Beruflich Dokumente
Kultur Dokumente
Sec 1 Chapter 1
Cost Elements
Cost
1 2
Section 1 : Cost Chapter 1 : Cost Elements Section 1 : Cost Chapter 1 : Cost Elements
3 4
Cost Management
5 6
Section 1 : Cost Chapter 2 : Pricing Section 1 : Cost Chapter 2 : Pricing
7 8
Definition: Level of sales At the point where total costs equal total revenue
Terms:
• Selling Price (SP): The price of each unit.
• Variable Costs (VC): Costs that vary in proportion to sales levels.
•
•
Contribution Margin (CM): Sales revenues less variable costs (SP – VC).
Fixed Costs (FC): Costs remain constant.
Chapter 3
• Units (X): Number of items sold or produced.
9 10
11 12
Section 1 : Cost Chapter 3 : Materials Section 1 : Cost Chapter 3 : Materials
13 14
• Definition: Materials that are not incorporated into product or project. Instead assist
in production operations. Ex: Oils, greases, solvents, and spare parts.
• Specialized Plant Materials: Such as replacement parts may be available only from the
original equipment manufacturer (OEM) and require significant lead time. Try to
Chapter 4
maintain an inventory & networking with others willing to lend in case of emergency.
• MSDS & Hazard Communication: MSDS must be readily available and accessible to
those dealing with hazardous materials as required by (OSHA).
Labor
• Waste Materials: (1)Original materials cost, (2)Handling costs, (3)Disposal costs.
15 16
17 18
Section 1 : Cost Chapter 4 : Labor Section 1 : Cost Chapter 4 : Labor
Ø 1.35% retirement medical = 1.35% x 28.85 = $0.39/hr 1. Direct estimate of the indirect staff required.
Ø 1 % state unemployment = 1% x 28.85 = $ 0.29/hr 2. Using historical data (ex: 25% or 30% of direct labor cost).
Total medical insurance = 2.55 + 1.91 + 1.79 + 0.39 + 0.29 = $6.93/hr
• Overtime:
Total Benefits = 3.07 + 6.93 = $10/hr
When calculating Overtime, (PTO, insurance, and some governmental programs) are
Total wage = 28.85 + 10 = $38.85/hr
not added to overtime. Some other governmental retirements such as social security
Benefits adder = 10 / 28.85 = 34.7 %
and Medicare are usually added to overtime.
19 20
Overtime : $18.33 x 1.5 = $27.5/hr with benefits adder (say) 7.5% = $29.56/hr
(5 days x 2 hrs + 8 hrs Saturday ) x 2 weeks x $29.56 x 9 workers = $9’577
Double Time: $18.33 x 2 = $36.66/hr with benefits adder (say) 7.5% = $39.41/hr
(2 hrs Saturday ) x 2 weeks x $39.41 x 9 workers = $1’418
21 22
• Pure / Basic Research: Work without a specific particular end product such as
examining the interactions of different chemical compounds.
Chapter 5 • Applied Research: The attempt to develop usable products or add new feature-sets
to existing products. It’s carried out by the organization producing the product.
23 24
Section 1 : Cost Chapter 5 : Engineering Section 1 : Cost Chapter 5 : Engineering
Product, Project, and Process Development (2/2) Product, Project, and Process Design (1/2)
• Prototypes: Developed prior to large-scale production to (1)test designs and also to • Standardization: The attempt to base product designs. The advantages are lower
(2)test customer reaction. Prototype development is expensive, but is less expensive costs, shorter time, and maintenance personnel are more familiar. The disadvantage
than discovered after numerous units are in customer hands. that If there is a flaw, it will be spread over a wide variety of products.
• Patents & Trade Secrets: Organizations wishing to emulate patent’s provisions will • Process Selection: Relates to production methods, continuous and discrete.
develop different approach different or pay to the patent holder. (In USA 17 Years). 1. Continuous production methods such as petrochemical plants, power plants and
manufacturers with assembly-line methods. It’s less expensive in the long run.
