Case Study – Stage 2 Data and Process Modeling complet.docx

Case Study – Stage 2: Data and Process Modeling completed by
Thursday, November 6, 2014.
I need to create a Context Diagram and a Diagram 0 for the new
billing and payment system.
Purpose of this Assignment
This assignment gives you the opportunity to apply the course
concepts to create a Context
Diagram and a Diagram 0 for the new billing and payment
system. This assignment specifically
addresses the following course outcomes to enable you to:
• Effectively communicate with stakeholders to determine,
manage, and document business
requirements throughout the SDLC
• Perform modeling to assist with analysis and decision
making
• Translate business requirements into systems by applying
appropriate SDLC
methodologies and incorporating industry best practices
The Deliverable

Using the Udo, Marian, & Uduak Corporation (UMUC) Case
Study, build on the Requirements
Document you developed in “Stage 1 - Requirements
Document” to model the data and
processes by creating a Context Diagram and Diagram 0 for the
new billing and payment system.
Both diagrams will be evaluated on the following:
1. Completeness – The context diagram and diagram 0 fully
depict the
system and the data flows.
2. Process/Stores– Processes properly labeled, numbered, named
using
verbs, following common symbol usage. Store (where
applicable) -
Properly labeled, numbered, following common symbol usage
3. Flow – Proper arrow usage depicting the flow of information
between
process, stores and external entities
4. External Entities/Terminators – External entities are properly
labeled, and
named using nouns, following common symbol usage
Create a document that includes the following:
• The paper should consist of the two diagrams (Context
Diagram and Diagram 0).
• Cover and a Works Cited page are also required. These are
not included in the page count.

• The Cover page must include an appropriate title and your
name.
• Use the Works Cited page to correctly cite and reference any
sources you use with APA format.
• Use the Grading Rubric to be sure you have covered
everything.
Tools that can assist you in developing the graphics for this
project:
• Context Diagram
o Microsoft Visio
o Microsoft Word
o Microsoft PowerPoint
• Diagram 0
o Microsoft Visio
o Microsoft Word
o Microsoft PowerPoint
UMUC CASE STUDY: STAGE 1 REQUIREMENTS
DOCUMENT 1

UMUC Case Study: Stage 1 Requirements Document
Udo, Marian, & Uduak Corporation (UMUC) is experiencing a
significant increase in
orders for their new line of efficient low voltage motors that can
be used in precision equipment
along with its associated installation services. The increase in
orders coupled with expanded
manufacturing and increased demand for the related services is
stretching the existing business
processes and support systems to the breaking point. UMUC
management welcomes the
increased business, but has big concerns as to how long the
existing business processes and
support systems will be able to support and sustain an effective
level of service. As a result,
management realizes that there is a clear need for a new
requirements document to develop and
implement an improved customer billing and payment system,
while maintaining the current
information systems and their existing business processes and
support systems.
In order to present the benefits of creating a new customer
billing and payment system,
process diagrams of how customer billing and payments are

currently managed need be created
and then compared against the new system being proposed.
The “As-Is” Process
The current “As-Is” process encompasses several different
departments, all of which
access and utilize the provided database solution as and when
required. However, there are some
noticeable shortcomings such as the creation of reports only on
a monthly basis and the fact that
prices are only being updated on the 15
th
of each month. In addition, there is no capability at the
present to offer any kind of volume discounts or other
competitive business models, which
would be considered essential to this type of system for a
growing organization.
Similarly, with invoicing and billing operations only being
generated on the last calendar
day of each month, there are still unresolved issues that are
present in how the cash flow, for

DOCUMENT 4
The System Requirements Checklist
In order to facilitate and deliver these process improvements
there are certain system
requirements which will have to be updated and enhanced while
the overall system requirements
for the new billing and payment system are defined through an
analysis of the specific
components that are required for each function within the
system.
The System Requirements Checklist is outlined below for the
new billing and payment
system.
1. Process – The logical rule that is applied to transform data
into information.
Each process will outline the translation of an input into a
designated output. There are
multiple processes within the new system.
a. Payment processing
b. Invoice processing

