chapter 6 Sensitivity Analysis

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Chapter06弹性和需求

Chapter06弹性和需求
Copyright © 2008 by the McGraw-Hill Companies, Inc. All rights reserved.
Managerial Economics
Price Elasticity of Demand (E)
• Measures responsiveness or sensitivity of consumers to changes in the price of a good
Then express demand as Q a' bP , where 垐 a' a cM dPR and the slope parameter

is b Q P
6-11
Managerial Economics
Point Elasticity When Demand is Linear
6-12
Managerial Economics
Point Elasticity When Demand is Curvilinear
• Compute elasticity using either of two equivalent formulas below
Q P P E P Q P A
6-14
Managerial Economics
Constant Elasticity of Demand
(Figure 6.3)
6-15
Managerial Economics
Marginal Revenue
• Marginal revenue (MR) is the change in total revenue per unit change in output • Since MR measures the rate of change in total revenue as quantity changes, MR is the slope of the total revenue (TR) curve

管理会计选择题

管理会计选择题

管理会计Chapter11. How is management accountable to the owners of the company?A. Providing goods and services at a r easonable priceB. Providing a safe work environmentC. Making loan paymentsD. Providing a return on investments2.Indicate whether the following are characteristics of financial accounting (F) or management accounting (M).Primary users are investors and stakeholders FThe focus is on relevance of the information and looking towards the future MConcern exists on how information affects employees MRules are prescribed by Generally Accepted Accounting Principles (GAAP) FReports are usually summarized and prepared on a quarterly or annual basis F3. Which of the following is NOT a current business trendA. A shift to a product-based economyB. Global competitionC. Just-in-time managementD. Total quality management4. Identify the following as product or period costs for a merchandiser:Cost of inventory items productAdvertising periodSalaries periodFreight-in productDelivery expense period5. Which of the following is an inventory account of a manufacturing company?A. Direct materialsB. Work in processC. Finished goodsD. All of the above6. Which of the following is an indirect cost of a manufacturer?A. Direct materialB. Direct laborC. Manufacturing overheadD. All of the above8. Which inventory account is used to compute Cost of goods sold for a manufacturer?A. Direct materialsB. Work in processC. Finished goodsD. Merchandise inventory9. What is the difference between“total manufacturing costs incurred”and“cost of goods manufactured”?A. The change in Work in process inventory.B. Total manufacturing costs does not include manufacturing overhead.C. Cost of goods manufactured only includes direct costs.D. There is no difference.10. Which of the following is a required ethical standard of the Institute of Management Accountants?A. Maximization of profitB. ProductivityC. EfficiencyD. Integrity答案:1.D 3.A 5.D 6.C 8.C 8.A 10.D1. Activity-based costing:A. determines a cost driver for each production activity.B. is less accurate than using a predetermined overhead application rate.C. is less common in a competitive business environment.D. is all of the above.2. Under ABC, which of the following would be a reasonable cost driver for materials handling?A. Direct labor hoursB. Machine hoursC. Number of partsD. Square feet of warehouse3. What types of decisions are made with activity-based management?A. PricingB. Product mixC. Cost cuttingD. All of the above4. This method of pricing begins with the amount customers are willing to pay and subtracts desired profit to determine the desired cost.A. Traditional costingB. Target pricingC. Market-based costingD. Price profit analysis5. Which of the following is NOT a characteristic of just-in-time (JIT) production?A. Small quantity of materials on handB. Machines and workers grouped in “cells”C. Strong relationship with suppliersD. Minimization of lost sales6. What is unique about accounting for product costs in a JIT system?A. Costs aren’t recorded until the goods are complete.B. Manufacturing overhead is not allocated to goods.C. Cost of goods sold is an estimate.D. A ll of the above are true.7. Continuous improvement is an essential piece of which management approach?A. Profit maximizationB. Total quality managementC. Autocratic approachD. Efficiency model8. Which of the following of the four quality costs is likely to be the most expensive?A. PreventionB. AppraisalC. Internal failureD. E xternal failure9. Product testing is an example of which quality cost?A. PreventionB. AppraisalC. Internal failureD. External failure10. Training personnel is an example of which quality cost?A. PreventionB. AppraisalC. Internal failureD. External failure1.A2.C3.D4.B5.D6.A7.B8.D9.B 10.A1. Which of the following is most likely a variable cost?A. Factory rentB. Property taxesC. DepreciationD. Sales commissions2. This type of cost per unit remains constant, while the total cost increases with activity.A. VariableB. FixedC. MixedD. Semi-variable3. This type of unit cost decreases with activity, but the total cost remains constant.A. VariableB. FixedC. MixedD. Semi-variable4. Which of the following would most likely be a mixed cost?A. Direct laborB. Straight-line depreciationC. UtilitiesD. Office salaries5. The simplest method to split a mixed cost into its fixed and variable components is called:A. fixed-variable separation.B. high-low method.C. multiple regression.D. breakeven analysis.6. Which of the following is an assumption of CVP analysis?A. Costs can be classified as either fixed or variable.B. V olume is the only factor that impacts costs.C. Fixed costs don’t change.D. A ll of the above are true.7. The sales level where net income equals zero is called:A. the break even point.B. zero sum sales.C. net loss.D. deficit earnings.8. Excess sales over breakeven sales is referred to as:A. absorption potential.B. margin of safety.C. margin of error.D. contribution margin.9. An increase in total fixed costs would:A. increase contribution margin and increase the break even point.B. increase the break even point only.C. increase contribution margin and decrease the break even point.D. decrease contribution margin and increase the break even point.10. Contribution margin equals:A. sales –variable costs.B. sales –fixed costs.C. fixed costs –variable costs.D. sales –variable costs –fixed costs1.D2.A3.B4.C5.B6.D7.A8.B9.B 10.A1. Which approach assigns both variable and fixed manufacturing costs to products?A. Absorption costinB. Variable costingC. Neither absorption nor variable costingD. Both absorption and variable costing2. Which approach assigns variable manufacturing costs to products?A. Absorption costingB. Variable costingC. Neither absorption nor variable costingD. Both absorption and variable costing3. Sales revenue minus Cost of goods sold equals?A. Contribution marginB. Operating incomeC. Gross profitD. Product profit4. Sales revenue minus Variable cost of goods sold equals?A. Product profitB. Gross profitC. Contribution marginD. Operating income5. Assuming no beginning inventory, if production is greater than sales, which of the following is TRUE?A. Ending inventory would be lowest under absorption costingB. Ending inventory would be highest under variable costingC. Operating income would be highest under variable costingD. Operating income would be highest under absorption costing6.Add-it-up Co. has variable manufacturing costs of $20 per calculator and fixed manufacturing costs of $100,000.Add-it-up produced 10,000 calculators in June and sold 9,000. What is Add-it-up’s COGS using absorption costing?A. $300,000B. $270,000C. $280,000D. $180,0007. Add-it-up Co. has variable manufacturing costs of $20 per calculator and fixed manufacturing costs of $100,000.Add-it-up produced 10,000 calculators in June and sold 9,000. What is Add-it-up’s COGS using variable costing?A. $300,000B. $270,000C. $280,000D. $180,0008. Add-it-up Co. has variable manufacturing costs of $20 per calculator and fixed manufacturing costs of $100,000.Add-it-up produced 10,000 calculators in June and sold 9,000. What is Add-it-up’s ending inventory using absorption costing?A. $0B. $31,110C. $30,000D. $20,0009. Add-it-up Co. has variable manufacturing costs of $20 per calculator and fixed manufacturing costs of $100,000.Add-it-up produced 10,000 calculators in June and sold 9,000. What is Add-it-up’s ending inventory using variable costing?A. $0B. $31,110C. $30,000D. $20,00010. Which statement is most correct?A. GAAP requires absorption costing.B. Absorption costing is more in-line with JIT inventories.C. Variable costing is preferred by financial accountants.D. Variable costing allows “hiding”of costs in inventory.1.A2.D3.C4.C5.D6.B7.D8.C 9,.D 10.A1. Which of the following is NOT a benefit of budgeting?A. It forces managers to plan.B. It promotes communication.C. It provides a benchmark.D. It guarantees profitability.2. Which budget is considered the cornerstone of the master budget?A. The sales budgetB. The production budgetC. The capital expenditures budgetD. The cash budget3. Which of the following is the correct order to calculate budgeted production?A. Beginning inventory + Production–Ending inventoryB. Budgeted sales+ Ending inventory –Beginning inventoryC. Ending inventory –Budgeted sales+ Beginning inventoryD. Budgeted sales + Beginning inventory + Ending inventory4. Which budgets make up the financial budget?A. Cash budgetB. Budgeted balance sheetC. Budgeted income statementD. All of the above5. Which of the following is correct?A. The direct labor budget is prepared before the production budget.B. The direct materials budget is prepared after the ending finished goods inventory budget.C. The production budget is prepared before the manufacturing overhead budget.D. None of the above are correct.6. A company plans to sell 1,000 CD players in June and 2,000 in July, with an average sales price of $20. They collect 30% in the month of sale and 70% in the month following the sale. How much cash is collected from customers in July?A. $26,000B. $14,000C. $28,000D. $ 6,0007. A company’s direct materials budget shows $50,000 in direct materials purchases for April and $60,000 for May. The company pays 60% in the month of purchase and 40% in the month following the sale. How much were cash payments for direct materials in May?A. $56,000B. $54,000C. $66,000D. $30,0008. Which of the following will NEVER appear on a cash budget?A. R ent paidB. DepreciationC. C ash paid for manufacturing overheadD. Advertising paid9. The budgeted income statement shows:A. b udgeted cost of goods sold.B. c ash payments for direct materials.C. c ash payments for dividends.D. a ll of the above.10. Sensitivity analysis:A. a llows managers to perform what-for analysis.B. a llows managers to predict stock markets.C. i s a function performed by the human resource department.D. i s none of the above.1.D2.A3.B4.D5.C6.A7.A8.B9.A 10.D1. A flexible budget:A. is prepared for different activity levels.B. separates variable costs from fixed costs.C. shows variances as favorable or unfavorable.D. is all of the above.2. If the flexible budget sales amount is greater than the amount on the master (static) budget, the result is a(n):A. f avorable sales volume variance.B. u nfavorable sales volume variance.C. f avorable flexible budget variance.D. u nfavorable flexible budget variance.3. If a company was trying to improve its labor quantity variance, it would:A. consider pay rates.B. eliminate fringe benefits.C. use time-and-motion studies.D. do all of the above.4. Over which variance do production managers have the least control?A. Direct material quantity varianceB. Direct materials price varianceC. Direct labor quantity varianceD. Direct labor price variance9. Which overhead variance shows how well managers controlled overhead costs?A. T otal overhead varianceB. O verhead flexible budget varianceC. O verhead production volume varianceD. O verhead price variance10. When a company uses a standard cost accounting system, for which amount is the Materials inventory account debited w hen purchases are made?A. S tandard quantity x standard priceB. A ctual quantity x actual priceC. S tandard quantity x actual priceD. A ctual quantity x standard price11. In a standard costing income, how would an unfavorable labor price variance affect Cost of goods sold?A. I ncreaseB. D ecreaseC. N o effect1.D2.A3.C4.D 9.B 10.D 11.A1. Which of following is NOT a service department?A. PayrollB. Physical PlantC. Graphic ServicesD. DVD Profit Center2. A Service department:A. usually generates no revenues.B. provides repairs for customers.C. allocates revenues to shared resources.D. does all of the above.3. Which of the following would be the best choice for allocating shared facilities costs?A. Relative operating expensesB. Number of hours of useC. Number of employeesD. None of the above4. Which allocation base may a company use if cost data are not available or are too costly to collect?A. Relative amount of revenueB. Relative amount of operating incomeC. Neither A nor BD. Either A or B5. Tool Warehouse’s payroll division services the wrench and the hammer departments. The wrench department has 4 employees and the hammer department has 6 employees. The payroll division incurred $10,000 in costs. How much shared payroll cost will be allocated if costs are shared based on number of employees?A. $4,000 to the hammer departmentB. $4,000 to the wrench departmentC. $6,000 to the wrench departmentD. $10,000 to the wrench department6. Tool Warehouse’s payroll division services the wrench and the hammer departments. The wrench department has 35 and the hammer department has 65 employee requests per month. The payroll division incurred $10,000 in costs. How much shared payroll cost will be allocated if costs are shared based on number of requests?A. $6,500 to the hammer departmentB. $6,500 to the wrench departmentC. $3,500 to the hammer departmentD. $10,000 to the hammer department7. Which of the following is a system for evaluating the performance of a manager of a cost, revenue, profit, or investment center?A. B udget accountingB. Responsibility accountingC. V ariance accountingD. None of the above8. The manager of this type of responsibility center focuses on increasing sales revenue and controlling costs. This is a(n):A. c ost center.B. revenue center.C. profit center.D. investment center9. The type of responsibility center that primarily focuses on keeping expenses down isa(n):A. c ost center.B. revenue center.C. profit center.D. investment center.10. The manager of this type of responsibility center has a goal of increasing economicvalue added. This is a(n):A. c ost center.B. revenue center.C. profit center.D. investment center1.D2.A3.B4.D5.B6.A7.B8.C9.A 10.DChapter 101. Costs that cannot be changed because they occurred in the past are called:A. relevant costs.B. sunk costs.C. fixed costs.D. variable costs.2. Which qualitative characteristic should managers consider as relevant?A. Impact on employee moraleB. Customer relationsC. Impact on qualityD. All of the above3. When should a special sales order be accepted?A. If the reduced price covers all costs to make the productB. If the reduced price covers all fixed costs allocated to the productC. If the reduced price covers all the variable costsD. In all cases when there is excess capacity4. Which of the following is a characteristic of a price-setter?A. Unique productsB. Intense competitionC. Target pricing approachD. All of the above5. The pricing method that begins with the sales price and subtracts the desired profit is called:A. cost-plus pricing.B. target pricing.C. sales less profit pricing.D. p rofit-focused pricing.6. Which of the following is NOT a factor in deciding whether to drop a product?A. Negative contribution marginB. Impact on sales of other productsC. Unavoidable fixed costsD. Use of freed capacity7. Which of the following is a constraint of a manufacturer?A. Labor hoursB. Machine hoursC. Available materialsD. All of the above8. The decision rule on outsourcing states that a company should outsource if:A. the incremental cost of making the product exceeds the cost to outsource.B. the incremental cost of making the product is less than the cost to outsource.C. fixed costs are unaffected by outsourcing.D. the contribution margin of the product is positive.9. A company decides against outsourcing a product. If it had outsourced, the freed capacity could have been used to earn revenue. This is an example of a(n):A. sunk cost.B. o pportunity cost.C. unavoidable fixed cost.D. irrelevant cost.10. Which of the following is a consideration when deciding whether to sell a product “as is”or process it further?A. The cost of processing furtherB. The pricing model emphasizedC. Unavoidable fixed costs incurredD. All of the above1.A2.D3.C4.A5.B6.C7.D8.A9.B 10.AChapter 111. Which of the following decisions would NOT fall under capital budgeting?A. Purchasing new equipmentB. Building a new facilityC. Buying a short-term investmentD. Automating production2. When estimating future cash inflows from a capital investment, which of the following are included?A. Future cash revenue generatedB. Future savings in operating costsC. Future residual valueD. All of the above3. The decision rule regarding the payback period states that the:A. shorter the payback period, the more attractive the investment.B. longer the payback period, the more attractive the investment.C. payback period should exceed the asset’s life.D. payback period should be compared to the internal rate of return.4. A criticism of the payback period is that it:A. uses operating income instead of cash flows.B. focuses only on the time value of money.C. de-emphasizes risk of assets with longer lives.D. ignores cash flows after the payback period.5. The unique element of the accounting rate of return method is:A. its focus on operating income instead of cash flows.B. its use of time value of money.C. that it ignores cash flows later in the asset’s life.D. that it generates a unique rate of return.6. You want to invest in an account today that earns 10% interest, so that you can have a $10,000 down payment(分期付款中的头期款on a home in five years. The formula used to compute the amount to invest is:A. PV factor (i = 10%, n = 5) x $10,000.B. Annuity PV factor (i = 10%, n = 5) x $10,000.C. FV factor (i = 10%, n = 5) x $10,000.D. Annuity FV factor (i = 10%, n = 5) x $10,000.7. What factor affects the time value of money?A. Principal –the amount of the investedB. Interest rateC. Time amount is investedD. All of the above8. Which of the following capital budgeting methods uses the time value of money?A. P ayback periodB. Accounting rate of returnC. Internal rate of returnD. All of the above9. The profitability index would most likely be used with which of the following capital budgeting methods?A. P ayback periodB. Accounting rate of returnC. I nternal rate of returnD. Net present value method10. Which of the following capital budgeting methods sets the cost of the investment to equal the present value of its expected cash inflows?A. Payback periodB. Accounting rate of returnC. Internal rate of returnD. Net present value1.C2.D3.A4.D5.A6.A7.D8.C9.D10.CChapter 121. Which of the following is NOT an advantage of decentralization?A. Provides trainingB. Supports use of expert knowledgeC. Improves customer relationsD. Helps goal congruence2. Financial performance measures:A. t end to be lag indicators.B. a re lead indicators.C. f ocus on the long-term.D. a re all of the above.3. The balanced scorecard:A. focuses mainly on financial goals.B. uses key performance indicators.C. contains three perspectives.D. is all of the above.4. Market share is a key performance indicator of which balanced scorecard p erspective?A. FinancialB. CustomerC. Internal BusinessD. Learning & Growth5. Employee turnover is a key performance indicator of which balanced scorecard perspective?A. FinancialB. CustomerC. Internal BusinessD. Learning & Growth1.D2.A3.B4.B5.D。

sensitivity analysis学术语言-概述说明以及解释

sensitivity analysis学术语言-概述说明以及解释

sensitivity analysis学术语言-概述说明以及解释1.引言1.1 概述在学术研究和实践中,sensitivity analysis(敏感性分析)是一种重要的方法,用于评估模型输出结果对输入参数变化的敏感程度。

