The Case Stark and Company is a manufacturer that sells robots predominantly in the Asian market Times have been tough for the auto industry and Suark and Company is no different The company is under tremendous pressure to turn a profit Several years ago, as analysts were predicting a large downturn in the robot industry, Stark decided to purchase a smaller niche robot maker in the hopes of capturing a different segment of the consumer market and to better learn the manufacturing processes of other robot makers Starks still operates as two separate divisions, Classic and New Age, with each division manager employing a different manufacturing philosophy, The Classic manager is concerned with low input costs and quantity in production in addition to brand recognition and robot power The New Age manager is concerned with quality and innovation in manufacturing in addition to fuel efficient and environmentally friendly robots SAC continued to suffer losses even with the addition of the New Age division While Classic appears to have good margins its sales levels are dwinding despite a large marketing Carpal New Ae has had good sales levels but there is concern that its quality and innovation focus is not cost effective Upper management wants to adopt one manufacturing philosophy for the entire company and has hired you as an outside consultant to provide guidance on their performance evaluation of the two managers Discussions with the controller revealed the following SAC feel it has a good handle on direct costs Since the two divisions use different input materials, these costs are tracked by division rather than allocated to the two divisions Direct labour is allocated on the basis of manufacturing labour hours (MLHI New Age generally uses 60 of total MLH but its focus on quality makes it relatively more labourless capital intensive than Classic Thus, New Age generally uses only 4076 of total machine hours Indirect manufacturing costs are broken down into a number of categories based on the allocation method used to assign these costs to the two divisions' cost of goods sold Categories include carrying costs, Variable overhead, fixed overhead general and foed overhead support Carrying costs, ke direct costs are tracked by division and include storage space rental insurance spolage and obsolescence The first two items are recorded through third party biling whereas the latter two items are determined by each division manager Variable overhead includes indirect labour such as rework labour, supervisor and plant manager wages as well as indirect materials such as scrap and warranty expense estimates This cost Category is allocated to the two divisions on the basis of MLH Fixed overhead general includes plant amortization equipment amortization plant power utilities, property taxes, and payments for guard and Janitor services SACS allocation method was suggested by the Classic manager allocate costs on an equal (50 SO) basis since the two divisions take up relatively the same amount of plant space Fixed overhead support mainly includes the costs from two production support departments, quality control and repairs martenance equipment and products These two departments provide services to both the Classic and New Age division SAC uses a cost allocation method suggested by the New Age manager allocate costs on the basis of defective products per 1 000 units produced, per division SAC treats non production related costs as period costs, as such, they are not allocated to the two divisions Costs include research and development costs and marketing costs (which include marketing personnel salaries and advertising expenses) Bonuses to divisional managers are on the basis of Return on investment (RON Returns are derived from gross margins, which are calculated using the allocation rules above Upper management believes gross margins are also an appropriate measure to evaluate the two divisions Bonuses to divisional managers are on the basis of Return on Investment (ROI) Returns are derived from gross margins, which are calculated using the allocation rules above Upper management believes gross margins are also an appropriate measure to evaluate the two divisions Required Prepare a power point presentation to SAC upper management that outlines weaknesses in their current cost allocation process and ways to improve it that will assist them in evaluating the performance of the classic and New Age divisions Be sure to discuss manager Incentives for manipulating allocation methods to influence performance measures Evaluation Major Case Analysis will be marked in its entirety out of 100 The following rubric indicates the criteria students are to adhere to, and their relative weights to the assignment overall Activity Competencies Demonstrated 76 of Final Grade 1 Demonstrates understanding of the issues V20 2 Includes key course concepts to support solutions 40 and conclusions 3 Suggests alternative and logical problem solving 20 solutions 4 20 Includes correct format, grammar, sentence Structure, spelling punctuation, completeness of presentation, Narration, and references works cited slides 100 Type here to search te OMR Lenovo The Case Stark and Company is a manufacturer that sells robots predominantly in the Asian