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Ch 1-1 © 2004 Pearson Education, Inc. Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458 Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management Cost Analysis and Estimating for Engineering and Management Chapter 1 Importance

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Page 1: Cost Analysis and Estimating - anvari.net

Ch 1-1

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Cost Analysis and Estimatingfor Engineering and Management

Chapter 1

Importance

Page 2: Cost Analysis and Estimating - anvari.net

Ch 1-2

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Overview�The Design Process�Economic Evaluations

−Users−Results−Reasons

�Business Strategies� Information� International Business

Page 3: Cost Analysis and Estimating - anvari.net

Ch 1-3

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Reasons for Study

�The Goal of Business Is to MakeMoney

�Desire to Know Outcome BeforeMaking a Commitment

�Need for Cost and Price Estimates

Page 4: Cost Analysis and Estimating - anvari.net

Ch 1-4

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Design

�Every Design Is a New Combination ofPre-Existing Knowledge that Satisfiesan Economic Want−New Combination – Creativity

−Economic Want – Driver

Page 5: Cost Analysis and Estimating - anvari.net

Ch 1-5

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Elements of Design

� Identification and Definition of Problem

�Development of Concepts

�Engineering Models

�Evaluation

�Design

� Implementation

Page 6: Cost Analysis and Estimating - anvari.net

Ch 1-6

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

EngineeringDesignProcess

Page 7: Cost Analysis and Estimating - anvari.net

Ch 1-7

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Problem

�Recognize a Need−Economic Want

�Good Description = Good Solution

�Detailed Specification of Requirements

Page 8: Cost Analysis and Estimating - anvari.net

Ch 1-8

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Concept

�New Combinations of ExistingKnowledge

�Need to Collect a Lot of Knowledge−Relative to the Problem

�Unrestricted Generation of Concepts

�Then Select and Refine

Page 9: Cost Analysis and Estimating - anvari.net

Ch 1-9

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Engineering Models

�Representation to Explain an Aspect

�Prediction

�Discover Pertinent Parameters

�Flexibility

�Simplistic

Page 10: Cost Analysis and Estimating - anvari.net

Ch 1-10

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Evaluation

�Compromise

� Iterative Process with Modeling

�Satisfies Requirements?

�Cost

�Profit

�Fit with Capabilities

Page 11: Cost Analysis and Estimating - anvari.net

Ch 1-11

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Sources of Cost

�Largely Determined by Design

�50% Purchased Material / Parts

�30% Overhead

�15% Factory Labor

Page 12: Cost Analysis and Estimating - anvari.net

Ch 1-12

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Design

� Addresses All Requirements through−Computing−Drafting−Checking

� Answers−What It Looks Like−How Shall It Be Built−How Will It Work

Page 13: Cost Analysis and Estimating - anvari.net

Ch 1-13

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Implementation

�Requires a Decision to Proceed

�Must Be Assured:−It Satisfies All Requirements

−It Will Yield a Profit

�Needs an Economic Evaluation

Page 14: Cost Analysis and Estimating - anvari.net

Ch 1-14

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Economic Evaluation

�Market Defines “Economic Want”

�Cost Needs to Satisfy

�Cost Model Should Parallel the Design

�Detail and Accuracy of Estimate−Depends on Amount of Info Available

−Depends on the Time for the Estimate

Page 15: Cost Analysis and Estimating - anvari.net

Ch 1-15

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Users

� Economic Evaluation Produces:−Dollar Estimates−Labor Hour Estimates−Material Requirements

� Used By:−Engineering –Manufacturing−Marketing –Materials Mgmt.−Accounting/Financial Planning

Page 16: Cost Analysis and Estimating - anvari.net

Ch 1-16

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Results from Economic Evaluation

�Requires Answers to 2 Questions−“What Does It Look Like?”

−“How Many?”