2. Output – Electronic or printed information produced by the
system.
a. Provides invoices to each customer.
b. Provides reports.
3. Input – Data that enters the system.
a. Manual input from various departments.
b. Invoice generation based on calendar dates.
4. Performance – The system characteristics, speed, volume,
capacity, availability, and
reliability.
a. Timely and efficient verification of invoicing against
customer payments.
b. Timely and efficient regular reporting.
DOCUMENT 5
5. Control – Management of the system and processes through
hardware and software,
along with procedural policies that protect the system and data
from internal or external

threats.
a. Control of the system and processes will ultimately be
managed through the
designated administrator.
b. Secondary control should be created and administered
through IT Personnel
and business function owners.
DOCUMENT 6
References

Business process modelling explanation - diagrams, definitions,
examples. (2013). Retrieved
from http://www.businessballs.com/business-process-
modelling.htm
Dennis, A. (2012). Systems Analysis & Design (5th ed.).
Hoboken, NJ: John Wiley &
Sons.
Kendall, K. E., & Kendall, J. E. (2010). Systems Analysis and
Design (9
th
ed.). Upper
Saddle River, NJ: Prentice Hall.
Rosenblatt, H.J. (2014). System Analysis and Design (10
th
ed.). Boston, MA: Cengage
Learning.
Valacich, J., George, J. & Hoffer, J. A. (2011). Essentials of
System Analysis and
Design (5
th
ed.). Upper Saddle River, NJ: Prentice Hall.

Udo, Marian, & Uduak Corporation (UMUC) Case Study
Introduction
This case study will be used for an individual student project. It
should be thoroughly read and
understood prior to working on any of these assignments.
Setting
UMUC is a small private business that has retained you to assist
in the development of new billing
and payment system and processes.
Background
UMUC is a small, private specialized electronics company in
Kansas. For the past 20 years, it
provided a wide range of precision electronic components and
replacement parts for medical
equipment used in hospitals, doctor’s office, and pharmacies.
Recently, the company began building
and delivering custom low voltage motors that reduced
electricity costs and made older medical
equipment more green friendly. Last year UMUC added a new

line of more efficient low voltage
motors that can be used in precision equipment outside the
healthcare industry.
UMUC is experiencing significant increases in orders for the
motors and the associated installation
services. Increased orders coupled with expanded manufacturing
and increased demand for the
related services is stretching the existing business processes and
support systems to the breaking
point. The Business Administration Department has stepped up
and is meeting the challenge, but the
CEO, CFO, COO, and CIO knows that they are only treading
water. UMUC is ready to address these
challenges as it prepares to begin offering online ordering and
decrease its dependence on third party
distributors.
You are an independent Business and IT Systems Analyst,
specializing in developing IT solutions for
small business needs. You have been contacted by UMUC to
speak to the CEO, CFO, COO, CIO,
SVP, Engineering & Manufacturing Operations, and VP,
Business Administration (IT Steering
Committee) about the possibility of replacing the information
systems associated with operations,
business administration, and finance. The IT Steering
Committee wants to start by replacing the
current customer billing and payment system and processes with
an assurance the new system and
processes can be interfaced with other new IT systems and
business processes as needed. While
there is currently no money in the budget to replace or upgrade
these systems, the executives are

committed to moving the company forward and improving
UMUC’s business support profile.
IT Steering Committee
• Carolyn West is the CEO. She has been at the company for 11
years. Carolyn has a
background working for and managing electronics companies.
Like all CEOs, Carolyn is
focused on the strategic and long-term business health of
UMUC. She chairs the IT Steering
Committee. Carolyn and the committee members jointly make
decisions about IT systems and
major organizational business process changes.
• Karl Manley is the CFO. He has been with the company for 9
years. Karl has a background in
accounting and finance and is a certified CPA. He tends to
focus on the company’s financial
health to the exclusion of all other business concerns. While
Karl is technology fluent, he
resists new IT purchases unless there is a clear and direct
connection made between the
technology and improving the company’s financial profile. The
Directors, Accounts Receivable
(Mary W inston) and Accounts Payable (Amy Dole) reports to
the CFO.

