JointsOrtho is considering expanding by opening a new manufacturing plant. They plan to manufacture and sell full hip replacements, targeting sales of 1,000-1,200 hips per month. The financial analysis examines the costs of opening a new plant, including buying a 41,000 square foot facility, hiring new employees, and manufacturing costs. It calculates the net present value, internal rate of return, and break-even point over 12 months to determine if the project will be profitable. The analysis finds an opportunity cost savings of $3.2 million from buying rather than leasing the new facility. It also outlines risks such as ensuring distribution and consumer acceptance of the new hip replacements.

1. JointsOrtho – Expansion of New Plant
Analysis
Modupe Sarratt, Dawn Capers, Cheja Tucker, Tamarra Grant
MGMT. 640 Group Project

2. Executive Summary
Overview
JointsOrtho has been manufacturing and distributing various orthopedic medical devices for
older adults. The United States has been facing an aging problem, and a large number of people
of the entire population are getting older each day. Approximately, more than 10,000 Americans
each day turns to age 65, which is an alarming situation for society and it is estimated that by the
year 2050, 89 million Americans will fall into this category of older age. This situation is an
opportunity for companies manufacturing various orthopedic medical devices, and our company
“JointsOrtho” can take benefit from this situation. The management of JointsOrtho is aiming to
set up their own manufacturing plant for this purpose as it will be beneficial in the long term.
JointsOrtho has been offering a wide range of products, including cardiac and diabetic care and
items for hip and knee replacements. They can exploit this opportunity by providing quality
products and services at reasonable costs to customers.
Problem
JointsOrtho has been generating higher revenues and the cash cycle of the company is small,
which means it is collecting its cash from the revenues in a short span of time. It also possesses
idle working capital for managing operations of the company. It would be practicable to open the
new warehouse, as well as, assist in generating revenue. The company’s financial statements can
be used to analyze the company’s current and past performance and formulate policies for the
future. It is of high concern that the facts and empirical data used for the financial data should be
accurate. A small mistake in recording the transaction of the company can have a very large
impact on the financial performance of the company.

3. JointsOrtho (JO) New Plant & NewProduct
Background to the financial plan for a new plan (New Facility) and Full Hip
(New Product)
The financial plan is to increase revenue with manufacturing a new product for the new
plant or facility that will be distributed throughout the United States. The process of building a
new plant is a big project that involves a considerable amount of capital for investment decisions,
thus will cost the company a lot of money. In order for the expansion process to begin, the
members of JointsOrtho (JO) will target the workforce of Delaware to set up a new plant for the
remanufacturing of a full hip replacement. Each full hip replacement device will be sold
throughout the United States at a cost of $36,750 each, which includes shipping and handling.
The projected sales for these devices are expected to be between 1,000 and 1,200 hips, per
month. The project classification includes the site selection, the cost to buy a new facility, and
the hiring of new workers in order to analyze if the new facility (new plant) will breakeven with
manufacturing the new product within the first 12 months of the financial forecast.
Purpose Statement
The goal of this assignment is to analyze the financial state of JointsOrtho. As financial
managers, we will analyze if JointsOrtho should decide to expand. By illustrating probable
financial situations, we can determine if this organization will break even in twelve months and
if JointsOrtho should open an additional facility to produce new hip replacements. In order to
answer these questions, we will critically analyze the total value of money, three types of project
risks, risk/return of opening a new facility, and use the transactional information provided to

4. conclude if opening a new facility is the best financial decision to make based on the
organization’s state.
Site Selection & Opportunity Cost (OC) for buying new plant
JointsOrtho (JO) is a company that develops two main products, which are medical
devices and hip and knee replacements. To increase the wealth of JO, the financial plan is to add
the production cost for full hip replacements for an aging population turning the age of 65, which
is estimated to be 10,000 people each day. JO, like any other firm enjoys the period of rapid
growth that enables them to introduce a new plan, a new product, and new technology for an
innovative marketing strategy in relation with the opportunity cost to buy a new plan.
Opportunity cost is an advantage for the additional stock that goes into the manufacturing of
medical devices. In accordance with Investopedia, is decision to provide some additions to stock
to measures project for risk (“Variable Cost,” 2016).
Site Selection
To start with a new plant for the expansion, the members of JointsOrtho will target the
Delaware workforce and the aging population to select the new facility that will tend to grow at
the same rate as the economy. The economy of the expected growth of the population turning 65
each day is 10,000 people, which is estimated to be 89 million people by the year 2050.
Therefore, a large facility is necessary for selecting a site in a major shopping landmark. The
new plant or facility has 41,000 square feet of space and is designed to JointsOrtho specifications
as the JointsOrtho/Full Hip Replacement Center.
The new plant is conveniently located at the intersection of interstate I-95 North and
route 4, which is about two miles before Delaware Stadium. The site is tailored to fit the firms

