g at the end of 20x1, mejorar company implemented a low-cost strategy to improve its competitive position. its objective was to become the low-cost producer in its industry. a balanced scorecard was developed to guide the company toward this objective. to lower costs, mejorar undertook a number of improvement activities such as jit production, total quality management, and activity-based management. now, after two years of operation, the president of mejorar wants some assessment of the achievements. to help provide this assessment, the following information on one product has been gathered: 20x120x3 theoretical annual capacity*249,600249,600 actual production**208,000234,000 market size (in units sold)1,300,0001,300,000 production hours available (40 workers)104,000104,000 very satisfied customers83,200117,000 actual cost per unit$340$272 days of inventory168 number of defective units12,4807,020 total worker suggestions120320 hours of training2601,040 selling price per unit$190$190 number of new customers5,20025,740 *amount that could be produced given the available production hours; everything produced is sold. **amount that was produced given the available production hours.
