1. Which of the following is NOT an action company co-manager can take to help meet or beat the investor-expected increases in the company's stock price
... [Show More] in upcoming years?
- Making it company practice to issue additional shares of stock each year and use the proceeds to pay down the debt outstanding until the company's debt-equity percentages reach 20% or lower for debt and 80% or more for equity
- Increasing annual dividend payments to shareholders most every year
- Making it a frequent management practice to allocate a portion of internal cash flows from operations to repurchasing shares of the company's common stock
- Putting increased attention on boosting operating profits in all four geographic regions -- the resulting growth in operating profits companywide will act to increase total net profits and EPS; higher earnings per share are an important driver of the company's stock price
- When the company's stock price drops because of unexpectedly weak company performance in the prior year but is expected to recover and rise in the next several decision rounds.
opting to borrow money preferably in the form of 1-year loans from the Global Community Bank (but not so much as to impair the company's credit rating) and using the borrowed funds to repurchase outstanding shares of common stock
2. Which of the following is NOT an action company co-manager can take that has good potential for increasing the company's average ROE and helping the company meet or beat the investor expected ROE targets in upcoming years?
- Pursuing efforts to boost total operating profits in all four geographic regions -- the resulting growth in operating profits companywide will increase total net profits (a company's net profits are the numerator in calculating the company's ROE)
- Paying a small annual dividend to shareholders (less than $0.50 per share) which is increased annually by about $0.05 per shares; a small but growing dividend provides the company with more cash to fund capital expenditures and/or pay down bank borrowings ahead of schedule
- Using a portion of the company's internal cash flows from operations for the next several years to repurchase shares of common stock
- Borrowing money from the Global Community Bank (preferably in the form of a 1-year loan that can be fully or mostly repaid the following year) and using the proceeds to repurchase outstanding shares of common stock: such action makes considerable financial sense when the company's stock price is expected to rise substantially in future years and/or when unexpectedly weak company performance in the prior year causes a drop in its stock price
- Increasing annual dividend payments to shareholders (because all net profits not paid out as dividends are treated as retained earnings and because bigger retained earnings have the effect of increasing shareholders equity)
3. Which one of the following is NOT a way to improve the P/Q rating of a company's brand of action-capture cameras?
- Adding one or two more extra performance features
- Increasing the image sensor size and the resolution of the LCD display screen
- Increasing expenditures for camera R&D
- Spending several more dollars on the camera housing and on included accessories
- Increasing the number of models in the company's lineup of multi-featured cameras
4. If a company pays each camera PAT member a base wage of $21,000, thereby resulting in base wages of $84,000 per 4-person PAT, and if camera PATs work an average of 2,000 hours per
year to assemble 3,000 cameras annually, it follows that
- the hourly base wage cost for a PAT to assemble a camera would be $30.00 and that the labor cost of assembling a camera at overtime would be $60.00 per PAT.
- the hourly base wage cost for a PAT to assemble a camera would be $28.00 and that the labor cost of assembling a camera at overtime would be $42.00 per PAT.
- the hourly base wage cost for a PAT to assemble a camera would be $24.00 and that the labor cost of assembling a camera at overtime would be $36.00 per PAT.
- the hourly base wage cost for a PAT to assemble a camera would be $10.50 and that the labor cost of assembling a camera at overtime would be $15.75 per PAT.
- the hourly base wage cost of assembling a camera would be $28.00 and that the labor cost of assembling a camera at overtime cannot be determined from the available information due to the lack of information about compensation payments for assembly quality incentives. perfect attendance bonuses, and the cost of fringe benefit packages
5. Actions that can lead to higher labor productivity in assembling cameras/drones do NOT include
- increasing the annual bonus for perfect attendance paid to cameraidrone PAT members from
$800 to $875.
- reducing the number of camera/drone models being assembled.
- boosting the minimum number of cameras/drones that camera/drone PATs are expected to assemble each week -- such failure to achieve the weekly quota in as many as 4 weeks a year constitutes automatic disqualification for year-end perfect attendance bonuses.
- increasing total annual compensation per camera/drone PAT member by a minimum of 2% and a maximum of 5% annually.