• Product Liability: Those injured by a product can seek compensation for their
2. Discrete production such as pre-cast concrete plant, or structural steel fabrication
damage. The tort law in this area has evolved over decades from a concept of
shop. It has a higher labor factor. Favored where labor costs are less expensive.
“buyer beware” to a concept of “seller beware”.
Some products will envelope both methods sometimes by the same firm.
25 26
Product, Project, and Process Design (2/2) Engineering Production / Construction (1/2)
• Manufacturability: Slight modifications in a design that promote ease of product • Production Health & Safety: An accident results in the loss of a trained worker and
assembly without affecting the product. Designs should be:
an interruption in the process. Systems must be selected that reduce/eliminate the
1. Forgiving of minor inaccuracies
2. Easy to fabricate, potential of accidents.
3. Based on efficient utilization of labor, materials, and equipment
• Facility Layout: Decisions as to arrangement, including equipment location, labor
• Constructability: The Counterpart of manufacturability applied to constructed location, and services location. Layout decisions should always consider the
projects to pinpoint problems before designs are developed to the point where
potential impact of additional demand therefore considering future expansion.
changes create significant delays and associated costs.
• Make-or-Buy Decision: Which items should be subcontracted out and which should • Assembly And Flow Process Charts: Assist in planning the facility layout. They help
be made in-house. Do organization’s quality and cost on an item can compete with to analyze production operations in terms of operations sequences performed,
outside suppliers. If trade secrets are involved, the decision will typically be to make distances between operations, and operation time requirements.
the item, The goal is to enhance overall quality at a lower cost.
27 28
29 30
Section 1 : Cost Chapter 6 : Equipment Section 1 : Cost Chapter 6 : Equipment
• Past transactions invoices and purchase orders • Forced Liquidation Value: Value of equipment that can be derived from a
• Journals and trade shows literature properly advertised and conducted auction where time is of the essence, also
referred to as “under the hammer” or “blow-out” value.
31 32
33 34
Cost Adjustments : To normalize data, the following considerations should be addressed Data Filing Systems : Most firms file data using one of four methods
• Different years of manufacture
1. Standard Industrial Classification (SIC) code where data is stored in broad
• Utilization (amount of wear/use)
industry category codes, such as #34-machine tools, #44-marine, etc. This
• Condition
• Different attachments, drive motors, etc. method is quite effective when utilizing an electronic database.
• Location of the sale (market area vs. a remote area) 2. List data by equipment class and type, such as crane, trailers, or bulldozer.
Condition Terms and Definitions Example:
3. Lists equipment by industry category, such as construction, mining, or aircraft.
• Excellent (E): New condition, no defects, and may still be under warranty.
• Good (G): Good appearance, may recently overhauled but no repairs required. 4. Manufacturer’s name, such as Caterpillar construction equipments, Boeing
• Average (A): Operating 100 %, but may need repair or replacement in the future. commercial aircraft, and IBM-computers, etc.
• Fair (F): High utilization, defects are obvious and will require repair soon.
• Poor (P): Not operational, requires repair, or overhaul before it can be used
35 36
Section 1 : Cost Chapter 6 : Equipment Section 1 : Cost Chapter 6 : Equipment
Residual Value Curve: 1. Initial Cost: For residual purposes, the estimator should consider hard costs only.
1. Normal Curve: long-lived equipment, usually L-Shape. Hard cost includes the cost new + items necessary to make it operate such as
motors, electricals, and controls. Soft costs should not be included such as
2. Disrupted-Market: Usually U-Shape, results from equipment
foundations, freight, debugging, taxes, and installation.
shortage or regulatory pressures causing suddenly deviation.
Example: A transaction valued at $2.1 million. Subsequent investigation found that
3. Regulatory Change Curve: Illustrates sudden impact on market
basic cost of the machine was $1.5 million, the soft cost was $600’000.
value that regulation can cause Residual curve indicated 30 percent of the new cost.
