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TQM_IMPACTS
CarryInven. 0.12 Was B240*B865
AdminOverheadRate #VALUE!
ManHrPerAutomPtTQM #VALUE!
PRODUCT_DECISIONS
Product Name Able Acre Adam
Performance 6.0 3.0 8.0
Size 15.0 17.0 12.0
MTBF 17500 14000 23000
Price 28.00 21.00 38.00
Promo Budget 1000 900 800
Sales Budget 1000 900 800
YourSalesForecast 0 0 0
Sched Production 1200 1820 410
Capacity Change 0 0 0
Automation Rating 4.0 5.0 3.0
StockIssueRetireDividend 0 0 0.00
ShortDebt/BondRetire/BondIssue 0 0 0
AR_AP_Lag 30 30
R&D
DidCoordinatesChange 0 0 0
DidMTBFChange 0 0 0
WasOldProduct 1 1 1
ProjectExists 0 0 0
ProjectExistsFactor 0 0 0
ProjectFactor 1.00
MTBFchngOnly 0 0 0
MTBFtime #VALUE! #VALUE! #VALUE!
MTBFrevisionDate 0.00 0.00 0.00
MTBFnewAgingDate 0 0 0
MTBFageAtCompletion 0 0 0
MovedOldProduct 0 0 0
MovedDistance 0.00 0.00 0.00
MovedRevisionDate 0.00 0.00 0.00
MovedNewAgingDate 0.00 0.00 0.00
MovedAgeAtCompletion 0.00 0.00 0.00
NewProduct 0 0 0
DistanceToNewProductTable
Able Acre Adam
Able #VALUE! #VALUE! #VALUE!
Acre #VALUE! #VALUE! #VALUE!
Adam #VALUE! #VALUE! #VALUE!
Aft #VALUE! #VALUE! #VALUE!
Agape #VALUE! #VALUE! #VALUE!
NA #VALUE! #VALUE! #VALUE!
NA #VALUE! #VALUE! #VALUE!
NA #VALUE! #VALUE! #VALUE!
NewDistance 0.00 0.00 0.00
NewProductTime 0.00 0.00 0.00
NewRevisionDate 0.00 0.00 0.00
NewAgingDate 0.00 0.00 0.00
NewAgeAtCompletion 0.00 0.00 0.00
RdRevisionDate 2017.28 2011.40 2014.30
RdProjectCost $0 $0 $0
RdAgeAtStartOfYear 0.00 0.00 0.00
RdTimeThisYear 0.00 0.00 0.00
RdTimeWithStartDesign 1.00 1.00 1.00
RdTimeWithNewDesign 0.00 0.00 0.00
RdAgeAtRevision 0.67 0.00 0.00
RdAgeAtEndOfYear 0.00 0.00 0.00
MaterialCost MidYear StartYear
MatCoordPfmn 2.45 2.2
MatCoordSize 17.55 17.8
MatCoordScalarMidYear #VALUE!
MatDesignExistedLastYr 1 1 1
MatStartPmap #VALUE! #VALUE! #VALUE!
MatStartMTBF 5.25 4.20 6.90
MatStartTotal #VALUE! #VALUE! #VALUE!
MatFuturePmap #VALUE! #VALUE! #VALUE!
MatFutureMTBF 5.25 4.20 6.90
MatFutureTotal #VALUE! #VALUE! #VALUE!
MARKETING
WorkingAttributes
MktgPerformance 6 3 8
MktgSize 15 17 12
MktgMTBF 17500 14000 23000
MktgAge 0.5 0.5 0.5
MktgPrice 28.00 21.00 38.00
MktgIsProducable 1 1 1
MktgTimeInMarket 0 0 0
DistanceToSegmentCenter
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
DistanceToSweetSpot
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
PositioningRoughCut
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
PositioningScore
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
PriceRoughCut
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
PriceScore
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
ReliabilityRoughCut
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
ReliabilityScore
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
AgeScore
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
CombinedRoughCuts
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
ChannelBudgets
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
Accessiblity StartGoodwill NewGoodWill
Trad 0.20 #VALUE!
Low 0.23 #VALUE!
High 0.12 #VALUE!
Pfmn 0.12 #VALUE!
Size 0.13 #VALUE!
Awareness
Start 0.64 0.55 0.46
New #VALUE! #VALUE! #VALUE!
Awareness #VALUE! #VALUE! #VALUE!
SalesWeighted #VALUE! #VALUE! #VALUE!
StdAwarenessFactor #VALUE! #VALUE! #VALUE!
AwarenessFactorTrad #VALUE! #VALUE! #VALUE!
AwarenessFactorLow #VALUE! #VALUE! #VALUE!
AwarenessFactorHigh #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!
AwarenessFactorSize #VALUE! #VALUE! #VALUE!
StdSalesFactor #VALUE! #VALUE! #VALUE!
SalesFactor #VALUE! #VALUE! #VALUE!
Arpolicy #VALUE!
Factors
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
ProductRawScores
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
FinalProductScores
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
MarketShareUnits
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
UnitDemand
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
Total #VALUE! #VALUE! #VALUE!
EstSales
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
Total #VALUE! #VALUE! #VALUE!
EstMktShr
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
WtgCustBuy
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
WtgCustSurv
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
SegmentSales Trad Low High
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
EstIndustrySales Total 0
Trad 0 0
Low 0 0
High 0 0
Pfmn 0 0
Size 0 0
Total 0 0
MktgUnitFcastAdjMktTime #VALUE! #VALUE! #VALUE!
MktgUnitSales #VALUE! #VALUE! #VALUE!
MktgGrossRevenue #VALUE! #VALUE! #VALUE!
MktgCOG #VALUE! #VALUE! #VALUE!
MktgGrossMargin #VALUE! #VALUE! #VALUE!
MktgLessPromoAndSales #VALUE! #VALUE! #VALUE!
PRODUCTION/HR
HRround 0 0 0
OldComplement 0 0 0
OldNeededComplement 0
OldNewEmployees 0
OldSeparatedEmployees 0
OvertimeComplementPercent 0.0%
OldTurnoverRate 0.0%
OldRecruitingSpend 0
OldTrainingHours 0
WorkForceCaliberThisYr 0.00
TrainingIndexThisYr 0.00
ProductivityThisYr 0.00
Complement #VALUE!
RecruitingSpend 0
TrainingHours 0
ManYearAdjTraining 2080
APfactor 0.99
ManHrsPerUnit #VALUE! #VALUE! #VALUE!
CapacityThisYear 1800 1400 900
CapacityAdjR&Dintro 0 0 0
ProductionAdjForCapacity 0 0 0
ProductionAdjForAP 0.00000 0.00000 0.00000
FirstShiftUnits 0 0 0
SecondShiftUnits 0 0 0
ManHours #VALUE! #VALUE! #VALUE!
NeededComplement #VALUE! #VALUE! #VALUE!
ExpectedFirstShiftComplement #VALUE! #VALUE! #VALUE!
ExpectedSecondShiftComplement #VALUE! #VALUE! #VALUE!
ActualFirstShiftComplement #VALUE! #VALUE! #VALUE!
ActualSecondShiftComplement #VALUE! #VALUE! #VALUE!
ActualFirstShiftOTComplement #VALUE! #VALUE! #VALUE!
SecondShiftOrOvertimePercent #VALUE! #VALUE! #VALUE!
ProductionAdjForComplement #VALUE! #VALUE! #VALUE!
FirstShiftPayroll #VALUE! #VALUE! #VALUE!
SecondOTPayroll #VALUE! #VALUE! #VALUE!
OvertimeComplementPercent #VALUE!
PlantUtilization #DIV/0!
TurnoverRateThisYear #VALUE!
EmployeeTurnoverThisYr #VALUE!
NewRecruitsThisYear #VALUE!
WorkForceCaliberNextYr #VALUE!
TrainingIndexNextYr #VALUE!
SeparatedEmployees #VALUE!
ProductivityNextYr #VALUE!
RecruitingCost #VALUE!
SeparationCost #VALUE!
TrainingCost #VALUE!
TotalHRCost #VALUE!
SELL_CAPACITY
CapacitySold 0 0 0
CapacityReduction% 0.0% 0.0% 0.0%
PlantEquipmentChange 0 0 0
WriteOff 0 0 0
CashAdustment 0 0 0
PlantAdjustment 0 0 0
AccDeprAdjustment 0 0 0
AdjustedPlantValue 39600 36400 16200
AdjustedAccDepr -26400 -24267 -10800
BUY_CAPACITY
CapacityPurchased 0 0 0
PlantEquipmentChange 0 0 0
CashAdjustment 0 0 0
AdjustedPlantValue 39600 36400 16200
CapacityNextRound 1800 1400 900
BUY_AUTOMATION
ChangedAutomation? 0 0 0
PlantEquipmentChange 0 0 0
CashAdjustment 0 0 0
AdjustedPlantValue 39600 36400 16200
TotalPlantEquipChng 0 0 0
TotalCashAdjustment 0 0 0
TotalPlantAdjustment 0 0 0
TotalAccDeprAdjustment 0 0 0
TotalAssetAdjustment 0 0 0
DEPRECIATION
NewPlantFaceValue 39600 36400 16200
PlantToDepreciate 39600 36400 16200
NewDepreciation 2640 2427 1080
INVENTORY_LIQUIDATION
ProductKilled? 0 0 0
UnitsLiquidated 0 0 0
ValueLiquidation 0 0 0
InventoryWriteoff 0 0 0
InventoryRemaining 2889 1615 1502
InventoryValue 51014 22680 34425
FINANCE
TotalPlantInvestment 0
SalesPlantEquipment 0
MaxStockIssueThisYear 400
MaxStockRetireThisYear 0
MaxCurrentDebtThisYear 2165
BondSeriesNumber FaceValue Yield Close
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
0 0 0 0
Sums 0
MaturingLTDebt 0
RemainingLTDebt 0
StartMaxBondIssue 30346
MaxBondIssueThisYear 30346
PROFORMAS
TotalUnitsOnHand #VALUE! #VALUE! #VALUE!
TotalInventoryValue #VALUE! #VALUE! #VALUE!
Avg Unit Cost #VALUE! #VALUE! #VALUE!
Units Sold #VALUE! #VALUE! #VALUE!
InvenSold$ #VALUE! #VALUE! #VALUE!
InvenUnitsRemaining #VALUE! #VALUE! #VALUE!
InvenUnitsRemaining$ #VALUE! #VALUE! #VALUE!
StockOut$ #VALUE! #VALUE! #VALUE!
PROFORMA_INCOME_STATEMENT
Able Acre Adam
Sales #VALUE! #VALUE! #VALUE!
Labor #VALUE! #VALUE! #VALUE!
Material #VALUE! #VALUE! #VALUE!
InventoryCarry #VALUE! #VALUE! #VALUE!
TotalVariableCosts #VALUE! #VALUE! #VALUE!
ContributionMargin #VALUE! #VALUE! #VALUE!
Depreciation 2640 2427 1080
R&D 0 0 0
Promo 1000 900 800
Sales 1000 900 800
Admin/Other #VALUE! #VALUE! #VALUE!
TotalPeriodCosts #VALUE! #VALUE! #VALUE!
NetMargin #VALUE! #VALUE! #VALUE!
