This document discusses factors that influence the cost of greenhouse vegetable production, specifically the role of labor. It analyzes labor costs and efficiency over five years using metrics like expenses per square meter and kilograms of production per square meter. While yield increased only slightly, expanding total acreage contributed more to increased production and profit. Labor expenses remained the same but comprised a larger portion of overall expenses. Professional management is key to further improving productivity and maintaining budgets.
Analyze of vegetable greenhouse productionArtin Demiri
- The document discusses production results from a greenhouse operation over 6 years from 2009-2014.
- Key metrics like acreage, yield, and gross profit are presented in a table and analyzed to compare progression over the years.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques like assigning workers to zones and responsibilities are described, showing benefits like increased responsibility and efficiency.
- The author argues that professional education and experience helped achieve generally positive results and handle situations successfully.
This document discusses greenhouse vegetable production and yields in Ontario for 2015. Some key points:
- Greenhouse area for tomatoes, peppers and cucumbers was 2700 acres in 2015, an increase of 150 acres from 2014.
- Average yields were 38 kg/m2 overall, with tomatoes at 44.8 kg/m2, peppers at 24.1 kg/m2, and cucumbers at 47.9 kg/m2.
- Gross profit averaged $75.02/m2. Production costs averaged $70/m2, including $58.5/m2 in operational expenses.
- Maintaining optimal plant architecture and crop management techniques can increase yields and
The document discusses greenhouse production management for tomatoes and peppers in Ontario, Canada. It analyzes production costs and profitability from 2009-2014 using data from industry groups and Statistics Canada. The average greenhouse expenses per square meter are broken down. While total greenhouse acreage and sales increased each year, production levels and profits rose only slightly, suggesting room for improved management practices to increase outputs and lower costs like labor expenses.
The document discusses greenhouse production management for tomatoes and peppers in Ontario, Canada. It analyzes production costs and profitability from 2009-2014 using data from industry groups and Statistics Canada. The average greenhouse expenses per square meter are broken down. While total greenhouse acreage and sales increased each year, production levels and profits rose only slightly, suggesting room for improved management practices to increase outputs and lower costs like labor expenses.
Analyze of vegetable greenhouse productionArtin Demiri
- The document discusses production results from a greenhouse operation over 6 years from 2009-2014.
- Key metrics like acreage, yield, and gross profit are presented in a table and analyzed to compare progression over the years.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques like assigning workers to zones and responsibilities are described, showing benefits like increased responsibility and efficiency.
- The author argues that professional education and experience helped achieve generally positive results and handle situations successfully.
The document discusses declining yields and production levels in Ontario's greenhouse vegetable industry over the past 5 years. Average yields have decreased by around 15% from 2011 to 2015, from 44.84 kg/m2 to 38.07 kg/m2. While total production increased due to expanding greenhouse acreage, the rate of increase declined each year and production decreased slightly in 2015 compared to 2014. The decreasing yields have negatively impacted profits and led to 10 greenhouse businesses collapsing from 2010-2014. Improving management practices, especially of labor, will be needed to reverse the trend of declining yields and maintain financially healthy businesses that can compete in the market.
Analyze of vegetable greenhouse production copyArtin Demiri
- The document discusses production analysis and management of a greenhouse operation over six years from 2009-2014.
- Key metrics like acreage, yield, gross profit, and operating expenses are presented in tables and charts to analyze progression over the time period.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques including assigning worker zones and responsibilities and daily data collection and analysis helped maximize efficiency and productivity despite challenges.
- The results indicate the management approach was largely successful, with the operation meeting or exceeding targets for yield, costs, and profits.
Competition in greenhose vegetable industry ontarioArtin Demiri
This document discusses factors that affect the competitiveness and profitability of greenhouse vegetable businesses in Ontario. It states that businesses must be efficient and evaluate competition continuously to survive. Yield can vary significantly depending on labor management, from 40-60 kg/m2 for tomatoes and 20-30 kg/m2 for peppers. Proper crop maintenance is important for high yields. Labor usage, expenses, yields, and market prices from 2011-2015 are analyzed to show the importance of efficiency and competitiveness. Seven businesses closed during this period due to weak yields and inability to withstand market pressures.
Analyze of vegetable greenhouse productionArtin Demiri
- The document discusses production results from a greenhouse operation over 6 years from 2009-2014.
- Key metrics like acreage, yield, and gross profit are presented in a table and analyzed to compare progression over the years.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques like assigning workers to zones and responsibilities are described, showing benefits like increased responsibility and efficiency.
- The author argues that professional education and experience helped achieve generally positive results and handle situations successfully.
This document discusses greenhouse vegetable production and yields in Ontario for 2015. Some key points:
- Greenhouse area for tomatoes, peppers and cucumbers was 2700 acres in 2015, an increase of 150 acres from 2014.
- Average yields were 38 kg/m2 overall, with tomatoes at 44.8 kg/m2, peppers at 24.1 kg/m2, and cucumbers at 47.9 kg/m2.
- Gross profit averaged $75.02/m2. Production costs averaged $70/m2, including $58.5/m2 in operational expenses.