4. High Obsolescence Curve: Illustrates impact of technological Total Cost: $2.1 million x 30% = $630,000
obsolescence such as computers and high-tech equipment. Hard Cost: $1.5 million x 30% = $450,000
Difference = $180,000
5. New Tax Law / High Inflation Curve: Tax laws This difference could present a future shortfall.
and inflation can cause a normal residual curve In some instances, such as a lease or financing or life-cycle costing, soft costs should
to rise in a short time. be considered in determining residual values.
37 38
Variables That Affect Residual Value (2/4) Variables That Affect Residual Value (3/4)
2. Maintenance: It can affect the useful life of equipment. In calculating a residual 5. Age: Equipment presented as new in January 2003 could have a 2001 or 2002 build
value, estimators must consider how the equipment will be maintained and/or the date. Both are new with the same condition but the price is different.
maintenance provisions in the lease.
6. Economy: A used truck in a robust economy may be sold for lower price and longer
3. Use, Wear, and Tear: Equipment in harsh service versus mild service can be time in a recession. Cost of money should also be calculated in the overall cost.
substantial. Ex: hopper used in grain service lives 40 to 50 years. However, if used in
salt service, their useful lives can be as short as 15 years. 7. Changes in Technology: An analysis of technological changes occurring over the past
Some types of equipment, such as aircraft, define use in hours of utilization and 20 years shows that future advances in technology were generally known at the time
cycles (takeoffs and landings); other transportation equipment defines use in miles of lease origination. time necessary to “fix” an image from minutes to seconds.
per year. Most mechanical equipments tend to wear out at around 10,000 to 20,000 8. Foreign Exchange: Changes in foreign exchange value could affect selling / residual
hours. At these milestones, usually some form of rebuild is required.
value, causing them to suddenly drop or increase. Strong foreign currency may rise
4. Population: This gives statistical significance to the residual value, because the value the price of foreign equipment, which in turn, may pull residuals up, and vice versa.
will be based on a large sample.
39 40
9. Tax Law: Sometimes tax laws can affect new equipments price, hence affecting used
equipment price.
10. Legislation/Regulation: Regulations may impact values in positive ways, however, Chapter 7
the impact is often negative.
41 42
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
1. Opportunity Cost: Foregone benefit by choosing one alternative over another. A 1. Inflation: A rise in the price level that does not occur by itself but must have a
company has 3 investments options with ROI = 1.37, 1.34, 1.32. The opportunity cost driving force behind it. There are four effects that can result in inflation:
of choosing the 1.34 is 0.33 loss for not exploiting the higher ROI investment. I. Money supply: Influenced by central bank operations. A loosening of monetary
policy will increase the flow of money, which means increased money is
2. Sunk Costs: Funds already spent by past decisions. Since these expenditures are in
chasing the same amount of goods. This bids up price resulting in inflation.
the past, they should not influence current decisions.
II. Exchange rates: They influence price of imported goods. If the import is a basic
3. Book Costs: Original cost less any depreciation. They do not represent cash flow and industrial commodity, utilized in several products, this will lead to inflation.
thus are not taken into account for economic decisions. If market price is lower than III. Demand-pull inflation: When excessive quantities of money are chasing a
the original price, price will be carried at the lower of cost or market value. limited amount of goods resulting in what is essentially a “seller’s market” as
4. Incremental Costs: When comparing between many alternatives, cost differences sellers receive premium prices
between them are called incremental costs. Ex: If two units have annual costs of IV. Cost-push inflation: It takes place when product producers encounter higher
$1,500, $1,800, then incremental cost difference is $300. costs and then push these costs along to others in the production chain
through higher prices.