BrokerageFees
Writeoffs
TotalFees&Writeoffs
EBIT
ShortTermInterest
LongInterest
Taxes
ProfitSharing
NetProfit
PROFORMA_BALANCE_SHEET
Cash #VALUE! #VALUE!
AR #VALUE! #VALUE!
Inventory #VALUE! #VALUE!
TotalCurrentAssets #VALUE! #VALUE!
Plant&Equip 113800 #VALUE!
AccDepr -83454 #VALUE!
TotalFixedAssets 30346 #VALUE!
TotalAssets #VALUE! #VALUE!
AP #VALUE! #VALUE!
CurrentDebt #VALUE! #VALUE!
LongTermDebt 0 #VALUE!
TotalLiab #VALUE! #VALUE!
CommonStock 18360 #VALUE!
RetainedEarnings #VALUE! #VALUE!
TotalEquity #VALUE! #VALUE!
TotalLiab+Equity #VALUE! #VALUE!
PROFORMA_CASHFLOW
Cash Flows from operations Profits/Employee
Net Income (Loss) #VALUE! #VALUE!
Depreciation&Writeoffs 7587
Chng current Assets/Liab
Accounts Payable #VALUE!
Inventory #VALUE!
Accounts Receivable #VALUE!
Net Cash From Operations #VALUE!
NetPlantImprovements 0 #VALUE! <Free Cash Flow
Cash Flows from financial actions
Dividends Paid 0
Sales of common stock 0
Purchase of common stock 0
Increase long term debt 0
Retire long term debt 0
Change current debt (net) #VALUE!
Net cash from fin. actions #VALUE!
NetChngInCash #VALUE!
PROFORMA_RATIOS
ROS #VALUE!
AssetTurnover #VALUE!
ROA #VALUE! Debt/Equity Debt/Assets
Leverage #VALUE! #VALUE! #VALUE!
ROE #VALUE!
PriceEarnings #VALUE!
Mkt/Book #VALUE!
PROFORMA_STOCK_CALCULATION
NewSharesOutstanding 2000.0
ProformaBookValue #VALUE!
ProformaEPS #VALUE!
EffectiveDividendPerShare #VALUE!
AvgDividendPerShare #VALUE!
CalculatedStockPrice #VALUE! #VALUE!
ProformaStockPrice #VALUE!
DividendYield #VALUE!
DividendPayoutRatio #VALUE!
ProformaMarketCap #VALUE! #VALUE! %TotalMarket
MKT_SEGMENT_RPTS 4 0
0 2019 High Tech
Total Available Unit Sales 7740
Actual Industry Unit Sales 7740
Segment % of Total Industry 0.4407
Growth Rate 0.2 0.2
Acc
0.00 0.07
0.00 0.63
0.00 0.35
0.00 0.76
0.00 0.13
0.00 0.75
0.00 Pfmn 12.3 Size 7.7 0.33
0.00 Ideal Age = 0.0 0.29
0.00 $25.00 - 45.00 0.25
0.00 MTBF 17000-23000 0.13
Perceptual Map Table
Performance Center 10.90
Size Center 9.10
0.00 12.10 7.60
0.00 11.70 8.10
0.00 12.20 8.50
0.00 10.90 8.00
0.00 9.80 10.40
0.00 9.90 8.60
0.00 10.80 10.80
0.00 8.40 11.80
0.00 8.70 13.10
0.00 7.60 11.00
0.00 7.70 12.70
0.00 7.00 12.00
Potential Actual
0.00 0.00 0.00
0.00 0.25 0.23
0.00 0.07 0.07
0.00 0.29 0.29
0.00 0.00 0.00
0.00 0.39 0.40
Name MShr UnSoldtoSeg RvDate
0.00 0.21 1618 2019.58
0.00 0.19 1494 2019.58
0.00 0.18 1390 2019.59
0.00 0.16 1251 2019.27
0.00 0.11 824 2019.52
0.00 0.07 537 2019.76
0.00 0.07 528 2019.19
0.00 0.01 55 2019.82
0.00 0.00 26 2018.56
0.00 0.00 16 2019.97
0.00 0.00 1 2018.76
0.00
Name Market Share Units Sold to Seg Revision Date
Able 0.1359 1030 1997.9
TQM MODULE 0 0 0
TQMyear 1 2 3
TQMround 0 0 0
Decisions
CPIsystems 0
Vendor/JIT 0
QIT 0
ChannelSupport 0
ConcurrentEng 0
Benchmarking 0
QualityDeployment 0
CCE/6SigmaTraining 0
UNEPGreen 0
GEMISustain 0
TotalTQMExpenditures 0
OIdGoodwill OldValue
TQMmaterialCost 0.00 0.00%
TQMlaborCost 0.00 0.00%
TQMcycleTime 0.00 0.00%
TQMadmin 0.00 0.00%
TQMDemand 0.00 0.00%
MaterialCostReduction WorstCase BestCase
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
LaborCostReduction
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
ReductionR&DCycleTime
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
ReductionAdminCosts
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
DemandIncrease
CPIsystems 0.00%
Vendor/JIT 0.00%
QIT 0.00%
ChannelSupport 0.00%
ConcurrentEng 0.00%
Benchmarking 0.00%
QualityDeployment 0.00%
CCE/6SigmaTraining 0.00%
UNEPGreen 0.00%
GEMISustain 0.00%
CombinedImpact #VALUE!
ExpectedImprovement 0.0% 0.00%
TQMimpact
TQMmaterialCost #VALUE!
TQMlaborCost #VALUE!
TQMcycleTime #VALUE!
TQMadmin #VALUE!
TQMDemand #VALUE!
MKTG_MODULE 0 0 0
MktgYear 1 2 3
MktgRound 0 0 0
Impressions
PrintMedia #DIV/0! #DIV/0! #DIV/0!
DirectMail #DIV/0! #DIV/0! #DIV/0!
WebMedia #DIV/0! #DIV/0! #DIV/0!
Email #DIV/0! #DIV/0! #DIV/0!
TradeShows #DIV/0! #DIV/0! #DIV/0!
Reach
PrintMedia 0.00 0.00 0.00
DirectMail 0.00 0.00 0.00
WebMedia 0.00 0.00 0.00
Email 0.00 0.00 0.00
TradeShows 0.00 0.00 0.00
AwarenessCreated
Print Media #VALUE! #VALUE! #VALUE!
Direct Mail #VALUE! #VALUE! #VALUE!
Web Media #VALUE! #VALUE! #VALUE!
Email #VALUE! #VALUE! #VALUE!
Trade Shows #VALUE! #VALUE! #VALUE!
Total #VALUE! #VALUE! #VALUE!
MaxCategory #VALUE! #VALUE! #VALUE!
Remainder #VALUE! #VALUE! #VALUE!
DiscountedRemainder #VALUE! #VALUE! #VALUE!
NewAwarenessCreated #VALUE! #VALUE! #VALUE!
OldAwareness:Trad 0.000 0.000 0.000
Low 0.000 0.000 0.000
High 0.000 0.000 0.000
Pfmn 0.000 0.000 0.000
Size 0.000 0.000 0.000
OldAwarenessAfterDecay 0.000 0.000 0.000
NewPrimaryAwareness #VALUE! #VALUE! #VALUE!
AwarenessThisYear Able Acre Adam
Trad #VALUE! #VALUE! #VALUE!
Low #VALUE! #VALUE! #VALUE!
High #VALUE! #VALUE! #VALUE!
Pfmn #VALUE! #VALUE! #VALUE!
Size #VALUE! #VALUE! #VALUE!
AwarenessFactorTrad #VALUE! #VALUE! #VALUE!
AwarenessFactorLow #VALUE! #VALUE! #VALUE!
AwarenessFactorHigh #VALUE! #VALUE! #VALUE!
AwarenessFactorPfmn #VALUE! #VALUE! #VALUE!
AwarenessFactorSize #VALUE! #VALUE! #VALUE!
SALESMANSHIP
SalesPriorities 24% 22% 20%
SalesPrioritiesPositive 24% 22% 20%
SalesPrioritiesDec 24% 22% 20%
SalesBudget 0 0 0
SalesFactor #VALUE! #VALUE! #VALUE!
MKTG_REPORT 1.00
CHART DATA
ROS #VALUE!
Asset Turnover #VALUE!
Leverage #VALUE!
ROE #VALUE!
TQMcharts
MktgXRpt
0 0 0
Awareness 0 0 0
0 0 0
Accessibility 0 0 0
Series DataLabel X Y
Traditional Traditional 9.2 10.8
Low End Low End 5.5 14.5
High End High End 12.9 7.1
Performance Performance 14.0 12.8
Size Size 7.2 6.0
Traditional Rough Traditional Rough 9.2 10.8
Low End Rough Low End Rough 5.5 14.5
High End Rough High End Rough 12.9 7.1
Performance Rough Performance Rough 14.0 12.8
Size Rough Size Rough 7.2 6.0
P1 Able 6.0 15.0
P2 Acre 3.0 17.0
P3 Adam 8.0 12.0
P4 Aft 9.4 15.5
P5 Agape 8.0 11.0
P6 0.0 0.0
P7 0.0 0.0
P8 0.0 0.0
R1 6.0 15.0
R2 3.0 17.0
R3 8.0 12.0
R4 9.4 15.5
R5 8.0 11.0
R6 0.0 0.0
R7 0.0 0.0
R8 0.0 0.0
EXCEL DEFAULTS
.StandardFont Arial Button Faces
.StandardFontSize 10
.DisplayFormulaBar 1
.TransitionNavigKeys 0
.EditDirectlyInCell 1
.CellDragAndDrop 1
.MoveAfterReturn 0
.FixedDecimal 0
.FixedDecimalPlaces 2
.Calculation -4105
.ShowToolTips 1
.LargeButtons 0
.ColorButtons 1
.DisplayFullScreen 0
.DisplayStatusBar 1
.DisplayCommentIndicator -1
ProtectedEntrySheetsList
Logo
Mktg
MktgX
RandD
Labor
Production
Finance
TQM
BalanceSheet
IncomeStatement
CashFlow
Ratios
DecSummary
Courier1
Courier2
Courier3
Courier4
CourierSeg
Courier10
Courier12
Courier11
AnnRpt1
AnnRpt2
RandD_F
Mktg_F
DecSummary_F
Production_F
IncomeStatement_F
AnnRpt2_F
ProformaScorecard
Courier4
Capacity
Production
Courier10
Unit sales
Unit demand
Trad Traditional
Low Low End
High High End
Pfmn Performance
Size Size
AnnRpt1
Operations
Investments
Financing
Change
CourierSeg
Actual
Potential
a formula or label - example Current Cash position
a formula that should NOT be copied because some element of it is unique.
