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"Benchmarking against other companies enables a company to identify the lowest-cost producer. This amount should become the performance measure for next year." Do you agree?

Short Answer

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In conclusion, benchmarking against other companies to identify the lowest-cost producer can be beneficial, but it should not be the sole performance measure for the next year. A well-rounded approach, considering multiple factors such as innovation, employee engagement, and customer satisfaction, is necessary for a more comprehensive understanding of a company's performance and areas that need improvement. Using benchmarking in conjunction with other performance indicators can lead to a more balanced and successful business strategy.
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Step 1: Introduction

The exercise presents the idea of benchmarking as a way to identify the lowest-cost producer, and asks if this should be considered the performance measure for next year. To evaluate this, let's examine the benefits of benchmarking and potential issues with using it as the only performance measure.

Step 1: Analyze the benefits of benchmarking

Benchmarking is a valuable tool that can help companies determine their own cost structure and production efficiency levels. By comparing their performance to that of other companies, they can identify areas of improvement and implement changes to optimize their business. This can lead to reduced costs, increased productivity, and stronger competitive positioning.

Step 2: Consider the drawbacks of using benchmarking as the sole performance measure

While benchmarking is beneficial, relying on it as the only performance measure has potential drawbacks. It may not account for other critical business aspects, such as innovation, employee engagement, and customer satisfaction. Moreover, focusing solely on being the lowest-cost producer can lead to sacrificing product quality or brand reputation, which can harm long-term growth.

Step 3: Assess the importance of a well-rounded approach

A well-rounded approach to performance measurement is essential for capturing the full spectrum of a company's success. This includes not only cost-efficiency but also other performance indicators, such as product quality, innovation, and employee satisfaction. By considering multiple factors, companies can establish a more comprehensive understanding of their overall performance and areas that need improvement.

Step 4: Conclusion

In conclusion, while benchmarking against other companies can be a valuable tool for identifying the lowest-cost producer, it should not be considered the sole performance measure for next year. A well-rounded approach, which takes into account other important aspects of a successful business, is necessary for a comprehensive understanding of a company's performance and potential areas of improvement.

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Most popular questions from this chapter

Chapter 7

How does variance analysis help in continuous improvement?

Chapter 7

Collegiate Corn Hole is a small business that Zach Morris developed while in college. He began building wooden corn hole game sets for friends, hand painted with college colors and logos. As demand grew, he hired some workers and began to manage the operation. Collegiate Corn Hole maintains two departments: construction and painting. In the construction department, the games require wood and labor. Collegiate Corn Hole has some employees who have been with the company for a very long time and others who are new and inexperienced. Collegiate Corn Hole uses standard costing for the game sets. Zach expects that a typical set should take 4 hours of labor in the construction department, and the standard wage rate is \(\$ 10.00\) per hour. An average set uses 24 square feet of wood, allowing for a certain amount of scrap. Because of the nature of the wood, workers must work around flaws in the materials. Zach shops around for good deals and expects to pay \$5.00 per square feet. Zach does not store inventory, and buys the wood as he receives an order. For the month of September, Zach's workers produced 60 corn hole sets using 250 hours and 1,500 square feet of wood. Zach bought wood for \(\$ 7.350\) (and used the entire quantity) and incurred labor costs of \(\$ 2,375\). 1\. For the construction department, calculate the price and efficiency variances for the wood and the price and efficiency variances for direct manufacturing labor. 2\. Record the journal entries for the variances incurred. 3\. Discuss logical explanations for the combination of variances that the construction department of Collegiate Corn Hole experienced.

Chapter 7

Dawson, Inc., is a privately held furniture manufacturer. For August 2017, Dawson had the following standards for one of its products, a wicker chair The following data were compiled regarding actual performance: actual output units (chairs) produced, 2,\(200 ;\) square yards of input purchased and used, 6,\(200 ;\) price per square yard, \(\$ 5.70 ;\) direct manufacturing labor costs, \(\$ 9,844 ;\) actual hours of input, \(920 ;\) labor price per hour, \(\$ 10.70\) 1\. Show computations of price and efficiency variances for direct materials and direct manufacturing labor. Give a plausible explanation of why each variance occurred. 2\. Suppose 8,700 square yards of materials were purchased (at \(\$ 5.70\) per square yard), even though only 6,200 square yards were used. Suppose further that variances are identified at their most timely control point; accordingly, direct materials price variances are isolated and traced at the time of purchase to the purchasing department rather than to the production department. Compute the price and efficiency variances under this approach.

Chapter 7

All of the following statements regarding standards are accurate except: a. Standards allow management to budget at a per-unit level. b. Ideal standards account for a minimal amount of normal spoilage. c. Participative standards usually take longer to implement than authoritative standards. d. Currently attainable standards take into account the level of training available to employees.

Chapter 7

List three causes of a favorable direct materials price variance.

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