- Maintaining optimal plant architecture and crop management techniques can increase yields and
The document discusses greenhouse production management for tomatoes and peppers in Ontario, Canada. It analyzes production costs and profitability from 2009-2014 using data from industry groups and Statistics Canada. The average greenhouse expenses per square meter are broken down. While total greenhouse acreage and sales increased each year, production levels and profits rose only slightly, suggesting room for improved management practices to increase outputs and lower costs like labor expenses.
The document discusses greenhouse production management for tomatoes and peppers in Ontario, Canada. It analyzes production costs and profitability from 2009-2014 using data from industry groups and Statistics Canada. The average greenhouse expenses per square meter are broken down. While total greenhouse acreage and sales increased each year, production levels and profits rose only slightly, suggesting room for improved management practices to increase outputs and lower costs like labor expenses.
Analyze of vegetable greenhouse productionArtin Demiri
- The document discusses production results from a greenhouse operation over 6 years from 2009-2014.
- Key metrics like acreage, yield, and gross profit are presented in a table and analyzed to compare progression over the years.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques like assigning workers to zones and responsibilities are described, showing benefits like increased responsibility and efficiency.
- The author argues that professional education and experience helped achieve generally positive results and handle situations successfully.
The document discusses declining yields and production levels in Ontario's greenhouse vegetable industry over the past 5 years. Average yields have decreased by around 15% from 2011 to 2015, from 44.84 kg/m2 to 38.07 kg/m2. While total production increased due to expanding greenhouse acreage, the rate of increase declined each year and production decreased slightly in 2015 compared to 2014. The decreasing yields have negatively impacted profits and led to 10 greenhouse businesses collapsing from 2010-2014. Improving management practices, especially of labor, will be needed to reverse the trend of declining yields and maintain financially healthy businesses that can compete in the market.
Analyze of vegetable greenhouse production copyArtin Demiri
- The document discusses production analysis and management of a greenhouse operation over six years from 2009-2014.
- Key metrics like acreage, yield, gross profit, and operating expenses are presented in tables and charts to analyze progression over the time period.
- While acreage increased by 28.5%, yield decreased by 3.9% and gross profit decreased by 1.2%, showing only modest overall progression.
- Labor management techniques including assigning worker zones and responsibilities and daily data collection and analysis helped maximize efficiency and productivity despite challenges.
- The results indicate the management approach was largely successful, with the operation meeting or exceeding targets for yield, costs, and profits.
Competition in greenhose vegetable industry ontarioArtin Demiri
This document discusses factors that affect the competitiveness and profitability of greenhouse vegetable businesses in Ontario. It states that businesses must be efficient and evaluate competition continuously to survive. Yield can vary significantly depending on labor management, from 40-60 kg/m2 for tomatoes and 20-30 kg/m2 for peppers. Proper crop maintenance is important for high yields. Labor usage, expenses, yields, and market prices from 2011-2015 are analyzed to show the importance of efficiency and competitiveness. Seven businesses closed during this period due to weak yields and inability to withstand market pressures.
Competition in greenhose vegetable industry ontarioArtin Demiri
The document discusses the importance of competition and efficiency for the greenhouse vegetable industry in Ontario. It states that to be competitive, a greenhouse business must focus on production, sales, and using labor and techniques efficiently. Higher yields ranging from 40-60 kg/m2 for tomatoes and 20-30 kg/m2 for peppers can be achieved through proper crop management compared to average yields. Good ventilation, labor management, and budgeting are keys to reducing costs while increasing profits for greenhouse vegetable businesses.
Competition in greenhose vegetable industry ontarioArtin Demiri
Competition is a very crucial on that kind of business and it is necessary to be evaluated during all the growing season.
Here is a concentrated experience of that indicator.
Soft Home (Pakistan Office) held a Monday Morning Meeting to review their sustainability initiatives and key performance indicators (KPIs) for the first half of fiscal year 2015. They achieved their targets of reducing energy consumption and associated CO2 emissions by 5% compared to the previous year by installing more efficient LED lights. They also met goals for decreasing water usage and hazardous waste production. Soft Home demonstrated commitment to social responsibility through a blood donation drive supporting a local thalassemia treatment trust.
Agriculture is the main stay of the majority of people, especially in the rural areas
provides employment to about 70% of the total labor force.
Contributes 23.7 percent of the Gross Domestic Product
Contributes 34 percent of export earnings
Provides 95 percent of domestic food requirement
This document discusses key concepts in cost theory and its connection to cost accounting. It defines cost objects, explicit and implicit costs, and how economists and accountants analyze costs differently. Economists consider both explicit and implicit opportunity costs, while accountants only consider explicit costs involving cash outflows. The document provides examples to illustrate these differences and concepts like economic profit versus accounting profit. It also discusses production functions, marginal product, total costs curves, and other cost terminology.