- increasing annual expenditures to train camera/drone PATs in best practice assembly methods and ways to improve productivity from S2.000 per PAT to $2,250 per PAT
6. The website prices virtually all companies in the industry charge Asia-Pacific buyers for UAV drones are likely to be higher than the website prices they charge UAV drone buyers in North America
because the administrative costs per drone sold that companies incur on sales to buyers in the Asia-Pacific region are over $10 higher than those incurred on sales to buyers in North America.
because unfavorable exchange rate adjustments are consistently $10 to $30 higher on sales to buyers in the Asia-Pacific region than for buyers in North America.
because the corporate profits taxes that all companies have to pay to governments in the Asia-Pacific region are 35% higher on average than the corporate profits companies have to pay governments in North America.
when the import duties on shipments of UAV drones to buyers in the Asia-Pacific region are significantly bigger than the import duties on shipments of UAV drones to buyers in North America.
because the production/assembly costs per drone that companies incur on UAV drones shipped to the Asia-Pacific region are many dollars higher than production/assembly costs per drone shipped to North America.
7. After each decision round, company managers should make a point of examining the information on p. 2 of the Company Operating Report that concerns the company's profitability in the action camera segment in each geographic region because
total operating profits and operating profit margins are very likely to be lower in some regions than others and because management needs to take actions to boost its profitability in the underperforming regions in the upcoming decision round.
this report provides the company's management team with convincing documentation of the precise reasons why the company's camera-related operating profits and operating profit margins were bigger in some regions than in others.
this report provides superb guidance about how much the company needs to raise/lower its average wholesale camera prices in each geographic region.
this report provides superb documentation about whether the company spent too much or too little in each region on advertising, retailer support, and website product displays/info in the just-completed decision round.
the information in this report allows managers to see in which regions the company was most
competitively successful and least competitively successful, competitive factor by competitive factor.
8. Which one of the following actions helps boost a company's image rating/brand reputation? Using environmentally friendly camera components and recycled materials for manuals and packaging for the company's action cameras
Charging camera retailers an average wholesale price that is typically 10% or more below the highest price being charged in the region
Paying camera/drone PAT members attractively high total annual compensation packages. thereby enabling them to enjoy a standard of living well above the Taiwan average
Making it standard practice for the company to offer all buyers of its camera and drones a full 1-year warranty
Increasing the PIQ rating of the company's UAV drones
9. Which of the following combinations of actions will likely provide the LEAST competitive benefits
in helping a company catch the eye of action camera shoppers. significantly boost overall buyer appeal for its cameras versus rival brands, and cause more camera shoppers to purchase its brand instead of rival brands in each of the four geographic regions?
Increasing expenditures for website product displays/info $100,000 in all four regions and increasing advertising expenditures by $250,000 in all four regions
Increasing the warranty period from 90 days in each region to 180 days in each region and increasing the number of camera models from 4 to 6
Boosting spending for retailer support by $500,000 in all four geographic regions and instituting $7 reductions in the average wholesale prices charged to camera retailers in each geographic region
Boosting its P/Q rating from 5.5 stars to 6.3 stars and increasing spending for advertising from levels that are $1,000,000 above the prior-year regional averages to levels about
$3,000,000 above the prior-year regional averages in all four geographic regions.
Boosting the number of weekly sales promotion from 4 to 7 in all four regions and also increasing the percentage discounts to camera retailers during these promotions from 11% to 15%
10. If a company earns net income of $40 million in Year 8, has 10 million shares of common stock outstanding, pays a dividend of $1.00 per share, and has annual interest costs of $10 million, then
the company would have Year 8 earnings per share of $3.00 and retained earnings of $20 million.
the company's EPS for Year 8 would be $2.00, its dividend payout for Year 8 would equal
25% of net income, and its cash flow from operations would be $20 million (net income of $40 million less dividend payments of $10 million less interest costs of $10 million).
the company's retained earnings for the year would be $30 million: the $30 million in retained earnings would be shown on the company's balance sheet as a reduction in equity
investment by stockholders in Year 9.
the company's EPS for Year 8 would be $4.00 and its retained earnings for Year 8
would be $30 million (net income of $40 million less dividend payments of $10 million); the $30 million addition to retained earnings would cause shareholders' equity investment to increase by $30 million in Year 8.
the company's retained earnings for the year would be $20 million (net income of $40 million less dividend payments of $10 million less interest costs of $10 million) and its earnings per share would be $2.00.
11. Which one of the following is NEITHER an advantage or disadvantage of shifting to roboticsassisted camera assembly methods?
The capital cost of converting to robot-assisted camera assembly can increase a company's interest costs, to the extent that a portion of the capital costs are financed by bank loans. Robot-assisted camera assembly boosts the annual productivity of camera PATs by
500 cameras per year.