43 44
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
2. Deflation: A fall in the general price level for goods. The same factors of money 1. Taxes: Ex: Income taxes, property taxes, inventory taxes, employment taxes, and
supply, exchange rates, demand-pull, and cost-push factors operate but in the sales taxes. In the case sales taxes, the firm acts as the tax collector for the
opposite direction with a resultant decrease in prices. government adding the sales tax and collecting it from customers. Some countries
3. Escalation: A technique to accommodate price increases or decreases during have a value-added tax (VAT) applied to the added value. Therefore, if a firm took
contract life. A clause is incorporated into the contract so that the purchaser will $100 worth of raw materials and produced a product valued at $250, the (VAT)
compensate the supplier in the event of price changes. Without such clauses, would be applied to the $150 difference or value added by the firm.
suppliers would include contingency amounts that might not used. The supplier 2. Effective & Marginal Tax Rates:
would gain from this windfall while the purchaser would be the loser. • Effective tax rate (Average tax rate) = (Tax Liability / Total Taxable Income).
4. Currency Variation: A significant cost impact both on those inside the country as • Marginal tax rate is the tax rate on the next dollar of taxable income. For
well as those outside the country. Protection can be accomplished through: financial decision-making, marginal tax rate is a key element because the firm is
1. Currency futures hedging or concerned with the tax impact of additional income.
2. Valuing contracts against very stable currencies.
45 46
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
3. Investment Tax Credits : To encourage economic activity, governments may give 1. Straight-Line Depreciation : D = (C - S) / N
firms tax credits اﻋﻔﺎء ﺿرﯾﺑﻲbased on location, equipment type, or certain public goals Where: D = depreciation charge, C = asset original cost, S = salvage value, and
such as equipment that reduces energy consumption. N=asset depreciable life (years).
4. Depreciation and Depletion: Ex: Asset with a $8’000 original cost, 5-years life, and $400 salvage value.
D = ($8’000 – $2’000) / 5 = $6’000 / 5 = $1’200
• Depreciation: Governmental entities allow depreciation to encourage investment
in equipment. Depreciation is a non-cash expense that reduces taxable income. It 2. Double-Declining Balance Depreciation (DDM): D = ( 2 / N ) (BVt-1)
provides an incentive for firms to invest in new plant and equipment based on Where: D = depreciation charge, C = asset original cost, BV = Book value at given
original equipment costs (inflation cannot be taken into account for these year, and N = asset depreciable life (years).
Ex: For the previous example,
purposes). The rationale underlying depreciation is that physical assets lose value
Year Calculation Dep. Amount Allowable Dep. Book Value
over time due to such factors as deterioration, wear, and obsolescence.
1 (2/5) x (8000) $3’200 $3’200 $4’800
• Depletion : Analogous to depreciation but for natural resources. Thus, owners of 2 (2/5) x (4800) $1’920 $1’920 $2’880
a stone quarry or an oil well can take depletion allowances based on the 3 (2/5) x (2880) $1’152 $880 $2’000
percentage of the resource used up in a given time period. Total - $6’272 $6’000 -
47 48
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
• NPW(B)=20’000+ 100 x [ (1.0812 -0.08x12-1)/(0.0812 x 1.0812)] – 5000/1.0812 Maintenance Capitalized Cost = ($100,000) / 0.06 = $1’666’667
= 20’000 + 3463 - 1985.6 = 21’277.82
51 52
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 7 : Economic Costs
3. Equivalent Uniform Annual Cost or Benefit (EUAC/EUAB): (P-S)(A/P,I,n) + SI 4. Rate of Return Analysis (ROR):
The comparison may be made on the basis of equivalent uniform annual cost Many organizations often set hurdle rates (benchmark rate of return) that a capital
(EUAC), equivalent uniform annual benefit (EUAB) or on the EUAB-EUAC difference. investment decision must achieve to be acceptable. In the case where investment
funds are limited, projects with the highest ROR values can be selected.
Example : Unit A has an initial cost of $20,000 and $3,000 salvage value, while Unit
B has an initial cost of $15,000 and $2,000 salvage value. Unit A has a life of 10 Example : Unit A cost of $20,000 and Unit B of $10,000 and each 1-year life.
years, whereas Unit B has a 5-year life. Cost of capital is 10 percent. Incremental benefit of $15,000 for A compared to B. Organization hurdle rate is 20%.