通过分析模型输入参数的变化对输出结果的影响,可以帮助研究人员更好地理解模型的稳定性和可靠性。

敏感性分析不仅可以帮助我们识别哪些参数对模型的结果影响最大,还可以帮助我们优化模型,提高模型的预测能力和可靠性。

本文将深入探讨sensitivity analysis的概念、在学术研究中的重要性以及方法及应用。

通过对这些内容的综合讨论,读者将能够了解敏感性分析在科研领域中的广泛应用和意义。

1.2 文章结构文章结构部分的内容可以按照以下内容进行编写:文章结构部分旨在介绍整篇文章的组织结构,为读者提供一个整体的概览。

本文共分为三大部分:引言、正文和结论。

在引言部分,我们将首先对sensitivity analysis的概念进行概述,说明其在学术研究中的重要性,并阐述本文的目的。

接着,正文部分将对sensitivity analysis的概念进行详细解释,阐述其在学术研究中的重要性,并介绍其方法及应用。

最后,在结论部分,我们将总结文章的主要内容,展望sensitivity analysis未来的发展方向,以及得出结论。

通过这样明确的结构安排,读者可以更清晰地了解本文的主要内容和逻辑顺序,有助于他们更好地理解和消化文章内容。

1.3 目的本文的主要目的在于探讨sensitivity analysis在学术研究中的重要性和应用。

通过对sensitivity analysis概念、方法及其在学术研究中的具体应用进行深入分析,希望能够进一步加深对该分析方法的理解,为研究人员提供更好的参考和指导。

同时,也旨在探讨sensitivity analysis在未来的发展方向和应用前景,为学术界提供启示和启发。

sensitivity analysis definition -回复

sensitivity analysis definition -回复

sensitivity analysis definition -回复什么是敏感性分析(Sensitivity Analysis)?敏感性分析是一种统计分析方法,用于评估模型的输出结果对输入参数的变化的敏感程度。

它通过对模型中的参数进行变化和调整,观察模型输出结果的变化情况,以此来评估模型的鲁棒性和可靠性。

敏感性分析的目的是了解模型中各个输入参数对输出结果的影响程度,以帮助决策者更好地理解和评估模型的结果。

在实际应用中,敏感性分析可以用于探究不同模型的输入参数对输出结果的影响,帮助选择最优模型;也可以用于分析和预测未来发展中的不确定因素,提供决策支持等。

敏感性分析的方法主要包括单变量分析、多变量分析和全局敏感性分析。

其中,单变量分析是将模型中的一个参数在一定范围内进行变化,观察输出结果的变化情况;多变量分析是将多个输入参数同时变化,观察其对输出结果的影响;而全局敏感性分析则是通过系统地考察所有输入参数的可能取值和组合方式,评估它们对输出结果的影响。

在进行敏感性分析时,需要先确定所要分析的模型和输入参数,并对参数的取值范围进行设定。

接下来,通过改变参数取值,可以使用不同的分析方法进行敏感性分析。

其中,常用的方法包括图表分析、散点图、回归分析、卡方检验等。

敏感性分析的结果可以用于识别模型中最重要的参数,以及对结果影响最大的参数。

通过对这些参数进行优化和调整,可以改进模型的准确性和可靠性,提高决策的精确性。

此外,敏感性分析还可以帮助识别参数之间的相互作用和潜在的风险,从而提供决策者对不同场景下的预防和控制策略。

需要注意的是,敏感性分析只是一种评估模型的输出结果对输入参数的敏感程度的方法,并不是对模型本身进行验证和确认的方式。

因此,在进行敏感性分析时,需要结合其他的评估方法和统计技术,确保模型的准确性和可靠性。

综上所述,敏感性分析是一种用于评估模型输出结果对输入参数变化的敏感程度的统计分析方法。

它可以帮助决策者更好地理解和评估模型的结果,并为决策提供科学依据。

运筹学作业d文档

运筹学作业d文档

运筹学作业d⽂档注:没有选项的题是判断题,每⼀章的前⼏道都是判断题Chapter 11. Managers do not need to know the mathematical theory behind the techniques of management science in order to lead management science teams.2. Management scientists are responsible for making the managerial decisions for an organization.3. Once management makes its decisions, the management science team typically continues to work to implement the new plan.4. At the break-even point, the fixed cost equals the variable cost.5. Sensitivity analysis is used to check the effect on the recommendations of a model if the estimates turn out to be wrong.6. Enlightened future managers do not need to know which of the following?A. How the models of management science are solved.B. When management science can and cannot be applied.C. How to apply the major techniques of management science.D. How to interpret the results of a management science study.E. None of the above.7. Which of the following is not a component of a mathematical model for decision making?A. Decision variables.B. A spreadsheet.C. Constraints.D. Parameters.E. All of the above.8. Which of the following is not a step taken in a typical management science study?A. Define the problem and gather data.B. Formulate a model.C. Apply the model and develop recommendations.D. Help to implement the recommendation.E. All of the above are typical steps in a management science study.9. Which of the following is true at the break-even point?A. The fixed cost equals the variable cost.B. The production quantity equals the sales forecast.C. The company will neither make nor lose money on the product.D. The profit equals the cost.E. None of the above.10. A constraint in a mathematical model isA. a variable representing the decision to be made.B. an inequality or equation that restricts the values of the variables.C. a measure of the performance of the model.D. the sales forecast.E. none of the above.Chapter 21. Linear programming problems may have only one goal or objective specified.2. A feasible solution is one that satisfies at least one of the constraints of a linear programming problem.3. The cell containing the measure of performance is referred to as a changing cell.4. A linear programming problem can have only one optimal solution.5. When solving a maximization problem graphically, it is generally the goal to move the objective function line in, toward the origin, as far as possible.6. In a linear programming spreadsheet model, the output cells can typically be expressed as a SUMPRODUCT function.7. Changing only the right-hand side of a constraint creates parallel constraint boundary lines.8. The Assume Nonnegative option assures that the target cell will remain nonnegative.9. Which of the following is a component of a linear programming model?A. Constraints.B. Decision variables.C. Parameters.D. An objective.E. All of the above.10. Which of the following are not types of cells in a linear programming spreadsheet model?A. Changing cellsB. Target cellC. Output cellsD. Input cellsE. Data cells11. For the products x and y, which of the following could be a linear programming objective function?A. C = x + 2y.B. C = x+ 2xy.C. C = x - 2(y-squared).D. C = x + 2x/y.E. All of the above.12. Which of the following is not a step in the graphical method:A. Draw the constraint boundary line for each functional constraint.B. Find the feasible region.C. Determine the slope of one objective function line.D. Find the optimal solution using a straight-edge.E. All of the above are steps in the graphical method.13. Given the following 2 constraints, which solution is a feasible solution for a maximization problem?A. (X1 , X2 ) = (1, 5).B. (X1 , X2 ) = (4, 1).C. (X1 , X2 ) = (4, 0).D. (X1 , X2 ) = (2, 1).E. (X1 , X2 ) = (2, 4).14. What is the cost of the optimal solution for the following problem?A. 0.B. 3.C. 15.D. 18.E. 21.15. A local bagel shop produces bagels (B) and croissants (C). Each bagel requires 6 ounces of flour, 1 gram of yeast, and 2 tablespoons of sugar. A croissant requires 3 ounces of flour, 1 gram of yeast, and 4 tablespoons of sugar. The company has 6,600 ounces of flour, 1,400 grams of yeast, and 4,800 tablespoons of sugar available for today's baking. Bagel profits are 20 cents each and croissant profits are 30 cents each. What is the objective function?A. 2B + 4C <= 4,800.B. (B, C) = (0, 1400).C. P = 0.2B + 0.3C.D. $340.E. None of the above.Chapter 31. There is only one correct way to set up a spreadsheet model.2. In the Everglade Golden Years Company problem, the long-term loan had a lower interest rate than the short-term loan.3. When sketching out a spreadsheet, all of the equations should be entered in the sketch.4. Data should be repeated on the spreadsheet wherever it is needed.5. Numbers should be entered directly into formulas.6. Range names can make equations and the Solver dialogue box easier to read and interpret.7. Shading of cells in the spreadsheet should be avoided.8. The toggle alternates between showing equations and showing values in the cells of the spreadsheet.9. Powerful Excel functions should be used to keep the spreadsheet as concise as possible.10. Using absolute and relative references appropriately makes it easy to expand a model to full-size.11. Which of the following is not a major step in the process of modeling with spreadsheets?A. PlanB. BuildC. TestD. AnalyzeE. All are major steps in the process of modeling with spreadsheets.12. Which of the following are useful steps in the planning stage?A. Visualize where you want to finishB. Do some calculations by handC. Sketch out a spreadsheetD. Sensitivity analysisE. All are useful steps in the planning stage.13. Each constraint should be entered into how many cells on the spreadsheet?A. 1B. 2C. 3D. 4E. 514. Which of the following is not useful for debugging a spreadsheet?A. The auditing toolbar.B. The toggle.C. Trying different values in the changing cells for which you know the solution.D. A and C only.E. All are useful for debugging a spreadsheet.15. Which element of the spreadsheet model should be entered first?A. The data.B. The output cells.C. The target cell.D. The changing cells.E. None of the above.Chapter 41. When formulating a linear programming model on a spreadsheet, the constraints are located in the data cells.2. A mathematical model will be an approximation of the real problem.3. Linear programming must have integer solutions.4. Strict inequalities (i.e., < or >) are permitted in linear programming formulations.5. Once a linear programming problem has been formulated, it is common to make major adjustments to it.6. Resource-allocation problems have constraints for each limited resource.7. A resource constraint has a >= sign in a linear programming model.8. Distribution-network problems typically have mostly <= constraints.9. Which of the following is not a category of linear programming problems?A. Resource-allocation problems.B. Cost-benefit-tradeoff problems.C. Distribution-network problems.D. B and C.E. All of the above are categories of linear programming problems.10. A linear programming model does not contain which of the following components?A. Data.B. Decisions.C. Constraints.D. Measure of performance.E. A spreadsheet.11. Which of the following may not be in a linear programming formulation?A. <=.B. >.C. =.D. A. and C. only.E. All of the above.12. Distribution-network problems have the following type of constraints:A. >=.B. <=.C. >.D. <.E. None of the above.13. Resource-allocation problems typically have which of the following type of constraints:A. >=.B. <=.C. =.D. None of the above.E. All of the above.14. Cost-benefit tradeoff problems typically have which of the following type of constraints:A. >=.B. <=.C. =.D. None of the above.E. All of the above.15. Mixed problems may not have which of the following type of constraints:A. >=.B. <=.C. =.D. All of the above.E. None of the above.Chapter 61. Transportation problems are concerned with distributing commodities from sources to destinations in such a way as to maximize the total amount shipped.2. Transportation problems always have integer solutions if the supplies and demands are all integer.3. The Hungarian Method is an algorithm used to solve assignment problems.4. When demand and supply are not equal in a transportation problem then the problem can be reformulated and solved.5. It is possible to adjust the transportation simplex method to maximize profit instead of minimize cost.6. Which of the following is needed to use the transportation model?A. Capacity of the sources.B. Demand of the destinations.C. Unit shipping costs.D. All of the above.E. None of the above.7. Which of the following is not an assumption or requirement of a transportation problem?A. I and IVB. II and IIIC. I, II and IVD. I and IIIE. I, II, III, and IV8. Which of the following can be modeled as variants of the standard transportation problem?A. The sum of the supplies exceeds the sum of demands.B. A destination has a minimum and maximum demand.C. Certain source-destination combinations cannot be used for distributing units.D. A. and B. only.E. All can be modeled as a variation of the transportation problem.9. An assignment problem:A. will always have an integer solution.B. has all supplies and demands equal to 0.C. always has the demand greater than the supply.D. All of the above.E. None of the above.10. Which of the following is an assumption of assignment problems?A. The number of assignees and the number of tasks are the sameB. The objective is to minimize the number of assignments not made.C. Each task is to be performed by exactly one assignee.D. A. and C. only.E. None of the aboveChapter 71. Each node in a minimum cost flow problem where the net amount of flow generated is a fixed positive number is a supply node.2. If the SUMIF function is used in a network optimization models, it will be nonlinear.3. In a maximum flow problem, the source and sink do not have fixed supplies and demands.4. A shortest path problem may have multiple destinations.5. The number of links in a spanning tree is always the same as the number of nodes.6. The network simplex is a streamlined version of the simplex method.7. Which of the following is not a special type of linear programming problem?A. I and IV.B. I, II, and III.C. II, III, and IV.D. IV only.E. None of the above.8. Which of the following will have positive net outflow in a minimum cost flow problem?A. Supply nodes.B. Transshipment nodes.C. Demand nodes.D. All of the above.E. None of the above.9. Which of the following is not an application of a shortest path problem?A. I and II onlyB. I, II, and III only.C. II onlyD. I, II, III, and IVE. I, III, and IV only.10. If there are 8 nodes in a minimum spanning tree problem then how many links will there be in the solution?A. 6.B. 7.C. 8.D. We cannot tell how many links there will be until it has been solved.E. The total cost will be 7.Chapter 81. In an Activity-On-Arc project network, the nodes are used to separate an activity from each of its immediate predecessors.2. If two paths are tied for the longest duration, the one with the most activities would be considered to be the critical path.3. The slack of an activity is the difference between the latest finish and the latest start times.4. When calculating the probability that a project will finish by a certain time, the approximation that is obtained is usually higher than the true probability.5. The latest finish time for an activity is:A. based on the length of the critical path.B. determined by the maximum of the earliest finish times of its immediate predecessors.C. determined by the maximum of the earliest finish times of its immediate successors.D. the same as the latest start time of its immediate predecessor.E. None of the above.6. Activity C has an early start time of 7, an early finish time of 12, a latest start time of 13, and a latest finish time of 18. Its slack is:A. 0.B. 1.C. 4.D. 6.E. 9.7. Which of the following is a benefit of PERT/CPM?A. It provides an estimate of how long a project will take.B. It allows an activity to overlap with its immediate predecessors.C. It addresses the important issue of how to allocate limited resources.D. A. and C. only.E. All of the above.8. An activity has an optimistic time estimate of four days, a most likely time estimate of eight days, and a pessimistic time estimate of fifteen days. The expected duration of this activity is:A. 7.0 days.B. 7.5 days.C. 8.0 days.D. 8.5 days.E. 10.0 days.9. Which of the following is not a way of crashing an activity?A. Using overtime.B. Hiring more workers.C. Using specialized equipment.D. A. and C.E. All of the above are ways of crashing an activity.10. PERT/Cost does not:A. find the penalty costs if a project is not completed on time.B. compare the actual budget with the planned budget.C. show management where to focus attention during the project.D. A. and B. only.E. B. and C. only.Chapter 91. In an integer programming problem, all of the decision variables are not necessarily required to be integer values.2. Solving the LP relaxation of an integer programming problem and rounding the solution will always find the optimal solution.3. Binary integer programming problems are those where all the decision variables are restricted to integer values.4. Variables whose only possible values are 0 and 1 are called binary variables.5. A problems where all the variables are binary variables is called a mixed BIP problem.6. If choosing one alternative from a group excludes choosing all of the others then these alternatives are called complimentary.7. The constraint x1 +x2 +x3 <= 1 in a BIP represents mutually exclusive alternatives.8. Solving the LP relaxation of an integer programming problem and rounding the solution will find a solution that may not be:A. feasible.B. optimal.C. integer.D. A. and B.E. All of the above.9. Binary integer programming problems can answer which types of questions?A. How much of a product should be produced?B. Should an investment be made?C. Should a plant be located at a particular location?D. All of the above.E. B. and C. only.10. Binary variables can have the following values:A. 0.B. 1.C. any integer value.D. A. and B. only.E. All of the above.11. In a BIP problem with 3 mutually exclusive alternatives, A, B, and C , the following constraint needs to be added to the formulation if two alternatives must be chosen:A. A + B + C <= 2.B. A + B + C = 2.C. A - B - C <= 2.D. A + B + C <= 1.E. None of the above.12. In a BIP problem, 1 corresponds to a yes decision and 0 to a no decision. If project S can be undertaken only if project T is also undertaken then the following constraint needs to be added to the formulation:A. S + T <= 1.B. S + T = 1.C. S <= T.D. T <= S.E. None of the above.13. In a BIP problem, 1 corresponds to a yes decision and 0 to a no decision. If there are 3 projects under consideration (A, B, and C) and at most 2 can be chosen then the following constraint needs to be added to the formulation:A. A + B + C <= 3.B. A + B + C <= 2.C. A + B + C >= 2.D. A + B + C = 2.E. None of the above.14. Auxiliary binary variables can be used to deal with:A. set-up costs for initiating production.B. mutually exclusive products.C. either-or constraints.D. All of the above.E. None of the above.Chapter 101. If the slope of a curve on a profit graph never increases but sometimes decreases as the level of the activity increases, then it is said to have increasing marginal returns.2. The Solver Table can be used to try a variety of starting points in a nonlinear programming problem.3. Separable programming requires that the objective function be piecewise linear.4. The Evolutionary Solver uses an algorithm that is sometimes called a genetic algorithm.5. Evolutionary Solver is a good choice for problems with many constraints.6. The Evolutionary Solver requires that the constraints all be linear.7. Problems with increasing marginal returns are generally easier for Solver to solve than problems with decreasing marginal returns.8. A nonlinear programming problem will have how many local maxima?A. 0B. 1C. 2D. 3E. It can have any number of local maxima.9. A linear function may not contain which of the following?A. A term that contains a single variable with an exponent of 1.B. A term that contains a single variable with an exponent of 2.C. A term that is a constant times the product of two variables.D. B. and C. only.E. All of the above.10. Which of the following Excel functions are linear (assuming changing cells are in C1:C6 and data cells are in D1:D6):A. I only.B. I and II.C. I and III.D. II and IV.E. III and IV.11. Which of the following Excel functions are linear (assuming changing cells are in C1:C6 and data cells are in D1:D6):A. I only.B. I and II.C. II and III.D. I and IV.E. IV only.12. Which of the following is an example of a nonlinear function?A. P= 5 X1+ 7 X2 - 2 (X2-squared).B. P= 8 X1 - 4 X2.C. P= X1 + 6 X2 + 3 X1 X2.D. A. and C. only.E. All of the above.13. The requirement that each term in the objective function only contains a single variable is referred to as:A. the proportionality assumption.B. the divisibility assumption.C. the additivity assumption.D. a nonlinear function.E. None of the above.Chapter 111. The overall objective for a goal programming problem is to determine the most important objective in the problem.2. Goal programming provides two alternative ways of formulating problems with multiple goals: preemptive and weighted goal programming.3. Preemptive goal programming is an appropriate technique when all of the goals are fairly equal in importance.4. In preemptive goal programming it is assumed that there is a distinct order of importance for all goals, and that no goals are of equal importance.5. Preemptive goal programming involves solving a single linear programming model.6. Weighted goal programming involves solving a single linear programming model.7. Goal programming can handle problems with how many different objectives or goals?A. 1.B. 2.C. 3.D. 4.E. Any number of objectives or goals.8. Which of the following are included as changing cells in a goal programming formulation?A. The levels of the various activities.B. The amount over each goal.C. The amount under each goal.D. B. and C. only.E. All of the above are changing cells.9. In weighted goal programming the objective is toA. Maximize profit.B. Minimize cost.C. Achieve the most important goal.D. Minimize a weighted sum of deviations from the various goals.E. Minimize the amount under each goal.10. In preemptive goal programming, the most important thing is toA. Achieve the most important goal.B. Come close to achieving all the goals.C. Ignore the least important goal.D. A. and C.E. All of the above.Chapter 121. Prior probabilities refer to the relative likelihood of past events.2. Bayes' decision rule says to choose the alternative with the largest possible payoff.3. The EVPI indicates how much the payoff will be with perfect information.4. A risk seeker has an increasing marginal utility for money.5. The exponential utility function assumes a variable aversion to risk.6. The maximax criterion is appropriate for the eternal optimist.7. The expected payoff is the payoff that is most likely to occur.8. In a decision tree, the expected payoff of a particular event node is equal to the SUMPRODUCT of the probabilities and expected payoffs of each branch.9. Sensitivity analysis of a decision tree requires the use of Solver Table.10. If C > EVPI then it is not worthwhile to obtain more information.11. Which of the following statements is correct when making decisions?A. The sum of the state of nature probabilities must be 1.B. Every probability must be greater than or equal to 0.C. All probabilities are assumed to be equal.D. A. and B. only.E. All of the above.12. Given the following information what is the maximum likelihood strategy?A. A.B. B.C. C.D. D.E. E.13. Given the following information what is the Bayes' decision rule strategy?A. A.B. B.C. C.D. D.E. E.14. Given the following information what is the expected value of perfect information?A. 4.5.B. 9.C. 40.5.D. 49.5.E. 60.15. Which of the following can be used to do sensitivity analysis with decision trees?A. Trial and error.B. A Data Table.C. SensIt.D. A. and C.E. All of the above.答案:chapter 1Chapter 1 ABABA ABECBChapter 2 ABBBB AABED AEDDCChapter 3 BABBB ABABA EDCEAChapter 4 BABBA ABBEE BEBAEChapter 6 BAAAA DBEADChapter 7 ABABB BDACBChapter 8 ABBAE DADEAChapter 9 ABBAB BADED BCDEChapter 10 BABAB BBEDC EDCChapter 11 BABBB AEEDAChapter 12 BBBAB ABABA DCCBE。