Installing robots at each camera workstation enables the size of PATs to be cut from 4 members to 3 members.
Robot-assisted assembly reduces total annual compensation costs per PAT and also reduces the overtime cost of assembling a camera.
Robot-assisted camera assembly increases annual workstation maintenance costs
fals12. The industry-low, industry-average, and industry-high cost benchmarks on pp. 6-7 of each issue
of the Camera & Drone Journal
have the greatest value to the managers of companies whose camera costs per unit and drone costs per unit are above the industry averages.
are of little value to company managers in making decisions to improve company performance in the upcoming decision round. except in those cases when a company is losing money in one or more geographic regions.
are particularly valuable to company managers who are actively considering undertaking robotics upgrades in their camera and drone assembly facilities in the upcoming decision round.
are of considerable value to the managers of companies selling low-cost/low-price action cameras and/or UAV drones but are of very limited value to the managers of all other companies.
are worth careful scrutiny by the managers of all companies because they help managers determine if corrective actions are needed in the event their company's camera/drone costs for the benchmarked cost categories do NOT appear to be competitive (or "in line") with those of rival companies.
13. If a company adds 60 new workstations at a cost of $75,000 each and also spends $20 million for addition space in its camera/drone assembly facilities to accommodate more workstations, then its annual depreciation costs will rise by
$24,500,000
$1,750,000.
$3,500.000.
$980,000.
• $1,225,000.
14. Which of the following is NOT an action that can help boost a company's credit rating? In answering this question, you may wish to consult the Help section for page 5 of the Camera & Drone Journal and read the discussion pertaining to "The Credit Rating Measures."
• Repurchase shares of the company's common stock to enhance the company's debtto-equity percentagesw
Put increased attention on boosting operating profits and operating profit margins in all four geographic regions -- the resulting growth in operating profits companywide will increase the company's interest coverage ratio
Issue additional shares of stock and use the proceeds to pay down 5-year and 10-year loans Pay off any 1-year loans (and temporarily avoid the use of 1-year loans) because 1-year
loans are considered a current liability and thus reduce the company's current ratio Temporarily reduce dividend payments to shareholders and use the cash saved from lower dividend payments to pay down 5-year and 10-year loans
15. The benefits of pursuing a strategy of social responsibility and corporate citizenship include the positive impact that such a strategy has on the company's PiQ ratings for both action cameras and UAV drones
the boost such a strategy gives to increasing the company's global sales volume and global market share for both action cameras and UAV drones.
the enhanced profitability that results when a company opts to spend money on socially responsible activities.
• the positive impact that such a strategy can have on the company's image rating if the company spends a meaningful amount on socially responsible activities over a multiyear period. the boost such a strategy gives to the company's stock price.
16. Which one of the following represent the MOST important/helpful results from the latest decision
round that company managers need to review/study in order to guide their strategic moves and decisions to improve their company's competitiveness and overall company performance in the upcoming decision round?
Each company's performance on EPS, ROE, stock price, credit rating and image rating displayed on pages 2 and 3 of the Camera & Drone Journal.
The comparative competitive efforts of rival companies in each geographic region are found in Competitive Intelligence Report.
The Industry Scoreboard data on p.1 of the Camera & Drone Journal.
The Industry Overview information on p. 4 of the Camera & Drone Journal. The company's Income Statement on p. 4 of the Company Operating Report.
17. Which one of the following actions helps increase a company's EPS?
Minimizing the company's dividend payments so as to boost retained earnings--higher retained earnings divided by the number of shares outstanding result in higher EPS Issuing enough additional shares of stock to raise sufficient cash to pay off all of the company's outstanding loans: cutting interest costs to zero can always be counted on to boost the company's EPS
Striving to be the dominant seller of action cameras and UAV drones in all four geographic regions every year by having the highest P/Q ratings and out-marketing rivals: the added profits on large volume sales will drive increases of 10% or more in EPS
Cutting the company's selling prices for both action cameras and UAV drones in all four regions to levels at least 5% below those being charged by any company: the resulting increases in sales volumes and revenues will boost the company's EPS
Allocating a portion of the company's net income each year to repurchasing shares of the company's common stock
18. A company's managers should give serious consideration to changing from a low-cost/low price strategy for action cameras to a different strategy in the 4 regional markets for action cameras when
• all or most of the regional markets are so crowded with companies that are using
mostly copycat competitive approaches to selling low-priced cameras to pricesensitive, bargain- hunting buyers that it is difficult for any of these companies to
capture sales volumes and revenues big enough to earn profits large enough to meet investor-expected EPS, ROE, and stock price appreciation targets.