Technical Efficiency of Smallholder Sorghum Producers in West Hararghe Zone, ...Premier Publishers
This study was aimed at analyzing the technical efficiency of sorghum producing smallholder farmers in Chiro district. It was based on cross-sectional data of 130 sample sorghum producing households randomly selected. The estimated results of the Cobb-Douglas frontier model with inefficiency variables shows that the mean technical efficiency of the farmers in the production of sorghum is 78 percent. This implies that sorghum producers can reduce current level of input application by 22 percent given the existing technological level. The discrepancy ratio γ, which measures the relative deviation of output from the frontier level due to inefficiency, was about 84.6% and while the remaining 15.4% variation in output, was due to the effect of random noise. The estimated stochastic production frontier (SPF) model also indicates that Organic fertilizer, DAP fertilizer, Area, Labor and seed are significant determinants of sorghum production level. The estimated SPF model together with the inefficiency parameters shows that age, Frequency of extension contact, Household size, Slope, Fertility of soil and Livestock holding significantly determine the efficiency level of the farmers in sorghum production in the study area. Hence, emphasis should be given to improve the efficiency level of those less efficient farmers by adopting and using practices of relatively efficient farmers in the area so that they can be able to operate at the frontier. Beside this, a strategy of the government needs to be directed towards the above-mentioned determinants.
Analyze Production Efficiency and Scale Efficiency of Rice Farming Households...ijtsrd
Data Envelopment Analysis DEA was used in this study to evaluate the production efficiency of rice farming households in Hau Giang Province. Research data were collected from 250 rice farming households. DEA method was used in the studyto measure the cost effectiveness based on aggregating the technical efficiency and allocative efficiency. Besides, the study estimated and compared the scale efficiency of rice farming households. The research results indicated that rice farmers in Hau Giang achieved technical efficiency at a pretty good level whereas the allocative efficiency was at a fairly goodlevel, and the cost efficiency was at an average level. The results also showed that the majority of rice farming households reached high scale efficiency, particularly, many households got the optimal scale efficiency. Nguyen Quoc Nghi | La Nguyen Thuy Dung "Analyze Production Efficiency and Scale Efficiency of Rice Farming Households in Hau Giang Province" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31887.pdf Paper Url :https://www.ijtsrd.com/economics/development-economics/31887/analyze-production-efficiency-and-scale-efficiency-of-rice-farming-households-in-hau-giang-province/nguyen-quoc-nghi
This document discusses using big data and real-time analytics to improve efficiency and reduce costs in paper production. It outlines a plan to combine production, quality, cost, and materials data from various systems into a single big data application. This would allow analyzing actual production costs and quality against theoretical and historical benchmarks in real-time. The goals are to coach production staff to optimize efficiency, reduce costs by 1% or more, and potentially save over 50 million euros annually for paper companies. The proposal argues this could be done in-house at low cost using existing systems and tools.
Milling and Grain journalist Roger Gilbert reports on the predictions made by Mr Harm Klein, from Tebodin Netherlands BV an international operating consultancy and engineering firm.
The document discusses the law of variable proportions, which examines how adjusting one input while holding others constant affects total output. It begins by defining key terms like marginal product and average product. It then outlines the three stages of the law: initially increasing returns, then diminishing returns, and finally negative returns. It also lists several important conditions for the law to apply, such as constant technology, variable factor proportions, and operating in the short run. Finally, it discusses implications for costs, including how marginal cost, total cost, and variable cost change under the law of variable proportions.
This document provides information for starting a wafer biscuit production business, including:
- The projected annual production capacity is 60 metric tons of biscuits worth Rs. 56,78,400.
- Key financial projections include a net annual profit of Rs. 8,98,400, a profit ratio of 15.8%, and a return on investment of 54.9%.
- Implementation is estimated to take 8 months, involving tasks such as obtaining permits, purchasing equipment, and beginning production.
1. Alfred Marshall distinguished between internal and external economies of scale. Internal economies occur within a firm as it increases production and reduces costs. External economies occur outside a firm, within an industry, such as when a transportation network improves and reduces costs for all firms.
2. The production function specifies the maximum output possible from different combinations of inputs, based on current technology. It represents the technological relationship but not economic choices.
3. In the long run, firms can enter or exit industries, increase or decrease plant size, and adopt new technologies. In the short run, firms can increase, decrease, or shut down production using variable inputs, with fixed inputs constrained.
O The production possibility frontier (PPF) depicts the maximum possible output combinations of two goods an economy can produce with limited resources. It shows all efficient points and that any point inside is inefficient while outside is unattainable.
O The slope of the PPF indicates the opportunity cost of producing one good versus another. A steeper negative slope means a greater trade off is required.
O The PPF can shift due to changes in resources, technology or their productivity. Increased resources or better technology allows more output combinations and shifts the curve outward.
ECONOMIC ANALYSIS OF GREENHOUSE CULTIVATIONpramodrai30
The document discusses the economic analysis of greenhouse tomato cultivation using different cultivation methods. It analyzes the costs and returns of conventional open field cultivation, drip irrigation, and drip irrigation with plastic mulch. The key findings are:
1) Drip irrigation with plastic mulch has the highest net present value (Rs. 536726), benefit-cost ratio (2.5), production (8820 kg), and lowest payback period (8 months) compared to other methods.