敏感性分析 Sensitivity Analysis 英语作文论文写作技巧

敏感性分析 Sensitivity Analysis 英语作文论文写作技巧

敏感性分析Sensitivity Analysis- Youramazing guide towardsSuccessHey guys. Lately, I have been talking about analysis a lot. It’s because analyses are really important before you take any major decisions. In this article, I will talk about another type of analysis that is Sensitivity analysis.Sensitivity analysis is a method which is used to identify, how various values of an independent variable make an impact on a particular variable which is dependent and is a given set of assumptions.Let’s now move on to the details.In this article,I will cover the following:What is Sensitivity analysis?Why should I use Sensitivity analysis? Constraints and Settings in Sensitivity analysis. Applications of Sensitivity analysis.Pitfalls in Sensitivity analyses.Le t’s get started. 1) What is Sensitivity analysis?Sensitivity analysis is a method to find out how the unpredictability in the results of a system ormodel can be alloted to different sources of unpredictability in its inputs.This method is used within some boundaries which depends on one or more input variables. It includes the effects that change in interest rates have on the bond prices.Sensitivity analysis is also seen as similar to simulation analysis. It is a way by which you can predict the outcome of a decision which is given in the form of a particular range of variables. With the creation of a set of variables, the analyst can identify that how changes in a variable put an impact on the outcome.A mathematical model like an economic model can be very hard to understand, and as a result, it’s relation to inputs and outputs will not beunderstood properly. In these kinds of cases, the model is viewed as a black box, i.e., the output is an uncertain way of its inputs.It often happens, that some of the model inputs are a source of uncertainty. It includes the absence of information, errors of measurements and poor or lesser information of the forces that derive the mechanisms. There should be no uncertainty as it effects your confidence and puts a limit in the response of the model.OverviewExample Of Sensitivity AnalysisWe all need that the efforts we put in should give results. They will give the result if you follow the method correctly. The best way of modelingpractice is when the modeler gives an evaluation of the confidence in a model.For this to happen, firstly you need a valuation of the uncertainty in any of the model results. This is also known as uncertainty analysis. Secondly, you need to evaluate how much each input is giving to the output uncertainty.Sensitivity analysis is a necessary forerunner. It addresses the 2nd of these issues. It also performs the role of ordering by focusing on strength and relevance of the inputs and also helps in determining the variations in the output.For models which involve many input variables, sensitivity analysis acts as an important ingredient for quality assurance and model building. Even the national and internationalcompanies now involve sensitivity analysis in their guidelines for impact assessment.Sensitivity analysis exampleJust imagine that Alex is a sales manager and he wants to understand the impact of customer traffic on overall sales. He made his mind that sales are a process of price and transaction volume. One gadget is $100, and Alex sold 50 this year, and the total sale cost came out to be $5,000.Alex was able to determine that there was a particular percentage of rising in customer traffic which led to the raise in the transaction volume as well. This info allowed him to make a financialmodel and sensitivity analysis. This can now tell him that what will happen if the customer traffic grows by 5%, 10% or up to 100%.The raise in customer traffic by these percentage will also show the rise in transaction volume or total sale. There will be an increase in transaction volume as well with some amount of numbers concerning the percentage increase in customer traffic. Thus, now you can understand that here, sensitivity analysis showcase that sales are highly sensitive to all variations in the customer traffic.2) Why should I use Sensitivity Analysis?Following points will make it very clear, that why you should use sensitivity analysis. Sensitivity analysis-Increases the understanding of the correlation between input and output variables in a model or system.Tests the strength of the output of a system or model in the presence of uncertainty.Search for the errors in the system or model by finding out the unexpected relation of the outputs with the inputs.Reduces uncertainty by identifying model inputs which cause uncertainty in the output. It should, therefore, be the center of attention to grow the strength. It can only happen by a deep research.Improves communication between modelers and decision makers. It happens by making recommendations which are moreunderstandable, credible, persuasive or compelling.Helps in model simplification by fixing the model inputs which have zero effect on the outputs. It may also happen by verifying and removing unnecessary parts of the model structure.Finds region in the space of input factors and for this, the model output is either minimum or maximum or it meets some other optimum criteria.Seeks to identify crucial connections between different observations, predictions or forecasts and model inputs, which leads to the development of better models.Eases the calibration stage by emphasizing the sensitive parameters. Sensitivity parameters should be known as without that the result can be, a total wastage of time being spent on the non-sensitive sections.3) Constraints and Settings in Sensitivity analysisThe method by which the sensitivity analysis will be done depends on some settings or problem constraints. I will be discussing the most common ones with you.Following are the constraints or settings:Computational expense: Sensitivity analysis is performed by running a possibly large model and some times. It is a sampling-basedinitialization. But, this can become an issue when-a single workout process of a model, takes a particular amount of time like few minutes, an hour or may longer than that. This happens with much difficult models.the a model has various number of uncertain inputs. Sensitivity analysis grows as the number of inputs grow.Some of the methods to reduce computational expense includes the use of screening methods to reduce the dimensionality of the issue and the use of emulators for larger models. Another method which can be used is to do an event based sensitivity analysis for variable selection while time-constrained applications.Correlated inputs: this is one of the most commonly used sensitivity analysis methods. It assumes independence inputs of models, but sometimes these inputs can be strongly interrelated.Nonlinearity: Sometimes, results based on linear regression can wrongly calculate sensitivity. It happens when the model’s depiction is nonlinear concerning the inputs.Model interactions: Interactions happen when the disruption of two or more inputs one after another, causes a difference in the results greater than that of changing each of the inputs all alone. The effect of this constraint can be calculated by the total-order sensitivity index.Multiple Outputs: Many models result or output a bigger number of possibly time-dependent data. However, for those models in which the outputs are interrelated, it becomes harder to interpret the sensitivity measures.Given data: In many cases, the person practicing, has access to the model. But, in some cases, a sensitivity analysis must be done with “given data.”It is where the values of the model inputs can’t be chosen by the analyst. This happens when the data is used for an uncertainty analysis or optimization or when the data is derived from a discrete source.Applications of Sensitivity AnalysisFollowing is the list of few examples of sensitivity analysis, performed in different disciplines:i. EnvironmentalEnvironmental computer models are vastly used in various varieties of studies and other applications. It includes Global Climate models which are used for both long-term climate change and short-term weather forecasts.Computer models are now highly being used for environmental decision making on a local scale like for examining the impact of a waste water treatment plant on a flowing river, etc. The analysis may help to understand these phenomena.ii. BusinessSensitivity analysis can help in various circumstances related to business. It helps to:Identify serious assumptions or helps to compare different model structures.Guide in for future data collections.Improve resources allotment.Improve the tolerance of manufactured parts in regard with the variations in the parameters.Multi-criteria decision makingMCDM, i.e., Multi-criteria decision making studies the issue of how to select the best one among some other alternative which competes. The criteria behind it are connected with weights of importance.There are some other discipline examples too like Social Sciences, Chemistry, Engineering, In the meta-analysis, Time-critical decision making and Model calibration and improvement. You will do something.Pitfalls in Sensitivity analysisSome of the common difficulties with sensitivity analysis are as follows:There are way too many model inputs which have to be analyzed. Screening is used to lessen up the dimensionality.The model takes a longer period to run. But, Emulators are used to lessening the number of model runs which are needed.This analysis provides lesser information to make probability distributions for the inputs.If there is an unclear purpose of the analysis, then many variants of measures and statistical tests are applied to the problem, and therefore different factors rankings are gained.Too many model outputs are taken. This may be accepted for quality assurance of sub-models. This should be ignored when presenting the outputs of the overall analysis.It is also known as piecewise sensitivity. It is when someone performs analysis on one sub-model at an individual time. This method is nonconservative as it might oversee interactions within factors in different sub-models.ConclusionSo, guys, this was all about Sensitivity analysis.I hope you guys liked this information.。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 16

