1.    Your post-op patient was also noted to have significant anemia.

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Question Answered step-by-step 1.    Your post-op patient was also noted to have significant anemia. The physician has ordered a transfusion of 1unit packed red blood cells (PRBC) as a bolus to be administered now via gravity flow.a.     What assessments do you need to obtain regarding the IV site prior to using the IV for a blood transfusion?b.    What type of IV fluid is to be administered with the blood transfusion?c.     What does the “drip factor” of a tubing set mean, and why does the nurse need to know the drip factor? Where would the nurse find the drip factor of a tubing set? Health Science Science Nursing NURS 250 Share QuestionEmailCopy link Comments (0)

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Description The background information and questions to be answered are in the case study Word document attached here. You will answer the questions by using formulas and cell references in the attached Excel workbook. You must use formulas and cell references. Do not just type in your answers. Do not change any formulas that are already in the Excel spreadsheet. If you have questions about how to use Excel, there is plenty of info on YouTube or use Excel Help in your Excel sheet. If you complete the assignment correctly, the graphic embedded in the Excel sheet will show one or more of the key measures of the case. 2 attachmentsSlide 1 of 2attachment_1attachment_1attachment_2attachment_2.slider-slide > img { width: 100%; display: block; } .slider-slide > img:focus { margin: auto; } Unformatted Attachment Preview Insert formulas and cell references into the "gold" cells below. (scroll down) assembly line supervisor bags for packaging blueberries boxes for packaging consultants for the manufacturing process depreciation - building depreciation - equipment direct labor factory maintenance nuts oats production equipment maintenance raisins security for the factory storage capacity finished goods (FG) storage capacity raw materials (RM) strawberries transportation to distribution center wheat Estimated Machine Hours - Total Estimated Machine Hours - Assembly Estimated Machine Hours - Packaging & Storage Estimated Direct Labor Hours - Total Estimated Direct Labor Hours - Assembly Estimated Direct Labor Hours - Packaging & Storage Production Capacity in Units Expected Production in Units € 6,000.00 € 0.09 € 1.23 € 0.21 € 50,000.00 € 5,000.00 € 200,000.00 € 80,000.00 € 35,000.00 € 0.90 € 0.48 € 15,000.00 € 0.79 € 4,000.00 € 500.00 € 1,000.00 € 1.23 € 1,000.00 € 0.52 per month per 500g box per 500g box per 500g box per consultation per month per month per month per month per 500g box per 500g box per month per 500g box per month per day per day per 500g box per transport per 500g box 4,800 per year 4,560 per year 240 per year 96,000 per year 67,200 per year 28,800 per year 3,413,333 per year 3,412,000 per year Plantwide Predetermined Overhead Rate [1] Assembly Department Overhead Rate [7] [7] per machine hour per machine hour per machine hour Plantwide Predetermined Overhead Rate [4] Assembly Department Overhead Rate [10] per labor hour per labor hour [10] per labor hour Unit Costs Using Various Overhead Allocation Methods for Production Campaigns at Muesli AG € 1.00 € 0.90 € 0.80 € 0.70 € 0.60 € 0.50 € 0.40 € 0.30 € 0.20 € 0.10 € 0.00 Total Costs using a Plantwide POHR per MH Total Costs using a Plantwide POHR per DLH Total Costs using a Departmental POHR per MH Total Costs using a Departmental POHR per DLH Q1-210308 Q2-210401 Q2-210402 Direct or Indirect Product Cost Departmental MOH Manufacturing Packaging and Overhead Shipping Direct Cost Assembly € 6,000.00 € 6,000.00 € 0.09 € 1.23 € 0.21 € 4,166.67 € 4,166.67 € 5,000.00 € 2,500.00 € 2,500.00 € 200,000.00 € 200,000.00 € 80,000.00 € 35,000.00 € 17,500.00 € 17,500.00 € 0.90 € 0.48 € 15,000.00 € 15,000.00 € 0.79 € 4,000.00 € 2,000.00 € 2,000.00 € 10,000.00 € 10,000.00 € 20,000.00 € 20,000.00 € 1.23 € 20,000.00 € 20,000.00 € 0.52 € 319,166.67 € 247,166.67 € 72,000.00 per month per month per month € 3,830,000.00 € 2,966,000.00 € 864,000.00 per year per year per year Production "Campaigns" aka production orders or job orders Q1-210308 Q2-210401 Q2-210402 # of units (boxes) produced Direct materials Direct labor costs Actual machine hours 16,000 € 87,200.00 € 320.00 16,000 € 87,200.00 € 320.00 16,000 € 87,200.00 € 320.00 Assembly Packaging & Storage Direct labor hours Assembly Packaging & Storage 23.0 1.0 