Elroy to attend a 10 a.m. meeting on Monday. Monday morning, Elroy was surprised to join not only Mr. Hill and John Blackburn, the head of manufacturing engineering, but also Mr. Simkins, the head of marketing and several others from sales and marketing. Most surprising was the attendance of the company's CEO, Mr. Barnes, Jr. The meeting's purpose was to consider a request for proposal (RFP). As Mr. Simkins quickly pointed out, the request came from one of Barnes's most significant customers. The problem, and the reason for the special meeting, was that a successful bid would exceed current production capabilities. Mr. Simkins, in summarizing, said, Fortunately Mr. Barnes was farsighted enough to have our new facility built with room for expansion." Mr. Hill agreed: I see no reason why we should not bid on this proposal. Of course, as John pointed out, we will need new production capability. While this RFP calls for a four-year delivery plan, the total number of parts has not been specified. Since Simkins believes the data will be available before the final proposal deadline, I suggest that we examine the economics of the various manufacturing alternatives. To that end, I intend to have Elroy here start that study immediately." Mr. Barnes ended the meeting with, I'm sure that not bidding won't hurt our other business with them, but they have been a steady customer since my father started the company and I really would like to help them. Besides, whenever we have added new manufacturing capacity, Simkins has managed to sell it to someone. So, whatever you do, Hill, don't let Elroy be too pessimistic. Let's get on with it. I expect a preliminary evaluation in a week. By the way, John, don't forget about all that extra equipment we have stored from the old plant. You may find something there that will help keep the cost down." During the next several days, Elroy met several times with Mr. Hill and John Blackburn. John, who had joined the company after it moved, drove to a warehouse in Atlanta to inspect the stored equipment. In a meeting Wednesday, John said that only a new engine lathe would be required. Hill said, "If that's all we need to bid this job, Mr. Barnes will be very pleased. After all, what will it cost, 15 or 20 thousand?" "We can probably find one in that price range, Mr. Hill," John said, but if we are going to consider this as a long-term investment that Mr. Simkins will market for us, I think we should seriously consider one of the automated systems that have become available in the past few years. Remember, this type of equipment usually lasts a long time. I am sure that it will still be serviceable long after we complete this contract." "OK, John, your point is well made," Mr. Hill replied. Elroy see what you can find that will do the job. Check with John on the specs but take a close look at the economics for us." During the next few days, Elroy found that there were basically 3 different possible machine types that would do the job ranging from the traditional manual engine lathe to a computer-controlled lathe. From the manufacturers, he obtained the information contained in Table 1. Machine Type A. Manual B. Semiautomatic C. Automatic Table 1. Cost Data Purchase Cost $20,000 $45,000 $100,000 Annual Maintenance Cost per Machine $2,750 $6,250 $8,250 The company works 40 hours per week (there are 52 weeks in a year), hint: use this information to calculate labor cost and number of machines required (the number of machines must be an integer number). The company pays labor costs based on the hours that the machines are used (hint: you should calculate the machine-hours required for the production runs). Machine A would require a full-time operator. A single operator could service two of Machine B, and Machine C would require no operator at all. After consulting with John about the skill level required, Elroy checked with accounting and found that an operator would be paid at $14 an hour (hint: you should estimate the labor hours needed to calculate the labor cost). Accounting had indicated that they would try to classify the equipment in the 5-year life category for tax depreciation purposes. Mr. Hill, John, and Elroy decided that the analysis should be based on production runs of 40,000 pieces per year. Due to company policy, the production cannot exceed the demanded quantity. (hint: All excess production is worth $0.) When Elroy checks with accounting, he finds that they can make the analysis based on 4 years and effective income tax rate is 25%. They estimate that each machine will have a salvage value of 20% of initial purchase cost at the end of four years. Marketing tells him that the sale price per piece is expected to be $4.50. Elroy noted that each of the machines has a different production rate and he decided to ignore setup cost for each machine. Elroy summarized the production rate and variable cost in Table 2. Table 2. Production Data Machine Type A. B. Production Rate (Pieces/Hour) 6 10 20 Variable Cost/Piece $1.30 $2.50 $3.20 C. In previous economic studies of capital purchases, Elroy has been told to use a MARR of 15%. He believes that he should do the same here. Accounting had indicated that that the War-Eagle Bank had offered a loan of up to $20,000 and they would use $20,000 loan for any machine with APR of 9% and repayment would be made in 3 equal annual payments. Friday afternoon Elroy sits down to begin his analysis. He knows that everyone at the meeting next Monday will expect him to have an answer and that it is very likely that his report will determine whether Barnes responds to the RFP