eference to the StartingConditions.txt file
CompOrPrac Practice
0 0 0 0 0
0 1 1 1 1
0 0 0 0 0
0 0 0 0 0
1 1 1 1 1
12.0% 11.5%
0.29 0.43
0.19 0.09
0.09 0.29
0.43 0.19
Pfmn Size
13.5 6.85
13.15 6.5
Pfmn Size
14 7.2
12.8 6
1.4 1
-1 -1.4
27 27
5 5
1 1.5
1.1 1.1
22000 16000
27000 21000
5000 5000
0.38 0.38 0.00 0.00 0.00
0.12 0.13
Aft Agape NA NA NA
9.4 8 0 0 0
9.4 8 0 0 0
15.5 11 0 0 0
15.5 11 0 0 0
25000 19000 0 0 0
25000 19000 0 0 0
0 0 0 0 0
33 33 0 0 0
700 700 0 0 0
700 700 0 0 0
0 0 0 0 0
436 376 0 0 0
600 600 0 0 0
3.0 3.0 0.0 0.0 0.0
2013.500 2020.499 0.000 0.000 0.000
0 2020 0 0 0
2013.5 2019.3674 0 0 0
1233 895 0 0 0
28297 19230 0 0 0
10800 10800 0 0 0
-7200 -7200 0 0 0
0 0
0 0
0 0
0 0
0 0
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0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0
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0 0 0
0 0 0
Aft Agape NA NA NA
9.4 8.0 0.0 0.0 0.0
15.5 11.0 0.0 0.0 0.0
25000 19000 0 0 0
33.00 33.00 0.00 0.00 0.00
700 700 0 0 0
700 700 0 0 0
0 0 0 0 0
440 380 0 0 0
0 0 0 0 0
3.0 3.0 0.0 0.0 0.0
0 0 0 0 0
0 0 0 0 0
1 1 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.00 0.00 0.00 0.00 0.00
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0 0 0 0 0
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
2013.50 2020.50 0.00 0.00 0.00
$0 $0 $0 $0 $0
0.00 0.00 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
1.00 1.00 0.00 0.00 0.00
0.00 0.00 1.00 1.00 1.00
0.00 0.57 0.00 0.00 0.00
0.00 0.00 0.00 0.00 0.00
9.4 8 0 0 0
15.5 11 0 0 0
25000 19000 0 0 0
0.5 0.5 0.5 0.5 0.5
33.00 33.00 0.00 0.00 0.00
1 1 0 0 0
0 0 0 0 0
0 0 0 0 0
#VALUE! #VALUE! 0.00 0.00 0.00
600 600 0 0 0
0 0 0 0 0
0 0 0 0 0
0.00000 0.00000 0.00000 0.00000 0.00000
0 0 0 0 0
0 0 0 0 0
#VALUE! #VALUE! 0 0 0
#VALUE! #VALUE! 0 0 0
#VALUE! #VALUE! 0 0 0
#VALUE! #VALUE! 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0 0 0 0 0
0.0% 0.0% 0.0% 0.0% 0.0%
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
10800 10800 0 0 0
-7200 -7200 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
10800 10800 0 0 0
600 600 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
10800 10800 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
10800 10800 0 0 0
10800 10800 0 0 0
720 720 0 0 0
0 0 1 1 1
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
1233 895 0 0 0
28297 19230 0 0 0
IntRate MktValue Balance AdjFace LongTermInterest
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
720 720 0 0 0
0 0 0 0 0
700 700 0 0 0
700 700 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
ending cash e-loan
#VALUE! #VALUE! #VALUE!
Assets/Employee
#VALUE!
#VALUE! WorkingCapital
#VALUE! Sales/Day
#VALUE! DaysOfWrkCap
0
0
#VALUE!
0 0 0 0 0
4 5 6 7 8
0 0 0 0 0
NOTES:
Material Cost Savings in 2 years = $3 million
Material Cost/Year is about $40 million.
Demand Increase
Profit gain must be $1.6M/yr. Gross Margin is about 30%.
Therefore, Demand must increase about $1.6/30% = $5.3 million.
2000 100% Channel Support
1000 50% Quality Deployment
200 10% CCE/6Sigma
3200 Total
0 0 0 0 0
4 5 6 7 8
0 0 0 0 0
Performance Size
0.00 0.00 0.00 Traditional
0.00 0.00 0.00 Low End
0.00 0.00 0.00 High End
0.00 0.00 0.00 Performance
0.00 0.00 0.00 Size
0.00 0.00
Aft Agape NA NA NA
4 5 0 0 0
140 140 0 0 0
140 140 0 0 0
140 140 0 0 0
140 140 0 0 0
140 140 0 0 0
700 700 0 0 0
17% 17% 0% 0% 0%
17% 17% 0% 0% 0%
17% 17% 0% 0% 0%
0 0 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Pfmn Size
0% 0%
0% 0%
0% 0%
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Aft Agape NA NA NA
1200 1200 0 0 0
600 600 0 0 0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Margin
$9.14
$6.25
$13.78
$8.83
$11.06
$0.00
$0.00
$0.00
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! $0.00 $0.00 $0.00
Aft Agape NA NA NA
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
$700 $700 $0 $0 $0
$0 $0 $0 $0 $0
$720 $720 $0 $0 $0
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
#VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
0.0% 0.0% 0.0%
0.0% 0.0% 0.0%
0 0 0 0 0
0 0 0 0 0
0 0 0
0 0 0
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
RelativeDiameter
5
5
5
5
5
8
8
8
8
8
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
RelativeDiameter
5
8
4
4
4
4
4
4
4
4
4
4
4
4
Xcoord Ycoord
590 1
590 1
460 1
460 1
560 1
545 1
615 1
515 1
675 1
395 1
575 1
575 1
400 1
550 1
595 1
415 1
470 1
300 1
Cells for Border changing
AllRandDdecisions
AllRandDdecisions_F
AllMktgDecisions
AllMktgDecisions_F
AllMktgXDecisions
AllProductionDecisions
AllProductionDecisions_F
AllLaborDecisions
AllTQMDecisions
AllFinanceDecisions
g to 1 and save manually.
0
1
0
0
1
8134
155646
-75867
0
$0
OldMktgMTBF OldMktgMTBFAdjust
17500 17500
14000 14000
23000 23000
25000 25000
19000 19000
0
0
0
Total
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
WtgAccess
rawAwareness
#VALUE!
Competitors
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
-20.00 #VALUE!
SegmentUnitDemand
12538
17412
6293
5678
5441
#VALUE!
Total Segment
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! 0
#VALUE! #VALUE! MktShr
0 ProductCount
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! CustomerBuyingCriteria
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE! WtgCustSurvey
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
5300
0
0
0.00000
0
0
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
#VALUE!
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#VALUE!
#VALUE!
#VALUE!
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0
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0
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113800
-75867
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0
113800
7587
0
0
0
8134
155646
#VALUE!
#VALUE!
#VALUE!
820
820
820
820
820
4100
100%
0
0 0 0 0
0 0 0 0
DecSurv Access
48 0.752
45 0.7518
42 0.7617
30 0.6325
23 0.7617
19 0.3507
21 0.6325
4 0.7617
0 0.6325
1 0.3507
0 0.1306
Na
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0 0 0
0
0
0
0
0
0
0
Na
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0 0 0
0
0
0
0
0
0
0
NA
0
0
0
0 ProductName RandD_F!C4
0 RetireProduct
0 XcoordinateRD RandD_F!D4
0 YcoordinateRD RandD_F!E4
0 MTBFrdSpec RandD_F!F4
0 Price Mktg_F!C4
0 PromoBudget Mktg_F!D4
0 SalesBudget Mktg_F!E4
AP UnitSalesForecast Mktg_F!G4
30 ProductionOrdered Production_F!C6
TrainHrs CapacityChange Production_F!C16
0 AutomationNextRound Production_F!C18
0 FinanceFunction
CCE6sigma UNEPGreen GEMISustain FinanceDecisions Finance!C11
0 0 0 LaborNegotiation
0 Offer1
0 Offer2
0 TQMfunction
0 TQMbudgets TQM!D5
0 MKTGPrimarySeg
0 MKTGPrintMedia
1 MKTGDirectMail
MKTGWebMedia
MKTGEmail
MKTGTradeShows
MKTGSalesPriorities
MKTGOutsideSales
MKTGInsideSales
MKTGDistributors
NA MKTGReports
0 FeesAndNewCapital
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0 0 0
0
0
0
0
0
0
1
NA
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0 0 0
0
0
0
0
0
0
1
NA
0
0
0
0
0
0
0
0
0
0
0
AP
30
TrainHrs
0
0
CCE6sigma UNEPGreen GEMISustain
0 0 0
0
0
0
0
0
0
1
isions are retrieved from the website.
s puts the student's decisions into DecisionsOutgoing
th "teammate" decisions. Therefore, at Save we must restore "teammate" Decisions.
e constructed at Design Time.
as are decisions being made by the student, taken from DecisionsOutgoing.
s are decisions by Tutorial "teammates" created by the designer. Some are constants. Some are formulas.
e copied to DecisionsIncoming, then posted into the worksheets. Much like an UndoToLastSave. Then Saved.
tion to continue working on this round or advance.
ARRange APRange
NewAR ProdAP
MktgAR NewAP
MktgAP
RandD_F!C5 RandD_F!C6 RandD_F!C7 RandD_F!C8
ARRange APRange
NewAR Prod_FAP
Mktg_FAR NewAP
Mktg_FAP
ve. Then Saved.
Save Decisions?
Would you like to save your
decisions before exiting?
Yes
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There is a labor negotiation
this round!
Your labor contract will
expire this year. Please
remember to give your
negotiators a bargaining
position.
OK
TQM Initiatives are not
available.
TQM Initiatives are not
available this year. Please
ignore this worksheet.
Warning!
'Undo to Official Decisions' 8/3/2009 5/14/2010
replaces all the decisions in
your workbook with your
teams current Official
Decisions. All of your work
since that point will be lost.
emergency loan as a
proportion of assets. A visit
to Big al is triggered when
sales revenues and
financing decisions do not
cover annual expenses.
ROS
ROA
ROE
Asset Turnover
EBIT
Market Cap
Book Value
EPS
Stock Price
Assets
Sales
Profits
Free Cash Flow
Leverage
Debt/Equity
Debt/Assets
Emergency Loan
Operating Profit
Contribution Margin
Plant Utilization
Days of Working Capital
Stock-out costs
Inventory Carrying costs
Customer Buying Criteria
Wtg Avg Cust Survey Score
Customer Awareness
Customer Accessibility
Product Count
SG&A expense
Market Share
Employee Turnover Rate
Employee Productivity
Sales/Employee
Assets/Employee
Profits/Employee
TQM Material Reduction
TQM Labor Reduction
TQM R&D Reduction
TQM Admin Cost Reduction
Financial
Internal Business Process
Customer
Learning and Growth
Resume Previous Tutorial
Resume Rehearsal Tutorial
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is not a valid Capstone
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Invalid Capstone Decisions
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The file query request
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Visual Basic Error #
Generated by
Description
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Decision file.
