Bienestar, Inc., has two plants that manufacture a line of wheelchairs. One is located in Kansas City, and the other in Tulsa. Each plant is set up as a profit center. During the past year, both plants sold their tilt wheelchair model for $1,620. Sales volume averages 20,000 units per year in each plant. Recently, the Kansas City plant reduced the price of the tilt model to $1,440. Discussion with the Kansas City manager revealed that the price reduction was possible because the plant had reduced its manufacturing and selling costs by reducing what was called "non-value-added costs." The Kansas City manufacturing and selling costs for the tilt model were $1,260 per unit. The Kansas City manager offered to loan the Tulsa plant his cost accounting manager to help it achieve similar results. The Tulsa plant manager readily agreed, knowing that his plant must keep pace-not only with the Kansas City plant but also with competitors. A local competitor had also reduced its price on a similar model, and Tulsa's marketing manager had indicated that the price must be matched or sales would drop dramatically. In fact, the marketing manager suggested that if the price were dropped to $1,404 by the end of the year, the plant could expand its share of the market by 20 percent. The plant manager agreed but insisted that the current profit per unit must be maintained. He also wants to know if the plant can at least match the $1,260 per-unit cost of the Kansas City plant and if the plant can achieve the cost reduction using the approach of the Kansas City plant.

The plant controller and the Kansas City cost accounting manager have assembled the following data for the most recent year. The actual cost of inputs, their value-added (ideal) quantity levels, and the actual quantity levels are provided (for production of 20,000 units). Assume there is no difference between actual prices of activity units and standard prices.

Required:
1. Calculate the target cost for expanding the Tulsa plant's market share by 20 percent, assuming that the per-unit profitability is maintained as requested by the plant manager.
2. Calculate the non-value-added cost per unit. Assuming that non-value-added costs can be reduced to zero, can the Tulsa plant match the Kansas City per-unit cost? Can the target cost for expanding market share be achieved? What actions would you take if you were the plant manager?
3. Describe the role that benchmarking played in the effort of the Tulsa plant to protect and improve its competitive position.

Transcribed Image Text:

s0 855,000 205,200 AQ Actual Cost Materials (lbs.) Labor (hrs.) Setups (hrs.) Materials handling (moves) Warranties (no. repaired) 900,000 216,000 14,400 36,000 36,000 S18,900,000 2,700,000 1,080,000 2,520,000 3,600,000 $28,800,000 Total