Page 580 - Sensors and Control Systems in Manufacturing
P. 580

Economic and Social Inter ests in the Workplace
                                              Original production  New order  Total    533
                           Gross revenues     $100,000          $90,000   $190,000
                           Variable costs       50,000           52,000    102,000
                           Contribution margin  50,000           37,000     87,000
                           Fixed costs          20,000           18,000     38,000

                           Profit before taxes  $30,000         $19,500    $49,500
                           Return on sales       30.0%           21.7%       26.1%

                          TABLE 11.3  Financial Results
                             Note:  For accuracy, it is important to use current or projected
                          prices of materials, labor, and overhead in this type of incremental
                          analysis.
                             Average prices or allocated costs derived from historical cost
                          accounting records (for example, material costs based on the first-in,
                          first-out method) may not produce current figures that can be relied
                          on in making a decision.
                             The financial results of accepting the new contract would there-
                          fore be as shown in Table 11.3.
                             The incremental analysis shows that the new contract will be
                          profitable, but the rate of return will not be as high as for the original
                          level of production. The computation would have given different
                          results if the original variable costs of $5 per unit and the fixed cost of
                          $20,000 had been used. Incremental analysis makes it possible for a
                          manufacturer to examine the probable results of making major changes
                          in the production level and in the arrangement and scheduling of
                          production activity.

                          11.2.6  Make versus Buy
                          Most manufacturing firms buy some parts from outside suppliers for
                          use in assembling the finished products. Often, the manufacturing
                          firm could make the part in its own plant instead of buying it from an
                          outside source. The question is whether the cost of making the prod-
                          uct itself would be less than the cost of purchasing it from an outside
                          supplier. An analysis of these two alternatives is known as a make-or-
                          buy analysis.
                             Take, for example, a manufacturing firm that now purchases
                          10,000 small electric motors a year at $4.80 each after deducting quan-
                          tity discounts. The question it faces is this: Can it make the motor
                          itself for $4.80 or less?
                             Assume that the costs of producing 10,000 motors a year in its
                          own plant would be as follows:
   575   576   577   578   579   580   581   582   583   584   585