market Times have been tough for the auto industry and Suark and Company is no different The company is under tremendous pressure to turn a profit Several years ago, as analysts were predicting a large downturn in the robot industry, Stark decided to purchase a smaller niche robot maker in the hopes of capturing a different segment of the consumer market and to better learn the manufacturing processes of other robot makers Starks still operates as two separate divisions, Classic and New Age, with each division manager employing a different manufacturing philosophy, The Classic manager is concerned with low input costs and quantity in production in addition to brand recognition and robot power The New Age manager is concerned with quality and innovation in manufacturing in addition to fuel efficient and environmentally friendly robots SAC continued to suffer losses even with the addition of the New Age division While Classic appears to have good margins its sales levels are dwinding despite a large marketing Carpal New Ae has had good sales levels but there is concern that its quality and innovation focus is not cost effective Upper management wants to adopt one manufacturing philosophy for the entire company and has hired you as an outside consultant to provide guidance on their performance evaluation of the two managers Discussions with the controller revealed the following SAC feel it has a good handle on direct costs Since the two divisions use different input materials, these costs are tracked by division rather than allocated to the two divisions Direct labour is allocated on the basis of manufacturing labour hours (MLHI New Age generally uses 60 of total MLH but its focus on quality makes it relatively more labourless capital intensive than Classic Thus, New Age generally uses only 4076 of total machine hours Indirect manufacturing costs are broken down into a number of categories based on the allocation method used to assign these costs to the two divisions' cost of goods sold Categories include carrying costs, Variable overhead, fixed overhead general and foed overhead support Carrying costs, ke direct costs are tracked by division and include storage space rental insurance spolage and obsolescence The first two items are recorded through third party biling whereas the latter two items are determined by each division manager Variable overhead includes indirect labour such as rework labour, supervisor and plant manager wages as well as indirect materials such as scrap and warranty expense estimates This cost Category is allocated to the two divisions on the basis of MLH Fixed overhead general includes plant amortization equipment amortization plant power utilities, property taxes, and payments for guard and Janitor services SACS allocation method was suggested by the Classic manager allocate costs on an equal (50 SO) basis since the two divisions take up relatively the same amount of plant space Fixed overhead support mainly includes the costs from two production support departments, quality control and repairs martenance equipment and products These two departments provide services to both the Classic and New Age division SAC uses a cost allocation method suggested by the New Age manager allocate costs on the basis of defective products per 1 000 units produced, per division SAC treats non production related costs as period costs, as such, they are not allocated to the two divisions Costs include research and development costs and marketing costs (which include marketing personnel salaries and advertising expenses) Bonuses to divisional managers are on the basis of Return on investment (RON Returns are derived from gross margins, which are calculated using the allocation rules above Upper management believes gross margins are also an appropriate measure to evaluate the two divisions Bonuses to divisional managers are on the basis of Return on Investment (ROI) Returns are derived from gross margins, which are calculated using the allocation rules above Upper management believes gross margins are also an appropriate measure to evaluate the two divisions Required Prepare a power point presentation to SAC upper management that outlines weaknesses in their current cost allocation process and ways to improve it that will assist them in evaluating the performance of the classic and New Age divisions Be sure to discuss manager Incentives for manipulating allocation methods to influence performance measures Evaluation Major Case Analysis will be marked in its entirety out of 100 The following rubric indicates the criteria students are to adhere to, and their relative weights to the assignment overall Activity Competencies Demonstrated 76 of Final Grade 1 Demonstrates understanding of the issues V20 2 Includes key course concepts to support solutions 40 and conclusions 3 Suggests alternative and logical problem solving 20 solutions 4 20 Includes correct format, grammar, sentence Structure, spelling punctuation, completeness of presentation, Narration, and references works cited slides 100 Type here to search te OMR Lenovo

Question