• Tim Uduak, Jr. is the COO and the son of founding partner
Tim Uduak, Sr. Tim has been
around the company since the beginning in one capacity or other
except for four years of
college and a 3-year break to startup his own company. Once
the startup failed, Tim came
back to UMUC as the SVP, Engineering & Manufacturing
Operations. Last year, he was
promoted to COO. While Tim has a strategic focus and is not
technology adverse, he prefers
to solve business challenges with processes rather than
information technology.
• Susan Black is the SVP, Engineering & Manufacturing
Operations and is Tim’s replacement.
Susan has worked for the company for 13 years. She started as a
Senior Engineer, but was
prompted to Director, Engineering after six years where she
spearheaded the successful
research and development of the low voltage motors. Susan is a
champion of information
technology as long as it is clearly focused on the core business.
• Jason Udo is the VP, Business Administration and the
grandson of the company founder Riley
Udo. All other non-engineering, manufacturing and IT
departments report up to him. This
includes key support functions such as Sales, Marketing,
Ordering & Shipping, Inventory,

Invoicing, and HR.
Invoice, Billing & Payment
• Customer billing is handled by the Invoicing Department,
which reports to the VP, Business
Administration.
• Customer payments are handled by the Accounts Receivable
Department, which reports to the
CFO.
• Customer billing and payments are managed and recorded in
an in-house developed Microsoft
Access based solution. The solution was developed by the IT
Department and is housed on a
server controlled and managed by the IT Department. The
solution is updated as required by
the Invoicing and Accounts Receivable Departments.
• The Sales Department works with Invoicing to establish new
customer accounts and update
and close existing accounts as needed.
• The Ordering & Shipping Department sends a monthly report

to Invoicing where the products
ordered and shipped and their codes are entered into the
invoicing module. Pricing is
computed based on the product codes and quantities entered.
• Invoicing is responsible for adding, updating, and maintaining
the product codes and pricing
used by the invoicing database on the 15th of each calendar
month. The monthly report
containing the updates is provided by the Marketing
Department.
• Invoicing generates and mails customer bills on the last
business day of each calendar month.
• Customer payments (lump sum) are due by the 10th of each
calendar. Customers send the
payments to Accounts Receivable. Accounts Receivable is
responsible for updating customer
account records when the payments are received.
• Invoicing is responsible for identifying accounts that are 30
days, 60 days or more overdue.
These reports are sent to Accounts Receivable and Sales.
Accounts Receivable handles all
collections.
• There is a 2% fee added to all invoices that are 30 days or

more overdue.
• Accounts Receivable notifies the Sales Department who is
employed to assist with customers
who are 60 days or more delinquent. Ordering & Shipping is
also notified so that no further
shipments are made until the outstanding invoice is paid in full.
These situations are rare.
• Installation services are offered as a fixed price fee for small
businesses (doctor’s offices,
individually owned pharmacies, etc.). Larger installations
(hospitals, chain pharmacies,
pharmaceutical manufacturers, etc.) are billed on a pre-defined
hourly rate.
• Volume discounts are not currently offered, but Marketing is
planning to offer this discount
within the next six (6) months because the low voltage motors
are increasing being ordered in
quantities of five (5) or more. The following volume discounts
will be offered:
o 5 or more: 2%
o 10 or more: 5%
o 25 or more: 10%

• Electronic invoicing via email is not currently offered, but
Marketing and Invoicing plan to offer
this feature within the next six (6) months.
• Electronic payment to a lockbox account is not currently
offered, but Marketing and Accounts
Receiving plan to offer this feature within the next six (6)
months.
• The customer account data points currently include:
o Customer Organization Name
o Customer Street Address
o Customer City
o Customer State
o Customer Zip Code + 4
o Primary Contact First Name
o Primary Contact Last Name
o Primary Contact Phone Number
o Primary Contact Email Address
o Secondary Contact First Name
o Secondary Contact Last Name
o Secondary Contact Phone Number
o Secondary Contact Email Address
o Products Ordered
o Product Ordered Date
o Products Shipped
o Product Ship Date
o Quantity
o Product Pricing
o Calculated Price (Calculated Field)
o Amount Due (Calculated Field)