a big fraction of the companies in the industry are marketing 5 or more models of action cameras with a P/Q rating of 6-stars or higher and selling them at average wholesale prices that are more than $30 above the regional averages.
the company's operating profits per action camera sold are not substantially above the industry-average benchmarks in at least three geographic regions (as reported on p. 6 of the most recent Camera & Drone Journal).
the company's market share for action cameras has not been the largest in all four geographic regions for two straight years and when its EPS and ROE have also not been the highest in the industry for two straight years.
most of the company's low-cost/low-price rivals are offering buyers a 180-day warranty and are spending above-average amounts on advertising in all four geographic regions.
19. If your company earns an ROE of 20% at a time when the investor-expected ROE target is 25% and if the instructor-determined weight for achieving the ROE target is worth 20 points, then your company's ROE score on the Investor Expectations scoring standard will be
17 points
15 points (75% of the 20 points awarded for meeting the ROE target) 18 points
16 points (80% of the 20 points awarded for meeting the ROE target)
20 points (1 point for each 1% the company earned on total shareholders' equity)
20. Which one of the following is NOT an attractive way to reduce the design, assembly, marketing, and other costs per action-capture camera sold in an effort to achieve a sizable low-cost competitive advantage over rivals?
Striving to keeping marketing costs per camera sold in all 4 geographic regions sold to levels that are below the industry-average benchmark and. better still close to the industry-low benchmark (as reported on p. 6 of the Camera& Drone Journal)
Spending aggressively (but also taking care not to overspend) on camera product R&D Doing whatever it takes to entirely avoid any use of overtime in assembling cameras because paying PAT members 1.5 times the hourly base wage to assemble cameras at overtime is much too expensive.
Paying PAT members an attractive assembly quality incentive to help reduce warranty claims on cameras sold and also boost PAT productivity
Trying different combinations of components, product enhancements. and extra performance features to be used in action cameras in order to discover the lowest cost combination for achieving a competitively appealing P/Q rating
1.
Which one of the following is NOT a way to improve the P/Q rating of a company's brand of UAV drones?
Decreasing the number of models in the company's line-up from 2 to 1
Improving the battery pack to permit more minutes of flying time on a single charge Offering all buyers of the company's UAV drones a full day of flight training at a nearby independently-operated drone flight training center for a modest extra $50 charge Increasing the number of rotors
Improving the caliber and functionality of the camera stabilization device (so that video quality is not so adversely affected by strong wind conditions)
2. to be an attractive and effective way to reduce the design,
assembly. marketing, and other costs of UAV drones and help achieve a sizable competitive advantage over rival companies based on lower overall costs per UAV drone sold?
Trying out numerous different combinations of design components, performance enhancements, and extra performance features to be used in the company's UAV drones in order to discover the lowest cost combination for achieving a competitively appealing P/Q rating
Spending only modest amounts annually for Corporate Social Responsibility and Citizenship initiatives
Switching to robot-assisted assembly methods to lower labor costs per drone assembled Designing, assembling, and selling UAV drones having a P/Q rating of 0.5 stars
Trying to keep the warranty period to 60 days or 90 days (but no more than 120 days), if it is competitively feasible to do so
3. Which one of the following actions is MOST likely to REDUCE the productivity of camera/drone PATs?
Failing to have a total annual compensation package for camera/drone PAT members that is at least equal to the prior-year industry-average compensation level
Boosting the annual base wage of camera/drone PAT members by only 2% in any given year Not raising the annual bonus for perfect attendance for a period of 3 years
Cutting the number of camera models being assembled from 4 models to 3 models and the number of drone models being assembled from 3 models to 2 models
Decreasing the size of the assembly quality incentive for cameras to a maximum of
$0.40 and the assembly quality incentive for drones to a maximum of $1.00
4. 11Which of the following is an action that merits serious consideration in trying to improve a company's credit rating? In answering this question, you may wish to consult the Help section for page 5 of the Camera & Drone Journal and read the discussion pertaining to The Credit Rating Measures."