Trouble reading decision
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Sorry, the website reports
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were due
Unknown status:
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Sorry, the website reports
that your Officla Decisions
are not available at this
time. They will be available
after
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Research & Development
Marketing
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HR Labor Negotiations
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TQM Initiative
Balance Sheet
Income Statement
Cash Flow Statement
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Decision Summary
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Front Page
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Perceptual Map
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Foundation FastTrack
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Saved By:
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When you restart your
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reports of your current
tutorial are destroyed and
you return to round 1. Your
professor will always see
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completed whether or not
you have restarted. You
have the option of another
four round guided tour
through the four functional
areas: R&D, Marketing,
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Or, you can play a
Rehearsal entirely on your
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Demand Increase
Liabilities & Owner's Equity
Accounts Payable
Current Debt
Long Term Debt
Common Stock
Retained Earnings
Assets
Cash
Accounts Receivable
Inventories
Fixed
Depreciation
Marketing
Administrative / Other
Net Margin
Cash Flow from
operations
Net income (loss)
Net cash flow
Cash flow from
investing
Plant improvements
Cash flow from
finance
Dividends
Sales of stock
Purchase of stock
New long term debt
Retire long term debt
Change current debt
Net cash flow
Cash flow summary
Cash flow from Operations
Cash flow from Investing
Cash flow from Financial
actions
Net change in cash position
ROS
Asset Turnover
Leverage
ROE
Percent of Sales
Market Share
Closing Stock Price
Capacity vs. Production
Accessibility
Market Share Actual versus
potential
Actual
Potential
Industry Unit Sales vs
demand
Unit sales
Unit demand
Market segment shares
Cash flow summary
Contribution margins
Profit
Market share
ROE
ROS
ROA
Asset Turnover
Performance
Traditional
Size
Low End
High End
Segment
December
Back
Next
Close
DONE
Trad
Low
High
Pfmn
Size
Capacity
Other
Operations
Investments
Financing
Change
Round
Page
Help
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Promo Budget
Sales Budget
Practice Round
Competition Round
Price
Age
Ideal Position
Reliability
Ideal Age =
MTBF
#VALUE!
Thrift
Core
Nano
Elite
Low
High
Low Tech
High Tech
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8/3/2009 5/14/2010
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Save Draft
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Rehearsal
0
The Rehearsal tutorial is
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Rehearsal tutorial. 9/6/2012
Redirecting to Rehearsal 9/6/2012
Reports 9/6/2012
Courier 9/6/2012
FastTrack 9/6/2012
Inquirer 9/6/2012
Annual Reports 9/6/2012
Industry Conditions Report 9/6/2012
CompXMLite Menu: 9/6/2012
Ethics 9/6/2012
Ethics Report 9/6/2012
CompXM Basix Round 9/6/2012
Under the rules, you cannot
have a product line with less
than 200 units of Capacity.
The remainder of capacity
for this product line will be
sold off. If you do not wish
to sell off this product line
you need 200 or more units
of capacity.
9/6/2012
Too little capacity 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
!!!PENDING!!! 9/6/2012
Subtotal 9/6/2012
Translated
Warning: This computer product is
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portion of, may result in severe civil
and criminal penalties, and will be
prosecuted to the maximum extent
possible under the law. All rights
reserved.
Spreadsheet version
The Coach
CompXM Schedule
Reports available after:
Decisions and Quiz available after:
Production
Finance (includes Accounts
Receivable/Accounts Payable)
Human Resources
Total Quality Management(TQM)
All team decisions
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Welcome
In both Practice Rounds and in
Competition Rounds your company
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benefit of your decisions. This
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on a set of decisions you have
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MRD_2 elinks.cfm?loc=xlsRD RandD NextCancel
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elinks.cfm?
MMKTG_2 loc=xlsMarketing Mktg NextCancel
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elinks.cfm?
MFIN_2 loc=xlsFinance Finance BackCancel
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Comp1_3
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Office 2007 Users, Please Note: To see the
Capstone/Foundation/Comp-XM menu selections,
Header click
Text the Add-Ins tab above. If you do not see the JumpBackNo JumpNextYesOK
Add-Ins tab, please resize the spreadsheet by
double clicking the blue bar at the top of the
window.<br><br>I am your coach. You can enable
me at any time by clicking CAPSTONE MENU in
the menu at the top of the display, or by clicking
the Coach button at the top of the
toolbar.<br><br>To begin, review last year's
results (which are this year's starting conditions)
from the Courier menu.<br><br>To access the
R&D, Marketing, Production and Finance areas,
select the Decisions menu.<br><br>As you finalize
your decisions, guage your projected results for
the upcoming year from the Proformas
menu.<br><br>Best of luck!<br><br>(You can
choose the Office Assistant for the coach from the
Greetings! CAPSTONE MENU.)
Getting To Know
the R&D
Department #VALUE! HRD_5 HRD_7
Getting To Know
the R&D
Department #VALUE!
You control the product age by moving the product
on the perceptual map. When a product is moved,
customers perceive it as younger. Its age is cut in
half on the day it emerges from R&D. It becomes
the "new-and-improved" product, with half its
Getting To Know former age.<br><br>The "Age at Revision" tells
the R&D you what the new perceived age will be on the day
Department the project completes. HRD_6 HRD_9
Getting To Know
the R&D This brings us to the last, and most strategic
Department concerns in R&D -- scope and focus. HRD_13a HRD_13
Getting To Know
the R&D
Department HRD_13b HRD_14
"Age at Revision" addresses the customer's next
Getting To Know important concern, the age of the product design.
the R&D Some customers want old, proven designs, while
Department others want new designs. HRD_13b HRD_14
You control the product age by moving the product
on the perceptual map. When a product is moved,
customers perceive it as younger. Its age is cut in
half on the day it emerges from R&D. It becomes
the "new-and-improved" product, with half its
Getting To Know former age.<br><br>The "Age at Revision" tells
the R&D you what the new perceived age will be on the day
Department the project completes. HRD_13 HRD_15
Getting To Know
the R&D
Department #VALUE! HRD_15 HRD_17
That's two of the things customer's care about in
Getting To Know the design, Positioning and
the R&D Age.<br><br>Reliability is the third. It is driven by
Department MTBF, or Mean Time Before Failure. HRD_16 HRD_18
Getting To Know
the R&D
Department Let's invent a new product. HRD_20 HRD_22
Getting To Know
the R&D This brings us to the last, and most strategic
Department concerns in R&D -- scope and focus. HRD_21 0
How To Use the There is a chance that if the negotiation does not
Labor Negotiation go well, Labor may strike for days, weeks, or
Module. months, during the remaining part of this year . HLAB_3 HLAB_5
How To Use the
Labor Negotiation The areas of negotiation are noted in the green
Module. cells: HLAB_4 HLAB_6
How To Use the
Labor Negotiation Four points to remember before you make your
Module. decisions: HLAB_5 HLAB_7
Point 1. Negotiation Ceiling is calculated for you.
It is always at 10% more than your Starting
How To Use the Position (which is the decision you
Labor Negotiation entered).<br><br>Go ahead and type in a starting
Module. wage position of $22. What is the Ceiling? HLAB_6 HLAB_8
How To Use the Nice try but the right answer is noted in the yellow
Labor Negotiation cell, The correct answer is $24.20 (10% more
Module. than $22). HLAB_7 HLAB_8
How To Use the Nice try but the right answer is noted in the yellow
Labor Negotiation cell. The correct answer is $24.20 (10% more
Module. than $22). HLAB_7 HLAB_8
How To Use the
Labor Negotiation
Module. Good job! See this isn't so hard. HLAB_7 HLAB_8
Getting To Know
the Marketing
Department Let's try a few prices for Adam. HMKTG_2 HMKTG_4
Getting To Know
the Marketing
Department Let's try a few prices for Able. HMKTG_2 HMKTG_4
Getting To Know
the Marketing Outside the expected price range demand falls
Department quickly to zero. HMKTG_3 HMKTG_5
Getting To Know
the Marketing
Department #VALUE! HMKTG_4 HMKTG_8
Getting To Know
the Marketing Oops. We really need a price between $29.00 and
Department $39.00. HMKTG_6
Getting To Know
the Marketing Oops. We really need a price between $15.00 and
Department $35.00. HMKTG_6a HMKTG_8
Getting To Know
the Finance
Department Welcome to the Finance department. RSIMC4_1 HFIN_2
Now that you've gotten the chance to spend
Getting To Know money in the other areas, it's time to pay the piper!
the Finance <br><br>This department is the place you go to
Department fund the activities of the company. HFIN_1 HFIN_3
Getting To Know Funding investments requires capital.<br><br>To
the Finance raise the necessary funds, you can choose from
Department three sources: HFIN_2 HFIN_4
Bonds and current debt have different purposes.
Bonds fund long term assets like plant and
equipment. Current debt funds current assets like
Accounts Receivable and Inventory. <br><br>The
interest rate on bonds is 1.4% higher than the
current debt interest rate. You pay for the privilege
of "locking in" the long term rate.<br><br>Bonds
Getting To Know mature 10 years after issue. Current debt is due at
the Finance the beginning of each year, although you can
Department always choose to borrow it over again. HFIN_3 HFIN_5
How To Use the Welcome to the How To Use the TQM Module
TQM Module tutorial. TLIST_2 HTQM_2
How To Use the Investing in TQM initiatives can increase the
TQM Module. efficiency and profitability of your company. HTQM_1 HTQM_3
Getting To Know
the Production Welcome to the Production department. In
Department Production you are concerned with three issues. RSIMC3_1 HPROD_2
Getting To Know
the Production
Department In Production: HPROD_1 HPROD_3
The Schedule block examines your inventories.
Getting To Know You want to produce enough inventory to meet
the Production your best-case scenario for
Department demand.<br><br>Consider Adam. HPROD_2 HPROD_4
Getting To Know
the Production Labor costs per unit are averaged across both
Department shifts. They are driven by: HPROD_6 HPROD_8
Getting To Know
the Production
Department Material costs per unit are driven by: HPROD_7 HPROD_9
Getting To Know The Physical Plant block examines your current
the Production facilities (the yellow cells) and next year's facilities
Department (the green cells). HPROD_8 HPROD_10
1st Shift Capacity is the number of units the
equipment could produce on one shift, assuming it
Getting To Know is fully staffed. For example, you could make 900
the Production units of Adam on first shift, and another 900 on
Department second shift. HPROD_9 HPROD_11
Your plant is fixed for this year, but you can buy or
sell capacity and add/subtract automation for next
year. The new equipment is installed on December
Getting To Know 31st.<br><br>The cost of the new equipment is
the Production calculated for you on the Investment line. Try
Department these experiments: HPROD_11 HPROD_13
Although the Workforce section appears in this
Getting To Know department, it is actually part of HR. Feel free to
the Production view the website tutorials for more information on
Department the HR department. HPROD_12 HPROD_14
Getting To Know
the Production This completes the Production department tour.
Department We will now return to the Rehearsal Simulation. HPROD_13 RSIMC0_2
How to distribute
your team's Welcome to the How to distribute your team's
workload workload tutorial. TLIST_5 WKLD_2
Organizing your team is one of the critical steps to
overall success with the
How to distribute simulation.<br><br>Clearly defined organization
your team's aids in making efficient, effective tactical
workload maneuvers that support the business strategy. WKLD_1 WKLD_3
How to distribute
your team's
workload When forming a team, keep in mind these factors: WKLD_2 WKLD_4
We suggest teams of 4-6 people. Any smaller or
larger than that and teams find themselves
How to distribute overwhelmed by the number of decisions (too
your team's small) or indecisive because of too many opinions
workload (too large). WKLD_3 WKLD_5
Teams usually meet both online or in person. If
How to distribute meetings are mostly outside of class, you might
your team's want to consider geography so that meetings face-
workload to-face are easier to schedule. WKLD_4 WKLD_6
How to distribute Finally, you may want teammates with a variety of
your team's backgrounds because the more diverse the skills,
workload the richer the simulation experience. WKLD_5 WKLD_7
A quick tour of the If you put your cursor on the wording just to the left
Capstone.xls of the triangle, it will open up an information box
workbook regarding an explanation for that row or column. OFFL_11 OFFL_13
A quick tour of the You navigate the workbook with the FOUNDATION
Foundation MENU at the top of display, or with the Toolbar
Workbook shortcuts at the right of the display. MXLS_F1 MXLS_F3
Rehearsal
Simulation #VALUE! RSIMC1_6 RSIMC1_9
Rehearsal Oops. We really need a Performance of 9.8.
