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Simple Problems:
C
2.
3.
Intermediate Problems:
C
Complex Problems:
C
1 Waldrop, M. Mitchell, COMPLEXITY, The Emerging Science at the Edge of Order and
Chaos, Simon and Schuster, New York, 1992.
2 Gell-Mann, Murray, The Quark and the Jaguar, Adventures in the Simple and the Complex,
W. H. Freeman and Co., New York, 1994.
Engineering Economic Analysis - Newnan and Levelle Chapter 1- 2 The Decision Making
Process
A.
B.
Direct Materials and Supplies: A variable cost with overhead and profit added for
each handler: jobber, wholesaler, distributor, sub-contractor, etc.
3.
The above costs can also be categorized on the basis of cost-volume considerations:
1.
Fixed costs: Costs unaffected by production volume: Property taxes, interest on
borrowed capital, insurance, rent, and many overhead costs.
2.
Sunk costs: Past expenditures and investments which cannot be recovered. Sunk
costs should be ignored in before tax economic comparisons.
2.
(Lost) Opportunity costs: The cost of revenue forgone by failing to use available
investment capital to pursue the best rejected project.
3.
With and Without costs: Compare what will happen with and without the new
investment from various viewpoints.
D.
Selection of the Criteria for Judging which is the Best Alternative: Use of a
single criteria vs a weighted average of several criteria.
1.
Initial Cost per unit (sometimes used in political decisions to hold down
apparent cost)
2.
"Life Cycle Cost" per unit is a reasonable criteria when data is available to
calculate Equivalent Uniform Annual Cost (EUAC) or Net Present Worth
(NPW).
3.
4.
5.
E.
Prediction of the Outcome for each Alternative: Prepare a cash flow table and
make appropriate comparisons based on lifetimes and other known variables.
F.
3.
For situations where the profit motive is not primary, one is faced with making
rational vs political decisions
1.
Suggested approach for decision support situations: Present at least two
alternatives, both of which are acceptable to your engineering team.
G.