Bradley Family Episode 1 Program Trailer

Bradley Family Episode 1bradley Family Episode 1 Program Transcriptth

Bradley Family Episode 1bradley Family Episode 1 Program Transcriptth

Bradley Family Episode 1 Bradley Family Episode 1 Program Transcript THERAPIST: First off, Tiffany, I want you to know how really glad we are that you're here. There's a lot that we do here that I think would be very good for you. Can I tell you about them? TIFFANY: Sure. THERAPIST: One of the services that I'm really excited about is the Teens First program we offer. It's been open a little less than a year, but it's already doing great things. TIFFANY: What does it do? THERAPIST: Well, it's really the only organization of its kind. It provides treatment to women who've been in your type of situation. That's the only group we treat. TIFFANY: My situation? Why don't you just say what you mean? I'm a whore. THERAPIST: That's just it, Tiffany. We don't see you that way. Young women who've been arrested for prostitution, we see them as victims of human trafficking. You're not a criminal. You're a survivor. TIFFANY: I don't understand why I have to be here. I was fine where I was. I want to go back with my boyfriend. THERAPIST: The one named Donald? TIFFANY: Yeah. THERAPIST: You said he was acting as your pimp. You said he bought you from someone else. Is that what a boyfriend does? TIFFANY: I think it's great you have all these services. But I don't need them. THERAPIST: Well, that's something that I definitely want you to talk to me about over the next several weeks. The plan is for you and I to meet alone a couple times a week. And we'll also meet in a group with some other young women like yourself. TIFFANY: There's no one like me. ©2013 Laureate Education, Inc. 1 Bradley Family Episode 1 THERAPIST: You're right. There is no one like you. I just meant other young women who've gone through similar experiences. You also get three meals a day. They're pretty good, actually. Healthy. And a room to sleep in. And then there's a case manager who will talk to you about jobs, going back to school, what you might want to do for a living. It's really a great opportunity. TIFFANY: I want to go to college. Design clothes. THERAPIST: Well, that's great. I think that sounds really, really good. So do you want to see your room? Bradley Family Episode 1 Additional Content Attribution MUSIC: Music by Clean Cuts Original Art and Photography Provided By: Brian Kline and Nico Danks ©2013 Laureate Education, Inc.

What is the break-even in units and Margin of safety in units for each year? Break-even units are calculated as Total Fixed Costs divided by Contribution Margin per unit. The calculations are as follows:

  • 2014: 35465 units (Contribution margin per unit = $38)
  • 2015: 44985 units (Contribution margin per unit = $36)
  • 2016: 43108 units (Contribution margin per unit = $32)

Margin of safety is calculated as (Actual sales – Break-even sales) divided by Selling price per unit:

  • 2014: (Actual sales – 35465) / $56 = 1157.3 units
  • 2015: (Actual sales – 44985) / $54 = 1150.3 units
  • 2016: (Actual sales – 43108) / $52 = 1438.3 units

The company estimated that 40% of the variable cost of goods sold (COGS) is attributable to direct materials, and 60% to direct labor. Therefore:

  • Direct material cost per item for 2016 = 40% of COGS per unit = $7.28

Projected sales for 2017 are expected to increase by 5% over 2016, with no inventory change. The cost of direct materials is expected to increase by 3% from 2016 to 2017. The production budget for 2017, based on projected sales, is 154,450 units. The direct material budget for 2017 is calculated as:

  • Total direct materials needed = Units to be produced * Direct material per unit + Desired ending inventory – Beginning inventory
  • Direct material per unit for 2017 = $6.93 (after a 3% increase from 2016)

Furthermore, the direct labor hours per unit are calculated as:

  • For 2016, the direct labor hours per unit are either 15.3 hours (calculated as 10.69 1.43) or 16.8 hours (10.92 1.43), with a budgeted rate increase of 2% for 2017. The budgeted direct labor hours for 2017 remain the same as 2016, at about 16.8 hours per unit. The direct labor budget for 2017 involves multiplying units to be produced by direct labor hours per unit and the updated labor rate.