管理会计(英文版)课后习题答案(高等教育出版社)chapter 16

管理会计(高等教育出版社)于增彪(清华大学)改编余绪缨(厦门大学)审校CHAPTER 16COST-VOLUME-PROFIT ANALYSIS: A MANAGERIAL PLANNING TOOL QUESTIONS FOR WRITING AND DISCUSSION1.CVP analysis allows managers to focus onselling prices, volume, costs, profits, and sales mix. Many diffe rent “what if” questions can be asked to assess the effect on profits of changes in key variables.2.The units-sold approach defines sales vo-lume in terms of units of product and gives answers in these same terms. The sales-revenue approach defines sales volume in terms of revenues and provides answers in these same terms.3.Break-even point is the level of sales activitywhere total revenues equal total costs, or where zero profits are earned.4.At the break-even point, all fixed costs arecovered. Above the break-even point, only variable costs need to be covered. Thus, contribution margin per unit is profit per unit, provided that the unit selling price is greater than the unit variable cost (which it must be for break-even to be achieved).5.Profit = $7.00 ⨯ 5,000 = $35,0006.Variable cost ratio = Variable costs/Sales.Contribution margin ratio = Contribution margin/Sales. Contribution margin ratio = 1 –Variable cost ratio.7.Break-even revenues = $20,000/0.40 =$50,0008.No. The increase in contribution is $9,000(0.30 ⨯ $30,000), and the increase in adver-tising is $10,000.9.Sales mix is the relative proportion sold ofeach product. For example, a sales mix of3:2 means that three units of one productare sold for every two of the second product.10.Packages of products, based on the ex-pected sales mix, are defined as a singleproduct. Selling price and cost informationfor this package can then be used to carryout CVP analysis.11.Package contribution margin: (2 ⨯ $10) + (1⨯ $5) = $25. Break-even point = $30,000/$25= 1,200 packages, or 2,400 units of A and1,200 units of B.12.Profit = 0.60($200,000 – $100,000) =$60,00013. A change in sales mix will change the contri-bution margin of the package (defined by thesales mix) and, thus, will change the unitsneeded to break even.14.Margin of safety is the sales activity inexcess of that needed to break even. Thehigher the margin of safety, the lower therisk.15.Operating leverage is the use of fixed coststo extract higher percentage changes inprofits as sales activity changes. It isachieved by increasing fixed costs while lo-wering variable costs. Therefore, increasedleverage implies increased risk, and viceversa.16.Sensitivity analysis is a “what if” techniquethat examines the impact of changes in un-derlying assumptions on an answer. A com-pany can input data on selling prices, varia-ble costs, fixed costs, and sales mix and setup formulas to calculate break-even pointsand expected profits. Then, the data can bevaried as desired to see what impactchanges have on the expected profit.17.By specifically including the costs that varywith nonunit drivers, the impact of changesin the nonunit drivers can be examined. Intraditional CVP, all nonunit costs are lumpedtogether as “fixed costs.” While the costs arefixed with respect to units, they vary with re-spect to other drivers. ABC analysis remindsus of the importance of these nonunit driversand costs.18.JIT simplifies the firm’s cost equation sincemore costs are classified as fixed (e.g., di-rect labor). Additionally, the batch-level vari-able is gone (in JIT, the batch is one unit).Thus, the cost equation for JIT includes fixedcosts, unit variable cost times the number ofunits sold, and unit product-level cost timesthe number of products sold (or related cost driver). JIT means that CVP analysis ap-proaches the standard analysis with fixed and unit-level costs only.EXERCISES 16–11. e2. c3. d4. b5. a16–21. f2. d3. b4. a5. g6. e7. c16–31. Units = Fixed cost/Contribution margin= $10,350/($15 – $12)= 3,4502. Sales (3,450 ⨯ $15) $51,750Variable costs (3,450 ⨯ $12) 41,400Contribution margin $ 10,350Fixed costs 10,350Operating income $ 03. Units = (Target income + Fixed cost)/Contribution margin= ($9,900 + $10,350)/($15 – $12)= $20,250/$3= 6,7501. Contribution margin per unit = $15 – $12 = $3Contribution margin ratio = $3/$15 = 0.20, or 20%2. Variable cost ratio = $60,000/$75,000 = 0.80, or 80%3. Revenue = Fixed cost/Contribution margin ratio= $10,350/0.20= $51,7504. Revenue = (Target income + Fixed cost)/Contribution margin ratio= ($9,900 + $10,350)/0.20= $101,25016–51. 0.15($15)(Units) = $15(Units) – $12(Units) – $10,350$2.25(Units) = $3(Units) – $10,350$10,350 = $0.75(Units)Units = 13,8002. Sales (13,800 ⨯ $15) $ 207,000Variable costs (13,800 ⨯ $12) 165,600Contribution margin $ 41,400Fixed costs 10,350Operating income $ 31,050$31,050 does equal 15% of $207,000, so the answer of 13,800 units is correct.1. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.40)= $10,000Units = (Target income + Fixed cost)/Contribution margin= ($10,000 + $10,350)/($15 – $12)= 6,783**The answer is 6,783.3333, and so it must be rounded to a whole unit. You may prefer that students round up the answer to 6,784, instead, since it is better to be marginally above break-even than marginally below it.2. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.50)= $12,000Units = (Target income + Fixed cost)/Contribution margin= ($12,000 + $10,350)/($15 – $12)= 7,4503. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.30)= $8,571Units = (Target income + Fixed cost)/Contribution margin= ($8,571 + $10,350)/($15 – $12)= 6,30716–71. Break-even units = Fixed costs/(Price – Variable cost)= $150,000/($2.45 – $1.65)= $150,000/$0.80= 187,5002. Units = ($150,000 + $12,600)/($2.45 – $1.65)= $162,600/$0.80= 203,2503. Unit variable cost = $1.65Unit variable manufacturing cost = $1.65 – $0.17 = $1.48The unit variable cost is used in cost-volume-profit analysis, since it includes all of the variable costs of the firm.1. Before-tax income = $25,200/(1 – 0.40) = $42,000Units = ($150,000 + $42,000)/$0.80= $192,000/$0.80= 240,0002. Before-tax income = $25,200/(1 – 0.30) = $36,000Units = ($150,000 + $36,000)/$0.80= $186,000/$0.80= 232,5003. Before-tax income = $25,200/(1 – 0.50) = $50,400Units = ($150,000 + $50,400)/$0.80= $200,400/$0.80= 250,5004. 215,000 – 187,500 = 27,500 pansor$526,750 – $459,375 = $67,375A B C D Sales $ 5,000 $ 15,600* $ 16,250* $9,000 Variable costs 4,000 11,700 9,750 5,400* Contribution margin $ 1,000 $ 3,900 $ 6,500* $3,600* Fixed costs 500* 4,000 6,100* 750 Operating income (loss) $ 500 $ (100)* $ 400 $2,850 Units sold 1,000* 1,300 125 90 Price/unit $5 $12* $130 $100* Variable cost/unit $4* $9 $78* $60* Contribution margin/unit $1* $3 $52* $40* Contribution margin ratio 20%* 25%* 40% 40%* Break-even in units 500* 1,334* 118* 19* *Designates calculated amount.Note: When the calculated break-even in units includes a fractional amount, it has been rounded up to the next whole unit.16–101. Variable cost ratio = Variable costs/Sales= $399,900/$930,000= 0.43, or 43%Contribution margin ratio = (Sales – Variable costs)/Sales= ($930,000 – $399,900)/$930,000= 0.57, or 57%2. Break-even sales revenue = $307,800/0.57 = $540,0003. Margin of safety = Sales – Break-even sales= $930,000 – $540,000 = $390,0004. Contribution margin from increased sales = ($7,500)(0.57) = $4,275Cost of advertising = $5,000No, the advertising campaign is not a good idea, because the company’s o p-erating income will decrease by $725 ($4,275 – $5,000).1. Income = Revenue – Variable cost – Fixed cost0 = 1,500P – $300(1,500) – $120,0000 = 1,500P – $450,000 – $120,000$570,000 = 1,500PP = $3802. $160,000/($3.50 – Unit variable cost) = 128,000 unitsUnit variable cost = $2.2516–121. Contribution margin per unit = $5.60 – $4.20*= $1.40*Variable costs per unit:$0.70 + $0.35 + $1.85 + $0.34 + $0.76 + $0.20 = $4.20Contribution margin ratio = $1.40/$5.60 = 0.25 = 25%2. Break-even in units = ($32,300 + $12,500)/$1.40 = 32,000 boxesBreak-even in sales = 32,000 ⨯ $5.60 = $179,200or= ($32,300 + $12,500)/0.25 = $179,2003. Sales ($5.60 ⨯ 35,000) $ 196,000Variable costs ($4.20 ⨯ 35,000) 147,000Contribution margin $ 49,000Fixed costs 44,800Operating income $ 4,2004. Margin of safety = $196,000 – $179,200 = $16,8005. Break-even in units = 44,800/($6.20 – $4.20) = 22,400 boxesNew operating income = $6.20(31,500) – $4.20(31,500) – $44,800= $195,300 – $132,300 – $44,800 = $18,200 Yes, operating income will increase by $14,000 ($18,200 – $4,200).1. Variable cost ratio = $126,000/$315,000 = 0.40Contribution margin ratio = $189,000/$315,000 = 0.602. $46,000 ⨯ 0.60 = $27,6003. Break-even revenue = $63,000/0.60 = $105,000Margin of safety = $315,000 – $105,000 = $210,0004. Revenue = ($63,000 + $90,000)/0.60= $255,0005. Before-tax income = $56,000/(1 – 0.30) = $80,000Note: Tax rate = $37,800/$126,000 = 0.30Revenue = ($63,000 + $80,000)/0.60 = $238,333Sales ............................................................................... $ 238,333 Less: Variable expenses ($238,333 ⨯ 0.40) ................. 95,333 Contribution margin ...................................................... $ 143,000 Less: Fixed expenses ................................................... 63,000 Income before income taxes ........................................ $ 80,000 Income taxes ($80,000 ⨯ 0.30) ...................................... 24,000 Net income ................................................................ $ 56,0001. Operating income = Revenue(1 – Variable cost ratio) – Fixed cost(0.20)Revenue = Revenue(1 – 0.40) – $24,000(0.20)Revenue = (0.60)Revenue – $24,000(0.40)Revenue = $24,000Revenue = $60,000Sales ............................................................................... $ 60,000Variable expenses ($60,000 ⨯ 0.40) .............................. 24,000Contribution margin ...................................................... $ 36,000Fixed expenses .............................................................. 24,000 Operating income ..................................................... $ 12,000 $12,000 = $60,000 ⨯ 20%2. If revenue of $60,000 produces a profit equal to 20 percent of sales and if theprice per unit is $10, then 6,000 units must be sold. Let X equal number of units, then:Operating income = (Price – Variable cost) – Fixed cost0.20($10)X = ($10 – $4)X – $24,000$2X = $6X – $24,000$4X = $24,000X = 6,000 buckets0.25($10)X = $6X – $24,000$2.50X = $6X – $24,000$3.50X = $24,000X = 6,857 bucketsSales (6,857 ⨯ $10) ......................................................... $68,570Variable expenses (6,857 ⨯ $4) ..................................... 27,428Contribution margin ...................................................... $41,142Fixed expenses .............................................................. 24,000 Operating income ..................................................... $17,142 $17,142* = 0.25 ⨯ $68,570 as claimed*Rounded down.Note: Some may prefer to round up to 6,858 units. If this is done, the operat-ing income will be slightly different due to rounding.16–14 Concluded3. Net income = 0.20Revenue/(1 – 0.40)= 0.3333Revenue0.3333Revenue = Revenue(1 – 0.40) – $24,0000.3333Revenue = 0.60Revenue – $24,0000.2667Revenue = $24,000Revenue = $89,98916–151. Company A: $100,000/$50,000 = 2Company B: $300,000/$50,000 = 62. Company BX = $50,000/(1 – 0.80) X = $250,000/(1 – 0.40)X = $50,000/0.20 X = $250,000/0.60X = $250,000 X = $416,667Company B must sell more than Company A to break even because it must cover $200,000 more in fixed costs (it is more highly leveraged).3. Company A: 2 ⨯ 50% = 100%Company B: 6 ⨯ 50% = 300%The percentage increase in profits for Company B is much higher than Com-pany A’s increase because Company B has a higher degree of oper ating leve-rage (i.e., it has a larger amount of fixed costs in proportion to variable costs as compared to Company A). Once fixed costs are covered, additional reve-nue must cover only variable costs, and 60 percent of Company B’s revenue above break-even is profit, whereas only 20 perce nt of Company A’s revenue above break-even is profit.1. Variable Units in PackageProduct Price* –Cost = CM ⨯Mix = CM Scientific $25 $12 $13 1 $13 Business 20 9 11 5 55 Total $68 *$500,000/20,000 = $25$2,000,000/100,000 = $20X = ($1,080,000 + $145,000)/$68X = $1,225,000/$68X = 18,015 packages18,015 scientific calculators (1 ⨯ 18,015)90,075 business calculators (5 ⨯ 18,015)2. Revenue = $1,225,000/0.544* = $2,251,838*($1,360,000/$2,500,000) = 0.5441. Sales mix is 2:1 (Twice as many videos are sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $4 $8 2 $16 Equipment sets 15 6 9 1 9 Total $25 Break-even packages = $70,000/$25 = 2,800Break-even videos = 2 ⨯ 2,800 = 5,600Break-even equipment sets = 1 ⨯ 2,800 = 2,8003. Switzer CompanyIncome StatementFor Last YearSales .......................................................................................... $ 195,000Less: Variable costs ................................................................. 70,000Contribution margin ................................................................. $ 125,000Less: Fixed costs ..................................................................... 70,000 Operating income ................................................................ $ 55,000 Contribution margin ratio = $125,000/$195,000 = 0.641, or 64.1%Break-even sales revenue = $70,000/0.641 = $109,2044. Margin of safety = $195,000 – $109,204 = $85,7961. Sales mix is 2:1:4 (Twice as many videos will be sold as equipment sets, andfour times as many yoga mats will be sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $ 4 $8 2 $16 Equipment sets 15 6 9 1 9 Yoga mats 18 13 5 4 20 Total $45 Break-even packages = $118,350/$45 = 2,630Break-even videos = 2 ⨯ 2,630 = 5,260Break-even equipment sets = 1 ⨯ 2,630 = 2,630Break-even yoga mats = 4 ⨯ 2,630 = 10,5203. Switzer CompanyIncome StatementFor the Coming YearSales .......................................................................................... $555,000Less: Variable costs ................................................................. 330,000Contribution margin ................................................................. $225,000Less: Fixed costs ..................................................................... 118,350 Operating income ................................................................ $106,650 Contribution margin ratio = $225,000/$555,000 = 0.4054, or 40.54%Break-even revenue = $118,350/0.4054 = $291,9344. Margin of safety = $555,000 – $291,934 = $263,0661. Contribution margin/unit = $410,000/100,000 = $4.10Contribution margin ratio = $410,000/$650,000 = 0.6308Break-even units = $295,200/$4.10 = 72,000 unitsBreak-even revenue = 72,000 ⨯ $6.50 = $468,000or= $295,200/0.6308 = $467,977**Difference due to rounding error in calculating the contribution margin ratio.2. The break-even point decreases:X = $295,200/(P – V)X = $295,200/($7.15 – $2.40)X = $295,200/$4.75X = 62,147 unitsRevenue = 62,147 ⨯ $7.15 = $444,3513. The break-even point increases:X = $295,200/($6.50 – $2.75)X = $295,200/$3.75X = 78,720 unitsRevenue = 78,720 ⨯ $6.50 = $511,68016–19 Concluded4. Predictions of increases or decreases in the break-even point can be madewithout computation for price changes or for variable cost changes. If both change, then the unit contribution margin must be known before and after to predict the effect on the break-even point. Simply giving the direction of the change for each individual component is not sufficient. For our example, the unit contribution changes from $4.10 to $4.40, so the break-even point in units will decrease.Break-even units = $295,200/($7.15 – $2.75) = 67,091Now, let’s look at the break-even point in revenues. We might expect that it, too, will decrease. However, that is not the case in this particular example.Here, the contribution margin ratio decreased from about 63 percent to just over 61.5 percent. As a result, the break-even point in revenues has gone up.B reak-even revenue = 67,091 $7.15 = $479,7015. The break-even point will increase because more units will need to be sold tocover the additional fixed expenses.Break-even units = $345,200/$4.10 = 84,195 unitsRevenue = $547,26816–201.Break-even point = 2,500 units; + line is total revenue and x line is total costs.2. a. Fixed costs increase by $5,000:Break-even point = 3,750 unitsb. Unit variable cost increases to $7:Break-even point = 3,333 unitsc. Unit selling price increases to $12:Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:Break-even point = 5,000 units3. Original data:-$10,000$0$10,000Break-even point = 2,500 unitsa. Fixed costs increase by $5,000:-$15,000$0$15,000Break-even point = 3,750 unitsb. Unit variable cost increases to $7:-$10,000$0$10,000Break-even point = 3,333 unitsc.-$10,000$0$10,000Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:-$15,000$0$15,000Break-even point = 5,000 units4. The first set of graphs is more informative since these graphs reveal howcosts change as sales volume changes.1. Unit contribution margin = $1,060,000/50,000 = $21.20Break-even units = $816,412/$21.20 = 38,510 unitsOperating income = 30,000 ⨯ $21.20 = $636,0002. CM ratio = $1,060,000/$2,500,000 = 0.424 or 42.4%Break-even point = $816,412/0.424 = $1,925,500Operating income = ($200,000 ⨯ 0.424) + $243,588 = $328,3883. Margin of safety = $2,500,000 – $1,925,500 = $574,5004. $1,060,000/$243,588 = 4.352 (operating leverage)4.352 ⨯ 20% = 0.87040.8704 ⨯ $243,588 = $212,019New operating income level = $212,019 + $243,588 = $455,6075. Let X = Units0.10($50)X = $50.00X – $28.80X – $816,412$5X = $21.20X – $816,412$16.20X = $816,412X = 50,396 units6. Before-tax income = $180,000/(1 – 0.40) = $300,000X = ($816,412 + $300,000)/$21.20 = 52,661 units1. Variable Sales PackageP roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 2 $20 Figurines 70 42 28 1 28 Total $48 Break-even packages = $30,000/$48 = 625Break-even vases = 2 ⨯ 625 = 1,250Break-even figurines = 6252. The new sales mix is 3 vases to 2 figurines.Variable Sales Package P roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 3 $30 Figurines 70 42 28 2 56 Total $86 Break-even packages = $35,260/$86 = 410Break-even vases = 3 ⨯ 410 = 1,230Break-even figurines = 2 ⨯ 410 = 82016–231. d2. c3. a4. d5. e6. b7. cPROBLEMS16–241. Unit contribution margin = $825,000/110,000 = $7.50Break-even point = $495,000/$7.50 = 66,000 unitsCM ratio = $7.50/$25 = 0.30Break-even point = $495,000/0.30 = $1,650,000or= $25 ⨯ 66,000 = $1,650,0002. Increased CM ($400,000 ⨯ 0.30) $ 120,000Less: Increased advertising expense 40,000Increased operating income $ 80,0003. $315,000 ⨯ 0.30 = $94,5004. Before-tax income = $360,000/(1 – 0.40) = $600,000Units = ($495,000 + $600,000)/$7.50= 146,0005. Margin of safety = $2,750,000 – $1,650,000 = $1,100,000or= 110,000 units – 66,000 units = 44,000 units6. $825,000/$330,000 = 2.5 (operating leverage)20% ⨯ 2.5 = 50% (profit increase)16–251. Sales mix:Squares: $300,000/$30 = 10,000 unitsCircles: $2,500,000/$50 = 50,000 unitsSales Total Product P –V* = P – V ⨯ Mix = CM Squares $30 $10 $20 1 $ 20 Circles 50 10 40 5 200 Package $220 *$100,000/10,000 = $10$500,000/50,000 = $10Break-even packages = $1,628,000/$220 = 7,400 packagesBreak-even squares = 7,400 ⨯ 1 = 7,400Break-even circles = 7,400 ⨯ 5 = 37,0002. Contribution margin ratio = $2,200,000/$2,800,000 = 0.78570.10Revenue = 0.7857Revenue – $1,628,0000.6857Revenue = $1,628,000Revenue = $2,374,2163. New mix:Sales Total Product P –V = P – V ⨯ Mix = CM Squares $30 $10 $20 3 $ 60 Circles 50 10 40 5 200 Package $260 Break-even packages = $1,628,000/$260 = 6,262 packagesBreak-even squares = 6,262 ⨯ 3 = 18,786Break-even circles = 6,262 ⨯ 5 = 31,310CM ratio = $260/$340* = 0.7647*(3)($30) + (5)($50) = $340 revenue per package0.10Revenue = 0.7647Revenue – $1,628,0000.6647Revenue = $1,628,000Revenue = $2,449,2254. Increase in CM for squares (15,000 ⨯ $20) $ 300,000Decrease in CM for circles (5,000 ⨯ $40) (200,000)Net increase in total contribution margin $ 100,000Less: Additional fixed expenses 45,000Increase in operating income $ 55,000Gosnell would gain $55,000 by increasing advertising for the squares. This isa good strategy.16–261. Currently:Sales (830,000 ⨯ $0.36) $ 298,800Variable expenses 224,100Contribution margin $ 74,700Fixed expenses 54,000Operating income $ 20,700New contribution margin = 1.5 ⨯ $74,700 = $112,050$112,050 – promotional spending – $54,000 = 1.5 ⨯ $20,700Promotional spending = $27,0002. Here are two ways to calculate the answer to this question:a. The per-unit contribution margin needs to be the same:Let P* represent the new price and V* the new variable cost.(P – V) = (P* – V*)$0.36 – $0.27 = P* – $0.30$0.09 = P* – $0.30P* = $0.39b. Old break-even point = $54,000/($0.36 – $0.27) = 600,000New break-even point = $54,000/(P* – $0.30) = 600,000P* = $0.39The selling price should be increased by $0.03.3. Projected contribution margin (700,000 ⨯ $0.13) $91,000Present contribution margin 74,700Increase in operating income $16,300The decision was good because operating income increased by $16,300.(New quantity ⨯ $0.13) – $54,000 = $20,700New quantity = 574,615Selling 574,615 units at the new price will maintain profit at $20,700.16–271. P –V = P – V ⨯Mix = TotalResidential $540.00a$221.64c$318.36 2 $636.72 Commercial 160.00b124.52c35.48 1 35.48 Package $672.20 a$13.50 ⨯ 10 ⨯ 4b$40 ⨯ 4c Cost per acre for four applicationsCommercialChemicals $ 70.00 $ 70.00 [$40 + (3 ⨯ $10)] Labor* 80.00 18.00Operating expenses** 55.12 20.00Supplies** 16.52 16.52Total $ 221.64 $ 124.52*10/3 ⨯ $6.00 ⨯ 4; 3/4 ⨯ $6.00 ⨯ 4**The per-acre amount ⨯ 4 applicationsX = F/(P – V)= $39,708/$672.20 = 59* packagesResidential: 2 ⨯ 59 = 118 acresCommercial: 1 ⨯ 59 = 59 acresAverage number of residential customers = 118/0.10 = 1,180*Rounded2. Hours needed to service break-even volume (in packages):Residential: 10/3 ⨯ 4 ⨯ 2 = 26.67* hoursCommercial: 3/4 ⨯ 4 ⨯ 1 = 3.00 hours29.67 hours per packageTotal hours required = 29.67 ⨯ 59 = 1,751 hoursHours per employee = 8 ⨯ 140 = 1,120Employees needed = 1,751/1,120 = 1.6 laborersOne employee is not sufficient.Volume/Employee = 1,120/29.67 = 38 packages. Thus, if volume exceeds 38 composite units (76 residential and 38 commercial), a second laborer is needed (at least part time).*RoundedNote: Adding another employee could affect the costs used in the initial anal-ysis; for example: (1) another truck might be added (increasing fixed costs and the break-even point; (2) a two-man crew might be used (increasing variable costs); (3) the new employee might work evenings/weekends (no change in either fixed or variable costs). CVP used for planning is often an iterative process—the original solution may raise problems that may call for a recal-culation, altering plans further.3. The mix is redefined to be 1.2:0.8:1.0.P roduct P –V = P – V ⨯Mix = Total CM Res.-1 $135.00 $ 77.91* $ 57.09 1.2 $ 68.51 Res.-4 540.00 221.64 318.36 0.8 254.69 Comm. 160.00 124.52 35.48 1.0 35.48 Package $ 358.68 *Variable cost for one-time residential application:Chemicals $40.00Labor 20.00Operating expenses 13.78Supplies 4.13TotalX = F/(P – V) = $39,708/$358.68 = 111 packagesResidential (one application): 1.2 ⨯ 111 = 133 acresResidential (four applications): 0.8 ⨯ 111 = 89 acresCommercial: 1 ⨯ 111 = 111 acres1. Contribution margin ratio = $487,548/$840,600 = 0.582. Revenue = $250,000/0.58 = $431,0343. Operating income = CMR ⨯ Revenue – Total fixed cost0.08R/(1 – 0.34) = 0.58R – $250,0000.1212R = 0.58R – $250,0000.4588R = $250,000R = $544,9004. $840,600 ⨯ 110% = $924,660$353,052 ⨯ 110% = 388,357$536,303CMR = $536,303/$924,660 = 0.58The contribution margin ratio remains at 0.58.5. Additional variable expense = $840,600 ⨯ 0.03 = $25,218New contribution margin = $487,548 – $25,218 = $462,330New CM ratio = $462,330/$840,600 = 0.55Break-even point = $250,000/0.55 = $454,545The effect is to increase the break-even point.6. Present contribution margin $ 487,548Projected contribution margin ($920,600 ⨯ 0.55) 506,330Increase in contribution margin/profit $ 18,782Fitzgibbons should pay the commission because profit would increase by $18,782.1. Let X be a package of three Grade I cabinets and seven Grade II cabinets.Then:0.3X($3,400) + 0.7X($1,600) = $1,600,000X = 748 packagesGrade I: 0.3 ⨯ 748 = 224 unitsGrade II: 0.7 ⨯ 748 = 524 units2. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,686 $714 3 $2,142 Grade II 1,600 1,328 272 7 1,904 Package $4,046 Direct fixed costs—Grade I $ 95,000Direct fixed costs—Grade II 95,000Common fixed costs 35,000Total fixed costs $ 225,000$225,000/$4,046 = 56 packagesGrade I: 3 ⨯ 56 = 168; Grade II: 7 ⨯ 56 = 3923. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,444 $956 3 $2,868 Grade II 1,600 1,208 392 7 2,744 Package $5,612 P ackage CM = 3($3,400) + 7($1,600)P ackage CM = $21,400$21,400X = $1,600,000 – $600,000X = 47 packages remaining141 Grade I (3 ⨯ 47) and 329 Grade II (7 ⨯ 47)Additional contribution margin:141($956 – $714) + 329($392 – $272) $73,602Increase in fixed costs 44,000Increase in operating income $29,602Break-even: ($225,000 + $44,000)/$5,612 = 48 packages144 Grade I (3 ⨯ 48) and 336 Grade II (7 ⨯ 48)If the new break-even point is interpreted as a revised break-even for 2004, then total fixed costs must be reduced by the contribution margin already earned (through the first five months) to obtain the units that must be sold for the last seven months. These units would then be added to those sold during the first five months:CM earned = $600,000 – (83* ⨯ $2,686) – (195* ⨯ $1,328) = $118,102*224 – 141 = 83; 524 – 329 = 195X = ($225,000 + $44,000 – $118,102)/$5,612 = 27 packagesFrom the first five months, 28 packages were sold (83/3 or 195/7). Thus, the revised break-even point is 55 packages (27 + 28)—in units, 165 of Grade I and 385 of Grade II.。