2) Drip irrigation performs better than conventional cultivation with higher net return (100.2%), gross return (64.9%), and net present value (100.2%).
3) Conventional cultivation has the lowest
Project feasibilty report on Pricision Auto pistons aniket kulkarniANIKET KULKARNI
It Is the project feasibility report of Precision auto pistons. so in that report it is given that what needs to be done in order to open a auto mobile manufacturing company. how these analysis is to be done.
The document discusses using input-output analysis and IMPLAN software to conduct economic impact analyses. It provides an overview of input-output tables and how they can be used to estimate multipliers showing the total economic impact of changes in final demand or industry output. Multipliers capture the direct, indirect, and induced effects of these changes on jobs, income, value added, and total economic activity. The document gives examples of how input-output models and multipliers can help analyze impacts of industries like waste hauling and landfills.
The document discusses using input-output analysis and IMPLAN software to conduct economic impact analyses. It provides an overview of input-output tables and how they can be used to estimate multipliers showing the total economic impact of changes in final demand or industry output. Multipliers capture the direct, indirect, and induced effects of these changes on jobs, income, value added, and total economic activity. The document gives examples of how input-output models and multipliers can help analyze impacts of industries like waste hauling and landfills.
1) Ronak Thakkar proposes a business plan to establish a franchise model for producing and selling dairy products under the brand "Penda" across 3000 villages in Gujarat by 2020.
2) The franchise model would involve farmers producing milk that is procured, processed, and manufactured into products like khoa, peda and dairy derivatives at franchise locations. Franchisees would pay a 5% margin on profits annually and follow standardized operating procedures.
3) Financial projections estimate that a franchise unit would require an investment of Rs. 2.1 lakhs and could generate annual profits of Rs. 2.5 lakhs, representing a 121% return on investment with a payback period of 1
This document discusses various measures for assessing farm efficiency. It describes physical efficiency measures that evaluate output per unit of input, as well as value efficiency measures that consider financial performance. Examples of physical measures include yield per acre and crop yield index. Labor efficiency can be measured by crop acreage per worker or productive work units per worker. Cost ratios, such as operating costs and fixed costs, also provide insights. Finally, measures of farm income and profit efficiency are outlined, like net cash income, net farm income, and returns to capital and management.
Cacao, the main component used in the creation of chocolate and other cacao-b...AdelinePdelaCruz
Cacao, the main component used in the creation of chocolate and other cacao-based products is cacao beans, which are produced by the cacao tree in pods. The Maya and Aztecs, two of the earliest Mesoamerican civilizations, valued cacao as a sacred plant and used it in religious rituals, social gatherings, and medical treatments. It has a long and rich cultural history.
Competition in greenhose vegetable industry ontarioArtin Demiri
The document discusses the importance of competition and efficiency for the greenhouse vegetable industry in Ontario. It states that to be competitive, a greenhouse business must focus on production, sales, and using labor and techniques efficiently. Higher yields ranging from 40-60 kg/m2 for tomatoes and 20-30 kg/m2 for peppers can be achieved through proper crop management compared to average yields. Good ventilation, labor management, and budgeting are keys to reducing costs while increasing profits for greenhouse vegetable businesses.
Competition in greenhose vegetable industry ontarioArtin Demiri
Competition is a very crucial on that kind of business and it is necessary to be evaluated during all the growing season.
Here is a concentrated experience of that indicator.
Soft Home (Pakistan Office) held a Monday Morning Meeting to review their sustainability initiatives and key performance indicators (KPIs) for the first half of fiscal year 2015. They achieved their targets of reducing energy consumption and associated CO2 emissions by 5% compared to the previous year by installing more efficient LED lights. They also met goals for decreasing water usage and hazardous waste production. Soft Home demonstrated commitment to social responsibility through a blood donation drive supporting a local thalassemia treatment trust.
Agriculture is the main stay of the majority of people, especially in the rural areas
provides employment to about 70% of the total labor force.
Contributes 23.7 percent of the Gross Domestic Product
Contributes 34 percent of export earnings
Provides 95 percent of domestic food requirement
This document discusses key concepts in cost theory and its connection to cost accounting. It defines cost objects, explicit and implicit costs, and how economists and accountants analyze costs differently. Economists consider both explicit and implicit opportunity costs, while accountants only consider explicit costs involving cash outflows. The document provides examples to illustrate these differences and concepts like economic profit versus accounting profit. It also discusses production functions, marginal product, total costs curves, and other cost terminology.