Solution: Solution:
EUACA = P (A/P,I,n) – S (A/F,I,n) or you can use the formula above NPW (A vs B) = 20’000 – 10’000 = $10’000
= 20’000 x0.1 x 1.110 / (1.110 - 1) - 3’000 x0.1 / (1.110 -1 ) P = F / (1+i)n à (1+i)n = F/P
= 3254.9 – 188.24 = $3066.67 (1+i)1 = 15’000 / 10’000 = 1.5 à 1+i = 1.5
EUACB = 15’000 x0.1 x 1.15 / (1.15 - 1) - 2’000 x0.1 / (1.15 -1 ) i= 0.5 à ROR = 50%
= 3429.37 – 327.59 = $3629.37
Decision: As long as ROR > 20%, investment is OK.
Decision: Select unit A that has the least annuity.
53 54
Section 1 : Cost Chapter 7 : Economic Costs Section 1 : Cost Chapter 8 : ABC Management
55 56
Section 1 : Cost Chapter 8 : ABC Management Section 1 : Cost Chapter 8 : ABC Management
Overhead Expenses Are Displacing Direct Costs Expressing Activities And Tracing Expenses
• Over the last few decades, overhead expenses General Ledger ABC/M
have been displacing the recurring costs.
Transaction-centric Work-centric
• Organizations have visibility of direct costs, but not have any insights into overhead
or its reasons. ABC/M can help provide for insights. Uses chart of accounts Uses chart of activities
• Most of people believe that overhead expenses are displacing direct costs because What was spent What it was spent for
of technology, equipment, automation, or computers. Calculates the costs of
Records the expenses
activities and unit cost
• The primary cause for the shift is the increasingly offering of variety of products,
using more types of sales channels, and servicing different types of customers. This Organized around cost Describes activities using
centres to accumulate an “action verb- adjective-
creates complexity which results in more overhead expenses to manage it.
transactions into their noun” format, such as
• ABC/M does not fix or simplify complexity, but points out where the complexity is accounts. But this inspect defective
format is deficient for products, open new
and where it comes from.
decision support customer accounts
57 58
Section 1 : Cost Chapter 8 : ABC Management Section 1 : Cost Chapter 8 : ABC Management
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
Sec 2 Chapter 9
Estimating
Cost Estimating
1 2
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
3 4
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
5 6
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
7 8
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
9 10
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
7. Sum
9. Total
11 12
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
costs for the OSBL facilities are factored. 7. Project fee estimate (for contractors): Depending contracting strategy.
• Forced-detailed estimate: Detailed takeoff quantities are generated from 8. Risk analysis/contingency
preliminary drawings (incomplete design ). 9. Review/validate estimate
15 16
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
17 18
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
21 22
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 9 : Estimating
23 24
Section 2 : Cost Estimating Chapter 9 : Estimating Section 2 : Cost Estimating Chapter 10 : Process Production
Estimate Review
• Review Types:
1. Team Review:
• Check the math of estimate
• Check basis of estimate (BOE)
1. Design: scope, assumptions, equipment list, drawing list, and specs.
2. Planning: Milestones, resources, calendar, and overtime/shifts use.
3. Cost: Pricing sources, quotes, purchases, allowances, and escalation.
Chapter 10
4. Risk: How contingency was determined.
• Check following “Estimating Department” guidelines:
Process Product Manufacturing
Methods, techniques, procedures, formats, factors, and allowances.
2. Engineering Department Review:
• Check completeness of engineering deliverables (Drawings, specs, lists)
• Check basis of estimate (BOE): Design, cost and risk.
3. Project Manager Review
4. Management Review
5. Review By Others
25 26
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
• Can be performed on (1) a daily, (2) unit of production, or (3) annual basis.
27 28
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
Production Cost Estimating Form Cost of Operations At Less Than Full Capacity
• It’s necessary to perform estimates at full plant capacity and at conditions other
than full capacity. Performing an estimate only at full design capacity does not
consider unscheduled downtime, market fluctuations in product demand, time
required to develop markets for a new product, ... etc.