5. needs for manufacturing at minimal cost, where the rental cost should be $9 per square foot.
This site offered the greatest opportunity to cater to affluence customers and the trend indicates
the rapid expansion of the local economy with the retiree population from the University of
Delaware and the state stadium has already endorsed a development of 300 luxury retirement
condominiums three miles from the site.
Opportunity cost for buying new plan
The opportunity cost is the difference between rent and buy. To rent for a year lease is $9
per square foot multiplied by 41,000 square feet times 12 months plus the security deposit, and to
buy is $9 per square foot multiply with 41,000 square feet plus down payment plus tax and
settlement (finance).
Opportunity Cost for buying rent or buy decision:
Space 41000 Square feet Rental $9 per square foot Option to buy 6% Tax
12 months’ Compute for Rent Versus Decision to Buy: 41000 @ $9
Security ($9*41000) $369,000 Down payment: 41000*9*4 =$1476000
January 369,000 Tax: 6% of (41000@$9) = $22140
February 369,000 Settlement (Interest rate 3%) =$11070
March 369,000
April 369,000
May 369,000
June 369,000
July 369,000
August 369,000
September 369,000
October 369,000

6. November 369,000
December 369,000
APR cost of rent ($9*41000 + 12*369000) $4,797,000
Cost to buy (1476000 + 22140 + 11070) = $1,509,120
Opportunity Cost: ($4,787,000 - $1,509,120) = 3,277,880
Analyzing cost for manufacturing Full Hip Replacements
Hip replacement refers to the process in which a damaged hip joint is surgically replaced
with an artificial implant. Patients require differing degrees of replacements, such as total or
partial implants, and new hips are made from plastic, ceramic and metal. However, not all
implants are safe, and some can cause serious complications, JointsOrtho is going to be an expert
in manufacturing full hip replacement device that will be sold throughout the United States at a
cost of $36,750 each, including shipping and handling. Sales are expected to be between 1000
and 1200 hips per month.
Opportunity cost for manufacturing new product
Weekly cost to manufacturing Hip replacement and hire workers
Activities Weekly cost(40 hours)
15 Molding Specialists ($18/hr.) $10,800
10 Machine Specialist ($16/hr.) 6,400
5 Cleaning & Maintenance ($13/hr.) 2,600
10 Shipping & Receiving ($17/hr.) 6,800
3 Shift supervisors ($20/hr.) 2,400
1 Administrative/Human Resources ($15/hr.) 600
1 Plant manager salary ($6000/per month) 1,500
Weekly cost $31,100
Yearly cost for 12 months (= * 52 weeks) $1,617,200

7. JointOrtho’s financial concepts is intended to reconstruct Hip replacement devices with “zero
risks for the rate of return” is fundamental for capital budgeting decisions and is the financial
plan for the opening of a new manufacturing plant. Per Parrino & Kidwell, capital budgeting is
“investment decisions” made to evaluate the three types of project risks, Risk/Return, fixed and
variable cost, the total value of money, and the breakeven analysis for the first 12 months
(Parrino and Kidwell, 2009).
Project Risks to the new plant
The three types of project risks for zero risks include (a) creating an efficient network of
statewide distributors, (b) considering the means for obtaining sufficient shelf space and
promotion at the retail level, and (c) assessing product acceptance by consumers.
Creating anefficientnetworkofstatewidedistributors forestimatingmanufacturingcost:
JointsOrtho must build relationships with all the Orthopedic Practices throughout the United
States that will accept to use their new products for being their key distributors before JO can
define the markets for hip replacements. The cost for recruiting distributors is allowing the
Orthopedics to set up the price of hip replacements in their individual state for variable costs of
five years for the device and depreciation set up for ten years. In between the variable cost and
the depreciation is fixed cost for five years to analyze the cost and profit for investment
appraisals. The benefit of analyzing the risk is to avoid waste with direct material cost and parts
that are directly used to make hip replacements, and to separate the indirect labor for the cost of
the new plant.