Technical Efficiency of Smallholder Sorghum Producers in West Hararghe Zone, ...Premier Publishers
This study was aimed at analyzing the technical efficiency of sorghum producing smallholder farmers in Chiro district. It was based on cross-sectional data of 130 sample sorghum producing households randomly selected. The estimated results of the Cobb-Douglas frontier model with inefficiency variables shows that the mean technical efficiency of the farmers in the production of sorghum is 78 percent. This implies that sorghum producers can reduce current level of input application by 22 percent given the existing technological level. The discrepancy ratio γ, which measures the relative deviation of output from the frontier level due to inefficiency, was about 84.6% and while the remaining 15.4% variation in output, was due to the effect of random noise. The estimated stochastic production frontier (SPF) model also indicates that Organic fertilizer, DAP fertilizer, Area, Labor and seed are significant determinants of sorghum production level. The estimated SPF model together with the inefficiency parameters shows that age, Frequency of extension contact, Household size, Slope, Fertility of soil and Livestock holding significantly determine the efficiency level of the farmers in sorghum production in the study area. Hence, emphasis should be given to improve the efficiency level of those less efficient farmers by adopting and using practices of relatively efficient farmers in the area so that they can be able to operate at the frontier. Beside this, a strategy of the government needs to be directed towards the above-mentioned determinants.
Analyze Production Efficiency and Scale Efficiency of Rice Farming Households...ijtsrd
Data Envelopment Analysis DEA was used in this study to evaluate the production efficiency of rice farming households in Hau Giang Province. Research data were collected from 250 rice farming households. DEA method was used in the studyto measure the cost effectiveness based on aggregating the technical efficiency and allocative efficiency. Besides, the study estimated and compared the scale efficiency of rice farming households. The research results indicated that rice farmers in Hau Giang achieved technical efficiency at a pretty good level whereas the allocative efficiency was at a fairly goodlevel, and the cost efficiency was at an average level. The results also showed that the majority of rice farming households reached high scale efficiency, particularly, many households got the optimal scale efficiency. Nguyen Quoc Nghi | La Nguyen Thuy Dung "Analyze Production Efficiency and Scale Efficiency of Rice Farming Households in Hau Giang Province" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-4 | Issue-5 , August 2020, URL: https://www.ijtsrd.com/papers/ijtsrd31887.pdf Paper Url :https://www.ijtsrd.com/economics/development-economics/31887/analyze-production-efficiency-and-scale-efficiency-of-rice-farming-households-in-hau-giang-province/nguyen-quoc-nghi
This document discusses using big data and real-time analytics to improve efficiency and reduce costs in paper production. It outlines a plan to combine production, quality, cost, and materials data from various systems into a single big data application. This would allow analyzing actual production costs and quality against theoretical and historical benchmarks in real-time. The goals are to coach production staff to optimize efficiency, reduce costs by 1% or more, and potentially save over 50 million euros annually for paper companies. The proposal argues this could be done in-house at low cost using existing systems and tools.
Milling and Grain journalist Roger Gilbert reports on the predictions made by Mr Harm Klein, from Tebodin Netherlands BV an international operating consultancy and engineering firm.
The document discusses the law of variable proportions, which examines how adjusting one input while holding others constant affects total output. It begins by defining key terms like marginal product and average product. It then outlines the three stages of the law: initially increasing returns, then diminishing returns, and finally negative returns. It also lists several important conditions for the law to apply, such as constant technology, variable factor proportions, and operating in the short run. Finally, it discusses implications for costs, including how marginal cost, total cost, and variable cost change under the law of variable proportions.
This document provides information for starting a wafer biscuit production business, including:
- The projected annual production capacity is 60 metric tons of biscuits worth Rs. 56,78,400.
- Key financial projections include a net annual profit of Rs. 8,98,400, a profit ratio of 15.8%, and a return on investment of 54.9%.
- Implementation is estimated to take 8 months, involving tasks such as obtaining permits, purchasing equipment, and beginning production.
1. Alfred Marshall distinguished between internal and external economies of scale. Internal economies occur within a firm as it increases production and reduces costs. External economies occur outside a firm, within an industry, such as when a transportation network improves and reduces costs for all firms.
2. The production function specifies the maximum output possible from different combinations of inputs, based on current technology. It represents the technological relationship but not economic choices.
3. In the long run, firms can enter or exit industries, increase or decrease plant size, and adopt new technologies. In the short run, firms can increase, decrease, or shut down production using variable inputs, with fixed inputs constrained.
O The production possibility frontier (PPF) depicts the maximum possible output combinations of two goods an economy can produce with limited resources. It shows all efficient points and that any point inside is inefficient while outside is unattainable.
O The slope of the PPF indicates the opportunity cost of producing one good versus another. A steeper negative slope means a greater trade off is required.
O The PPF can shift due to changes in resources, technology or their productivity. Increased resources or better technology allows more output combinations and shifts the curve outward.
ECONOMIC ANALYSIS OF GREENHOUSE CULTIVATIONpramodrai30
The document discusses the economic analysis of greenhouse tomato cultivation using different cultivation methods. It analyzes the costs and returns of conventional open field cultivation, drip irrigation, and drip irrigation with plastic mulch. The key findings are:
1) Drip irrigation with plastic mulch has the highest net present value (Rs. 536726), benefit-cost ratio (2.5), production (8820 kg), and lowest payback period (8 months) compared to other methods.
2) Drip irrigation performs better than conventional cultivation with higher net return (100.2%), gross return (64.9%), and net present value (100.2%).
