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Milestone Three

Edson Filipe ACC 550- X1590 Quantitative Analysis I carried out a quantitative analysis of Hampshire Company’s internal process by focusing majorly on the activity costs contained in table 2 of activity cost pools and cost drivers. The data was analyzed by use of a pie chart as summarized below: It is important to note how production costs form the major bulk of the total costs at 32% followed at a distance by assembly costs at 26%. The least are machine set up costs and inspection costs with 4% each. It is quite evident that in order for the firm to achieve optimality in its internal operations the production processes should be 2007). Measures such as yield and cycle time can be employed by the company in measuring performance. Lastly the learning and growth perspective ensures that the firm remains futuristic in terms of meeting its human and information capital goals. Employee innovativeness can be measured by determining the time taken to develop new product features whereas information capital can be determined by measuring the time taken to respond to customer queries and market inefficiencies. References Kaplan R. & Norton D. (1992). The Balanced Scorecard-Measures that Drive Performance. Harvard Business Review. Retrieved from hbr.org Kaplan R. & Norton D. (2007). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review. Retrieved from https://hbr.org/2007/07/using-the-balanced-scorecard-as-a-strategic-management-system
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Submit your quantitative analysis and memo to management. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. Be sure to include Section V, which was not part of your milestone assignments.

For additional details, please refer to the Final Project Guidelines and Rubric document in the Assignment Guidelines and Rubrics section of the course.

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