22.0 2.0 20.0 4.0 20.0 12.0 22.0 10.0 28.0 4.0 Total Costs using a Plantwide POHR per MH Q1-210308 Q2-210401 Q2-210402 Direct materials Direct labor costs Manufacturing Overhead Total Cost of Job [2] Cost per Unit [3] Sales Price per Unit [13] Total Costs using a Departmental POHR per MH Q1-210308 Q2-210401 Q2-210402 Direct materials Direct labor costs MOH in Assembly Dept. MOH in Packaging & Storage Total Cost of Job [8] Cost per Unit [9] Sales Price per Unit [14] Total Costs using a Plantwide POHR per DLH Q1-210308 Q2-210401 Q2-210402 Direct materials Direct labor costs Manufacturing Overhead Total Cost of Job [5] Cost per Unit [6] Total Costs using a Departmental POHR per DLH Q1-210308 Q2-210401 Q2-210402 Direct materials Direct labor costs MOH in Assembly Dept. MOH in Packaging & Storage Total Cost of Job [11] Cost per Unit [12] Case Study – Chapter 2 Muesli AG Introduction As you continue to learn about your new company, Muesli AG, you decide that a visit to the production line will be the best way to understand how it operates. Mr. Jacks, the production manager volunteers to take you on a tour of the facilities. “Muesli AG produces muesli on a single production line and can only make one product at a time. This line can operate 24 hours a day, and the number of boxes that can be made per hour depends on how many machines and which models are installed. The staff working the assembly line will process production orders in the sequence that they were released by the production controller. Whenever a new production order is started for a different product than the one before, the machines must be reconfigured and an allergen cleanup is required, which takes several hours. “I understand that one of the mandates you have been given is to evaluate our installed machinery and equipment” says Mr. Jack. “We can purchase extra processing units or upgrade existing ones to increase our throughput. The machines are very expensive though. We can also hire consultants to evaluate our workflow and factory layout. They can make recommendations for our work practices and machine placement that can improve our efficiency, reducing the number of hours it takes to change over production runs. Before that however, you should consider the length of our production runs. If we don’t make too many products and run the production lines for several days each time we produce a product, then we will only do changeovers once or twice a week. I’ve been trying to get the sales team to understand this, but they fear losing sales if we don’t have the right products available for sale at any given moment.” A critical strategic decision is how long to make production campaigns. A campaign corresponds to a series of consecutive production orders of the same product. Long production campaigns will reduce the average setup time (there is no setup time between production orders of the same product). On the other hand, producing in small campaigns will allow a wider offering to the customer but reduce total output because of the capacity lost to machine setup. Finding the right balance between small production campaigns that allow you to respond to changing markets and long production campaigns that increase productivity is a key element of the game.” 1 Problem Statement: Case Details The Sales Department has been assigning product prices based on market analyses and competitor prices. However, management is concerned that the prices may not accurately reflect the true costs of manufacturing the various boxes of muesli. Under the current costing system, products are costed by adding together direct costs and an allocation for overhead based on a predetermined overhead rate (POHR). The POHR is calculated based on estimated manufacturing overhead and estimated machine hours for the year. To start with, you would like to examine Muesli AG’s current method of assigning overhead to the products. You will then explore possible alternatives to this costing method. Recall that you have 1 [© Léger et al. (2019) ERPsim Lab, HEC Montréal. PARTICIPANT’S GUIDE: MANUFACTURING GAME] already gathered information about costs and cost classifications. Now you will need information about the activities that drive overhead costs; specifically, machine hours and direct labor hours. Fortunately, Mr. Jacks tracks these data and can provide you with the information you need. Estimated Machine Hours - Total Estimated Machine Hours - Assembly Estimated Machine Hours - Packaging & Storage Estimated Direct Labor Hours - Total Estimated Direct Labor