8. Obtaining sufficientshelfspaceandpromotionatthe retail level:
JointsOrtho will need to conduct a systematic tracking of data to study the product request by the
Orthopedics Practice throughout the United States to compare the cost of activities in processing
orders and the nature by which hip replacements is used to determine if costs maybe out of
control. This will need to be determined in order to investigate the operation and management of
their product for depreciation, discount, and defectiveness for the return policy.
Assessing productacceptancebyconsumers istheproductcost forpreparingfinancial
statement:
The product quality of the hip replacement will be a major factor in overcoming risk/return for
consumer satisfaction because it is the full cost for manufacturing overhead to launch for
discount and coupon programs while introducing consumers to try upgrading the product for
higher sales. Also, assessing our product for acceptance will include appraisals to invest in our
product by participating in health and medical events at the retail levels to provide consumers
with an incentive, which will help lower the risk of dissatisfied customers to a small percentage.
Risk/Returnfor Capital Budgeting
The concept of risk /return is a research and evaluation strategy for financial operations and
management of production for marketing and sales to create the best approach for the best
practice to analyze the cost of the new plant for the direct cost of manufacturing the product.
The importance of risk and return “is asset or sale variance relationship for plausible risk-averse”
such as, the cost of plant and the production of product association for the allocation of rate per
units for each product manufactured to the rental cost per square feet by using the common
measurements of; Net Present Value (NPV), Internal Rate of Return (IRR), and Time Value of
Money (TVM) (Henkel, 2009). According to Investopedia, “opportunity cost is the cost of an

9. alternative in order to pursue a certain action” (“Variable Cost,” 2016). Therefore, opportunity
cost is the benefit of weighing the pros and cons for an alternative action. Unfortunately, there is
no real formula for determining opportunity cost, since the plant/product will provide us with
different measures of value. In its simplest terms, however, one would describe opportunity cost
simply as the difference in return between the cost of a new plant and the production of the new
product. Let’s assume risk-free government bond yielding 6%, in this situation the opportunity
cost is 3% (3% new plant - 6% new product). According to the journal of finance “it is well
known that under certain circumstances the internal rate of return and the present value criteria
for capital budgeting analysis can give conflicting recommendations as to the projects that
should be included in the discounting rate in making of correct capital budgeting decisions”
(Dudley, 2011). To illustrate, the way to reduce risk for high return is the allocation of cost for
the product (full hip) and the production to the cost of the plant (facility) for operation.
Net Present Value for 12 months or the first year for producing full hip for product
NPV 12 Months Production Cost of Capital
12 Months # of
Days Each Price
Amount of
manufacture
products Monthly Cash Output
January 31 $ 36,750.00 1000 $ 1,139,250,000
February 28 $ 36,750.00 1000 $ 1, 290,000,000
March 31 $ 36,750.00 1000 $ 1,139,250,000
April 30 $ 36,750.00 1000 $ 1,102,500,000
May 31 $ 36,750.00 1000 $ 1,139,250,000
June 30 $ 36,750.00 1200 $ 11,025,000,000.00
July 31 $ 36,750.00 1200 $ 11,392,500,000.00
August 31 $ 36,750.00 1200 $ 11,392,500,000.00
September 30 $ 36,750.00 1200 $ 11,025,000,000.00
October 31 $ 36,750.00 1200 $ 11,392,500,000.00
November 30 $ 36,750.00 1200 $ 11,025,000,000.00
December 31 $ 36,750.00 1200 $ 11,392,500,000.00