Simulation Please click Back and try again. RSIMC1_7
Rehearsal
Simulation #VALUE! RSIMC1_7 RSIMC1_11
Rehearsal Oops. We really need a Size of 10.2. Please click
Simulation Back and try again. RSIMC1_9
Rehearsal
Simulation #VALUE! RSIMC1_14 RSIMC1_16
Rehearsal
Simulation Give Aft a Performance between 9.5 and 9.8. RSIMC1_29 RSIMC1_32
Rehearsal
Simulation Next, give Aft a Size between 15.0 and 15.4. RSIMC1_30 RSIMC1_34
Rehearsal Oops. We really need a Size between 15.0 and
Simulation 15.4. Please click Back and try again. RSIMC1_32
Rehearsal
Simulation Next, give your 3 products a new price. RSIMC2_3 RSIMC2_5
Rehearsal
Simulation Stock price is driven by: RSIMC2_103 RSIMC2_105
Rehearsal
Simulation #VALUE! RSIMF1_6 RSIMF1_9
Rehearsal Oops. We really need a Performance of 5.8.
Simulation Please click Back and try again. RSIMF1_7
Next change Able's Size, top left of the R&D
Rehearsal screen. Click on Able's Size cell and enter a value
Simulation at 14.3. RSIMF1_7 RSIMF1_11
Rehearsal Oops. We really need a Size at 14.3. Please click
Simulation Back and try again. RSIMF1_9
Rehearsal
Simulation #VALUE! RSIMF1_14 RSIMF1_16
Rehearsal
Simulation Stock price is driven by: RSIMF2_103 RSIMF2_105
Rehearsal
Simulation Welcome to Round 7 of the Rehearsal Simulation. RSIMF7_1
List tutorials
Positioning - the product's
placement on the
Perceptual Map
IF Labor's Demand is
above the company's
Negotiation Ceiling
$1 difference in wages
List other tutorials
Price
$300 thousand
Outside Sales
List other tutorials
Positioning on the
Perceptual Map. In general,
the higher the technology,
the more expensive the
materials needed to build
the product.
TIP. Second shift production
is not necessarily a bad
thing, because you spread
your fixed costs
(depreciation and SG&A
expenses) over two shifts
instead of one.
At an automation rating of
1.0, it is easy to move a
product across the
Perceptual Map. At 10.0, it
is difficult.
team size
List other tutorials
DB_TutorialCo 8 15 TDB_4Low TDB_4High
$O$272
Apple
Brazil
First
Select another tutorial
Make decisions
Traditional - 14,000 to
19,000 hours
Differentiators would like to
offer an MTBF between
23,500-25,000 hours.
Low End customers interest High End customers want Size customers want a
peaks when the design is old, at a brand new design, age recent design with an age
7.0 years 0.0. of 1.5 years.
Second Third
Analyze competitors and
Develop scenarios Forecast financial results trends
Automation Rating. On a
scale of 1 to 10, how
automated is the
production line? A 1.0
means lots of skilled
workers produce the
product. At 10.0 robots do
Buy/Sell Capacity. Will you add the work with a few skilled
production facilities or humans supervising the
downsize? process.
Saving your work
Reliability - how long the
product will last,
Age - the perceived age of the measured in MTBF or
design Mean Time Before Failure
Yellow cells are protected
but data can change from
Decisions are to be made only decisions made to the
to the cells that are green. green cells.
Your company is pursuing a
broad differentiation strategy in
the rehearsal so you'll be
offering premium products in
R&D.
In Production, consider
whether to invest in
In Marketing, examine your capacity and automation In Finance, be sure that
competitors. Have they or selling off idle plants. you have a positive cash
improved designs? Awareness? Build enough additional balance on December 31st.
Accessibility? Prepare a sales inventory to satisfy We encourage a cash
forecast. Enter your worst-case customers in your best- position 3%-7% of sales in
into the forecast. case scenario. cash.
In Production consider
In Marketing, examine your whether to invest in
competitors. Have they capacity and automation. Review your decisions and
improved designs? Awareness? Build enough additional examine the proforma
Accessibility? Prepare a sales inventory to satisfy reports. Make any final
forecast. Enter your worst-case customers in your best- changes to R&D, Marketing
into the forecast. case scenario. and Production.
In Production, consider
whether to invest in
In Marketing, examine your capacity and automation In Finance, be sure that
competitors. Have they or selling off idle plants. you have a positive cash
improved designs? Awareness? Build enough additional balance on December 31st.
Accessibility? Prepare a sales inventory to satisfy We encourage a cash
forecast. Enter your worst-case customers in your best- position 3%-7% of sales in
into the forecast. case scenario. cash.
MRD_2
MMKTG_2
MPROD_2
MFIN_2
MHR_2 MHR_3
MTQM_2
MAMK_2
TLIST_1
Performance customers want
a young design of 1.0 years.
Size - 16,000 to 21,000
hours
Size - 16000 to 21000 hours
Overtime. The percentage of
first shift workers on
overtime. 100% means that
every first shift worker is
working a double shift. 10%
means that, on average,
each 1st shift worker
performs 10% overtime.
Overtime increases turnover
and drags down productivity.
The trade-off costs include
higher recruiting expense,
training expense, and a
slightly larger complement to
cover people already in
training.
TLIST_1
HLAB_7a HLAB_7b HLAB_7c
TLIST_1
Trade Shows
HAMK_9 HAMK_10 HAMK_11
TLIST_1
This will force your proformas
into a conservative position.
They will show you the worst-
case, where you have lots of
unsold inventory. If you still
have cash in this worst-case
scenario, you can ride out a
bad year without cash flow
problems.
TIP. It never makes sense to
sell automation. You are
charged for the change in
automation, up or down in
rating, so you would actually
pay money to reduce your
plants' efficiency.
TLIST_1
TDB_11a TDB_11b TDB_11c TDB_10
Equador
OFFL_8a OFFL_8b OFFL_8c
TLIST_1
Print last year's reports
RSIMC2_100 RSIMC5_2
RSIMC2_100 RSIMU
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC0_1
RSIMU RSIMC5_2
RSIMF2_100 HMKTG_1
RSIMF2_100 HFIN_1
RSIMF2_100 RSIMC5_2
Save your decisions without
advancing. Review your
decisions, your teammates'
decisions in Finance, and
your proforma reports. Make
any final changes to your
R&D, Marketing and
Production decisions.
Save your decisions without
advancing. Review your
decisions, your teammates'
decisions in Finance, and
your proforma reports. Make
any final changes to your
R&D, Marketing and
Production decisions.
OnEntry OnExit
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RandD
HR
Marketing
Finance
TQM
Production
TDB_9_OnEntry
tour guide and I'll
be giving you tours
of each
department you
will
head.<br><br>Duri
ng this training you
will manage the
Andrews
Corporation
against two
programmed
competitors. Do
not be concerned if
you have been
assigned to some
other team for the
official simulation
(Baldwin, Chester,
Digby, Erie or
Ferris). During the
Rehearsal, Office 2007
everybody <br><br>After completing the fourth round Users, Please
manages the your professor has given you the Note: To see the
Andrews opportunity to run the company on your Capstone/Founda
company.<br><br> own or to start a new rehearsal. If you tion/Comp-XM
There are 4 rounds restart and choose to run your company menu selections,
to complete. You on your own the coach will be disabled. click the Add-Ins
will begin the first You can only restart your rehearsal once tab above. If you
round by every 24 hours.<br><br>Making an do not see the
managing 3 analogy of the business simulation to a Add-Ins tab,
products in the flight simulator, the uncoached rehearsal please resize the
R&D department will enable you to practice various spreadsheet by
and after each techniques flying the plane. Keep in mind double clicking
round you will though that your competitors in the the blue bar at the
manage more rehearsal are not as tough as those in your top of the
RehearsalSimulat departments. competition. window.<br><br>
DoNotUseAssistant
UseAssistant
RandD
RehearsalSimulationTeammates
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RehearsalSimulationTeammates
RehearsalSimulationTeammates
RehearsalRestart
RehearsalUnCoached
tour guide and I'll
be giving you tours
of each
department you
will
head.<br><br>Duri
ng this training you
will manage the
Andrews
Corporation
against two
programmed
competitors. Do
not be concerned if
you have been
assigned to some
other team for the
official simulation
(Baldwin, Chester,
Digby, Erie or
Ferris). During the
Rehearsal, Office 2007
everybody <br><br>After completing the fourth round Users, Please
manages the your professor has given you the Note: To see the
Andrews opportunity to run the company on your Capstone/Founda
company.<br><br> own or to start a new rehearsal. If you tion/Comp-XM
There are 4 rounds restart and choose to run your company menu selections,
to complete. You on your own the coach will be disabled. click the Add-Ins
will begin the first You can only restart your rehearsal once tab above. If you
round by every 24 hours.<br><br>Making an do not see the
managing 2 analogy of the business simulation to a Add-Ins tab,
products in the flight simulator, the uncoached rehearsal please resize the
R&D department will enable you to practice various spreadsheet by
and after each techniques flying the plane. Keep in mind double clicking
round you will though that your competitors in the the blue bar at the
manage more rehearsal are not as tough as those in your top of the
departments. competition. window.<br><br>
RandD
RandD
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ChngDate
Cell Location GameType TranslatedSize TranslatedComment
TQM!D3 Foundation 175|200 On any particular initiative, spending more than
$1 million this year pushes into diminishing
returns. Furthermore, cumulative diminishing
returns are reached at $2.5 million on any given
initiative. For example, to reach the ultimate
limits on CPI systems as quickly as possible,
you would spend $1 million this year, $1M next
year, and $0.5M in the third year.
UserType INVALID
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FullName
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RoundType 0
0 0
0 0
DraftSaved Nu 0
0 0
0 Round 0
AUDIT_TRAIL_
STAMP
SavedBy Null
SavedWhat Null
SavedDate Jun
21, 2016
SavedTime
09:05 AM CST
SimulationVersio
n 2010
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ClassRound 0
RoundType
Pratice
RehearsalRestar
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1
VERSION WEB QUERY
Capstone Web Build
Foundation Web Build
The 2007v21 update can only be used for courses that started before August 1, 2006. Thank you.
OFFICIAL_DEC_AVAILABLE WEPROFESSOR SIMULATION LIST QUERY
C71161 Andrews
C71451 Andrews
C75644 Andrews
C79537 Andrews
C80264 Andrews
SimulationVersion 2015C
C71451
ClassRound 5
RoundType Practice
ReportsAvailable True
05/16/2006 02:00PM
QuizAvailable True
05/16/2006 02:00PM
BeforeDeadline True
01/01/2009 12:00AM
QueryTimeStamp
05/16/2006 02:00PM
C10450
STUDENT KEY QUERY BALANCED SCORECARD PROFORMA QUERY
StudentKey 1256905 C71451
SimID C71451 Andrews
HarvardCookie
Round
Established
Financial
C38576
Financial
Financial
Internal Business Process
Internal Business Process
Internal Business Process
Internal Business Process
Internal Business Process
Customer
Customer
Customer
Customer
Customer
Total $0 NA
12.0 1
1 6.00 NA
10.0 NA
5.00
8.0
4.00
6.0
3.00
4.0
2.00
2.0
1.00
0.0 1
0.0 Performance
2.0 4.0 6.0Perceptual
8.0 10.0map (at the
12.0 end16.0
14.0 of this18.0
year)20.0 0.00
Page 439
RandD_F
20.0
12.0
6.00
1
10.0
5.00
8.0
4.00
6.0 3.00
4.0 2.00
2.0 1.00
0.00
0.0 1
0.0 Performance
2.0 4.0 6.0 Perceptual
8.0 10.0 map
12.0(at 14.0
the end of this
16.0 year)
18.0 20.0
Page 440
Mktg
0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Benchmark Variable Less Promo
Name Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Able $28.00 $1,000 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Acre $21.00 $900 $900 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Adam $38.00 $800 $800 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Aft $33.00 $700 $700 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Agape $33.00 $700 $700 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
NA $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!