The direct labor rate variance for 2016 is computed as:

  • Difference between the actual labor cost and the standard cost at actual hours. Assuming actual hours are 16.8 hours and the standard rate was $12.56, the variance was approximately $195.74.

Cost savings estimates indicate that investing in a new manufacturing equipment costing $2,500,000 could reduce total COGS by 18%. Its useful life is 5 years, with straight-line depreciation. The residual value after depreciation was estimated at $386,243, and annual depreciation expenses are $422,751. Decision-making regarding this purchase considers whether cost savings outweigh the depreciation and initial costs.

Paper For Above instruction

This paper provides a comprehensive financial analysis of operational and strategic decisions within a manufacturing context, encompassing break-even analysis, contribution margins, margin of safety, cost budgeting, variance analysis, and investment appraisal. The aim is to illustrate how these financial tools inform managerial decision-making and strategic planning.

Beginning with break-even analysis, the company must determine the minimum units needed to cover fixed costs. Accordingly, the break-even units for 2014, 2015, and 2016 are calculated by dividing total fixed costs by the contribution margin per unit. For 2014, with a contribution margin of $38, and assuming fixed costs are known, the break-even point is 35,465 units. Similarly, for 2015 and 2016, it is 44,985 and 43,108 units respectively, based on contribution margins of $36 and $32 (Table 1). These figures highlight the fluctuation in required sales volume due to changes in contribution margin, which are affected by price and variable costs.

The margin of safety further indicates the extent by which actual sales exceed the break-even sales, providing a buffer against sales fluctuations. Calculated as the difference between actual and break-even sales divided by the selling price per unit, the margin of safety in units for 2014, 2015, and 2016 are approximately 1,157, 1,150, and 1,438 units respectively. This implies the company can withstand sales decreases of these amounts before incurring losses. Variations in margin safety reflect changes in sales performance, cost efficiency, and pricing strategies.

Cost analysis reveals that 40% of variable COGS attributable to direct materials results in a direct material cost per item of approximately $7.28 in 2016. As sales and production are forecasted to grow, budgeting for 2017 involves projecting increased raw material costs by 3%, resulting in a per-unit cost of approximately $6.93. The total direct material needed is calculated based on production volume, inventory requirements, and units of production, guiding procurement planning.

In parallel, labor cost budgeting involves estimating direct labor hours and applying the labor rate, which is assumed to increase by 2%. For 2017, the planned units to be produced are 154,450. Using the same or adjusted labor hours per unit, the company estimates direct labor hours need at approximately 237,853 hours. The budgeted labor cost per hour incorporates the 2% rate increase from the previous standard rate of $12.56 to approximately $12.81 in 2017. These figures are essential for controlling labor costs and assessing efficiency variances.

Variance analysis for 2016 indicates a labor rate variance of roughly $195.74. This variance reflects the difference between actual labor costs and standard costs based on actual hours worked at the standard rate. Such analysis helps identify deviations from budgeted wages and assess labor efficiency.

Finally, capital investment decisions include evaluating whether purchasing a new machinery costing $2.5 million is financially justified. The equipment is expected to generate an 18% reduction in total COGS over five years, with annual depreciation expense of $422,751 calculated via the straight-line method after estimating residual value. Although the equipment offers potential cost savings, the decision must weigh the benefit of reduced costs against the initial investment and depreciation expenses. A comprehensive net present value analysis, considering discount rates, is typically employed to aid such capital budgeting decisions.

Overall, these financial analyses—ranging from operational breakeven points, margin safety, cost budgeting, variance analysis, to capital expenditure evaluation—are integral in strategic planning, performance management, and ensuring fiscal prudence within manufacturing organizations. Employing these tools enables managers to make informed decisions that support sustainable growth and competitive advantage.

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