Hours - Assembly Estimated Direct Labor Hours - Packaging & Storage Production Capacity in Units2 Expected Production in Units 4,800 per year 4,560 per year 240 per year 96,000 per year 67,200 per year 28,800 per year 3,413,333 per year 3,412,000 per year In your examination of the costs at Muesli AG, you determined that the direct material costs for a 500g box of mixed fruit cereal are on average €5.45 per box. Direct labor is €80,000 per month. You also calculated the total manufacturing overhead as €319,167 per month which equates to €3,830,000 per year. Mr. Jacks was able to break down the overhead into the two departments involved in the production line, Assembly and Packaging & Storage. Those figures are shown below. Overhead Costs by Department at Muesli AG € 864,000.00, 23% € 2,966,000.00, 77% Assembly Packaging and Shipping Figure 1: Manufacturing Overhead by Department (for the year) There are 240 production days in the year. Full capacity at Muesli AG means that the company will produce 16,000 units each day for two days and then shut down for 8 hours to clean the machines and set them up for the next batch of muesli. The management at Muesli AG recognizes that they have not been able to operate at full capacity in prior time periods and have adjusted the estimated production numbers accordingly. The expected production is 3,412,000 boxes of muesli. 2 Production capacity is calculated as 16,000 X 2 days + 10,667 on the third day. Instructions: Using the information from the case study and the details above, explore overhead allocation by completing the following calculations. An Excel worksheet is provided for you to complete your analysis. Use formulas and link to cells in the worksheet. Other information: All currency amounts are in euros. A “production campaign” is Muesli AG’s equivalent to a job order. Part 1 1. Muesli AG allocates manufacturing overhead costs based on machine hours (MH) and a single plantwide POHR. Calculate the predetermined overhead rate per MH. 2. Calculate the total cost of each production campaign (job): Q1-210308, Q2-210401, and Q2210402, using the plantwide POHR per MH. 3. Using this allocation method, calculate the average cost per unit for each production campaign. In other words, how much did it cost to manufacture one box of muesli for each of these production campaigns if Muesli AG uses machine hours as an allocation base? 4. If Muesli AG were to allocate manufacturing overhead costs based on direct labor hours (DLH), what would be the plantwide POHR? 5. Calculate the total cost of each production campaign (job): Q1-210308, Q2-210401, and Q2210402, using the plantwide POHR per DLH. 6. Using this allocation method, calculate the average cost per unit for each production campaign. In other words, how much did it cost to manufacture one box of muesli for each of these production campaigns if Muesli AG uses direct labor hours as an allocation base? Part 2 Assume now that Muesli AG will use departmental overhead rates. 7. Calculate the POHR based on MH for each department. 8. Calculate the total cost of each production campaign (job): Q1-210308, Q2-210401, and Q2210402, using the departmental overhead rates per MH. 9. Using this allocation method, calculate the average cost per unit for each production campaign. In other words, how much did it cost to manufacture one box of muesli for each of these production campaigns if Muesli AG uses machine hours per department as an allocation base? 10. Calculate the POHR based on DLH for each department. 11. Calculate the total cost of each production campaign (job): Q1-210308, Q2-210401, and Q2210402, using the departmental overhead rates per DLH. 12. Using this allocation method, calculate the average cost per unit for each production campaign. In other words, how much did it cost to manufacture one box of muesli for each of these production campaigns if Muesli AG uses direct labor hours per department as an allocation base? Part 3 13. Margins on food products can be quite slim. Assume that the Sales Department wishes to mark up boxes of cereal by 5%. What price per unit should they charge for each of the jobs if the company uses a plantwide POHR per MH? 14. What should they charge if they use departmental POHR per MH? 15. How would you recommend that Muesli AG apply overhead to production campaigns? Why? Purchase answer to see full attachment Tags: allocation method manufacturing overhead costs Total Cost of Job Muesli AG production campaigns User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.