3) Conventional cultivation has the lowest
Project feasibilty report on Pricision Auto pistons aniket kulkarniANIKET KULKARNI
It Is the project feasibility report of Precision auto pistons. so in that report it is given that what needs to be done in order to open a auto mobile manufacturing company. how these analysis is to be done.
The document discusses using input-output analysis and IMPLAN software to conduct economic impact analyses. It provides an overview of input-output tables and how they can be used to estimate multipliers showing the total economic impact of changes in final demand or industry output. Multipliers capture the direct, indirect, and induced effects of these changes on jobs, income, value added, and total economic activity. The document gives examples of how input-output models and multipliers can help analyze impacts of industries like waste hauling and landfills.
The document discusses using input-output analysis and IMPLAN software to conduct economic impact analyses. It provides an overview of input-output tables and how they can be used to estimate multipliers showing the total economic impact of changes in final demand or industry output. Multipliers capture the direct, indirect, and induced effects of these changes on jobs, income, value added, and total economic activity. The document gives examples of how input-output models and multipliers can help analyze impacts of industries like waste hauling and landfills.
1) Ronak Thakkar proposes a business plan to establish a franchise model for producing and selling dairy products under the brand "Penda" across 3000 villages in Gujarat by 2020.
2) The franchise model would involve farmers producing milk that is procured, processed, and manufactured into products like khoa, peda and dairy derivatives at franchise locations. Franchisees would pay a 5% margin on profits annually and follow standardized operating procedures.
3) Financial projections estimate that a franchise unit would require an investment of Rs. 2.1 lakhs and could generate annual profits of Rs. 2.5 lakhs, representing a 121% return on investment with a payback period of 1
This document discusses various measures for assessing farm efficiency. It describes physical efficiency measures that evaluate output per unit of input, as well as value efficiency measures that consider financial performance. Examples of physical measures include yield per acre and crop yield index. Labor efficiency can be measured by crop acreage per worker or productive work units per worker. Cost ratios, such as operating costs and fixed costs, also provide insights. Finally, measures of farm income and profit efficiency are outlined, like net cash income, net farm income, and returns to capital and management.
Cacao, the main component used in the creation of chocolate and other cacao-b...AdelinePdelaCruz
Cacao, the main component used in the creation of chocolate and other cacao-based products is cacao beans, which are produced by the cacao tree in pods. The Maya and Aztecs, two of the earliest Mesoamerican civilizations, valued cacao as a sacred plant and used it in religious rituals, social gatherings, and medical treatments. It has a long and rich cultural history.
Panchkula offers a wide array of dining experiences. From traditional North Indian flavors to global cuisine, the city’s restaurants cater to every taste bud. Let’s dive into some of the best restaurants in Panchkula
The Menu affects everything in a restaurant; as our friend and FCSI consultant Bill Main says, “The Menu is your blueprint for profitability.”
Let’s start with the segment. What will be your marketing and brand positioning? It depends on what menu items you serve. What type of cooking methods and equipment will you use? GUEST EXPERIENCE = FACILITY (Space) DESIGN + MENU + SERVPOINTS™
W.H. Bender & Associates
408-784-7371
whb@whbender.com
www.whbender.com
San Jose, California
Heritage Conservation.Strategies and Options for Preserving India HeritageJIT KUMAR GUPTA
Presentation looks at the role , relevance and importance of built and natural heritage, issues faced by heritage in the Indian context and options which can be leveraged to preserve and conserve the heritage.It also lists the challenges faced by the heritage due to rapid urbanisation, land speculation and commercialisation in the urban areas. In addition, ppt lays down the roadmap for the preservation, conservation and making value addition to the available heritage by making it integral part of the planning , designing and management of the human settlements.
A Review on Recent Advances of Packaging in Food IndustryPriyankaKilaniya
Effective food packaging provides number of purposes. It functions as a container to hold and transport the food product, as well as a barrier to protect the food from outside contamination such as water, light, odours, bacteria, dust, and mechanical damage by maintaining the food quality. The package may also include barriers to keep the product's moisture content or gas composition consistent. Furthermore, convenience is vital role in packaging, and the desire for quick opening, dispensing, and resealing packages that maintain product quality until fully consumed is increasing. To facilitate trading, encourage sales, and inform on content and nutritional attributes, the packaging must be communicative. For storage of food there is huge scope for modified atmosphere packaging, intelligent packaging, active packaging, and controlled atmosphere packaging. Active packaging has a variety of uses, including carbon dioxide absorbers and emitters, oxygen scavengers, antimicrobials, and moisture control agents. Smart packaging is another term for intelligent packaging. Edible packaging, self-cooling and self-heating packaging, micro packaging, and water-soluble packaging are some of the advancements in package material.
2. TECHNOLOGY LABOR
The technology used to
produce vegetables in
greenhouses is considered
to be about the average
technology used in
agriculture production.
Except of this , it is very
expensive and costful .
There are some factors
that influence in that
process and treating them
efficently means to do that
production profitable
Labor is the most crucial
factor that does the
technology efficient or
non efficient , profitable or
non profitable.
So , that process has to
match very closely or
precisely with tech.