NA $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!
NA $0.0 $0 $0 #VALUE! - #VALUE! #VALUE! #VALUE! #VALUE!
Total $4,100 $4,100 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer
assumes that each competitor will offer one unremarkable product in every segment. It A/R Lag (days) 30
does not know what your competitors have actually offered. Therefore, you should A/P Lag (days) 30
always override the computer's forecast with your own.
Revenue Forecast Variable costs Marketing Margin After marketing Unit sales forecast Size Pfmn High Low Trad
$2,500 12
$2,000 10
8
$1,500
6
$1,000
4
$500 2
$0 0
Able Acre Adam Aft Agape NA NA NA Able Acre Adam Aft Agape NA NA NA
Page 441
Mktg_F
0 Marketing Round 0 - 0
Your Gross Contrib.
Promo Sales Benchmark Variable Less Promo
NAME Price Sales Revenue Margin
Budget Budget Prediction Costs & Sales
Forecast Forecast Forecast
Able $28.00 $1,000 $1,000 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Acre $21.00 $900 $900 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Adam $38.00 $800 $800 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Aft $33.00 $700 $700 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Agape $33.00 $700 $700 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Total $4,100 $4,100 #VALUE! 0 #VALUE! #VALUE! #VALUE! #VALUE!
Note: The Computer Prediction is only useful as a benchmarking tool. The computer A/R Lag (days) 30
assumes that each competitor will offer one unremarkable product in each segment. It A/P Lag (days) 30
does not know what your competitors have actually offered. Therefore, you should
always override the computer's forecast with your own.
Revenue Forecast Variable costs Marketing Margin After marketing Unit sales forecast Size Pfmn High Low Trad
$2,500 12
$2,000 10
8
$1,500
6
$1,000
4
$500 2
$0 0
Able Acre Adam Aft Agape Able Acre Adam Aft Agape
Page 442
0 Marketing Budget Detail
Promo Budget Able Acre Adam Aft Agape
Target Segment Traditional Low End High End Performance Size
Print Media $200 $180 $160 $140 $140
Direct Mail $200 $180 $160 $140 $140
Web Media $200 $180 $160 $140 $140
Email $200 $180 $160 $140 $140
Trade Shows $200 $180 $160 $140 $140
Budget ($000) $1,000 $900 $800 $700 $700
Budget ($000) $0 $0 $0 $0 $0
NA NA NA Budget
ze
$0 $0 $0 $820
$0 $0 $0 $820
$0 $0 $0 $820
$0 $0 $0 $820
$0 $0 $0 $820
$0 $0 $0 $4,100
Trad
Low
High
Pfmn
Size
Production
0 Production Round 0 - 0
Schedule Able Acre Adam Aft Agape NA NA NA TOTAL
Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory On Hand 2,889 1,615 1,502 1,233 895 - - - 8,134
Production Schedule 1,200 1,820 410 440 380 0 0 0 4,250
Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Margins
2nd Shift Production% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 0.0% 0.0% 0.0%
Physical Plant TOTAL
1st Shift Capacity 1,800 1,400 900 600 600 - - - 5,300
Buy/Sell Capacity 0 0 0 0 0 0 0 0 -
Automation Rating 4.0 5.0 3.0 3.0 3.0 - - -
New Autom. Rating 4.0 5.0 3.0 3.0 3.0 0.0 0.0 0.0
Investment ($000) $0 $0 $0 $0 $0 $0 $0 $0 $0
Workforce Last Year Needed This Year 1st Shift 2nd Shift Overtime Max Invest. #VALUE!
Complement 0 #VALUE! 100% #VALUE! #VALUE! #VALUE! A/P Lag 30 (days)
Production Vs. Capacity Both Shifts Base Capacity Production Price vs. Unit Cost Margin Labor Material
4000 0
.0
3500 $1
0
3000 .8
$0
2500 0
.6
2000 $0
0
1500 .4
1000 $0
0
.2
500 $0
0 0
.0 Able Acre Adam Aft Agape NA NA NA
Able Acre Adam Aft Agape NA NA NA $0
Page 445
Production_F
0 Production Round 0 - 0
Schedule Able Acre Adam Aft Agape TOTAL STAFFING Last Year This Year
Unit Sales Forecast #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Needed Complement 0 #VALUE!
Inventory On Hand 2,889 1,615 1,502 1,233 895 8,134 Complement 0% 100%
Production Schedule 1,200 1,820 410 440 380 4,250 1st Shift Complement 0 #VALUE!
Production After Adj. #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! 2nd Shift Complement 0 #VALUE!
Margins Overtime% 0.0% #VALUE!
2nd shift/Overtime% #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Turnover Rate 0.0% #VALUE!
Labor Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! New Employees 0 #VALUE!
Material Cost/Unit #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Separated Employees 0 #VALUE!
Total Unit Cost #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Recruiting Spend $0 $0
Contribution Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Training Hours 0 0
Physical Plant TOTAL Productivity Index 0.0% #VALUE!
1st Shift Capacity 1,800 1,400 900 600 600 5,300
Buy/Sell Capacity 0 0 0 0 0 - Recruiting Cost #VALUE!
Automation Rating 4.0 5.0 3.0 3.0 3.0 Separation Cost #VALUE!
New Autom. Rating 4.0 5.0 3.0 3.0 3.0 Training Cost #VALUE!
Investment ($000) $0 $0 $0 $0 $0 $0 Total HR Admin Costs #VALUE!
A/P Lag (days) 30 Max Invest. #VALUE!
Production Vs. Capacity Both Shifts Base Capacity Production Price vs. Unit Cost Margin Labor Material
4000 $12.00
3500
$10.00
3000
$8.00
2500
2000 $6.00
1500
$4.00
1000
$2.00
500
0 $0.00
Able Acre Adam Aft Agape Able Acre Adam Aft Agape
Page 446
0 Human Resources
STAFFING Last Year This Year
LABOR NEGOTIATION
Current Labor Negotiation Position
Contract Demands Starting Ceiling
$0.00 $0.00 $26.81 $29.49
$0 $0 $2,500 $2,750
0.0% 0.0% 2.0% 2.2%
0.0% 0.0% 5.0% 5.5%
Reduction in Cost of Goods Labor Material R&D Cycle Time Reductions Demand Increase
For the year just ended For the year just ended For the year just ended
100.0%
% % % % % % % % % 0% % % % % % %
90.0%
0 % 0 .0 .0 0 .0 0 .0 0 .0 0 .0 0.0 0 .0 0 .0 0 0 . 0% .0 .0 .0 .0 .0 .0
0. 1 20 3 4 5 6 7 8 9 1 0. 15 30 45 60 75 90
80.0%
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Page 449
Finance
0 Finance Round 0 - 0
Plant Improvements Outstanding Bonds
Total Investments ($000) $0 Series Face Amount Current -1
Sales of Plant & Equipment $0 Number $0 Yield Close
Common Stock
Shares Outstanding (000) 2,000
Price Per Share 1/1/0 $1.00
Earnings Per Share #VALUE!
Max Stock Issue ($000) $400
Issue Stock ($000) $0
Max Stock Retire ($000) $0
Retire Stock ($000) $0
Dividend Per Share $0.00
Current Debt
Interest Rate 14.4% Long Term Debt
Due This Year $181,865 Retire Long Term Debt ($000) $0
Borrow ($000) $0 Issue Long Term Debt ($000) $0
Cash Positions 2165 Long term interest rate 15.8%
December 31, -1 $0 Maximum issue this year $30,346
December 31, 0 #VALUE!
A/R Lag (days) 30
A/P Lag (days) 30
Accounts Payable
Current Debt
Retained Earnings
Page 450
BalanceSheet
0 Proforma Balance Sheet Round 0 - 0
Accounts Payable
Cash
Current Debt
Accounts Common Stock
Receivable Fixed Long Term Debt
Page 451
IncomeStatement_F
0 Proforma Income Statement Round 0 - 0
REVENUE Able Acre Adam Aft Agape TOTAL
Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTS
Direct Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $7,587 #VALUE!
SG&A: R&D $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $1,000 $900 $800 $700 $700 $4,100 #VALUE!
Sales $1,000 $900 $800 $700 $700 $4,100 #VALUE!
Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!
EBIT #VALUE! #VALUE!
Interest $0 #VALUE!
Taxes #VALUE! #VALUE!
Profit Sharing #VALUE! #VALUE!
Net Profit #VALUE! #VALUE!
$4,000
Labor
$3,500
Material
$3,000
Inventory
Carrying costs
$2,500
Depreciation
$2,000
Research &
$1,500 Development
Marketing
$1,000
Administrative /
$500 Other
$0 Net Margin
Able Acre Adam Aft Agape
Page 452
IncomeStatement
0 Proforma Income Statement Round 0 - 0
REVENUE Able Acre Adam Aft Agape NA NA NA TOTAL
Sales #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
VARIABLE COSTS
Direct Labor #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Direct Material #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Inventory Carry #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Variable Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Contribution margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
PERIOD COSTS
Depreciation $2,640 $2,427 $1,080 $720 $720 $0 $0 $0 $7,587 #VALUE!
SG&A: R&D $0 $0 $0 $0 $0 $0 $0 $0 $0 #VALUE!
Promotion $1,000 $900 $800 $700 $700 $0 $0 $0 $4,100 #VALUE!
Sales $1,000 $900 $800 $700 $700 $0 $0 $0 $4,100 #VALUE!
Admin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Total Period Costs #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Net Margin #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! #VALUE!
Other (Fees, Write Offs, TQM) $0 #VALUE!
EBIT #VALUE! #VALUE!
Interest $0 #VALUE!
Taxes #VALUE! #VALUE!
Profit Sharing #VALUE! #VALUE!
Net Profit #VALUE! #VALUE!