5-Sensitivity-Analysis

5-Sensitivity-Analysis

Introduction
In this chapter, we discuss how changes in an LP’s parameters affect the optimal solution,which is also called sensitivity ananlysis. The contents include: Graphical Sensitivity Analysis Shadow Prices Objective Function Coefficient Range Reduced Cost Right-Hand Side Range Signs of Shadow Prices Optimal z-value as a Function of Constraint’s Right-Hand Side Optimal z-value as a Function of an Objective Function Cosfficient
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The Effect of a Change in a Right-Hand Side
1
Let us change the value of b1 , we can that if b1 > 120, then the point where the finishing and carpentry constraints are both binding will lie on the portion of the carpentry constraint below point D, so the current basis will no longer be optimal.
4 / 36
the Effect of a Change in Coefficient

管理会计双语版总结

管理会计双语版总结
Performance report
Static budget Flexible budget Static budget variance
Sales volume variance Flexible budget variance
Favorable variance and unfavorable variance Management by exception
16
Types of Problems
A. Equipment Replacement
Sunk Costs & Depreciation
B. Special Order
Fixed Cost & Opportunity Costs
C. Outsourcing: Make or Buy Decision
Comparison of traditional and ABC overhead allocation
6
Major Points of Cost Allocation
1 2 3
4
Why allocate? How much to allocate?
Allocate to whom? How to allocate?
7
Chapter 5 : Cost Behavior
Common cost behavior patterns
Fixed costs : think as total Variable costs : think on a per-unit basis Relevant range
Mixed costs and its separation
2
Chapter 2 :Classifying Costs

公司理财名词解释整理

公司理财名词解释整理

Chapter2资产负债表是反映企业在某一特定日期财务状况的报表利润表用来衡量企业在一个特定时期(如一年)内的业绩。

折旧是将过去的固定资产支出(成本)在将来的期限内分摊,进行收入与费用的配比,以合理地反映报告期的收益。

直线法——每年都提取等额的折旧。

加速折旧法——在固定资产使用的早期多提折旧,相应地在后期少提折旧。

它并没有在总量上多折旧,只是改变了确认的时间。

递延税款是由会计利润(向股东报告)和实际应纳税利润(向税务部门报告)之间的差异引起的。

3一项投资在期末的本息合计金额被称为终值(Future Value, FV),或复利值。

现值(Present Value,PV)是未来现金流折算到今天的价值。

某个项目的净现值(Net Present Value,NPV)等于该项目的预期现金流量的现值与项目投资成本之差。

永续年金(Perpetuity)是一系列没有止境的固定的现金流量永续增长年金(Growing Perpetuity)是一系列没有止境的且具有永续增长趋势的现金流量年金(Annuity)是一系列固定、有规律、持续一段时期的现金流量。

用来计算T期内等额支付1元现金流价值通常称为年金(现值)系数AA A。

增长年金(Growing Annuity)是一种在有限时期内增长的现金流量。

费雪分离定理一个人的投资决策与消费决策是可以分开进行的,最优的投资决策与人们的消费偏好无关.4回收期 (payback) = 收回项目初始投资的年数折现回收期:在考虑货币的时间价值后,项目收回它的初始投资需要的时间内部收益率(Internal Rate of Return, IRR):使得项目的净现值(NPV)等于0的贴现率盈利指数(profitability index,PI)是初始投资以后所有预期未来现金流的现值和初始投资的比,也叫现值指数平均会计收益率(Average accounting return,AAR)是会计平均净利润与项目期内平均账面净投资额之比平均报酬率(Average rate of return,ARR)是投资项目寿命周期内的年平均现金流入量与初始投资额的比值5增量现金流量:公司接受项目和不接受项目引起的现金流量的差别,即与项目有关的现金流量。

Sensitivity Analysis

Sensitivity Analysis

2.3.2 Shift Factors
Shift Factors (SF) are the PTDFs when one of the buses is the reference bus. In other words, shift factor is the sensitivity of branch flows to changes in bus injections. SF shows how the flow in a branch will change if the injection at a bus changes by one unit. Because the reference bus always makes up for the change in injection, shift factors are dependent on the location of the reference bus. This is


2.3.1 Power Transfer Distribution Factors
Power transfer distribution factor (PTDF) determines a change in the power flow at each branch when one unit of power is transferred from one bus of the network to another. Note that when power is transferred from one bus to another, it affects every single flow in the network. In addition, depending on location of the two buses, the transfer causes different losses which are difficult to predict, so the reference (or slack or swing) bus makes up for losses by injecting additional power. This means that PTDFs are dependent on the selection of the reference bus. However, in the DC model, they are not dependent on the selection of the reference bus since there are no losses in DC network. We discuss PTDF in DC network as follows. An incremental DC power flow model is represented by

公司理财名词解释整理s

公司理财名词解释整理s

Chapter2资产负债表是反映企业在某一特定日期财务状况的报表利润表用来衡量企业在一个特定时期(如一年)内的业绩。

折旧是将过去的固定资产支出(成本)在将来的期限内分摊,进行收入与费用的配比,以合理地反映报告期的收益。

直线法—— 每年都提取等额的折旧。

加速折旧法—— 在固定资产使用的早期多提折旧,相应地在后期少提折旧。

它并没有在总量上多折旧,只是改变了确认的时间。

递延税款是由会计利润(向股东报告)和实际应纳税利润(向税务部门报告)之间的差异引起的。

3一项投资在期末的本息合计金额被称为终值(Future Value,FV),或复利值。

现值(Present Value,PV)是未来现金流折算到今天的价值。

某个项目的净现值(Net Present Value,NPV)等于该项目的预期现金流量的现值与项目投资成本之差。

永续年金(Perpetuity)是一系列没有止境的固定的现金流量永续增长年金(Growing Perpetuity)是一系列没有止境的且具有永续增长趋势的现金流量年金(Annuity)是一系列固定、有规律、持续一段时期的现金流量。

用来计算T期内等额支付1元现金流价值通常称为年金(现值)系数Ar T。

增长年金(Growing Annuity)是一种在有限时期内增长的现金流量。

费雪分离定理一个人的投资决策与消费决策是可以分开进行的,最优的投资决策与人们的消费偏好无关.4回收期(payback) = 收回项目初始投资的年数折现回收期:在考虑货币的时间价值后,项目收回它的初始投资需要的时间内部收益率(Internal Rate of Return, IRR):使得项目的净现值(NPV)等于0的贴现率盈利指数(profitability index,PI)是初始投资以后所有预期未来现金流的现值和初始投资的比,也叫现值指数平均会计收益率(Average accounting return,AAR)是会计平均净利润与项目期内平均账面净投资额之比平均报酬率(Average rate of return,ARR)是投资项目寿命周期内的年平均现金流入量与初始投资额的比值5增量现金流量:公司接受项目和不接受项目引起的现金流量的差别,即与项目有关的现金流量。