Labor could not be
neglected or abused .
Efficiency of it is
determinative over the
production : quantity,
quality and cost.
5/18/2015 Artin Demiri 2
3. Organization of that process is necessary to be
done on time and in closely response with
growth phases of plant in time . Otherwise it
will be inefficient relating to the production
and expenses.
Misusage of labor , means less production and
more expenses.
So , harmonizing it on time will lead to
progression and efficiency .
5/18/2015 Artin Demiri 3
4. Depend from the
management of work
force. If the
management of it, does
not match properly
with the technology and
phases of plant growth ,
it is abnormal. On the
contrary it will be
normal and progressive.
To do that explanation
clear , I have used two
kinds of functional
units;-meter
square(m2) and
kilogram of
production(kg/m2) .
Confusion on mixing
those functional units
with each other should
lead misconception of
expense and efficiency.
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5. Judgment over the data
of the last five
consecutive years, will
give us a better
perception about
expenses of labor
process through years.
So , having that data
considered , we could
judge how much is the
influence of labor over
the cost of production.
-2009 16 cdn/m2
(100 min labor/m2)
- 2010 16,7 cdn/m2
(98 min labor/m2)
-2011 17.15 cdn/m2
(100.min labor/m2)
-2012 16.7 cdn/m2
(98 min labor/m2)
-2013 16.1 cdn/m2
(94 min labor/m2)
-2014 16.1 cdn/m2
(88 min labor/m2)
N.O. because the minimal
wage vary, minutes of labor
are a real measure of time
Calculating ,based on the kg
of production/ f. u , the
efficiency of labor is
increased around 9%
through consecutive years.
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11. Occupational
personnel
There are two groups of
occupational personnel that
are work together to
guarantee growing ,
maintenance and profit.
So there are unskilled and
skilled employees,.
First group is composed by
crop workers, pickers
packers and cleaners . But
how expensive is their labor
? They do the production.
Their wage is minimum(11
cdn/hrs).But how many hrs
of labor there are necessary
for an acre to produce and to
make the production ready
for sale?
Let us calculate and estimate!
To calculate that I am refered
to the latest number of
employees of that sector in
2014.
The total number is 13000
people skilled and unskilled.
But how many of them are
unskilled?
Let us find out : there are
expend 90 minutes/m2(1.5
hrs)….and for an acre there
are necessary 6000 hrs
annually.
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12. Knowing that in 2014 the
total acreage of vegetable
greenhouses in Ontario was
2550,easily we could find
out that 15300000 hrs were
necessary and knowing that
an unskilled worker works
in average 2500 hrs during a
year , there are necessary
around 6100 persons or
2.4workers/m2.
How many of them
work directly in
greenhouse and how
many are packers?
Usually the hrs spent
for packing are equal
with hrs of picking
and the hrs of picking
with crop work are in
a ratio 70% crop
work/30% picking .So
, with a simple
arithmetic it is obvious
that for the packing
3500000 hrs are needed
or 1400 workers(23%
of all).
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13. Skilled
employees
In that group there is
growing and
management staff and
maintenance ,that are in
charge to grow and to
make the production
ready for sale . Those
personnel is qualified
and professional ;
production is dependent
by their abilities . There
are growers , ass
growers ,supervisors,
scouters etc . They have
to be adaptive an
creative.
But how might be their number for
a normal growing and for keeping
a accurate budget?
Let us calculate it for a 60 acres
greenhouse facility.
-1 head grower 100000 cdn
-2 ass growers 2x50000
-4supervisors 4x30000
-2 scouters 2x30000
-4 maintenance 4x45000
-1 labor manager 40000
….around 2.5 cdn /m2.That structure
could be organized in a different
way , but the expenses should not
be more . Due to the technology
and labor management , that
staff determines the results;
more or less.
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14. Greenhouse production
during those 5 last years is
increased in two ways
from building new
greenhouses and increasing
yields per functional
unit(kg/m2)
acre kg/m2
2009 1824 42.35
2010 1919 40.88
2011 2067 41.66
2012 2272 43.32
2013 2400 42.23
2014 2550 40.7
Based on that data ,
percentage increase of
area and yield is
calculated.
There is an increase 24 %
in area and …no in yield.
So the increase of
production in those years
is contributed
considerably from the
increase of area and very
few from the yield for m2.
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15. The production expenses
during those years are
diminished by 15% but
labor expenses are the
same.
From the other side
production/m2 is increased
by around 4%. Relating the
unskilled labor expenses,
the percentage over the
overall expenses , is
increased . So the
percentage of labor
expenses had been smaller
in 2009(23 %) compared to
2013(27 %).