10. Fixed and variable cost for evaluating internal rate of return (IRR) for operating
expenses
Fixed cost and variable costs are used for the rate of return and is the cause-and-effect
between the number of hours used to produce 1000 to 1200 hip replacements and the level of
maintenance required for finished products. Cost pool is the tracing cost for the direct cost of the
designed hip replacement and the fixed costs for readiness of the shipping products. Cost
allocation is the indirect cost for the variable used to design the cost of estimation for equipment
maintenance of the cost of goods manufactured and the cost of goods sold. It was noted that
“variable costs are those cost that vary depending on volume of production for increase or
decrease” (“Variable Cost,” 2016). In this case, the production varies from 1000 to 1200 hips
remain the same for 12 months, and the fixed cost such as rent will remain the same regardless
whether production increases or decreases. Indirect or direct costs of labor for cost pool is
assigning cost allocation to the product for accounting, such as variable cost include material
costs or labor costs necessary for completing a product for sale that may include packaging and
shipping, and increase revenue and expenses. Likewise, fewer products decrease revenue and
expenses for breakeven purposes.
Break-Even Analysis
Breaking-Even Analysis for leverage can be calculated with comparing Account Rate of
Return (ARR) with Internal Rate of Return (IRR) for the weighted average of pros and cons for
the advantage and disadvantage is considered the break-even point. Break-even point can be
defined in numerous ways, such as, in term of EBIT for IRR or in term of payback method for
ARR. ARR and IRR are similar for payback method, and capital budgeting for an option to
accept or reject a project under General Accepted Accounting Principle (GAAP) or to accept or

11. reject a project under Financial Accounting standard Board (FASB) (Parrino and Kidwell, 2009).
The advantages and disadvantages for ARR and IRR can be summarized as follows:
The Accounting Rate of Return (ARR)
It is sometimes called the book rate of return. This method computes the return on a capital
project using accounting numbers such as, the project’s net income (NI) and book value (BV)
rather than cash flow data. The most common definition is given in this equation:
 First, the ARR is not a true rate of return. ARR simply gives us a number based on
average figures from the income statement and balance sheet.
 It ignores the time value of money.
 There is no economic rationale that links a particular acceptance criterion to the goal of
maximizing shareholders’ wealth.
Internal Rate of Return (IRR)
 The IRR is an important and legitimate alternative to the NPV method.
 The NPV and IRR techniques are similar in that both depend on discounting the cash
flows from a project.
 When we use the IRR, we are looking for the rate of return associated with a project so
we can determine whether this rate is higher or lower than the firm’s cost of capital.
 The IRR is the discount rate that makes the NPV to equal zero.
When the IRR and NPV Methods Disagree
 The IRR and NPV methods can produce different accept/reject decisions if a project
either has unconventional cash flows or the projects are mutually exclusive.
On the other hand, decisions made based on the project’s NPV are consistent with the goal of
shareholder wealth maximization. In addition, the result shows management the dollar amount
by which each project is expected to increase the value of the firm. For these reasons, the NPV

12. method should be used to make capital budgeting decisions. Capital Budgeting is the practice
that the managers used for payback method for ongoing capital projects and post audits on all
completed capital projects. Managers should also conduct ongoing reviews of capital projects in
progress that challenge the business plan, including the cash flow projections and the operating
cost assumptions. Management must also evaluate people responsible for implementing a capital
project.
The rule for decision is summarize as follow:
Decision Rule: IRR > Cost of capital -> Accept the project.
IRR < Cost of capital -> Reject the project.
Capital Budgeting in Practice
Some key advantages are as follows:
 Intuitively easy to understand.
 Based on the discounted cash flow technique.
 Easy to calculate and understand for people without strong finance backgrounds.
 A simple measure of a project’s liquidity.
Evaluating the Payback Rule
 The standard payback period is widely used in business.
 It provides a simple measure of an investment’s liquidity risk.
 The greatest advantage of the payback period is its simplicity.
 It ignores the time value of money.
 It does not adjust or account for differences in the overall, or total, risk for a project,
which could include operating, financing, and foreign exchange risk.
 The biggest weakness of either the standard or discounted payback methods is their
failure to consider cash flows after the payback.

