L.A. Lo operates a small machine shop. He manufactures one standard product, which is available from many other similar businesses in addition to custom-made products. His accountant prepared the following annual income statement:

	Custom Sales	Standard Sales	Total
Sales revenue	$ 50,000	$25,000	$75,000
Less: Costs
Materials	$ 10,000	$ 8,000	$ 18,000
Labor	20,000	9,000	29,000
Depreciation	6,300	3,600	9,900
Power	700	400	1,100
Rent	6,000	1,000	7,000
Heat and light	600	100	700
Other	400	900	1,300
Total costs	$ 44,000	$ 23,000	$ 67,000
Operating profit	$ 6,000	$ 2,000	$ 8,000

The depreciation charges are for machines (based on time) used in the respective product lines. The power charge is apportioned based on the estimate of power consumed. The rent is for the building space, which has been leased for 10 years at $7,000 per year. The rent, heat, and electricity are apportioned to the product lines based on the amount of floor space occupied. All other costs are current expenses identified with the product line causing them.

A valued custom parts customer has asked L.A. to manufacture 10,000 special units. L.A. is working at capacity and would have to give up some other business to take this business. He cant renege on custom orders already agreed to, but he can reduce the output of his standard product by about one-half for one year while producing the custom part. The customer is willing to pay $7 for each unit. Materials will cost about $2 per unit and the labor $3.60 per unit. L.A. will have to spend $2,000 for a special device, which will be discarded when the job is done.

Required:

Should L.A. take the order? Show the calculation and explain your answer.