$4,000
Labor
$3,500
Material
$3,000
Inventory
Carrying costs
$2,500
Depreciation
$2,000
Research &
$1,500 Development
Marketing
$1,000
Administrative /
$500 Other
$0 Net Margin
Able Acre Adam Aft Agape NA NA NA
Page 453
CashFlow
Page 454
0 Proforma Balanced Scorecard Round 0 - 0
ROUND 0 PROJECTED RESULTS
Criteria Score / Points No Credit Partial Credit Full Credit
Financial
Stock Price 0.0 / 8.0 < $3.00 $3.00 ... $37.00 > $37.00
Profits 0.0 / 9.0 < $1,000,000 $1,000,000 ... $12,000,000 > $12,000,000
Leverage 0.0 / 8.0 < 1.3, > 4.0 1.3 ... 4.0 1.8 ... 2.8
SubTotal Financial 0.0 / 25.0
Internal Business Process
Contribution Margin 0.0 / 5.0 < 27% 27% ... 36% > 36%
Plant Utilization 0.0 / 5.0 < 90%, > 200% 90% ... 200% 100% ... 180%
Days of Working Capital 0.0 / 5.0 < 15, > 105 15 ... 105 30 ... 90
Stock-out costs 5.0 / 5.0 > 5.0% 5.0% ... 0.0% < 0.0%
Inventory Carrying costs 0.0 / 5.0 > 5.0% 5.0% ... 1.0% < 1.0%
SubTotal Internal Business Process 5.0 / 25.0
Customer
Customer Buying Criteria 0.5 / 5.0 < 16 16 ... 44 > 44
Customer Awareness 3.7 / 5.0 < 50% 50% ... 90% > 90%
Customer Accessibility 0.0 / 5.0 < 50% 50% ... 90% > 90%
Product Count 0.7 / 5.0 <1 1 ... 8 >8
SG&A expense 0.0 / 5.0 < 5.0%, > 25.0% 5.0% ... 25.0% 7.0% ... 18.0%
SubTotal Customer 4.9 / 25.0
Learning and Growth
Employee Turnover Rate 0.0 / 7.0 > 11.5% 11.5% ... 7.0% < 7.0%
Employee Productivity 0.0 / 7.0 < 100% 100% ... 104% > 104%
SubTotal Learning and Growth 0.0 / 14.0
Score for Round3 9.9 / 89.0
Page 456
Low End Segment Report CAPSTONE COURIER 0 Round -1, 12/31/-1
Market Share
Unit Sales
December Survey
Decisions
Primary Segment
Print Media
Direct Mail
Web Media
Email
Trade Shows
Impressions
Print Media
Direct Mail
Web Media
Email
Trade Shows
Awareness Created
Print Media
Direct Mail
Web Media
Email
Trade Shows
New Awareness
End Awareness
Promo Expenditures
Print Media
Direct Mail
Web Media
Email
Trade Shows
Total
Sales Priorities
Sales Budget
Outside Sales
Inside Sales
Distributors
Mktg Report
Total
Accessibility Gains
Outside Sales
Inside Sales
Distributor
New Accessibility
End Accessibility
Awareness Accessibility
0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1 0 0.1 0.2 0.3 0.4 0.5 0.6 0.7 0.8 0.9 1
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
DecSummary_F
Decision Summary
*Decisions currently in spreadsheet.
Course ID: 0 Round Number: 0
Team Name: Decision Year: 0
Time Stamp: 8/26/2017 5:43
PRODUCTS
Product Name Able Acre Adam Aft Agape
Performance 6.0 3.0 8.0 9.4 8.0
Size 15.0 17.0 12.0 15.5 11.0
MTBF 17,500 14,000 23,000 25,000 19,000
Price $28.00 $21.00 $38.00 $33.00 $33.00
Promo Budget $1,000 $900 $800 $700 $700
Sales Budget $1,000 $900 $800 $700 $700
Your Sales Forecast 0 0 0 0 0
Sched Production 1,200 1,820 410 440 380
Capacity Change 0 0 0 0 0
Automation Rating 4.0 5.0 3.0 3.0 3.0
FINANCE TQM
Stock Issue $0 CPI $0
Stock Retire $0 Vendor/JIT $0
Dividend PerShare $0.00 QIT $0
Short Term Debt $0 CSS $0
Bond Retire $0 CE $0
Bond Issue $0 Benchmark $0
AR Policy 30 QFDE $0
AP Policy 30 CCE/6 $0
UNEPGreen $0
GEMITQEM $0
HUMAN RESOURCES
Complement #VALUE!
Recruiting Spend $0
Training Hours 0
Page 458
DecSummary
ADVANCED MARKETING
Able Acre Adam Aft Agape NA NA NA
Target Segment Traditional Low End High End Pfmn Size
Print Media $200 $180 $160 $140 $140 $0 $0 $0
Direct Mail $200 $180 $160 $140 $140 $0 $0 $0
Web Media $200 $180 $160 $140 $140 $0 $0 $0
Email $200 $180 $160 $140 $140 $0 $0 $0
Trade Shows $200 $180 $160 $140 $140 $0 $0 $0
Time Allocations
Resources Trad Low High Pfmn Size Able 24%
Outside Sales 10 2 2 2 2 2 Acre 22%
Inside Sales 27 6 6 5 5 5 Adam 20%
Distributors 13 2 2 3 3 3 Aft 17%
Intell. Report No No No No No Agape 17%
NA 0%
NA 0%
NA 0%
Page 459
Round -1, 12/31/-1 For Industry 0 Cheap at any price
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
100.00%
Page 1
For Industry 0 Round -1, 12/31/-1
STOCK MARKET SUMMARY
Company Close Change Shares Market Book EPS Dividend Yield P/E
Cap ($M) Value
Andrews $1.00 $0.00 2,000,000 $2 ($6.37) ($20.31) $0.00 0.0% (0.1)
Baldwin $76.09 $12.41 2,337,708 $178 $45.82 $6.87 $0.00 0.0% 11.1
Chester $80.04 $11.98 2,079,118 $166 $44.53 $6.47 $0.56 0.7% 12.4
Digby $76.79 $2.97 2,153,432 $165 $49.37 $4.18 $0.00 0.0% 18.4
Erie $71.36 $22.97 2,462,614 $176 $42.75 $7.53 $0.00 0.0% 9.5
Ferris $61.96 $0.32 2,280,315 $141 $42.62 $3.24 $0.00 0.0% 19.1
10
Row 199
8 Row 200
Row 201
6 Row 202
Row 203
4 Row 204
Page 2
5
For Industry 0 Round -1, 12/31/-1
Cash Flow Statement Survey 0 0 0 0 0 0
Cash flows from operating activities
Net Income (Loss) ($40,611) $16,058 $13,451 $9,012 $18,555 $7,394
Adjustment for non-cash items
Depreciation $7,587 $13,973 $12,993 $14,613 $14,653 $11,207
Extraordinary gains/losses/writeoffs $0 $0 $0 $0 $0 ($550)
Changes in current assets and liabilities
Accounts payable ($42) $2,881 $2,524 $2,182 $2,502 $3,464
Inventory ($53,478) ($16,044) ($11,411) ($17,521) ($5,324) ($12,415)
Accounts receivable $1,198 ($2,369) ($1,894) ($525) ($3,783) ($2,190)
Net cash from operations ($85,347) $14,499 $15,664 $7,761 $26,604 $6,910
Cash flows from investing activities
Plant improvements (net) $0 ($40,700) ($35,500) ($52,900) ($44,600) ($43,670)
Cash flows from financing activities
Dividends paid $0 $0 ($1,167) $0 $0 $0
Sales of common stock $0 $11,329 $0 $7,145 $10,350 $8,347
Purchase of common stock $0 $0 $0 $0 $0 $0
Cash from long term debt issued $0 $13,699 $7,852 $14,821 $13,639 $13,712
Early retirement of long term debt $0 $0 $0 $0 $0 $0
Retirement of current debt ($96,518) ($33,795) ($34,317) ($37,760) ($27,925) ($29,769)
Cash from current debt borrowing $0 $29,061 $30,360 $37,751 $19,573 $31,340
Cash from emergency loan $181,865 $0 $0 $0 $0 $0
Net cash from financing activities $85,347 $20,294 $2,728 $21,958 $15,637 $23,630
Page 3
For Industry 0 Round -1, 12/31/-1
Production Information
2nd
Auto-
Primary Units Units in Revision Age Pfmn Size Material Labor Contr Shift & Capac-ity Plant
Name MTBF Price mation Next
Segment Sold Inventory Date Dec.31 Coord Coord Cost Cost Marg. Over- Next Round Utiliz.
Round
time
Able Trad 7 2,889 5.1 17500 6.0 15.0 $28.00 $7.82 $9.45 -2918% 0% 4.0 1,800 66%
Acre Low 1,266 1,615 9.6 14000 3.0 17.0 $21.00 $4.82 $8.99 23% 30% 5.0 1,400 129%
Adam 0 1,502 6.7 23000 8.0 12.0 $38.00 $11.36 $10.80 0% 0% 3.0 900 45%
Aft Pfmn 31 1,233 7.5 25000 9.4 15.5 $33.00 $11.61 $10.80 -298% 0% 3.0 600 73%
Agape Size 44 895 1.6 19000 8.0 11.0 $33.00 $10.56 $10.80 -126% 0% 3.0 600 63%
Baker Trad 1,113 492 2.2 16000 6.5 13.5 $27.50 $8.10 $7.50 39% 45% 6.5 1,100 144%
Bead Low 2,532 268 9.6 14000 3.0 17.0 $19.50 $4.81 $4.63 49% 61% 8.5 1,700 160%
Bid High 997 303 1.2 23500 13.7 6.3 $37.50 $15.89 $10.08 28% 28% 4.5 1,050 127%
Bold Trad 2,053 126 1.5 19000 8.7 11.3 $27.50 $10.70 $9.70 25% 100% 5.5 1,450 198%
Buddy Trad 1,963 166 1.5 18000 8.7 11.3 $27.50 $10.40 $9.65 26% 95% 5.5 1,450 194%
Cake Trad 1,527 454 2.4 14000 7.8 12.2 $25.50 $8.35 $8.06 32% 100% 6.5 1,000 198%
Cedar Low 2,967 262 9.6 12000 3.0 17.0 $18.50 $4.14 $4.68 51% 71% 8.5 1,850 169%
Cid High 930 219 1.1 23000 13.6 6.4 $36.50 $15.38 $11.60 25% 31% 3.5 1,000 130%
Coat Pfmn 1,087 138 1.2 27000 14.7 12.3 $31.50 $15.24 $8.82 24% 10% 5.0 1,200 108%
Cure Size 1,500 178 1.2 17000 7.7 5.3 $31.50 $12.30 $9.77 31% 48% 5.0 1,450 146%
Daze Trad 1,186 546 1.4 19000 8.9 11.2 $28.50 $10.81 $8.57 29% 75% 6.0 1,050 173%