o Amount Paid
o Date Paid
o Amount 30 Days Overdue (Calculated Field)
o Amount Greater Than 60 Days Overdue (Calculated Field)
o 2% Overdue Amount (Calculated Field)
• The customer account data points required for near-term plans
include:
o Quantity Discount (Calculated Field)
o Electronic Invoicing (Check Box)
o Electronic Payment (Check Box)
• Paper invoices currently contain the following data points:
o Unique Serialized Invoice Number (System Generated)
o Customer City
o Customer State
o Products Ordered
o Product Ordered Date
o Products Shipped
o Product Ship Date
o Quantity
o Product Pricing
o Calculated Price (Calculated Field)
o Amount Due (Calculated Field)

o Amount Greater Than 60 Days Overdue (Calculated Field)
o 2% Overdue Amount (Calculated Field)
• Paper invoice data points required for near-term plans include:
o Volume Discount (Calculated Field)
o Electronic Invoicing (Yes or No)
o Electronic Payment (Yes or No)
• When electronic invoices are offered, the same current and
near-term data points as shown
above will be included.
Other Considerations
• All customer, invoicing, and payment data must be secured,
but accessible to those
departments and personnel who have a need to know.
• UMUC requires the ability to generate a receipt automatically
at the time payments are
recorded. The receipt will be sent electronically to the
organization’s primary contact email
address. The receipt must contain:
o Unique Serialized Invoice Number

o Customer City
o Customer State
o Amount Paid
o Date Paid
o Amount Outstanding
• The following company entities need to be able to generate
their own reports as needed:
o CFO
o COO
o Director, Accounts Receivable
o Director, Business Administration
o Accounts Receivable Managers & Staff
o Invoicing Managers & Staff
o Sales Managers & Staff
o Marketing Managers & Staff
o Ordering & Shipping Managers & Staff
Decision SheetPeriod of YearPeriod No.Price
$Marketing Budget $R & D Budget
$Maintenance Budget $Prod Vol.
Sch. Maximums: Model 1 1.4*CY1
unitsInvestment in Robotics $Investment in Plant & Equipment
$Purchase of Materials $Dividend Declared (Max; owner's
equity minus $9,000,000
$AMJ025.60200,000100,00075,000100,000-
500,0001,000,00053,000JAST125.30250,000200,00077,035102,
713-
500,0001,000,00050,000ONDT224.50350,000175,000121,32416

1,765-
450,000900,00050,000AMJ025.60200,000100,00075,000100,00
0-
500,0001,000,00053,000JAS124.75270,000250,00081,503108,6
71-500,0001,000,00050,000OND2-JFM3-AMJ4-JAS5-
OND6JFM7AMJ8AVERAGE25.18235,000175,00078,252104,33
6500,0001,000,00051,500Period of
YearAMJJASONDAMJJASONDJFMAMJJASONDJFMAMJPeri
od No.0T1T2012345678Forecast, Econ.
Index10010095100100959390 9597100100Changes (If
any)000Forecast, Seasonal
Index100951151009511590100 9511590100Changes (If any)0-
5-50T1T2012345678Price indexFcst, annual ChangeEcon
indexFcst, nxt qtrSeasonal indexNext quarter
Averages pd 1-3Trial 1Firm No.PriceDividendsSales
VolumeNet ProfitROIPeriod 1Firm No.PriceDividendsSales
VolumeNet ProfitROI124.6055,00012,750-470,119-
15.481224.6053,000108,517260,36814.362325.3050,000115,463
236,19213.273426.5053,00078,418-82,992-
0.514524.9040,000125,165347,60418.395Average25.1850,2008
8,06358,2116.01Average0.000000.00Trial 2Firm
No.PriceDividendsSales VolumeNet ProfitROIPeriod 2Firm
No.PriceDividendsSales VolumeNet
ProfitROI122.9555,000125,00025,090-
5.461225.1020,000103,506103,50613.602324.5050,000153,4741
53,47414.913426.0053,000109,332109,3324.104524.7536,00011
9,162119,16214.345Average24.6642,800122,095102,1138.30Av
erageTrial 3Firm No.PriceDividendsSales VolumeNet
ProfitROIPeriod 3Firm No.PriceDividendsSales VolumeNet
ProfitROI1122334455Average0.000000.00Average
Averages pds 4-8Period 4Firm No.PriceDividendsSales
VolumeNet ProfitROIPeriod 7Firm No.PriceDividendsSales
VolumeNet
ProfitROI1122334455Average0.000000.00AveragePeriod 5Firm
No.PriceDividendsSales VolumeNet ProfitROIPeriod 8Firm
No.PriceDividendsSales VolumeNet