Avoid all use of overtime in assembling cameras and drones
Do not increase the compensation paid to PAT members (until the desired credit rating is achieved)--this will help keep production costs for both cameras and drones from rising Issue additional shares of common stock and use the proceeds to pay off bank loans, thereby immediately improving the company's debt-equity percentages
Cut the prices the company charges for both cameras and drones in all four geographic regions by at least 10% in order to improve the company's EPS, ROE, and stock price Increase the size of the company's dividend payments to stockholders--this helps reduce the amount of retained earnings on the company's balance sheet (which in turn helps increase the company's interest coverage ratio)
5. As a general rule, it is important for company managers to be aware of the regions where the company's UAV drone business was most profitable and least profitable in the just-completed decision round (so they can pursue corrective actions in the underperforming regions in the upcoming decision round); the best information, then the best place(s) to look for this information is
page 1 of the Company Operating Report showing "Assembly and Facilities Operations." the top section of page 5 of the Camera & Drone Journal.
the benchmarking data for operating profits and operating profit margins on p. 7 of the Camera & Drone Journal and the region-by-region breakdowns of drone net sales revenues, costs, total operating profits, and operating profit margins displayed on
page 3 of the Company Operating Report. on page 3 of the Company Operating Report there are
page 4 of the Company Operating Report showing the company's financial statements and selected financial statistics.
in the 4-page section of the Competitive Intelligence Report that shows the comparative competitive efforts of rival companies for each region.
6. should almost always give serious consideration to making significant adjustments in its camera/drone strategies and competitive approaches when the company has been unsuccessful in achieving the investor-expected targets for EPS, ROE, and stock price appreciation in the prior decision round and certainly if it has been unsuccessful for the past two decision rounds.
the number of camera and drone workstations the company has installed is NOT well above the industry-averages (as reported on pages 6 and 7 of the most recent Camera & Drone Journal).
several rival companies are charging prices below the regional averages in all four regions for cameras and drones with a four-star or lower P/Q rating.
the company's total production/assembly costs for both action cameras and UAV drones are above the industry averages (as reported on pages 6 and 7 of the latest issue of the Camera & Drone Journal).
its sales and market shares for cameras and drones are below the industry averages in as many as two geographic regions.
7. The makers of action-capture cameras have good reason to sell their camera models to camera retailers in Europe-Africa at lower average wholesale prices than the average wholesale prices charged to camera retailers in Latin America because
the costs of shipping AC cameras from Taiwan to camera retailers in Europe-Africa are $2 lower per camera than the costs of shipping AC cameras from Taiwan to retailers in Latin America.
annual interest rates on bank loans in the Europe-Africa region are 1%-2% lower than interest rates on bank loans in Latin America.
the administrative costs per camera sold that camera-makers incur on sales to camera retailers in Europe-Africa are about S4 lower than those incurred on sales to camera retailers in Latin America.
the warranty repair costs for cameras all companies have to pay in the Europe-Africa region are $10 lower than in Latin America.
they incur lower import duties per action camera sold/shipped to camera retailers in Europe-Africa than the import duties they have to pay on each action camera sold/ shipped to camera retailers in Latin America.
8. Which of the following actions does NOT help improve a company's image rating/brand reputation?
Successfully increasing its global market share of worldwide action-capture camera sales Building a widely recognized reputation for paying camera/drone PAT members the biggest total annual compensation package of any company in the industry
Increasing the company's P/Q ratings of both action cameras and UAV drones Successfully increasing its global market share of worldwide UAV drone sales Spending sizable sums of money for multiple social responsibility initiatives and good corporate citizenship over a multi-year period
9. If a company adds 40 new workstations at a cost of $75,000 each and also spends $14 million for addition space in its camera/drone assembly facilities to accommodate more workstations, then its annual depreciation costs will rise by
10% of the capital cost or $1.700,000. 5% of the capital cost or $850,000.
4% of the capital cost or $680,000. S560,000.
S17 million.
10. Which of the following actions are most likely to catch the eye of action camera shoppers, generate the biggest boost in overall buyer appeal for a company's camera models versus rival brands. and cause the biggest number of additional camera shoppers to purchase its brand instead of rival brands?
Boosting merchandising support to camera retailers stocking the company's brand by 15% Reducing average wholesale prices to camera retailers by $5 in all four geographic regions Increasing the annual number of weekly sales promotion campaigns from 2 to 3 and also increasing the discount to camera retailers during these weekly promotions by 1% Boosting the number of camera models from 3 to 4 while also keeping the company P/Q rating at the same star rating
Raising the P/Q rating on the company's camera models from 4.2 stars to 4.9 stars and only increasing the average wholesale prices to retailers by $4 in all four regions
11. Which of the following results from the latest decision round are LEAST important in providing guidance to company managers in making their strategic moves and decisions to improve their company's competitiveness and rank among the top-performing companies in the upcoming decision round?