Dell Low 1,912 325 9.6 14000 3.0 17.0 $21.00 $4.81 $4.98 51% 27% 8.0 1,550 125%
Dixie High 901 253 1.1 25000 13.5 6.5 $38.50 $16.19 $11.09 28% 18% 3.5 950 116%
Dot Pfmn 978 162 1.4 27000 14.8 12.1 $33.50 $15.62 $9.06 25% 0% 4.5 1,150 99%
Dune Size 1,586 213 1.2 19000 7.9 5.0 $33.50 $13.32 $10.33 30% 42% 4.5 1,550 140%
Doom Pfmn 982 157 1.1 27000 14.7 12.2 $33.50 $15.54 $7.65 30% 62% 6.0 1,300 160%
Dust 0 0 0.6 19000 7.8 5.4 $0.00 $0.00 $0.00 0% 0% 1.0 600 0%
Eat Low 2,048 138 5.1 12500 5.5 14.5 $20.00 $6.17 $4.50 45% 46% 8.5 1,400 145%
Ebb Low 3,408 97 9.6 12000 3.0 17.0 $18.00 $4.14 $4.84 48% 100% 8.5 2,000 198%
Echo Trad 1,700 280 1.3 14000 8.5 11.5 $25.50 $8.88 $7.26 35% 100% 6.5 1,350 198%
Egg Trad 1,882 148 1.4 15000 8.7 11.3 $25.50 $9.32 $9.64 25% 95% 5.5 1,450 193%
Fast Low 847 0 5.1 12000 5.5 14.5 $20.50 $6.14 $11.18 15% 100% 4.0 400 198%
Feat Low 1,226 273 5.0 27000 13.8 12.9 $22.50 $14.94 $6.91 25% 17% 6.0 1,300 116%
Fist High 1,327 257 1.1 25000 13.7 6.4 $37.50 $16.30 $12.70 22% 93% 4.0 950 191%
Foam Pfmn 1,059 131 1.3 27000 14.8 12.1 $32.50 $15.62 $8.41 25% 22% 5.5 1,050 121%
Fume Size 1,466 217 1.2 17000 7.4 4.8 $32.50 $12.71 $9.05 32% 55% 5.5 1,150 153%
Fox High 1,255 239 1.0 25000 13.9 6.1 $37.50 $16.49 $7.77 34% 25% 5.5 1,350 124%
Fuel 0 0 0.0 0 0.0 0.0 $0.00 $0.00 $0.00 0% 0% 5.5 600 0%
Page 4
For Industry 0 Round -1, 12/31/-1
Statistics Accessibility
Total Industry Unit Demand 7,740
Actual Industry Unit Sales 7,740 0.00
Segment % of Total Industry 44.1%
Growth Rate Next Year 20.0% 0.00
0.00
Customer Buying Criteria
Expectations Importance 0.00
1. 0 0 33%
2. 0 0 29% 0.00
3. 0 0 25%
4. 0 0 13% 0.00
0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00
12 1 1
11 1
10
1 1 0.25
9
1 1
8 1 11 0.20
7
6 0.15
5
4
0.10
3
2
1 0.05
0
0 1 2 3 4 5 6 7 Performance
8 9 10 11 12 13 14 15 16 17 18 19 20 0.00
0.00 0.00 0.00 0.00 0.00 0.00
Page 8
For Industry 0 Round -1, 12/31/-1
10 10
8
8
6
6
4
4
2
2
0
Trad Low High Pfmn Size 0
Able 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% Able 0.1% 0.0% 0.0% 0.0% 0.0% 0.0%
Acre 0.0% 8.1% 0.0% 0.0% 0.0% 3.0% Acre 0.0% 7.9% 0.0% 0.0% 0.0% 3.0%
Aft 0.0% 0.0% 0.0% 0.7% 0.0% 0.1% Aft 0.0% 0.0% 0.0% 0.7% 0.0% 0.1%
Agape 0.0% 0.0% 0.0% 0.0% 1.0% 0.1% Agape 0.0% 0.0% 0.0% 0.0% 0.9% 0.1%
Total 0.1% 8.1% 0.0% 0.7% 1.0% 3.2% Total 0.1% 7.9% 0.0% 0.7% 1.0% 3.2%
Baker 9.7% 0.0% 0.0% 0.0% 0.0% 2.7% Baker 9.7% 0.0% 0.0% 0.0% 0.0% 2.7%
Bead 0.0% 16.3% 0.0% 0.0% 0.0% 6.1% Bead 0.0% 15.8% 0.0% 0.0% 0.0% 5.9%
Bid 0.0% 0.0% 18.4% 0.0% 0.0% 2.4% Bid 0.0% 0.0% 18.4% 0.0% 0.0% 2.4%
Bold 17.9% 0.0% 0.0% 0.0% 0.0% 4.9% Bold 18.0% 0.0% 0.0% 0.0% 0.0% 4.9%
Buddy 17.1% 0.0% 0.0% 0.0% 0.0% 4.7% Buddy 17.1% 0.0% 0.0% 0.0% 0.0% 4.7%
Total 44.7% 16.3% 18.4% 0.0% 0.0% 20.7% Total 44.8% 15.8% 18.4% 0.0% 0.0% 20.6%
Cake 13.3% 0.0% 0.0% 0.0% 0.0% 3.7% Cake 13.3% 0.0% 0.0% 0.0% 0.0% 3.6%
Cedar 0.0% 19.0% 0.0% 0.0% 0.0% 7.1% Cedar 0.0% 18.5% 0.0% 0.0% 0.0% 6.9%
Cid 0.0% 0.0% 17.2% 0.0% 0.0% 2.2% Cid 0.0% 0.0% 17.2% 0.0% 0.0% 2.2%
Coat 0.0% 0.0% 0.0% 23.0% 0.0% 2.6% Coat 0.0% 0.0% 0.0% 23.0% 0.0% 2.6%
Cure 0.0% 0.0% 0.0% 0.0% 32.7% 3.6% Cure 0.0% 0.0% 0.0% 0.0% 32.6% 3.6%
Total 13.3% 19.0% 17.2% 23.0% 32.7% 19.2% Total 13.3% 18.5% 17.2% 23.0% 32.7% 19.0%
Daze 10.3% 0.0% 0.0% 0.0% 0.0% 2.8% Daze 10.3% 0.0% 0.0% 0.0% 0.0% 2.8%
Dell 0.0% 12.3% 0.0% 0.0% 0.0% 4.6% Dell 0.0% 11.9% 0.0% 0.0% 0.0% 4.5%
Dixie 0.0% 0.0% 16.7% 0.0% 0.0% 2.2% Dixie 0.0% 0.0% 16.7% 0.0% 0.0% 2.2%
Dot 0.0% 0.0% 0.0% 20.7% 0.0% 2.3% Dot 0.0% 0.0% 0.0% 20.7% 0.0% 2.3%
Dune 0.0% 0.0% 0.0% 0.0% 34.5% 3.8% Dune 0.0% 0.0% 0.0% 0.0% 34.5% 3.8%
Doom 0.0% 0.0% 0.0% 20.8% 0.0% 2.4% Doom 0.0% 0.0% 0.0% 20.8% 0.0% 2.4%
Total 10.3% 12.3% 16.7% 41.5% 34.5% 18.1% Total 10.3% 12.0% 16.7% 41.5% 34.5% 17.9%
Eat 0.3% 13.0% 0.0% 0.0% 0.0% 4.9% Eat 0.3% 12.5% 0.0% 0.0% 0.0% 4.7%
Ebb 0.0% 21.9% 0.0% 0.0% 0.0% 8.2% Ebb 0.0% 21.3% 0.0% 0.0% 0.0% 7.9%
Echo 14.8% 0.0% 0.0% 0.0% 0.0% 4.1% Echo 14.8% 0.0% 0.0% 0.0% 0.0% 4.1%
Egg 16.4% 0.0% 0.0% 0.0% 0.0% 4.5% Egg 16.4% 0.0% 0.0% 0.0% 0.0% 4.5%
Total 31.5% 34.8% 0.0% 0.0% 0.0% 21.6% Total 31.4% 33.8% 0.0% 0.0% 0.0% 21.2%
Fast 0.1% 5.4% 0.0% 0.0% 0.0% 2.0% Fast 0.1% 7.9% 0.0% 0.0% 0.0% 3.0%
Feat 0.0% 4.1% 0.0% 12.4% 0.0% 2.9% Feat 0.0% 4.1% 0.0% 12.4% 0.0% 2.9%
Fist 0.0% 0.0% 24.5% 0.0% 0.0% 3.2% Fist 0.0% 0.0% 24.5% 0.0% 0.0% 3.2%
Foam 0.0% 0.0% 0.0% 22.4% 0.0% 2.5% Foam 0.0% 0.0% 0.0% 22.4% 0.0% 2.5%
Fume 0.0% 0.0% 0.0% 0.0% 31.9% 3.5% Fume 0.0% 0.0% 0.0% 0.0% 31.9% 3.5%
Fox 0.0% 0.0% 23.2% 0.0% 0.0% 3.0% Fox 0.0% 0.0% 23.2% 0.0% 0.0% 3.0%
Total 0.1% 9.5% 47.7% 34.8% 31.9% 17.2% Total 0.1% 12.0% 47.7% 34.8% 31.9% 18.1%
Page 10
Perceptual Map For Industry 0 Round -1, 12/31/-1
20
19
18
17
16
15
14
13
12
Size
11
10
0 1
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Performance
Page 11
For Industry 0 Round -1, 12/31/-1
TQM SUMMARY
Process Management Budgets Last Year ($M)
Andrews Baldwin Chester Digby Erie Ferris
CPI Systems $0 $0 $750 $0 $750 $0
Vendor/JIT $0 $0 $750 $0 $750 $0
Quality Initiative Training $0 $0 $750 $0 $750 $0
Channel Support Systems $0 $750 $0 $750 $0 $750
Concurrent Engineering $0 $750 $0 $750 $0 $750
UNEP Green $0 $0 $750 $0 $750 $0
Cumulative Impacts
Material Cost Reduction 0.00% 0.05% 1.85% 0.05% 1.85% 0.05%
Labor Cost Reduction 0.00% 0.21% 1.60% 0.21% 1.60% 0.21%
Reduction R&D Cycle Time 0.00% 17.75% 0.00% 17.75% 0.00% 17.75%
Reduction in Admin Costs 0.00% 12.59% 2.44% 12.59% 2.44% 12.59%
Demand increase 0.00% 1.73% 0.23% 1.73% 0.23% 1.73%
Strike Days
Page 12
For Industry 0 Round -1, 12/31/-1
ETHICS SUMMARY
Page 13
0 For Industry 0 Round -1, 12/31/-1
Balance Sheet
Definitions: Common Size - The common size column simply ASSETS -1 -2
represents each item as a percentage of total assets. Cash - Common Size
Your end of year cash position. Accounts Receivable - Cash $0 0.0% $0
Reflects the lag between delivery and payment of your Accounts Receivable $0 0.0% $0
products. Inventories - The current value of your inventory Inventory $0 0.0% $0
across all products. A zero indicates your company stocked
Total Current Assets $0 0.0% $0
out. Unmet demand would, of course, fall to your
competitors. Plant & Equipment - The current value of your
plant. Accum Deprec - The total accumulated depreciation Plant & Equipment $0 0.0% $0
from your plant. Accts Payable - What the company currently Accumulated Depreciation $0 0.0% $0
owes suppliers for materials and services. Current Debt - The Total Fixed Assets $0 0.0% $0
debt the company is obligated to pay during the next year of
operations. It includes your short term debt, bonds that have
Total Assets $0 0.0% $0
matured this year, and emergency loans used to keep your
company solvent should you run out of cash during the year.
Long Term Debt - The company's long term debt is in the form
of bonds, and this represents the total of those bonds. LIABILITIES & OWNER'S EQUITY
Common Stock - The amount of capital invested by
shareholders in the company. Accounts Payable $0 0.0% $0
Retained Earnings - The profits that the company Current Debt $0 0.0% $0
chose to keep instead of paying to shareholders as Long Term Debt $0 0.0% $0
dividends.
Total Liabilities $0 0.0% $0
Page 1
For Industry 0 Round -1, 12/31/-1
0
Success Measures
10 10 10
8 8 8
6 6 6
4 4 4
2 2 2
0 0 0
0
Success Measures
10 10 10
8 8 8
6 6 6
4 4 4
2 2 2
0 0 0
10 10 10
8 8 8
6 6 6
4 4 4
2 2 2
0 0 0
Page 2