自动化英语

自动化英语

自动化英语:自动化英语专业英语词汇----不看你会后悔 2007-05-10 20:08:36 大中小标签:看哟帮助你自动化英语专业英语词汇表 O-Z1objective function 目标函数observability index 可观测指数observable canonical form 可观测规范型on-line assistance 在线帮助on-off control 通断控制open loop pole 开环极点operational research model 运筹学模型optic fiber tachometer 光纤式转速表optimal trajectory 最优轨迹optimization technique 最优化技术orbital rendezvous 轨道交会orbit gyrocompass 轨道陀螺罗盘orbit perturbation 轨道摄动order parameter 序参数orientation control 定向控制originator 始发站oscillating period 振荡周期output prediction method 输出预估法oval wheel flowmeter 椭圆齿轮流量计overall design 总体设计overdamping 过阻尼overlapping decomposition 交叠分解2Pade approximation 帕德近似photoelectric tachometric transduPareto optimality 帕雷托最优性passive attitude stabilization 被动姿态稳定path repeatability 路径可重复性pattern primitive 模式基元PR (pattern recognition) 模式识别P control 比例控制器peak time 峰值时间penalty function method 罚函数法perceptron 感知器periodic duty 周期工作制perturbation theory 摄动理论pessimistic value 悲观值phase locus 相轨迹phase trajectory 相轨迹phase lead 相位超前cer 光电式转速传感器phrase-structure grammar 短句结构文法process-oriented simulation 面向过程的仿真production budget 生产预算production rule 产生式规则profit forecast 利润预测PERT (program evaluation and review technique) 计划评审技术program set station 程序设定操作器proportional control 比例控制proportional plus derivative controller 比例微分控制器protocol engineering 协议工程prototype 原型pseudo random sequence 伪随机序列pseudo-rate-increment control 伪速率增量控制pulse duration 脉冲持续时间pulse frequency modulation control system 脉冲调频控制系统pulse width modulation control system 脉冲调宽控制系统PWM inverter 脉宽调制逆变器pushdown automaton 下推自动机QC (quality control) 质量管理quadratic performance index 二次型性能指标qualitative physical model 定性物理模型quantized noise 量化噪声quasilinear characteristics 准线性特性queuing theory 排队论resistance thermometer sensor 热电阻resolution principle 归结原理resource allocation 资源分配response curve 响应曲线return difference matrix 回差矩阵reverberation 回响reversible electric drive 可逆电气传动revolute robot 关节型机器人revolution speed transducer 转速传感器rewriting rule 重写规则rigid spacecraft dynamics 刚性航天动力学risk decision 风险分析robotics 机器人学robot programming language 机器人编程语言robust control 鲁棒控制robustness 鲁棒性roll gap measuring instrument 辊缝测量仪root locus 根轨迹roots flowmeter 腰轮流量计rotameter 浮子流量计,转子流量计rotary eccentric plug valve 偏心旋转阀rotary motion valve 角行程阀rotating transformer 旋转变压器Routh approximation method 劳思近似判据routing problem 路径问题sampled-data control system 采样控制系统sampling control system 采样控制系统saturation characteristics 饱和特性scalar Lyapunov function 标量李雅普诺夫函数SCARA (selective compliance assembly robot arm) 平面关节型机器人scenario analysis method 情景分析法scene analysis 物景分析s-domain s域self-operated controller 自力式控制器self-organizing system 自组织系统self-reproducing system 自繁殖系统self-tuning control 自校正控制semantic network 语义网络semi-physical simulation 半实物仿真sensing element 敏感元件sensitivity analysis 灵敏度分析sensory control 感觉控制sequential decomposition 顺序分解sequential least squares estimation 序贯最小二乘估计servo control 伺服控制,随动控制servomotor 伺服马达settling time 过渡时间sextant 六分仪short term planning 短期计划short time horizon coordination 短时程协调signal detection and estimation 信号检测和估计signal reconstruction 信号重构similarity 相似性simulated interrupt 仿真中断simulation block diagram 仿真框图simulation experiment 仿真实验simulation velocity 仿真速度simulator 仿真器single axle table 单轴转台single degree of freedom gyro 单自由度陀螺single level process 单级过程single value nonlinearity 单值非线性singular attractor 奇异吸引子telemetry 遥测teleological system 目的系统单词解释例句或者词组音标abbrivation 缩写[&#601;,bri:vi`eifn]absolute 绝对absolute output 绝对最大输出[`aebs&#601;lu:t]actuator 执行器against 对比I/O signals against PC CPUallocate 分配allocate the user area in buffer memory [`ael&#601;keit]alter 改变even if the output characteristic is altered by changing offset/gain setting [`o:t&#601;] ambient 环境周围ambient operating temperature [`aembi&#601;nt]analog 模拟analog output [`aen&#601;log]analysis 分析the collection an and analysis of data [&#601;`nael&#601;sis]applicable 可用the applicable CPU for the moduleassign 分配The teacher has assigned each of us a holiday task. assign I/O number [&#601;`sain] back up battey 备用电池barcode reader/ID 条形码阅读器base unit 主基板baud 波特[bo:d]beforehand 事先binary 二进制12 bit binary [`bain&#601;ri]buffer memory 缓冲存储器bus 总线case 外壳do not remove the module's print board from the casecharacteristic 特征I/O characterristic [`kaer&#601;kt&#601;`ristik]check 校验the data link status canbe checkedchild-station 子站common terminal 公共端compatible 兼容compatible with the MODBUS protocolcompound 混合compound system communication [`compaund]condensation 结露condition 条件condition settingconductive 导电conductive metal piceesconfiguration 组态system configurationconfigure 组态confirm 确认how to confirm the operation of the moduleconsumption 消耗current consumption [k&#601;n`s^mp∫n]content 目录control level 控制级convenient 方便more convenient and easy-to-useconventionaly 传统which conventionaly has been used [k&#601;n,venfen'ael&#601;ti] conversion 转换Analog-Digital conversion moduleconverter 转换器[c&#601;n`v&#601;:t&#601;]conveyor 传送conveyor line [c&#601;n`vei&#601;]corrosive 腐蚀corrosive gas [k&#601;`r&#601;usiv]countermeasure 对策countermeasure for mis-inputecutoff 切断debug 调试is recommended before debuggingdedicated 屏蔽cc-link dedicated cablededicated 专用dedicated transmission protocoldefault value 缺省值define 解释阐明Offset value and gain value are defined as follow. [di`fain]design 设计design a systemdevice level 现场级diagnosis 诊断diagnosis function [dai&#601;g`n&#601;usis]digital 数字digital inputeDIN rail 导轨diverse 不同的各种各样的a diverse application requirements [dai`v&#601;:s] download 下载duplicate 完全一样[`dju:plik&#601;t]dust 灰尘eliminate 免得[i`limineit]enterprise level 管理级[`ent&#601;prais]erase 清除exceed 超出The number admitted must not exceed 200 [ik`si:d]execute 执行date link is executed using these parameters [`eksikju:t]expand 扩展can be eapanded up to 255 networksfaulty 故障站field bus 现场总线fix 固定flexibly 灵活的to support a variety systerm flexibly [`fleks&#601;bli]flow 流量format 格式transmission format [`fo:maet]framefuse 融丝graph 图标坐标图曲线图voltage output characterristic graph [gra:f]guaranteed 担保nomal operration cannot be guaranteed [,gaer&#601;`ti:d]handle 处理hardware manual 硬件手册hint 提示programming hintshumidity 湿度ambient operating humdlityindividual 独立的inductance 电感inductance loadinitiate 实施发起can be initiate by a computer [i`nifieit]input point 输入点数install 安装instruction 指令the FROM instructioninsulation 隔离form rubber provides good insulation [,insju`leifn]interface 接口[`int&#601;feis]interlocking 互锁can be used for sequence program interlockinginternal external 内部外部internal connectioninterrupt 中断excute an interrupt processinginvalid 无效error invalid station functionmagnetic 有磁性的magnetic fields [maeg`netik]main circuit 主回路[`s&#601;:kit]malfunction 故障cause system malfunctionmandatory 强制[`maed&#601;t&#601;ri]mantenance 维护maintenance costs are reduced [`meit&#601;n&#601;ns]manual 手册User' Manualmechanical 机械michanical life机械寿命module 模块mount or remove the module [`modju:l]momentary power failure 瞬时断电monitor 监视mount 固定mount or remove the modulemultiple 多样mutiple remote i/o modulesnegative 负observation 观察[obz&#601;`veifn]occupy 占用occupies 1 station [`okju:pai]occur 发生offline 离线offline testoffset gain 偏置增益oil mist 油雾optical loop 光缆回路[`optik&#601;l]optimum 最佳的optimum control [`optim&#601;m]output 输出overall 总的overall distanceoverview 总揽communication overviewparameter 参数path 路径transmission pathper networkperform 进行normal data link cannot be performedperformance specifations 性能规格peripheral 外围When utilizing peripheral device to assign I/O number. [p&#601;`rif&#601;ri&#601;r&#601;l] phase 相swith off all phases of the power supply [`feiz]photocouplerpoint 要点port 口Rs232c portpower line 电源线power on/off 上电断电precaution 注意事项precaution when configuing systemprint board 印刷电路板do not remove the module's print board from the case procedure 过程follow the procedureprograming interface 编程口protocol 协议protocol communication issues [`pr&#601;ut&#601;col]range 范围rated input voltage 额定输入电压ratio 比率[`reifi&#601;u]recommend 建议is recommended before debuggingreduce 减少the number of steps in operation program can be reducedrefer to 参照refer to Chapter 6register 数据寄存器relay 继电器[`ri:lei]remote I/O 远程网络IO [ri`m&#601;ut]reserved station 预留主站resin 树脂made of resinresistor 电阻resistor load阻性负载 terminating resistor [ri`zist&#601;] resolution 分解,解析 n Maximum resolution 最大分辨率[,rez&#601;`lu:fn] restriction 限制no restriction [ri`strikfn]retry 从试scan 扫描link scanscrew 螺丝Teminal- block screwseamless network 无缝网络sequence programme 顺控程序serial communications module 串口模块series 系列Ans Series [`si&#601;ri&#601;s]servo 伺服short 短路signal 信号sink 漏极sink commenslot 槽soures 源极soures commenspecifications 特性input modules specificationsstabilized power supply 稳压电源[`steib&#601;laiz]standby master station 备用主站start up 起动status 状态data link statusstep drive 步进storage 存储storage areastore 存储switch off 关断swith off all phases of the power supplytable 表格transfer 传输transistor 晶体管transmission speed 传输速度transmit 传送data is transmitted in unchanged codetriac 双端三相可控硅开关troubleshooting 故障处理unuseble 不可以使用upload 上传utilize 利用When utilizing peripheral device to assign I/O number. [`ju:t&#601;laiz] verify 校验verify the set parameter contentsvoltage 电压high voltage [`v&#601;ultidg]watchdog 看门狗width 范围it will vary in the width of [widθ]wire chips 线头do not let foreign matter such as wire chips ret inside the module。

