Financial models & going & seeing in construction kartik
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Financial models & going & seeing in construction kartik






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Financial models & going & seeing in construction kartik Financial models & going & seeing in construction kartik Presentation Transcript

  • Financial models & going & seeing in construction MBA Infrastructure Jaskaran singh saini Kartikeya Pandey Manisha minu
  • The Model Break down of the cost of production in the project producing company. the bottom line impact of a certain change of each of the three parameters:  Value  Process  Operations
  •  the model takes an overall view most of the benefit from improved velocity may not show up in project accounting, but in the company’s total account only general financial model is introduced. It is a model that one should expect to find and see used throughout the project production industry
  • The Example
  • Study Four main segments each with its own objective The upper segment establishes the basis while the next three analyses the effect of improving either  the Value generated  The Process (flow) efficiency,  reducing the cost of operations, The three parameters usually available for management actions in order to improve the business.
  • The upper segment Produces 10 units with a sales price of 100 each making the total turnover 1.000 with a profit of 5%. 5% profit on the turnover gives a production cost of 95 per unit or 950 in total ( middle box). Production costs are divided between 40% fixed (Permanent facilities and equipment, management, staff etc), 20% cost and wages varying to a certain degree with the production throughput, and 40% directly variable (Materials etc).
  •  Value segment a 10% value increase is investigated. increased value is yielding a 10% higher sales price or 110 per unit or 1.100 in total. the value is not obtained for free. It is in this case assumed that it will demand an increase of all three cost elements of 50% of the value increase or 5% of the total say by more staff, better sales service and higher material quality as shown in the middle box
  •  The effect of this value improvement is shown in the right hand box and it is a profit of 9% instead of the 5% in base case or a profit improvement by a factor 2.1 because of the increased volume
  • THUSthis is possible within constructionin general, where procurement as arule is based upon lowest price, butwhen possible is an interestingalbeit difficult route to pursue.
  • Third segment investigates the effect of improving the Process (keeping lean process in mind). 10% improvement is looked at, but here the fixed costs stay more or less at the same level the wages increase with 50% of the process improvement. the cost of materials obviously grows with 100% of the throughput increase. In the right hand box – is a remarkable growth in profit here the same as in the value case.
  •  While the ten percent value improvement may be hard to obtain, Probably often impossible Thus aim for 20 % which is advised by the journal
  • Operations The usual approach: Cutting costs. Again 10% is used as the outset, but as most managers may know, it is never possible to cut all costs. It is assumed that the fixed cost may be reduced by 80% of the 10% at the outset or 8%,wages by 10% or only 1% and materials not reduced at all. A profit improvement by a factor 1.6 – this may come in a very expensive way Focuses on reduction of middle management which should not be done as they are the key to efficiency according to last planner process
  • How to use the Model Establish model  figures for the model should be easily available from the accounting.  If not then analyze projects  Or use sample figures Working with the model  Develop strategies  Ask questions
  •  Value  The starting point should be Value  it will motivate the investor to come back, saving marketing costs in the long run  Usually not feasible with traditional projects. Process The Process should come next. Identify and ease the bottleneck is highly important  generates an enormous effect on productivity  earnings for all parties involved.
  •  Operations Last the organisation and its costs of operations should be considered.  tendering and contracting system makes it difficult  cut the costs of middle management  saving middle management increases failures
  • Conclusion The paper presents a simple theory based approach to establishing a strategy  management of project producing companies such as found in construction, shipbuilding,IT, entertainment and probably in many more places. Project production is becoming increasingly more important, as mass production more and more becomes robotised. A deeper understanding of the nature of the project production and its management is therefore needed