ProfitROI1122334455AverageAveragePeriod 6Firm
No.PriceDividendsSales VolumeNet ProfitROI12345Average
Original Sheetstep
1P0P1#change%changegiventotalchangeecon100100001.40seas1
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
50.1171875comprice25.6260.40.01562520.03125ourmart200000
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
change0.0421875MPP0109720changP0P14628.8125MPP111434
8.8125step 2stockoutMPP0109720salesp01097200sales
loss0adjMPP1114348.8125step 3did you like the results?step
4adjMPP1114348.8125$2,858,720.31FGI12750need to
produce101598.8125step
5rmi$1,200,000cpu$6.31pfg190174.326465927step
6plcP1104643OT146500.2effic0.9709088281step
7produce101,599leftover pfg88,576for period 2step
8P1P2#change%changegiventotalchangeecon10095-5-0.051.4-
0.07seas95115200.210526315810.2105263158total
change0.1405263158adjMPP1114348.8125estMP2130417.82983
5526leftover pfg88,576for period 2min order
P241842.32cpu$6.31ordermin$264,025.01step
9plcP1104643depreciationdo
nothing101268.263252%3374.73675inflationstatus quo$
236,231.571.25%add units1000cost$ 70,000.00total inv$
306,231.57step 10produce101,599cost main$ 76,199.11$
0.75maintenance
Trial 1step
0095-5-0.051-0.05ourprice25.625.3-0.3-0.01171875-
50.05859375comprice25.6260.40.01562520.03125ourmark2000
00250000500000.250.250.0625compmark200000300000100000
0.5-0.1-0.05total
463step 2stockoutMPP0109720salesp01097200sales
loss0adjMPP1115463step 3did you like the results?step

produce102713.2step
5rmi$1,200,000.00cpu$6.31pfg190174.326465927step
7produce102,713leftover pfg87,461for period 2step 8Period
1P2#change%changegiventotalchangeecon10095-5-0.051.4-
0.07seas95115200.210526315810.2105263158total
change0.1405263158adjMPP1115463.2estMP2131688.8leftover
pfg87,461for period 2min order
P244227.60cpu$6.31ordermin279076.1step
nothing101268.263252%3374.73675inflationstatus
quo236231.571.25%add units1000cost70000.00total
inv306231.57step 10produce102,713cost main77034.87$
0.75maintenance
Trial 2step 1P1P2#change%changegiventotalchangeecon10195-
6-0.05940594061.4-
0.0831683168seas95115200.210526315810.2105263158ourprice
25.324.6-0.7-0.0276679842-
0003500001000000.40.250.1compmark2000003000001000000.5
-0.1-0.05total
change0.3469479199MPP1118361changP1P241065.1027480422
MPP2159426step
2stockoutMPP1118361salesp11154632898sales
4adjMPP2159426$3,921,882.13FGI0need to produce159426step
5rmi$1,552,346.00cpu$6.31pfg246013.629step
6plcP1109623OT153472.2effic1.45431253251.4 or belowstep
7produce159,426leftover pfg86,588for period 3step 8Trial
1Trial 2#change%changegiventotalchangeecon10095-5-0.051.4-
0.07seas95115200.210526315810.2105263158total
P395242.14cpu$6.31ordermin600977.90step

quo247473.921.25%add units1000cost70000.00total
inv317473.92step 10produce159,426cost main119570$
0.75maintenance
Trial 3step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
4adjMPP2114348.81252858720.31FGI12750need to
5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total
quo236231.571.25%add units1000cost$ 70,000.00total
inv306231.57step 10produce101,599cost main$ 76,199.11$
0.75maintenance
Period 1step
0095-5-0.051-0.05ourprice25.624.75-0.85-0.033203125-
50.166015625comprice25.625-0.6-0.02343752-
0.046875ourmart200000270000700000.350.250.0875compmark
2000003000001000000.5-0.1-0.05total
121421step 2stockoutMPP0109720salesp01097200sales

