Answer:
Dep expense for the second year 7,600
Explanation:
![\left[\begin{array}{ccccc}Year&Beginning&Dep-Expense&Acc. \: Dep&Ending\\0&-&-&-&47500\\1&47,500&9,500&9,500&38,000\\2&38,000&7,600&17,100&30,400\\\end{array}\right]](https://tex.z-dn.net/?f=%5Cleft%5B%5Cbegin%7Barray%7D%7Bccccc%7DYear%26Beginning%26Dep-Expense%26Acc.%20%5C%3A%20Dep%26Ending%5C%5C0%26-%26-%26-%2647500%5C%5C1%2647%2C500%269%2C500%269%2C500%2638%2C000%5C%5C2%2638%2C000%267%2C600%2617%2C100%2630%2C400%5C%5C%5Cend%7Barray%7D%5Cright%5D)
1/10 = straight-line method
straight-line x 2 = DD rate
47,500 x 2/10 = 9500
then we calculate the DD rate again with the book value
47,500-9,500 = 38,000
38,000 x 2/10 = 7,600
Answer: Decrease by $9,800
Explanation:
It is shown that fees of $9,800 were earned during the month from clients who had paid in advance. Unearned fees are liabilities because they represent revenue that a company made for services it has not delivered yet.
When the company delivers the service like these ones just did, they will reduce this liability because they have now earned this revenue by delivering the service.
Omega will therefore reduce their unearned fees account by $9,800.
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Answer:
True
Explanation:
As in the lean philosophy the production is based on specific customer demands, there are chances that when the order is received then the inventory required is not present and that the inventory is not held in hand.
Whereas in the traditional philosophy the production is based on the principle of budgets and sales forecast, accordingly the sales keeps on moving and the inventory is also held in hand prior to confirmation of order from customers.
Since there is no planning before the order is received from customers under lean, in emergency cases, or scarcity of resources, the inventory will fall short, and acquisition of inventory would not be easy.
Answer:
C) Addressing trade-offs between space and material handling.
Explanation:
Addressing trade offs between material handling and space in the warehouse is a major problem been tackled in warehouse layout strategy.
In any case where it is been found that your warehouse or distribution centre capacity is at bursting point, and costs are escalating while service levels are not being met, it is natural to assume that a bigger warehouse would go a long way to addressing the issues.
That is why experts in this field that have extensive experience in assisting customers in the identification of causal issues through its(warehouse) facility design, operations audits and also layout.
