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Interactive Audio Lesson
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Introduction to Production Costs
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Today, we’ll discuss how to estimate production costs using scrapers and pushers. Does anyone know why it's important to balance the number of scrapers and pushers in a project?
Is it to ensure everything runs smoothly without any waiting time?
Exactly! If we have too few scrapers, the pushers will have to wait. If we have too many, the scrapers will wait. Let's break down the calculation for the productivity with 5 scrapers.
How do we calculate productivity?
"We multiply the number of scrapers by the volume per load and factor in the cycle time. The formula is:
Calculating Unit Costs
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Now that we understand productivity, let’s estimate unit production costs. Can anyone tell me how it’s calculated?
Is it the total cost divided by productivity?
Yes! We take the total hourly costs of scrapers and pushers and divide them by the productivity per hour. For instance, can someone calculate it for 5 scrapers?
If the pusher costs ₹5600/hr and each scraper costs ₹4500/hr, then for 5 scrapers it’s ₹5600 + (₹4500 x 5) = ₹26600.
Excellent! Now, dividing by 636.89 bcm/hr gives us a cost of ₹44.12 per bcm.
What about increasing the number to 6 scrapers?
Great point! For 6 scrapers, checking the costs, we find that the unit cost goes up slightly to ₹45.07 per bcm. This demonstrates balancing productivity with cost efficiency.
Analyzing Different Scenarios
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Let’s analyze what happens if we exceed the optimal number of scrapers, say using 7 scrapers instead of 5 or 6.
Does that mean scrapers will be waiting for the pusher?
Exactly! In this scenario, the pusher becomes the critical element. Can anyone tell me how to estimate productivity in this case?
We’ll focus on the pusher's cycle time instead, right?
Correct! When pushers control production due to idling scrapers, we’ll compute based on the pusher’s efficiency. Always remember, balancing these components impacts overall project efficiency.
Introduction & Overview
Read a summary of the section's main ideas. Choose from Basic, Medium, or Detailed.
Quick Overview
Standard
The section covers the concept of estimating production based on the number of scrapers used relative to a pusher, including calculations of productivity and unit costs for various configurations. It explains the implications of using fewer or greater numbers of scrapers than ideal and how to achieve optimal costs.
Detailed
Estimating Unit Production Costs
This section provides a comprehensive overview of how to calculate unit production costs for scrapers and pushers in construction projects. It begins with the scenario of using five scrapers, emphasizing that fewer scrapers than needed results in production being controlled by the available scrapers, while additional pushers wait idly. The productivity is calculated based on the number of scrapers, the volume per load they handle, and their cycle times.
Key Calculations:
- Production when using 5 scrapers: The calculation is detailed, resulting in a productivity rate of 636.89 bank cubic meters per hour. The formula utilized hinges on the efficiency of the machine and its operational cycle times.
- Production when using 6 scrapers: Switching to six scrapers increases productivity to 723.36 bank cubic meters per hour.
The discussion further delves into unit costs, assessing cost factors like the hourly rates of pushers and scrapers, resulting in specific unit costs for different configurations. For instance, 5 scrapers yield a lower unit cost of ₹44.12 per bank cubic meter compared to ₹45.07 for 6 scrapers.
In conclusion, the section emphasizes the balance of productivity versus cost efficiency by choosing the right number of scrapers relative to pushers, ultimately guiding operational decisions in construction economics.
Audio Book
Dive deep into the subject with an immersive audiobook experience.
Introduction to Scraper Economics
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Now let us consider the economics of going for 5 scrapers. So, 5 in the sense you are going to use lesser than what is needed, you are assuming 5 that means you are going to use the number of scrapers lesser than what is needed. So, when the number of scrapers are lesser than the balanced number so obviously scrapers are more critical, but a pusher will have the ideal time. Your pusher will wait for the scraper. So, unless a scraper is available you cannot complete the job.
Detailed Explanation
In this chunk, we are introduced to the concept of estimating the economics involved in using a specific number of scrapers in production. The focus here is on using 5 scrapers, which is fewer than the optimal number required. This leads to a scenario where the scrapers become the controlling factor of production, meaning that the entire operation waits for them to be available, while the pusher waits idly. The importance of balancing the number of scrapers with the pusher is emphasized; if not enough scrapers are available, production will be delayed.
Examples & Analogies
Think of a restaurant where the chef (scraper) is the only one cooking, while the servers (pushers) are waiting to deliver food. If the chef can’t keep up with the demand, the servers will have nothing to deliver, causing delays in serving customers.
Productivity Estimate for 5 Scrapers
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So, now, let us see the productivity in this case of n equal to 5 scrapers. How to estimate the production of this scraper? The volume of your bowl volume per load, you know the value of 19.82 bank cubic meter. Production (Scraper controlling) = (Efficiency, min/hr) × (number of scrapers) × (vol. per load) / (Cycle time of scraper, min) = 50 min/hr * 5 * 19.82 bcm / 7.78 min = 636.89 bcm/hr.
Detailed Explanation
In this chunk, we learn how to calculate the production rate of 5 scrapers using a specific formula. The formula incorporates the efficiency of the machine, the number of scrapers, the volume they can carry, and the cycle time it takes for each scraper to complete a load. By plugging in the numbers, we calculate that 5 scrapers can produce 636.89 bank cubic meters per hour.