13. Summary of Payback Method
Decision Rule: Payback period ≤ Payback cutoff point -> Accept the project.
Payback period > Payback cutoff point -> Reject the project.
Key Disadvantages
1. With nonconventional cash flows, IRR approach can yield no or multiple answers.
2. A lower IRR can be better if a cash inflow is followed by cash outflows.
3. With mutually exclusive projects, IRR can lead to incorrect investment decisions.
Most common version does not account for time value of money.
Does not consider cash flows past the payback period.
The Break-Even analysis is broken down as follows:
Fixed Costs include:
State Withholding Tax: 5.55%
Social Security: 3.75%
Medicare: 1.45%
Employee Health & Dental Insurance:2% = $2,925
Unemployment: 4%
1. Using 2080 hours for a 40 hour work week over the course of one year
15 of the workers will be paid at the rate of $18/hour for 40 hours per week (molding specialists)
 $18.00*2080 = $37,440/year*15 employees = $561,600/ Fringe Benefits Cost =
$33,264/year per employee Total Fringe Benefits: $498,960
10 of the workers will be paid at the rate of $16/hour for 40 hours per week (machining
specialists)
 $16.00*2080 = $33,280*10 employees = $332,800/ Fringe Benefits Cost = $29,568/ per
employee Total Fringe Benefits: $295,680
5 of the workers will be paid at the rate of $13/hour for 40 hours per week (cleaning and
maintenance)
 $13.00*2080 = $27,040*5 employees = $135,200/ Fringe Benefits Cost = $24,024/per
year Total Fringe Benefits Cost= $120,120
10 of the workers will be paid at the rate of $17/hour for 40 hours per week (shipping and
receiving)

14.  $17.00*2080 = $35,360*10 employees = $353,600/ Fringe Benefit Cost =
$31,416/employee Total Fringe Benefits = $314,160
3 shift supervisors will be paid at the rate of $20/hour for 40 hours per week
 $20.00*2080 = $41,600*3 employees = $124,800/ Fringe Benefit Cost = $36,960/ Total
Fringe Benefits: $110,880
1 plant manager will be paid a salary of $6,000 per month
 $6000*12= $72,000/year Fringe Benefits Cost = $63,959/per year
1 administrative/human resources person at the rate of $15/hour for 40 hours per week
 $15.00*2080 = $31,200/ Fringe Benefits Cost = $27,720/year
Total Yearly Cost of all employees = $1,611,200
Total Yearly Cost Fringe Benefits: $1,495,438
2. Pay your salary of $6,000/month = $72,000/year; Fringe Benefit Total Cost: $63,959
3. Borrow $6,000,000.00 for building with 10 year mortgage at 10% annum
Monthly payment for Building = $50,000/month
4. Order for raw materials = $1,000,000/ year
5. Fringe Benefits - 15 days of Paid Time Off, 8 Paid Holidays, 6 Paid Sick Days = 232 days/ per
employee
Margin Ratio = Sales - Variable Costs
Sales
Sales:
1.200 Hip Replacements: $600,000
Cash: + $44,100,000
= $44,700,000
= $44,700,000 - $7,000,000 = 84.3%
Break Even = Fixed Cost_______
Price-Variable Cost
Price per Unit: $36,750
Variable Cost per Unit (Based on selling 1,200 units): $5,833.33
Total Fixed Cost: $8,076,408.20
$8,076,408.20 = 261.23 units X 36,750 units

15. $36,750 - $5,833.33
Break Even Point in Sales Dollars = $9,600,200.50
Conclusion
The company’s products are need based and mostly dependent on age factor. The USA
market is filled with growth opportunities for the company as a very large population resides
with age more than 65 years. On the other hand, the expected sales and calculated expenses show
that the company will not only achieve its break-even point but will also earn the profit of
$42,690,151 dollars. The company’s expansion is expected to produce many job opportunities
which will cost the company but per the expected return, the company will manage to cover its
expenses and earn profit. In view of the financial statements, the company’s total assets value
49,827,563 dollars against the liability which means that the company can easily repay its
liabilities in case of bankruptcy. Hence, it is suggested that the company should expand its
operations as the facts and figures show that the company will easily manage to earn profit.

16. References
Dudley, C. L. (2011). A note on reinvestment assumptions in choosing between net present and internal
rate of return. The Journal of Finance, 27(4),907-915
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http://www.investopedia.com/terms/v/variablecost.asp?lgl=no-infinite
Henkel, J. (2009). The risk-return paradox for strategic management: disentangling true and spurious
effects. Strategic Management Journal,30(3),287-303
Ortho Image: retrieved from http://orthoinfo.aaos.org/figures/A00377F03T.jpg
Parrino, R. & Kidwell, D. S. (2009). Fundamentals of Corporate Finance. The fundamental of Capital
Budgeting. John Wiley & Sons. Inc. UMUC customized edition.
Plant Image: retrieved from http://www.inc.com/magazine/201311/nadine-heintz/inside-a-factory-
makeover.html