4adjMPP1121421$3,005,160.08FGI12750need to
produce108671step 5rmi$1,200,000cpu$6.31pfg190174step
0.07seas95115200.210526315810.2105263158total
inv306231.57step 10produce108,671cost main$ 81,502.96$
0.75maintenance
Period 2step
1P1P2#change%changegiventotalchangeecon10195-6-
0.05940594061.4-
0.0831683168seas95115200.210526315810.2105263158ourprice
24.7524.5-0.25-0.0101010101-
0003850001150000.42592592590.250.1064814815compmark20
00003000001000000.5-0.1-0.05total
change0.2655945309MPP1123945changP1P232919.114137894
MPP2156864step
2stockoutMPP1123945salesp11214212524sales
4adjMPP2156864$3,843,170.80FGI0need to produce156864step
5rmi$1,514,916cpu$6.31pfg240082step
8P1P2#change%changegiventotalchangeecon10195-6-
0.05940594061.4-
0.0831683168seas95115200.210526315810.2105263158total
change0.127357999adjMPP2156864.11estMP3176842.01leftove
r pfg83,218for period 3min order

inv317473.92step 10produce156,864cost main117648.09$
0.75maintenance
Period 3step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total
0.75maintenance
Period 4step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total

5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total
0.75maintenance
Period 5step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total

0.75maintenance
Period 6step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total
0.75maintenance
Period 7step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total

5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total
0.75maintenance
Period 8step
0095-5-0.051-0.05ourprice25.625-0.6-0.0234375-
195000-5000-0.0250.25-
0.00625compmark2000003000001000000.5-0.1-0.05total
5rmi$1,200,000cpu$6.31pfg190174.326465927step
0.07seas95115200.210526315810.2105263158total

0.75maintenance
StatementsXgame practice. Period 1. Model No. 1Price
index102.5Fcst, annual Change5Econ index94Fcst, nxt
qtr93Seasonal index115Next quarter90Operating Statement For
Firm 2Market potential101,311Sales volume101,311Percent
Share of industry sales13Production volume (this
year)107,257Closing inventory of finished goods
(units)16,111Plant capacity, Quarter 2 (next
quarter)109,279Income StatementTotal revenue (sales
revenue)2,556,082ExpenseMarketing150,000R&D120,000Admi
nistration288,223Maintenace80,443Labor (regular time
cost/unit 5.73)623,922Raw materials consumed (cost/unit
6.31)674,565Reduction, finished goods
inventory73,722Plant+eq depreciation (%change rate/qrt
2.00)151,120Robotics depreciation (%change rate/qrt
0.00)0Finished goods carrying cost32,618Raw material carrying
cost42,763Ordering costs50,614Plant investment
expenses6,470Financing charges and penaltes0Sundry
expense87,802Total expenses2,234,816Profit before income
tax321,266Incme tax or refund (Inv.credit 0.0%; surtax
0.0%)109,230Net profit after income tax212,036Dividents
paid51,500Addition to owners' equity160,536Cash FlowTotal
receipts (sales revunue)2,556,082DisbursementsCash
expense1,482,853Net income tax payment109,230Dividends
paid51,500Robotics investment0Plant
investment254,354Materials purchased310,000Total
disbursements2,207,938Net addition to cash348,144Financial
Statementcash assets1,692,313Inventiry value, finished
goods195,705Inventory value, raw materials490,690Robotics
book value0Plant + equipment book value7,659,244Owners
equity10,037,950Robotics replacement value0Plant + equipment
replacement value7,838,420Owners economic equity10,217,130

Case Study – Stage 2 Data and Process Modeling complet.docx

Case Study – Stage 2 Data and Process Modeling complet.docx

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Case Study – Stage 2 Data and Process Modeling complet.docx