The Case Stark and Company is a manufacturer that sells robots predominantly in the Asian market  Times have been tough for the auto industry and Suark and Company is no different  The company is under tremendous pressure to turn a profit  Several years ago, as analysts were predicting a large downturn in the robot industry, Stark decided to purchase a smaller niche robot maker in the hopes of capturing a different segment of the consumer market and to better learn the manufacturing processes of other robot makers  Starks still operates as two separate divisions, Classic and New Age, with each division manager employing a different manufacturing philosophy, The Classic manager is concerned with low input costs and quantity in production in addition to brand recognition and robot power  The New Age manager is concerned with quality and innovation in manufacturing in addition to fuel efficient and environmentally friendly robots  SAC continued to suffer losses even with the addition of the New Age division  While Classic appears to have good margins its sales levels are dwinding despite a large marketing Carpal New Ae has had good sales levels but there is concern that its quality and innovation focus is not cost effective  Upper management wants to adopt one manufacturing philosophy for the entire company and has hired you as an outside consultant to provide guidance on their performance evaluation of the two managers Discussions with the controller revealed the following  SAC feel it has a good handle on direct costs  Since the two divisions use different input materials, these costs are tracked by division rather than allocated to the two divisions  Direct labour is allocated on the basis of manufacturing labour hours (MLHI New Age generally uses 60  of total MLH but its focus on quality makes it relatively more labourless capital intensive than Classic  Thus, New Age generally uses only 4076 of total machine hours  Indirect manufacturing costs are broken down into a number of categories based on the allocation method used to assign these costs to the two divisions' cost of goods sold  Categories include carrying costs, Variable overhead, fixed overhead general and foed overhead support  Carrying costs, ke direct costs are tracked by division and include storage space rental insurance spolage and obsolescence  The first two items are recorded through third party biling whereas the latter two items are determined by each division manager  Variable overhead includes indirect labour such as rework labour, supervisor and plant manager wages as well as indirect materials such as scrap and warranty expense estimates  This cost Category is allocated to the two divisions on the basis of MLH  Fixed overhead general includes plant amortization equipment amortization plant power utilities, property taxes, and payments for guard and Janitor services  SACS allocation method was suggested by the Classic manager  allocate costs on an equal (50 SO) basis since the two divisions take up relatively the same amount of plant space  Fixed overhead support mainly includes the costs from two production support departments, quality control and repairs   martenance equipment and products  These two departments provide services to both the Classic and New Age division SAC uses a cost allocation method suggested by the New Age manager allocate costs on the basis of defective products per 1 000 units produced, per division  SAC treats non production related costs as period costs, as such, they are not allocated to the two divisions  Costs include research and development costs and marketing costs (which include marketing personnel salaries and advertising expenses)  Bonuses to divisional managers are on the basis of Return on investment (RON Returns are derived from gross margins, which are calculated using the allocation rules above  Upper management believes gross margins are also an appropriate measure to evaluate the two divisions  Bonuses to divisional managers are on the basis of Return on Investment (ROI)  Returns are derived from gross margins, which are calculated using the allocation rules above  Upper management believes gross margins are also an appropriate measure to evaluate the two divisions  Required Prepare a power point presentation to SAC upper management that outlines weaknesses in their current cost allocation process and ways to improve it that will assist them in evaluating the performance of the classic and New Age divisions  Be sure to discuss manager Incentives for manipulating allocation methods to influence performance measures  Evaluation Major Case Analysis will be marked in its entirety out of 100  The following rubric indicates the criteria students are to adhere to, and their relative weights to the assignment overall Activity Competencies Demonstrated 76 of Final Grade 1  Demonstrates understanding of the issues V20 2  Includes key course concepts to support solutions 40 and conclusions 3  Suggests alternative and logical problem solving  20 solutions 4  20 Includes correct format, grammar, sentence Structure, spelling punctuation, completeness of presentation, Narration, and references  works cited slides 100 Type here to search te   OMR Lenovo The Case Stark and Company is a manufacturer that sells robots predominantly in the Asian market  Times have been tough for the auto industry and Suark and Company is no different  The company is under tremendous