On the Barbco Engineering Co , Strategy -Driven costing and lean management case study, do you have anwers for question 5 and 6. Please see below

Question: Kindly note that no case study is provided. Simply...

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Kindly note that no case study is provided. Simply use the internet content thank you.

Q1. Barbcos organizational design borrows from both lean management and the Theory of Constraints. Describe the

unique characteristics of Barbcos design and accounting system with respect to lean management and TOC. In particular, discuss differences in approaching continuous improvement, cell design, value- versus cost- based decisions, and accounting methods. Q2. In Exhibit 2s bolt-hole process, a bolt-hole machine drills holes into the steel blades that are to be TCed. Some blades have more and some have fewer bolt holes, depending on the design specifications. (a) Would the use of activity-based costing (ABC) to allocate bolt-hole- processing cost versus Barbcos use of time on the TCing machine lead to different product costs? (b) In what ways might the use of each of these allocation systems be beneficial or ineffectivein general, and at Barbco? Explain fully. Q3. How do Barbcos manufacturing and reporting systems support its key success factors (key strategic components) of product quality, on-time delivery, and cost? Q4. How would cost-plus pricing change continuous improvement at Barbco? Compare and explain fully the strategic and operational implications of cost-plus pricing versus Barbcos existing pricing approach. Q5. Compare how the strategy for lean manufacturing and Barbcos system lead to different production and information systems. Include in your discussion the strategy underlying each approach, the information/ accounting systems used to support the strategy, and decision effects. Q6. How are Barbcos performance charts specifically designed to support Barbcos strategy and continuous improvement management process?