Answer: The options are given below:
A. $18.00
B. $1,036.80
C. $2.00
D. $7.20
E. $64.00
The correct option is D. $7.20
Explanation:
From the question above, we were given:
Annual demand = 100,000 units
Production = 4 hour cycle
d = 400 per day (250 days per year)
p = 4000 units per day
H = $40 per unit per year
Q = 200
We will be using the EPQ or Q formula to calculate the cost setup, thus:
Q = √(2Ds/H) . √(p/(p-d)
200=√(2x400x250s/40 . √(4000/(4000-400)
200=√5,000s . √1.11
By squaring both sides, we have:
40,000=5,550s
s=40,000/5,550
s=7.20
Answer:
To make a career decision you need to focus on four really important things.
1. You should know what interests you and what do you want to keep on pursuing in the future.
2. Evaluate your skills that are you even capable of doing that work that interests you or are you suitable for some other work.
3. Work attitudes, meaning that do you really have the attitude for the work?
4. Training and Education, this means that are you qualified enough for that specific work.
Explanation:hope it helps
The answer is: c) dates peaks and troughs only after the fact.
This mean that millions of dollar spents by the Bureau cannot necessarily used to address the economic problems that people currently face.
One argument to counter such criticism is that the data from the Bureau could be used to make future predicitons and prevent any mistakes in the past from occuring again in the future.
Answer:
$2,000
Explanation:
Use the format
Jansen Company’s
Bank reconciliation as of May 31, 2013.
Balance as per Bank Statement
Add Outstanding Checks
Less Unpresented Checks
Balance as per Cash Book
Answer:
a) total revenue equals total cost.
Explanation:
The break-even point is the level of activity in which total revenue equals total cost. It can also be defined in terms of units sold for a year is as the fixed expenses for the year divided by the contribution margin per unit of product. Note that exactly at the break-even point, there is no profit or loss.
Therefore, the answer is alternative a).