pressure to turn a profit  Several years ago, as analysts were predicting a large downturn in the robot industry, Stark decided to purchase a smaller niche robot maker in the hopes of capturing a different segment of the consumer market and to better learn the manufacturing processes of other robot makers  Starks still operates as two separate divisions, Classic and New Age, with each division manager employing a different manufacturing philosophy, The Classic manager is concerned with low input costs and quantity in production in addition to brand recognition and robot power  The New Age manager is concerned with quality and innovation in manufacturing in addition to fuel efficient and environmentally friendly robots  SAC continued to suffer losses even with the addition of the New Age division  While Classic appears to have good margins its sales levels are dwinding despite a large marketing Carpal New Ae has had good sales levels but there is concern that its quality and innovation focus is not cost effective  Upper management wants to adopt one manufacturing philosophy for the entire company and has hired you as an outside consultant to provide guidance on their performance evaluation of the two managers Discussions with the controller revealed the following  SAC feel it has a good handle on direct costs  Since the two divisions use different input materials, these costs are tracked by division rather than allocated to the two divisions  Direct labour is allocated on the basis of manufacturing labour hours (MLHI New Age generally uses 60  of total MLH but its focus on quality makes it relatively more labourless capital intensive than Classic  Thus, New Age generally uses only 4076 of total machine hours  Indirect manufacturing costs are broken down into a number of categories based on the allocation method used to assign these costs to the two divisions' cost of goods sold  Categories include carrying costs, Variable overhead, fixed overhead general and foed overhead support  Carrying costs, ke direct costs are tracked by division and include storage space rental insurance spolage and obsolescence  The first two items are recorded through third party biling whereas the latter two items are determined by each division manager  Variable overhead includes indirect labour such as rework labour, supervisor and plant manager wages as well as indirect materials such as scrap and warranty expense estimates  This cost Category is allocated to the two divisions on the basis of MLH  Fixed overhead general includes plant amortization equipment amortization plant power utilities, property taxes, and payments for guard and Janitor services  SACS allocation method was suggested by the Classic manager  allocate costs on an equal (50 SO) basis since the two divisions take up relatively the same amount of plant space  Fixed overhead support mainly includes the costs from two production support departments, quality control and repairs   martenance equipment and products  These two departments provide services to both the Classic and New Age division SAC uses a cost allocation method suggested by the New Age manager allocate costs on the basis of defective products per 1 000 units produced, per division  SAC treats non production related costs as period costs, as such, they are not allocated to the two divisions  Costs include research and development costs and marketing costs (which include marketing personnel salaries and advertising expenses)  Bonuses to divisional managers are on the basis of Return on investment (RON Returns are derived from gross margins, which are calculated using the allocation rules above  Upper management believes gross margins are also an appropriate measure to evaluate the two divisions  Bonuses to divisional managers are on the basis of Return on Investment (ROI)  Returns are derived from gross margins, which are calculated using the allocation rules above  Upper management believes gross margins are also an appropriate measure to evaluate the two divisions  Required Prepare a power point presentation to SAC upper management that outlines weaknesses in their current cost allocation process and ways to improve it that will assist them in evaluating the performance of the classic and New Age divisions  Be sure to discuss manager Incentives for manipulating allocation methods to influence performance measures  Evaluation Major Case Analysis will be marked in its entirety out of 100  The following rubric indicates the criteria students are to adhere to, and their relative weights to the assignment overall Activity Competencies Demonstrated 76 of Final Grade 1  Demonstrates understanding of the issues V20 2  Includes key course concepts to support solutions 40 and conclusions 3  Suggests alternative and logical problem solving  20 solutions 4  20 Includes correct format, grammar, sentence Structure, spelling punctuation, completeness of presentation, Narration, and references  works cited slides 100 Type here to search te   OMR Lenovo

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The Case Stark and Company is a manufacturer that sells robots predominantly in the Asian market. Times have been tough for the auto industry and

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