Examples & Analogies
Consider a team of workers in an assembly line. If each worker (scraper) can assemble a certain number of parts (volume per load) every few minutes (cycle time), and only a limited number of workers are working (5 scrapers less than the balance number), the overall production rate of the assembly line will depend on how many workers you have and how fast they can work.
Estimating Production for More Scrapers
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If n is greater than the balance number that means you are going to use more number of scrapers, then what is indicated by the balance number. In this case, scrapers will have the ideal time. Scrapers are not critical. So, the scraper will be waiting for the pusher. Pusher is critical here. So, unless the pusher is available, I cannot complete the job.
Detailed Explanation
Here, we shift our focus to a scenario where the number of scrapers exceeds the balanced number. In this case, the scrapers will not be the limiting factor; instead, the pusher becomes critical. The operation cannot proceed unless the pusher is available, leading to an idle time for the scrapers. This emphasizes the need to find a balance between the number of scrapers and the pusher in order to maximize efficiency.
Examples & Analogies
Imagine a factory where there are more machines (scrapers) than workers (pushers) assigned to operate them. Even though the machines can produce items rapidly, if there aren't enough workers to manage and operate them, the overall production ceiling is limited by the workforce.
Calculating Unit Production Costs
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We need the unit production cost in terms of the cost per bank meter cube. That is why we have to estimate the production also in the bank cubic meter. So, it is already estimated earlier the volume per load that is a volume of the bowl is 19.82 bank cubic meter. The payload in the bowl. Now the number of scrapers is 5. In this case we have taken it as 5, the cycle time of the scraper is 7.78 minutes and the job efficiency machine is going to go 50 minutes an hour...
Detailed Explanation
This chunk involves estimating unit production costs by relating the cost of operating scrapers and pushers to their respective achievable production rates. Here, specifics such as the hourly costs of each machine type, the production rates calculated earlier, and the resulting cost per bank cubic meter are outlined. For example, when calculating costs for using 5 scrapers, the calculation includes the combined hourly costs and divides them by the production output to determine a cost per unit volume.
Examples & Analogies
Consider this as budgeting for ingredients in a recipe. If you want to estimate how much it costs to make a certain dish (unit production cost), you would factor in the costs of each ingredient based on how much you use (production output) and how many people you are serving (scrapers used). This helps you understand if the dish is worth making based on its expense.
Comparing Production Costs Between Configurations
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So, if you are concerned more about your production cost only. In that case most of the cases people are concerned only about minimizing the production cost. So, in that case we have to go for the combination which gives minimum unit production cost...
Detailed Explanation
In this final chunk, we conclude our investigation by comparing the unit production costs of different configurations: one with 5 scrapers and another with 6 scrapers. The analysis shows that although increasing the number of scrapers can improve productivity, it may not be the most cost-effective solution. The desire to minimize costs informs the decision-making process when selecting equipment configurations.
Examples & Analogies
Consider a cost-free online shopping deal where you have to decide two options. One option provides faster delivery but costs more, while another offers a longer delivery time at a lower price. If you're prioritizing cost rather than speed, you would lean towards the cheaper option regardless of the advantages of the faster one.
Definitions & Key Concepts
Learn essential terms and foundational ideas that form the basis of the topic.
Key Concepts
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Productivity Calculation: Productivity is determined by the number of scrapers and their cycle times relative to the workload.
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Unit Cost Estimation: Costs are calculated based on the total operational costs divided by productivity, indicating efficiency.
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Balance between Scrapers and Pushers: Optimal production occurs when the number of scrapers is balanced with the capacity of pushers, preventing idle time.
Examples & Real-Life Applications
See how the concepts apply in real-world scenarios to understand their practical implications.
Examples
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If 5 scrapers produce 636.89 bcm/hr at a cost of ₹44.12 per bcm, and 6 scrapers produce 723.36 bcm/hr at a cost of ₹45.07 per bcm, there's an evident trade-off between productivity and cost.
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Switching to 7 scrapers shifts the production control to the pusher, requiring a focus on pusher efficiency for cost-effective operations.
Memory Aids
Use mnemonics, acronyms, or visual cues to help remember key information more easily.
🎵 Rhymes Time
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Cost and time, in construction game; Balance the scrapers, avoid the blame.
📖 Fascinating Stories
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Imagine a busy construction site with too many scrapers waiting for pushers. One day, they realized their cost efficiencies by balancing machine numbers, leading to a well-oiled operation.
🧠 Other Memory Gems
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P.C.S. - Productivity, Costs, Scrapers: Remember that impactful production requires balance in these three.
🎯 Super Acronyms
BOSP - Balance Of Scrapers and Pushers for optimal production.
Flash Cards
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Glossary of Terms
Review the Definitions for terms.
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Term: Unit Production Cost
Definition:
The cost incurred per unit of production, typically expressed in terms of cost per bank cubic meter in construction contexts.
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Term: Cycle Time
Definition:
The total time taken for an entire operational cycle of a machine, including loading, transporting, and unloading.
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Term: Production Rate
Definition:
The quantity of material produced per unit of time, often measured in bank cubic meters per hour.
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Term: Job Efficiency
Definition:
The effective operational time used by machinery in relation to its total operational time, represented as a percentage.