• When you consider cost effects of operation at less than full capacity, you take into
account the fixed, variable, and semi-variable costs:
1. Fixed Costs: Such as depreciation, property taxes, insurance.
2. Variable Costs: Such as raw materials, utilities, chemicals, and catalysts.
3. Semi-Variable Costs: Such as direct labor, supervision, general expense, and
plant overhead.
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
31 32
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
33 34
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 10 : Process Production
37 38
Section 2 : Cost Estimating Chapter 10 : Process Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Depreciation
• Not a true operating cost, but considered to be an operating cost for tax purposes.
• Depreciable portion = Initial investment – (working capital + salvage value). In
theory, working capital, salvage value can be recovered after plant shut down.
• Taxing authorities permit the use of any generally accepted method of depreciation
calculation provided that it is applied in a consistent manner to all investments
• In 1981 in the U.S., accelerated cost recovery system (ACRS) was mandated by law. Chapter 11
• In 1986, ACRS was replaced by modified accelerated cost recovery system (MACRS).
• Most industrial firms utilize accelerated depreciation. This deferring ﯾؤﺟلtaxes to Discrete Product Manufacturing
the latest possible date. However, for preliminary estimates, straight-line is used.
• Straight-line depreciation: D = C / Y , where D is annual depreciation, C is
depreciable portion, Y is asset life in years.
• Double-declining balance method: D = 2 (F-CD) / n , where F is initial asset value,
CD is cumulative depreciation charged in prior years, n is asset life in years.
• Sum-Of-Years-Digits Depreciation: D = C x [ 2(n-Y+1) ] / [ n(n+1) ] , where C is
depreciable portion, n is asset life in years.
39 40
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
• Six major groups of component operations are presented in the following table. • Computer-aided process planning (CAPP):
• Automatically generate process plan to produce the component from drawings.
• It includes operation parameters/sequence & optimize time, costs, and quality.
• Approaches: (1)Variant approach (searches a database for similar parts and
modifies the closest similar), (2)Generative approach (starting from scratch).
• Concurrent Engineering: Approach to the concurrent design of products and their
manufacture. This cause designers to consider all elements of product life cycle.
• Group Technology:
• Identify and exploit sameness of component parts and manufacturing process.
• Approaches: (1)Similar design features, (2) Similar processing operations.
• Just-in-Time: Raw materials are delivered when required, thus, inventory costs are
theoretically zero. It’s related to “pull” system (parts are not produced until ordered).
• Lean Manufacturing: Shorten lead times, reduce costs/waste. (continuous improvement )
1. Reducing waste (scrap), improving yields, new products from waste materials.
2. Improving employee performance, skills, and satisfaction via training / recognition
3. Improve processes, process rates, and capabilities.
41 42
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Cost Estimating For Discrete Manufacturing Cost Estimating For Discrete Manufacturing
• Direct and Indirect Costs: • Cost Estimating Example: (1/2)
• Other indirect costs are those which cannot be directly tied to the product such as
supervision, administrative salaries, maintenance, material handling, and legal, etc.
• In large companies, indirect costs also include items such as basic and applied
research and development, however, it must be recovered on the current products
being produced and so it’s considered indirect burden costs for current products.
45 46
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Note that 20% of selling price = [20/(100-20)] % of Total Cost = 25% of Total Cost.
47 48
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
salaries, research and development expenses, and insurance. In the time-based system: Breakeven points decrease in time as one proceeds from the
shutdown point to the required return after taxes point, which indicates the
• Direct labor may be fixed or variable costs depending upon policies used.
importance of decreasing production time to increase profitability.
49 50
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Solution:
Estimated time for the production of the 40,000 castings would be determined by:
(40,000 castings)/(4 castings/mold x 125 molds/hr) = 80 hr
51 52
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production
Section 2 : Cost Estimating Chapter 11 : Discrete Production Section 2 : Cost Estimating Chapter 11 : Discrete Production