数据、模型与决策(运筹学)课后习题和案例答案005

数据、模型与决策(运筹学)课后习题和案例答案005

CHAPTER 5 WHAT-IF ANALYSIS FOR LINEAR PROGRAMMINGReview Questions5.1-1 The parameters of a linear programming model are the constants (coefficients or right-handsides) in the functional constraints and the objective function.5.1-2 Many of the parameters of a linear programming model are only estimates of quantities thatcannot be determined precisely and thus result in inaccuracies.5.1-3 What-if analysis reveals how close each of these estimates needs to be to avoid obtainingan erroneous optimal solution, and therefore pinpoints the sensitive parameters where extra care is needed to refine their estimates.5.1-4 No, if the optimal solution will remain the same over a wide range of values for a particularcoefficient, then it may be appropriate to make only a fairly rough estimate for a parameter of a model.5.1-5 Conditions that impact the parameters of a model, such as unit profit, may change over timeand render them inaccurate.5.1-6 If conditions change, what-if analysis leaves signposts that indicate whether a resultingchange in a parameter of the model changes the optimal solution.5.1-7 Sensitivity analysis is studying how changes in the parameters of a linear programmingmodel affect the optimal solution.5.1-8 What-if analysis provides guidance about what the impact would be of altering policydecisions that are represented by parameters of a model.5.2-1 The estimates of the unit profits for the two products are most questionable.5.2-2 The number of hours of production time that is being made available per week in the threeplants might change after analysis.5.3-1 The allowable range for a coefficient in the objective function is the range of values overwhich the optimal solution for the original model remains optimal.5.3-2 If the true value for a coefficient in the objective function lies outside its allowable rangethen the optimal solution would change and the problem would need to be resolved.5.3-3 The Objective Coefficient column gives the current value of each coefficient. TheAllowable Increase column and the Allowable Decrease Column give the amount that each coefficient may differ from these values to remain within the allowable range for which the optimal solution for the original model remains optimal.5.4-1 The 100% rule considers the percentage of the allowable change (increase or decrease) foreach coefficient in the objective function.5.4-2 If the sum of the percentage changes do not exceed 100% then the original optimal solutiondefinitely will still be optimal.5.4-3 No, exceeding 100% may or may not change the optimal solution depending on thedirections of the changes in the coefficients.5.5-1 The parameters in the constraints may only be estimates, or, especially for the right-hand-sides, may well represent managerial policy decisions.5.5-2 The right-hand sides of the functional constraints may well represent managerial policydecisions rather than quantities that are largely outside the control of management.5.5-3 The shadow price for a functional constraint is the rate at which the value of the objectivefunction can be increased by increasing the right-hand side of the constraint by a smallamount.5.5-4 The shadow price can be found with the spreadsheet by increasing the right-hand side byone, and then re-solving to determine the increase in the objective function value. It can be found similarly with a Solver Table by creating a table that shows the increase in profit fora unit increase in the right-hand side. The shadow price is given directly in the sensitivityreport.5.5-5 The shadow price for a functional constraint informs management about how much thetotal profit will increase for each extra unit of a resource (right-hand-side of a constraint).5.5-6 Yes. The shadow price also indicates how much the value of the objective function willdecrease if the right-hand side were to be decreased by 1.5.5-7 A shadow price of 0 tells a manager that a small change in the right-hand side of theconstraint will not change the objective function value at all.5.5-8 The allowable range for the right-hand side of a functional constraint is found in theSolver’s sensitivity report by using the columns labeled “Constraint R.H. Side”,“Allowable increase”, and “Allowable decrease”.5.5-9 The allowable ranges for the right-hand sides are of interest to managers because they tellthem how large changes in the right-hand sides can be before the shadow prices are nolonger applicable.5.6-1 There may be uncertainty about the estimates for a number of the parameters in thefunctional constraints. Also, the right-hand sides of the constraints often representmanagerial policy decisions. These decisions are frequently interrelated and so need to beconsidered simultaneously.5.6-2 The spreadsheet can be used to directly determine the impact of several simultaneouschanges. Simply change the paremeters and re-solve.5.6-3 Using Solver Table, trial values can be enumerated simultaneously for one or two data cells,with the possibility of entering formulas for additional data cells in terms of these one ortwo data cells.5.6-4 The right-hand sides of the constraints often represent managerial policy decisions. Thesedecisions are frequently interrelated and so need to be considered simultaneously.5.6-5 The 100 percent rule basically says that we can safely use the shadow prices to predict theeffect of simultaneous changes in the right-hand sides if the sum of the percentages of the changes does not exceed 100 percent.5.6-6 The data needed to apply the 100% rule for simultaneous changes in right-hand sides aregiven by the Sensitivity Report (Constraint R.H. Side, Allowable Increase, and Allowable Decrease).5.6-7 If the sum of the percentage changes does not exceed 100%, the shadow prices definitelywill still be valid.5.6-8 If the sum of the percentages of allowable changes in the right-hand sides does exceed100%, then we cannot be sure if the shadow prices will still be valid.Problems5.1 a)b)The estimate of the unit profit for toys can decrease by somewhere between $0 and$0.50 before the optimal solution will change. There is no change in the solution for anincrease in the unit profit for toys (at least for increase up to $1).c)The estimate of the unit profit for subassemblies can decrease by somewhere between $0 and $0.50 before the optimal solution will change. There is no change in the solution for an increase in the unit profit for subassemblies (at least for increases up to $1).d) Solver Table for change in unit profit for toys (part b):11 12 13 14 15 16 17 18 19 20 21 22A B C D Unit P rofitfor Toys Toys Subassem blies Total P rofit2,0001,000$3,500 $2.0010000$2,000 $2.2510000$2,250 $2.5010000$2,500 $2.7520001000$3,000 $3.0020001000$3,500 $3.2520001000$4,000 $3.5020001000$4,500 $3.7520001000$5,000 $4.0020001000$5,500P roductionSolver Table for change in unit profit for subassemblies (part c):11 12 13 14 15 16 17 18 19 20 21 22A B C DUnit P rofitfor Subassem blies Toys Subassem blies Total P rofit2,0001,000$3,500 -$3.5010000$3,000-$3.2510000$3,000-$3.0010000$3,000-$2.7520001000$3,250-$2.5020001000$3,500-$2.2520001000$3,750-$2.0020001000$4,000-$1.7520001000$4,250-$1.5020001000$4,500P roductione) The unit profit for toys can vary between $2.50 and $5.00 before the solution changes.The unit profit for subassemblies can vary between (–$3.00) and (–$1.50) before the solution changes.f) The allowable range for the unit profit for toys is $2.50 to $5.00.The allowable range for the unit profit for subassemblies as (–$3.00) to (–$1.50).Adjustable CellsFinal Reduced Objective Allowable Allowable Cell Name Value Cost CoefficientIncreaseDecrease$B$9P roduction Toys2,0000320.5$C$9P roduction Subassem blies1,000-2.510.5g)1112131415161718192021AB C D E F G H I J K Total P rofitUnit P rofit for Subassem blies $3,500-$3.50-$3.25-$3.00-$2.75-$2.50-$2.25-$2.00-$1.75-$1.50$2.00$2,000$2,000$2,000$2,000$2,000$2,000$2,000$2,250$2,500$2.25$2,250$2,250$2,250$2,250$2,250$2,250$2,500$2,750$3,000$2.50$2,500$2,500$2,500$2,500$2,500$2,750$3,000$3,250$3,500Unit P rofit $2.75$2,750$2,750$2,750$2,750$3,000$3,250$3,500$3,750$4,000for Toys$3.00$3,000$3,000$3,000$3,250$3,500$3,750$4,000$4,250$4,500$3.25$3,250$3,250$3,500$3,750$4,000$4,250$4,500$4,750$5,000$3.50$3,500$3,750$4,000$4,250$4,500$4,750$5,000$5,250$5,500$3.75$4,000$4,250$4,500$4,750$5,000$5,250$5,500$5,750$6,000$4.00$4,500$4,750$5,000$5,250$5,500$5,750$6,000$6,250$6,500h) So long as the sum of the percentage change of the unit profit for the subassembliesdoes not exceed 100% (where the allowable increase and decrease are given in part f), then the solution will not change. 5.2a) Adjustable CellsFinal Reduced Objective Allowable Allowable Cell Name Value Cost CoefficientIncrease Decrease $B$9Solution Activity 16020.50.33333$C$9Solution Activity 22511ConstraintsFinal Shadow Constraint Allowable Allowable Cell Name Value Price R.H. SideIncreaseDecrease$D$5Resource 1 Used 1011022$D$6Resource 2 Used1211232b)c)d)11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40A B C D Unit Profit for Total Activity 1Activity 1Activity 2P rofit62$22.00 $1.0004$20.00 $1.2004$20.00 $1.4004$20.00 $1.6004$20.00 $1.8062$20.80 $2.0062$22.00 $2.2062$23.20 $2.4062$24.40 $2.60100$26.00 $2.80100$28.00 $3.00100$30.00 Unit Profit for Total Activity 2Activity 1Activity 2P rofit62$22.00 $2.50100$20.00 $3.00100$20.00 $3.50100$20.00 $4.0062$20.00 $4.5062$21.00 $5.0062$22.00 $5.5062$23.00 $6.0004$24.00 $6.5004$26.00 $7.0004$28.00 $7.5004$30.00SolutionSolutionThe allowable range for the unit profit of activity 1 is approximately between $1.60 and $1.80 up to between $2.40 and $2.60.The allowable range for the unit profit of activity 2 is between $3.50 and $4.00 up to between $5.50 and $6.00.e) The allowable range for the unit profit of activity 1 is approximately between $1.67 and$2.50. The allowable range for the unit profit of activity 2 is between $4 and $6.f) The allowable range for the unit profit of activity 1 is approximately between $1.67 and$2.50. The allowable range for the unit profit of activity 2 is between $4 and $6.g)111213141516171819202122232425262728293031323334353637AB C D E F G H I J K L M Total P rofit Unit P rofit for Activity 2$22$2.50$3.00$3.50$4.00$4.50$5.00$5.50$6.00$6.50$7.00$7.50$1.00$11.00$12.00$14.00$16.00$18.00$20.00$22.00$24.00$26.00$28.00$30.00$1.20$12.20$13.20$14.20$16.00$18.00$20.00$22.00$24.00$26.00$28.00$30.00$1.40$14.00$14.40$15.40$16.40$18.00$20.00$22.00$24.00$26.00$28.00$30.00Unit P rofit $1.60$16.00$16.00$16.60$17.60$18.60$20.00$22.00$24.00$26.00$28.00$30.00for $1.80$18.00$18.00$18.00$18.80$19.80$20.80$22.00$24.00$26.00$28.00$30.00Activity 1$2.00$20.00$20.00$20.00$20.00$21.00$22.00$23.00$24.00$26.00$28.00$30.00$2.20$22.00$22.00$22.00$22.00$22.20$23.20$24.20$25.20$26.20$28.00$30.00$2.40$24.00$24.00$24.00$24.00$24.00$24.40$25.40$26.40$27.40$28.40$30.00$2.60$26.00$26.00$26.00$26.00$26.00$26.00$26.60$27.60$28.60$29.60$30.60$2.80$28.00$28.00$28.00$28.00$28.00$28.00$28.00$28.80$29.80$30.80$31.80$3.00$30.00$30.00$30.00$30.00$30.00$30.00$30.00$30.00$31.00$32.00$33.00Solution Unit P rofit for Activity 2(6,2)$2.50$3.00$3.50$4.00$4.50$5.00$5.50$6.00$6.50$7.00$7.50$1.00(6,2)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)$1.20(6,2)(6,2)(6,2)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)$1.40(10,0)(6,2)(6,2)(6,2)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)Unit P rofit $1.60(10,0)(10,0)(6,2)(6,2)(6,2)(0,4)(0,4)(0,4)(0,4)(0,4)(0,4)for $1.80(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(0,4)(0,4)(0,4)(0,4)(0,4)Activity 1$2.00(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)(0,4)(0,4)(0,4)(0,4)$2.20(10,0)(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)(6,2)(0,4)(0,4)$2.40(10,0)(10,0)(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)(6,2)(0,4)$2.60(10,0)(10,0)(10,0)(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)(6,2)$2.80(10,0)(10,0)(10,0)(10,0)(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)$3.00(10,0)(10,0)(10,0)(10,0)(10,0)(10,0)(10,0)(6,2)(6,2)(6,2)(6,2)5.3Adjustable CellsFinal Reduced Objective Allowable Allowable Cell NameValue Cost CoefficientIncrease Decrease $C$11Factory 1 Customer 11007001001E +30$D$11Factory 1 Customer 220900100100$E $11Factory 1 Customer 301008001E +30100$C$12Factory 2 Customer 101008001E +30100$D$12Factory 2 Customer 260900100100$E $12Factory 2 Customer 397001001E +30ConstraintsFinal Shadow Constraint Allowable Allowable Cell NameValue Price R.H. SideIncreaseDecrease $F$11Factory 1 Out 1201201E +30$F$12Factory 2 Out1501520$C$13Total To Custom er Customer 11070010010$D$13Total To Custom er Customer 28900802$E $13Total To Custom er Customer 3970092a) All of the unit costs have a margin of error of 100 in at least one direction (increase ordecrease). Factory 1 to Customer 2 and Factory 2 to Customer 2 have the smallestmargins for error since it is 100 in both directions.b) The allowable range for Factory 1 to Customer 1 is Unit Co st≤ $800.The allowable range for Factory 1 to Customer 2 is $800 ≤ Unit Cost ≤ $1,000.The allowable range for Factory 1 to Customer 3 is Unit Cost ≥ $700.The allowable range for Factory 2 to Customer 1 is Unit Cost ≥ $700The allowable range for Factory 2 to Customer 2 is $800 ≤ Unit Cost ≤ $900.The allowable range for Factory 2 to Customer 3 is Unit Cost ≤ $800.c) The allowable range for each unit shipping cost indicates how much that shipping costcan change before you would want to change the shipping quantities used in the optimalsolution.d) Use the 100% rule for simultaneous changes in objective function coefficients. If thesum of the percentage changes does not exceed 100%, the optimal solution definitelywill still be optimal. If the sum does exceed 100%, then we cannot be sure.5.4 a) Optimal solution does not change.b)c)d) The optimal solution does not change.e) The optimal solution does not change.f)Adjustable CellsFinal Reduced Objective Allowable Allowable Cell Name Value Cost Coefficient Increase Decrease $C$21Num ber Working Shift4801701E+3010$D$21Num ber Working Shift31016010160$E$21Num ber Working Shift3901755175$F$21Num ber Working Shift4301801E+305$G$21Num ber Working Shift1501951E+30195Part a) Optimal solution does not change (within allowable increase of $10).Part b) Optimal solution does change (outside of allowable decrease of $5).Part c)Percent of allowable increase for shift 2 is (165 – 160) / 10 = 50%Percent of allowable decrease for shift 4 is (180 – 170) / 5 = 200%Sum = 250%, so the optimal solution may or may not change.Part d)Percent of allowable decrease for shift 1 is (170 – 166) / 10 = 40%Percent of allowable increase for shift 2 is (164 – 160) / 10 = 40%Percent of allowable decrease for shift 3 is (175 – 171) / 175 = 2%Percent of allowable increase for shift 4 is (184 –180) / ∞ = 0%Percent of allowable increase fo shift 5 is (199 –195) / ∞ = 0%The sum is 84%, so the optimal solution does not change.Part e)Percent of allowable increase for shift 1 is (173.40 –170) / ∞ = 0% Percent of allowable increase for shift 2 is (163.20 – 160) / 10 = 32% Percent of allowable increase for shift 3 is (178.50 – 175) / 5 = 70% Percent of allowable increase for shift 4 is (183.60 –180) / ∞ = 0% Percent of allowable increase for shift 5 is (198.90 –195) / ∞ = 0% The sum is 102%, so the optimal solution may or may not change. g)24 25 26 27 28 29 30 31 32 33 34 35 36 37B C D E F G H Cost per Shift6am-2pm8am-4pm Noon-8pm4pm-m idnight10pm-6am Total 6am-2pm Shift Shift Shift Shift Shift Cost 4831394315$30,610 $1555425394315$29,860 $1585425394315$30,022 $1614831394315$30,178 $1644831394315$30,322 $1674831394315$30,466 $1704831394315$30,610 $1734831394315$30,754 $1764831394315$30,898 $1794831394315$31,042 $1824831394315$31,186 $1854831394315$31,33040 41 42 43 44 45 46 47 48 49 50 51 52 53B C D E F G H Cost per Shift6am-2pm8am-4pm Noon-8pm4pm-m idnight10pm-6am Total 8am-4pm Shift Shift Shift Shift Shift Cost 4831394315$30,610 $1454831394315$30,145 $1484831394315$30,238 $1514831394315$30,331 $1544831394315$30,424 $1574831394315$30,517 $1604831394315$30,610 $1634831394315$30,703 $1664831394315$30,796 $1694831394315$30,889 $1725425394315$30,970 $1755425394315$31,04556 57 58 59 60 61 62 63 64 65 66 67 68 69B C D E F G H Cost per Shift6am-2pm8am-4pm Noon-8pm4pm-m idnight10pm-6am Total Noon-8pm Shift Shift Shift Shift Shift Cost 4831394315$30,610 $1604831394315$30,025 $1634831394315$30,142 $1664831394315$30,259 $1694831394315$30,376 $1724831394315$30,493 $1754831394315$30,610 $1784831394315$30,727 $1814831334915$30,838 $1844831334915$30,937 $1874831334915$31,036 $1904831334915$31,1357273747576777879808182838485BC D E FG H Cost per Shift 6am -2pm 8am -4pm Noon-8pm 4pm -m idnight10pm -6am Total 4pm -m idnightShift Shift Shift Shift Shift Cost 4831394315$30,610$1654831334915$29,905$1684831334915$30,052$1714831334915$30,199$1744831334915$30,346$1774831394315$30,481$1804831394315$30,610$1834831394315$30,739$1864831394315$30,868$1894831394315$30,997$1924831394315$31,126$1954831394315$31,255888990919293949596979899100101BC D E FG H Cost per Shift 6am -2pm 8am -4pm Noon-8pm 4pm -m idnight10pm -6am Total 10pm -6amShift Shift Shift Shift Shift Cost 4831394315$30,610$1804831394315$30,385$1834831394315$30,430$1864831394315$30,475$1894831394315$30,520$1924831394315$30,565$1954831394315$30,610$1984831394315$30,655$2014831394315$30,700$2044831394315$30,745$2074831394315$30,790$2104831394315$30,8355.5 a) b) The optimal solution does not change. c) The optimal solution does not change.d) The optimal solution does not change.e)f)g) The optimal solution does not change.h)Adjustable CellsFinal Reduced Objective Allowable Allowable Cell Name Value Cost Coefficient Increase Decrease $C$16P articipation Share Building0.00%-4.85%450.04851E+30 $D$16P articipation Share H otel16.50%0.00%700.45450.0543 $E$16P articipation Share C enter13.11%0.00%500.13890.3226 ConstraintsFinal Shadow Constraint Allowable Allowable Cell Name Value Price R.H. Side Increase Decrease $F$9Now Spent250.0097250.3049 4.3548 $F$10E nd of Year 1 Spent44.7570.0000451E+300.2427 $F$11E nd of Year 2 Spent60.5830.0000651E+30 4.4175 $F$12E nd of Year 3 Spent800.2233800.781218.8889 Part a) Optimal solution changes (not within allowable increase of $48,500).Part b) Optimal solution does not change (within allowable increase of $454,500).Part c) Optimal solution does not change (withi n allowable decrease of ∞).Part d) Optimal solution does not change (within allowable decrease of $322,600).Part e)Percentage of allowable decrease for project 1 = (45 –40) / ∞ = 0%Percentage of allowable increase for project 2 = (70.2 – 70) / 0.4545 = 44% Percentage of allowable decrease for project 3 = (50 – 49.8) / 0.3226 = 62% Sum = 106%, so the solution may or may not change.Part f)Percentage of allowable increase for project 1 = (46 – 45) / 0.0485 = 2,062% Percentage of allowable decrease for project 2 = (70 – 69) / 0.0543 = 1,842% Percentage of allowable decrease for project 3 = (50 – 49) / 0.3226 = 310% Sum = 4,214%, so the solution may or may not change.Part g)Percentage of allowable increase for project 1 = (54 – 45) / 0.0485 = 18,557% Percentage of allowable increase for project 2 = (84 – 70) / 0.4545 = 3,080% Percentage of allowable increase for project 3 = (60 – 50) / 0.1389 = 7,199% Sum = 28,836%, so the solution may or may not change.i)19 20 21 22 23 24 25 26 27 28 29 30 31 32 33B C D E F Net P resent Value P articipationP roject 1 (Office)Office Shopping Total NP V ($m illions)Building Hotel Center($m illions)0.00%16.50%13.11%18.11400.00%16.50%13.11%18.11410.00%16.50%13.11%18.11420.00%16.50%13.11%18.11430.00%16.50%13.11%18.11440.00%16.50%13.11%18.11450.00%16.50%13.11%18.114613.31% 6.12%15.65%18.234713.31% 6.12%15.65%18.364813.31% 6.12%15.65%18.494913.31% 6.12%15.65%18.635013.31% 6.12%15.65%18.7636 37 38 39 40 41 42 43 44 45 46 47 48 49 50B C D E F Net P resent Value P articipationP roject 2 (Hotel)Office Shopping Total NP V ($m illions)Building Hotel Center($m illions)0.00%16.50%13.11%18.116513.31% 6.12%15.65%17.796613.31% 6.12%15.65%17.856713.31% 6.12%15.65%17.916813.31% 6.12%15.65%17.976913.31% 6.12%15.65%18.03700.00%16.50%13.11%18.11710.00%25.81%0.00%18.32720.00%25.81%0.00%18.58730.00%25.81%0.00%18.84740.00%25.81%0.00%19.10750.00%25.81%0.00%19.3553 54 55 56 57 58 59 60 61 62 63 64 65 66 67B C D E FNet P resent Value P articipationP roject 3 (Shopping C.)Office Shopping Total NP V ($m illions)Building Hotel Center($m illions)0.00%16.50%13.11%18.11450.00%25.81%0.00%18.06460.00%25.81%0.00%18.06470.00%25.81%0.00%18.06480.00%25.81%0.00%18.06490.00%25.81%0.00%18.06500.00%16.50%13.11%18.1151 4.03%12.90%14.52%18.255213.31% 6.12%15.65%18.415313.31% 6.12%15.65%18.565413.31% 6.12%15.65%18.725513.31% 6.12%15.65%18.885.6 a) Optimal solution: produce no chocolate ice cream, 300 gallons of vanilla ice cream, and75 gallons of banana ice cream. Total profit will be $341.25.b) The optimal solution will change since $1.00 (an increase of $0.05) is outside theallowable increase of $0.0214. The p rofit will go up, but how much can’t bedetermined without re-solving.c) The optimal solution will not change since $0.92 (a decrease of $0.03) is within theallowable decrease ($0.05). Total profit will decrease by $2.25 ($0.03 x 75) to $339.d) The optimal solution will change. Since the change is within the allowable range, wecan calculate the change in profit using the shadow price: ∆Z = (Shadow Price)(∆RHS)= ($1) x (–3) = –$3. The new profit will be $338.25.e) This increase is outside of the allowable increase so the total increase in profit with theextra sugar can not be determined without re-solving. However, we know that theshadow price is valid for the first increase of 10 pounds of sugar. For just this 10pounds, the increase in profit is ∆Z = (Shadow Price)(∆RHS) = ($1.875)(+10) = $18.75,so even just 10 pounds of sugar would be worth the $15 price for 15 pounds.f) The final value is 180 as shown in the E5 in the spreadsheet. The shadow price is 0since we are using less milk than we have available (there is slack in the constraint).The R.H.Side value is 200 as given in cell G5. The allowable increase is infinity sincethe shadow price will stay zero no matter how much we add to the right-hand side(since this would merely add to the slack). The allowable decrease is 20 since thesolution will change (and the shadow price will change from zero) once the right-handside drops below 180 (the amount currently being used).5.7 a) Let G = number of grandfather clocks producedW = number of wall clocks producedMaximize Profit = $300G + $200Wsubject to 6G + 4W≤ 40 hours8G + 4W≤ 40 hours3G + 3W≤ 20 hoursand G≥ 0, W≥ 0.b) 3.33 grandfather clocks and 3.33 wall clocks should be produced per week. If the unitprofit for grandfather clocks is changed from $300 to $375, the optimal solution doesnot change. If, in addition, the estimated unit profit for wall clocks changes from $200to $175, then the optimal solution does change to 5 grandfather clocks and 0 wallclocks per week.c)d) If the unit profit for grandfather clocks changes to $375, then the solution does notHowever, if the unit profit for wall clocks changes to $175 as well, then the optimale)15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34A B C DUnit P rofitfor Grandfather Grandfather Wall Total Clocks Clock Clock P rofit3.33 3.33$1,667$1500 6.67$1,333 $1700 6.67$1,333 $1900 6.67$1,333 $210 3.33 3.33$1,367 $230 3.33 3.33$1,433 $250 3.33 3.33$1,500 $270 3.33 3.33$1,567 $290 3.33 3.33$1,633 $310 3.33 3.33$1,700 $330 3.33 3.33$1,767 $350 3.33 3.33$1,833 $370 3.33 3.33$1,900 $390 3.33 3.33$1,967 $41050$2,050 $43050$2,150 $45050$2,250P roduction37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56A B C D Unit P rofitfor Wall Grandfather Wall Total Clocks Clock Clock P rofit3.33 3.33$1,667$5050$1,500 $7050$1,500 $9050$1,500 $11050$1,500 $13050$1,500 $15050$1,500 $170 3.33 3.33$1,567 $190 3.33 3.33$1,633 $210 3.33 3.33$1,700 $230 3.33 3.33$1,767 $250 3.33 3.33$1,833 $270 3.33 3.33$1,900 $290 3.33 3.33$1,967 $3100 6.67$2,067 $3300 6.67$2,200 $3500 6.67$2,333P roductionf)1516171819202122232425262728293031323334A B CD E F G H Total P rofit Unit P rofit for Wall C locks$1,665$50$100$150$200$250$300$150$750$833$1,000$1,333$1,667$2,000$200$1,000$1,000$1,167$1,333$1,667$2,000Unit P rofit $250$1,250$1,250$1,333$1,500$1,667$2,000for Grandfather $300$1,500$1,500$1,500$1,667$1,833$2,000Clocks $350$1,750$1,750$1,750$1,833$2,000$2,167$400$2,000$2,000$2,000$2,000$2,167$2,333$450$2,250$2,250$2,250$2,250$2,333$2,500P roduction (Grandfather Clocks, Wall Clocks)Unit P rofit for Wall C locks (3.33,3.33)$50$100$150$200$250$300$150(5,0)(3.33,3.33)(3.33,3.33)(0,6.67)(0,6.67)(0,6.67)$200(5,0)(5,0)(3.33,3.33)(3.33,3.33)(0,6.67)(0,6.67)Unit P rofit $250(5,0)(5,0)(3.33,3.33)(3.33,3.33)(0,6.67)(0,6.67)for Grandfather $300(5,0)(5,0)(5,0)(3.33,3.33)(3.33,3.33)(0,6.67)Clocks$350(5,0)(5,0)(5,0)(3.33,3.33)(3.33,3.33)(3.33,3.33)$400(5,0)(5,0)(5,0)(5,0)(3.33,3.33)(3.33,3.33)$450(5,0)(5,0)(5,0)(5,0)(3.33,3.33)(3.33,3.33)g)h)15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48A B C D Assem bly HoursAvailable Grandfather Wall(David)Clock Clock Total P rofit3.33 3.33$1,66735 3.33 3.33$1,66737 3.33 3.33$1,66739 3.33 3.33$1,66741 3.33 3.33$1,66743 3.33 3.33$1,66745 3.33 3.33$1,667 Carving H oursAvailable Grandfather Wall(LaDeana)Clock Clock Total P rofit3.33 3.33$1,66735 2.08 4.58$1,54237 2.58 4.08$1,59239 3.08 3.58$1,64241 3.58 3.08$1,69243 4.08 2.58$1,74245 4.58 2.08$1,792 Shipping HoursAvailable Grandfather Wall(Lydia)Clock Clock Total P rofit3.33 3.33$1,66715 5.000.00$1,50017 4.33 1.33$1,56719 3.67 2.67$1,63321 3.00 4.00$1,70023 2.33 5.33$1,76725 1.67 6.67$1,833i) The allowable range for the unit profit for the grandfather clock is $200 to $400.The allowable range for the unit profit for the wall clock is $150 to $300.The allowable range for David’s available hours is 33.33 and above.The allowable range for LaDeana’s available hours is 26.67 to 53.33 hours.The allowavle range for Lydia’s available hours is 15 to 30 hours.Adjustable CellsFinal Reduced Objective Allowable Allowable Cell Name Value Cost Coefficient Increase Decrease$B$12P roduction Clock 3.330.00300100100$C$12P roduction Clock 3.330.0020010050 ConstraintsFinal Shadow Constraint Allowable Allowable Cell Name Value Price R.H. Side Increase Decrease$D$6Assem bly (David) Used330401E+30 6.667$D$7Carving (LaDeana) Used40254013.33313.333$D$8Shipping (Lydia) Used2033.3320105j) Lydia should increase her hours slightly since her hours have the highest shadow price. k) The shadow price for David is zero because all of his available hours are not being used anyway, so an increase in his hours would not impact total profit.l) Yes, this increase (5 hours) is within the allowable increase (10 hours). The increase in total profit will be ∆Z = (Shadow Price)(∆RHS) = ($33.33)(+5) = $166.65.m) Percentage of Lydia’s available increase used = (25 – 20)/10 = 50%.Percentage of David’s allowable decrease used = (40 – 35) / 6.667 = 75%.The sum is 125%, so by the 100% rule, the shadow prices may or may not be valid and hence should not be used to determine the effect on total profit.n) The revised graph is shown below. The optimal solution changes from (3.333,3.333) with a profit of $1666.70 to (2.5,5), (.833,7.5), and all points on the connecting line segment, with a profit of $1750.。