�Selects from Design Alternatives

�Determines Manufacturing Methods

�Decisions to Proceed

Page 17: Cost Analysis and Estimating - anvari.net

Ch 1-17

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Other Reasons� Cost to Manufacture

� Profit Prediction

� Labor Requirements

� Time (Scheduling)

� Control of Operations

� Improvement

� Budgets

� Equipment Justification

Page 18: Cost Analysis and Estimating - anvari.net

Ch 1-18

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Strategies

�Mass Production−Large Quantities / Little Variation

�Batch Production−Smaller Quantities / Large Variation−Similar Processes

�Projects−Very Small Quantities / Specialized

Page 19: Cost Analysis and Estimating - anvari.net

Ch 1-19

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Strategies

Page 20: Cost Analysis and Estimating - anvari.net

Ch 1-20

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

What Determines Cost and When

Page 21: Cost Analysis and Estimating - anvari.net

Ch 1-21

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Modes of Competition� Design Uniqueness or Superiority

� Price and Cost

� Quality

� Reliability

� Innovation / First to Market

� Customer Support

� Custom Design / Manufacturing

� Commodity Products

Page 22: Cost Analysis and Estimating - anvari.net

Ch 1-22

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Business Classification

� TraditionalEstablished Products

Slow Evolution

Incremental Changes

History of Costs

� High-TechRapid Changes

Short Cost RecoveryPeriod

Fast Time to Market

Flexibility

Concurrent Engineering

Challenging Cost Analysis

Page 23: Cost Analysis and Estimating - anvari.net

Ch 1-23

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Information

�Available Information Varies−By Point in the Development

−Amount of Uniqueness of Product

�Historical Data (Accounting Records)

�Measured Data

�Policy Data

Page 24: Cost Analysis and Estimating - anvari.net

Ch 1-24

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Sources of Information

� Accounting

� Personnel Department

� Operating Departments

� Purchasing

� Sales/Marketing

� Supervisors/Managers

� Trade Associations / Media

Page 25: Cost Analysis and Estimating - anvari.net

Ch 1-25

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

About the Estimate

�Amount of Information Available

�Time Allotted to Make the Estimate

�Overall Size (Amount) of the Estimate

� Intended Use for the Estimate

�All Impact the Quality and Accuracy ofthe Estimate

Page 26: Cost Analysis and Estimating - anvari.net

Ch 1-26

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

International Business

�Global Economy−Competitors

−Markets

�Measurements in SI Units

�Monetary Transactions in MultipleCurrencies

Page 27: Cost Analysis and Estimating - anvari.net

Ch 1-27

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Currency Exchange

�Exchange Rates−Conversion Factors

−Constantly Varying

�Spot and Future Rates

�Rates Obtained from:−Banks, Newspapers, Internet

Page 28: Cost Analysis and Estimating - anvari.net

Ch 1-28

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Effects of Exchange Rates

� Strong DollarImport Goods Cost

LessExport Goods Cost

More – Lose toForeignCompetition

Requires Price Cuts

� Weak DollarExpensive ImportsExports Are More

CompetitiveHigher Trade and

Budget DeficitsOverall – Worse for

the U.S. Economy

Page 29: Cost Analysis and Estimating - anvari.net

Ch 1-29

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Significant Digits

�Addition and Subtraction−Round to 1 Significant Digit to the Right ofthe Number with the Least Significant Digits

�Multiplication and Division−No More Significant Digits than theNumber with the Least Significant Digits

Page 30: Cost Analysis and Estimating - anvari.net

Ch 1-30

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Layout of the Book

Page 31: Cost Analysis and Estimating - anvari.net

Ch 1-31

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

The Book

�Chapter 1 – Introduction

�Chapter 2 – Labor Calculations

�Chapter 3 – Material Calculations

�Chapter 4 – Accounting Practice

�Chapter 5 – Statistics and Indexing for

Forecasting

Page 32: Cost Analysis and Estimating - anvari.net

Ch 1-32

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

The Book

�Chapter 6 – Estimating Methods�Chapter 7 – Operation Estimating�Chapter 8 – Product Estimating�Chapter 9 – Cost Analysis�Chapter 10 – Engineering Economy�Chapter 11 – Enterprise and

Entrepreneurship

Page 33: Cost Analysis and Estimating - anvari.net

Ch 1-33

© 2004 Pearson Education, Inc.Pearson Prentice Hall, Pearson Education, Upper Saddle River, NJ 07458Ostwald and McLaren / Cost Analysis and Estimating for Engineering and Management

Summary

�How the Design Process Works

�Where Economic Analyses Fit

�How Businesses Are Organized andCompete

�The Role of Information

�Global Aspects