The information concerning the company's market segment performance for both action cameras and UAV drones found on pages 2 and 3 of the Company Operating Report
The comparative competitive efforts of rival companies in each geographic region that are found in Competitive Intelligence Report
Each company's performance on EPS, ROE. stock price. credit rating. and image rating displayed on the pp. 2 and 3 of the Camera & Drone Journal
The industry-low, industry-average, and industry-high benchmarks on pp. 6-7 of each issue of the Camera & Drone Journal
The balance sheet data in the middle section of page 5 of the Camera & Drone Journal
12. If your company earns $3.00 per share of common stock (in a year when the investor-expected EPS target is $3.60), if another company has an industry-leading EPS of S5.00, and if EPS has
a scoring weight of 20 points, then your company's EPS score on the Best-in-Industry scoring standard will be
11 points
17 points (83.3% of the 20 points awarded for meeting the EPS target) 10 points
12 points
15 points
13. The industry-low. industry-average. and industry-high benchmarks on pp. 6-7 of each issue of the Camera & Drone Journal
are of little value to company managers in making decisions to improve company performance in the upcoming decision round because the benchmarking data do not identify which particular companies have the lowest/highest costs and operating profits in each geographic region.
are most valuable to the managers of companies whose costs are close to the industry-low values and to the managers of companies whose operating profits and operating profit margins are at or close to the industry-high benchmarks.
are worth careful scrutiny by the managers of all companies because when the camera/drone benchmarking data signals that a company's costs/operating profits for one or more of the benchmarks are clearly out-of-line (or unappealing), managers are well advised to take corrective action in the upcoming decision round.
have the greatest value to the managers of companies that have negative operating profit per camera sold in one of more geographic regions because their marketing andlor administrative expenses per camera sold are too far above the industry averages.
are of considerable value to the managers of companies pursuing a low-cost strategy but are of very limited value to managers of companies pursuing all other types of strategies to outcompete and outperform rival companies.
14. Which of the following is an action company co-managers can take that will help the company meet or beat the investor-expected ROE targets in upcoming years?
Making it standard practice to issue more shares of common stock to fund all capital expenditures for camera/drone workstation space, the installation of additional camera/drone workstations, and any robotics upgrades that company co-managers decide to undertake
Not paying an annual dividend to shareholders or else paying only a small portion of net profits (say less than 15%) to shareholders in the form of an annual dividend because retaining more earnings in the business makes it easier to meet the higher ROE targets expected by investors
Frequently increasing annual dividend payments to shareholders, perhaps reaching a dividend payout ratio of 30% to 50% (or more) in years 11-15: retaining a smaller fraction of earnings for use in the company's camera/drone business makes it easier for the company to achieve the higher ROE targets expected by investors.
Making it standard practice to use a combination of internal cash flows from operations and new issues of common stock to finance the company's growth and new capital investments in assembling action cameras and UAV drones.
Financing the installation of additional camera/drone workstations, and any robotics upgrades that company co-managers decide to undertake with a combination of 50% debt (1-year, 5- year, and/or 10-year bank loans) and 50% proceeds from the issue of additional shares of common stock
15. Which one of the following is NEITHER an advantage or disadvantage of shifting to roboticsassisted camera assembly methods?
Installing robots at each camera workstation enables the size of PATs to be cut by one member.
The capital cost of converting to robot-assisted camera assembly results in higher annual depreciation costs in producing/assembling cameras.
Robotics-assisted assembly increases workstation maintenance costs from $10,000 annually per camera workstation to $25,000 annually per camera workstation.
Robot-assisted camera assembly reduces total annual compensation costs per camera PAT.
If borrowing is used to partly or wholly finance the cash outlays required to pay for robotics upgrades, the company will incur higher interest costs until the borrowed funds are repaid.
16. As explained in the Help section for the Workforce Compensation, Training, and Product Assembly decision screen, if (1) a company pays a drone PAT member an annual base wage of
$25.000, an $800 year-end bonus for perfect attendance, and provides a company-paid annual fringe benefits package worth $3,600 and (2) a PAT is paid a $4 assembly quality incentive per UAV drone assembled that is equally divided among 4 PAT members, then if a drone PAT's productivity is 1500 drones per year
the total compensation cost per drone assembled would be $82.40. the total compensation cost per drone assembled would be $41.20. the total compensation cost per drone assembled would be $37.33. the total compensation cost per drone assembled would be $78.67. the total compensation cost per drone assembled would be $42.00 [Show Less]