博迪和莫顿:《金融学》:chpt6

博迪和莫顿:《金融学》:chpt6

(Table in $'000)
Was 15%
NPV = -429
2 20,000 3,100 15,000 400 1,500 600 900 1,300 0 0 1,300 832
3 20,000 3,100 15,000 400 1,500 600 900 1,300 0 0 1,300 66612
5
Don’t Do Project
Internal Rate of Return
NPV of a Project Discout Year 0 1 2 3 4 5 11.04% Flow PV Cum_PV -1000 -1000 -1000 450 405 -595 350 284 -311 250 183 -128 150 99 -30 50 30 0 NPV
0 1,300 1130
11
Assumptions
Cost of capital Tax rate Unit sales in year 1 Sales growth rate Unit price Unit Price Growth Fixed Start Fixed Growth Variable pcent Depreciation schedule Start working capt Investment schedule Capital movements sch Dividend Working Cap Sch Year CF Forecast Sales revenue Expenses Fixed Costs (cash) Variable costs Depreciation Operating Profit Taxes Net Profit Operating CF Working cap move Investment in P&E Invest CF Net CF PV(NCF) 25.00% 40.00% $4,000 0.00% $5,000 0.00% 3,100,000 0.00% 75.00% 400,000 2,200,000 2,800,000 0 1,000,000 2,200,000 0 1 20,000 3,100 15,000 400 1,500 600 900 1,300 2200 2,800 5,000 -5,000 -5000

临床药物治疗学药品经济学

临床药物治疗学药品经济学

药物经济学评价的内容
时间长短(time horizon) 成本与效果的折旧(discounting) 敏感度分析(sensitivity analysis) 价格的选择(price list) 对社会财政的影响 报告格式(template)
世界各国药品经济学评价的发展
大洋洲 东欧 南欧 西欧 北欧 北美
根据药物注册的适应症 病人组,疾病亚组,疾病严重程度,有
无合并症的亚人群 注意分析的统计效能(分组的大小)
举例:糖尿病并发症的发病率 及成本估计
以发病率为基础的估计(incidence-
based estimation)
选择糖尿病及非糖尿病组进行回顾队列 调查 (retrospective cohort study)
如何判断新药的价格
药物临床试验II、 III、 IV期 药品列入报销目录前(临床疗效及成
本效果分析) 药品需要单独定价时
前瞻性与回顾性研究的框架
开始使用新药
开始经济学评价
2002 2003 2004 2005 2006 2007 2008 2009 2010 2012 2013
回顾性
前瞻性
收集资料
药物经济学的研究人群
我国文献报道中成本测算的差异
百分比(%)
1. 药物的最小成本分析
相同效果时的成本比较
直接成本(资源的交易成本,直接医疗 服务的住院,诊疗,护理,药品,诊断 , 手术,家庭服务费。 非医疗成本的交 通费,伙食费) 间接成本(生产力损失) 无形成本(疼痛,忧虑)
2. 药物的成本效果分析
效果用自然单位表示 - 治愈率 - 寿命年 - 并发症 - 生理参数 - 中间结果(血压, 血糖, 胆固醇) - 功能状态

人教版小学到高中数学教材目录大全

人教版小学到高中数学教材目录大全

人教版小学到高中数学教材目录大全原文:Hiking is a great way to explore the outdoors。

It allows youto get away from the hustle and bustle of the city and enjoy the XXX。

before you hit the trails。

it is important to be prepared。

Here are some tips to help you get started.First。

make sure you have the right gear。

This includes a good pair of hiking boots。

a backpack。

and XXX.Next。

do some research on the trail you plan to hike。

Find out how long it is。

the difficulty level。

and any potential hazards。

This will help you plan your route and XXX.When you are on the trail。

make sure you stay on the designated path。

This will help protect the XXX。

It is also important to pack out all of your trash and leave the trail betterthan you found it.Finally。

XXX。

Keep noise levels down and give animals plenty of space。

Remember。

you are a guest in their home.By following these tips。

运筹学(英)-cha3

运筹学(英)-cha3
Formulation: 3 c1 7 slope of objective function 2 c2 10 where c 1 and c2 are coefficients of x1 and x2 respectively. Let c2 9 , we have 6.3 c1 13.5 Let c1 10 , we have 6.67 c2 14.29
1
Sensitivity Analysis

General form of LP
Max s .t . z
c
j 1
n
j
xj
a
j 1
n
ij
x j bi
( i 1,2,...., m )
x j 0 ( j 1,2,...., n)
2
Sensitivity Analysis

What we will do
Face to the questions: 1. How will a change in c j affect the optimal solution? 2. How will a change in bi affect the optimal solution?

Why we have to do
15
Sensitivity Analysis

Computer solution
Reduced costs: The amount by which an objective function coefficient would have to improve (increase for a maximization problem, decrease for a minimization problem) before it would be possible for the corresponding variable to assume a positive value in the optimal solution.
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T T c B N − ( cN + ∆cN ) = cB B −1 N − cN − ∆cT N T B −1 T
= ( 3 1 2 ) − ( ∆c2 = ( 3 − ∆c2 1 2 )
0 0)
If the optimal basis remain unchanged, we have 3 − ∆c2 ≥ 0 So if the coefficient of x2 changed in ( −∞,],the original 4 optimal basis will remain optimal。 that is:∆c2 ≤ 3,c2 + ∆c2 ≤ 4
It is known that x2 and x3 are basic varibles in opitmal tableau, then find the optimal tableau
Consider the following LP and its optimal simplex tableau has been found as follows, then find the values of all unknown coefficients and their changing ranges in which the optimal basis can remain unchanged
In the same way to analyze the coefficient of x2 c2 ∆c2 if c2 → c2 + ∆c2 , then cN → c5 + 0 = cN + ∆cN c 0 6 and the test indicators are changed to be:
How the change in the right-hand sides affect the optimal solution
T b + ∆ → B −1b, cB B −1b
Example: Find out the changing range of b1 in which the optimal basis remain unchanged max s.t. S = x1 + x2 + 3 x3 x1 + x2 + 2 x3 + x4 =40 x1 + 2 x2 + x3 + x5 = 20 x2 + x3 + x6 = 15 x≥0
Sensitivity Analysis
1.What is the main content of Sensitivity Analysis 2.Changes in the objective function coefficients 3.Changes in the right-hand sides 4.Adding a new variable or a new constraint 5.Exercises
T T T cB + ∆ → cB B −1 N − cN , cB B −1b T T cN + ∆ → cB B −1 N − cN
Example: Determine the changing ranges of the objective coefficients of x1 and x2 , in which the optimal basis remain unchanged max s.t. S = x1 + x2 + 3 x3 x1 + x2 + 2 x3 + x4 =40 x1 + 2 x2 + x3 + x5 = 20 x1 + x3 + x6 = 15 x≥0
What is the main content of Sensitivity Analysis
Explore how changes in an LP’s objective function coefficients change the optimal solution Explore how changes in an LP’s right hand sides change the optimal solution Explore how changes the optimal solution when adding a new variable or a new constraint
−∆c1 )
−∆c1 )
To make the optimal basis remain unchanged, we have 3 + ∆c1 ≥ 0 1 + ∆c1 ≥ 0 i.e. − 1 ≤ ∆c1 ≤ 2, 0 ≤ c1 + ∆c1 ≤ 3 2 − ∆c ≥ 0 1 In other words, if the coefficient of x1 change in [ 0,3] , then the optimal basis will remain optimal
T cB B −1 N − cT = ( 3 1 2 ) N
c1 ∆c1 if c1 → c1 + ∆c1 , then cB → c3 + 0 = cB + ∆cB c 0 4 and the test indicators are altered to be:
max S = k1 x1 + k2 x2 + k3 x3 s.t. x + x + 2 x ≤ b 1 1 2 3 x1 + 2 x2 + x3 ≤ b2 x2 + x3 ≤ b3 x≥0
1 2 1 0 1 −1 5 −1 −1 B = 1 1 0 , B = 0 0 1 , B b = 15 0 1 0 1 −1 −1 5
b1 b1 ∆b1 Assume b1 → b1 + ∆b1 , then b = b2 → b2 + 0 = b + ∆b b b 0 3 3 and the basic solution is changed to be B −1 ( b + ∆b ) = B −1b + B −1∆b 5 0 1 −1 ∆b1 5 + ∆b1 = 15 + 0 0 1 0 = 15 5 1 −1 −1 0 5 To make the optimal basis unchanged,we have 5 + ∆b1 ≥ 0 i.e. ∆b1 ≥ −5,b1 + ∆b1 ≥ 35 That is,if b1 changes in will remain optimal。 then [35, + ∞ ), the optimal basis
∆c1
−∆c1 )
T T cB + ∆cB ) B −1 N − cT = cB B −1 N − cT + ∆cB B −1 N ( N N T
= c B N − c + ( ∆c1
T B −1 T N
∆c1 2 − ∆c1 )
= ( 3 1 2 ) + ( ∆c1
∆c1
= ( 3 + ∆c1 1 + ∆c1
⇒ x* = (15 0 5 15 0 10 0 ) , S * = 30
T
or x* = (15 0 5 ) , S * = 30
T
Exercises
Consider the following LP
max S = − x1 + x2 s.t. 2x + x + x = 4 1 2 3 x1 + x2 ≤ 2 x≥0
0 1 −1 1 c B ∆N − c7 = (1 3 0 ) 0 0 1 1 − c7 = 3 − c7 ≥ 0 1 −1 −1 1
T B −1
Add a constraint to LP
max S = x1 + x2 + 3x3 max S = x1 + x2 + 3 x3 s.t. x + x + 2 x ≤ 40 1 2 3 s.t. x + x + 2 x ≤ 40 1 2 3 x1 + 2 x2 + x3 ≤ 20 x1 + 2 x2 + x3 ≤ 20 ⇒ x2 + x3 ≤ 15 x2 + x3 ≤ 15 3x2 + 2 x3 ≤ 10 x≥0 x≥0
Use the lingo system to verify the results
Adding a New Variable
Example: Add a variable x7 to LP and 1.Find out the allowable changing range of c7 , in which the optimal basis remain unchanged? 2. How to increase the opimal objective value by alter the value of c7 max S = x1 + x2 + 3x3 max S = x1 + x2 + 3x3 + c7 x7 s.t. x + x + 2 x + x =40 s.t. x + x + 2 x + x +x =40 1 2 3 4 1 2 3 4 7 x1 + 2 x2 + x3 + x5 = 20 ⇒ x1 + 2 x2 + x3 + x5 + x7 = 20 x2 + x3 + x6 = 15 x2 + x3 + x6 + x7 = 15 x≥0 x≥0
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