Based on that fact, the efficiency of work
force usage was diminished . On the
other side , production was increased by
around 4 % and combing them together ,
the efficiency had been in stagnation ; no
progression , no regression and using a
differential calculation,21 cdn/m2 labor
was used for one ready product
tomato,15 cdn/peppers and 12
cdn/cucumbers.(wage 11 cdn/hrs)
Based on my data and for the wage 10.25
the amount of labor in $ is given below
crop work &picking cdn/hrs 10.25
Tomato 50kg/m2 9
Peppers 25kg/m2 6
Cucies 120 pc/m2 8.5 $
(packing expense is 30 % more)
So, calculating hourly equivalence…
53.3 kg tomatoes are produced/hrs
40 kg bell peppers/hrs
135 pc cucumbers/hrs
5/18/2015 Artin Demiri 15
16. Comments
The greenhouse area
that is increased was a
positive factor that has
influenced too much
over the total farm gate
value through years. On
the contrary ,there was
very small influence due
to the yield increase.
Comparing the farm
gate value of 2009 with
2013,there is an increase
by 23 %.....and only
around 7 % is the
influence of yield.
So , increasing area has
had 93 % positive
influence.
Comparative chart of area
and yield.
0
500
1000
1500
2000
2500
area
kg/m2
5/18/2015 Artin Demiri 16
17. There are three factor that
have influence (positive or
negative) over the gross
profit : area , yield and
price.
The production that comes
from area and yield is
concretized by the price .
But how much is the
influence of price and how
much the yield increase
guarantees gross profit?
To make that evident , let
us compare gross
profit/m2 2012-2013;as
well as yield/m2.
There was a gross profit
increase by 9 %/m2 in
2013 compared with 2012
and there was only 0.5%
yield increase . So doing a
precise calculation, yield
guarantee over the profit
had been only 5%.
(0.5/9=5).
It means that , gross profit
had been 95% dependent
by the market and area to
have that gross profit by
7.3 cdn/m2 from 2012 to
2013.
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18. Area
influence
In 2012greenhouse acreage had
been 2272 and in 2013 area was
increased by 5.5% to be 2400
acres . So , a considerable part
of profit increase was as a
result of production of new
greenhouses . But how much
was that part? Let us
calculate:5,5/95=58%.
So , it means that the profit was
guaranteed 58% from building
new greenhouses ,37% from
the price and 5% from yield.
Percentage profit
chart(sharing parts)
58%
37%
5%
profit
area
price
yield
5/18/2015 Artin Demiri 18
19. MANAGEMENT PROFESSIONALISM
Increasing yield and
keeping an appropriate
budget, needs an
integrated scientific
management. A
professional staff will
guarantee a good
performance and high
production . Experience
and adapt people are
necessary
But not only those .
Professionally educated
people will be competent to
manage successfully
production because
empirical experience has no
chance to help progression.
A clear vision how to make
a good performance is a
golden key and a guarantee
for good results.
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20. Results
As a thumb rule , it goes
undisputable that the
results show how the
production performance
had been . The scientific
expertise of staff is
crucial . All the members
should accomplish
perfectly their duties but
supervisor are focal
points on the
management and
performance. They
should give clear ,
comprehensive and
concise instructions
given by superiors . So , the
instruction chain should be
finalized at the workers
without any loss . If the order
given by the superior
hierarchy is understood in the
same way by the workers
everything will be fine.
A professional experienced
educated supervisor , will
customize and put in the
same page labor , time
,worker and knowledge .
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21. PERSONAL EXPERIENCE(working in a team)
But let us analyze a real experience and find
out the results ; as well as week points and
strong points . Let us try to compare the
performance of the team with the average
results in Ontario for the year 2009(performance
is realized in 2009 and for that reason is
necessary to freeze that ; to make compare
exactly )
-production area m 2 target realize
Tomato 52500 60 kg/m2 61.25
Peppers 24300 25 27.5
Cucumbers 6500 114pc/m2
Workforce 13 cdn/m2 12 cdn/m2
on budget
Production was realized 50.53 kg/m2 compared
to average of Ontario for 2009 that was 42.35
kg/m2;so we produced 19% more.
So…..both indicators of performance ,
production and budget were positive.
CONCLUSION POSITIVE
There was a hard
situation due to
botrytis and canker in
tomato and if that
situation had not been
dominated,25% of
production had been
lost .But based in
scientific expertise and
responsibility there
was not any negative
impact and the target
was accomplished
successfully.
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22. EDUCATION
RESPONSIBILITY
Having the professional
education background our
team was able to be
accommodated in
different situation , to
judge and to solve them in
advance based in scientific
experience and not in a
short minded way , the
average production of
vegetables grown in
facility was 50.53
kg/m2,16% higher than
average of Ontario for the
2009.(year of reference).
Being involved directly
in the business of
company , our steps
ahead were diligent and
in a close follow to the
policy of company . The
production situation
was under control every
hour to solve problems
immediately based on
working discipline .
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23. MANAGEMENT
Due to the efficient
management , we had those
results accomplished We
guaranteed and generated a
considerable profit.
If the production had been
sold with average price in
Ontario for that year of
reference , gross profit had
been 91 cdn/m2 and gross
margin had been around 40%
compare with the Ontario
average by 17% during
2009.That is a big difference
and makes the business more
and competitive. So , the rate
input/output was improved
drastically.
As a final correction of the
performance indicators , gross
profit has to be considered with
prevalence. Below the summary of
Ontario average gross margin
percentage for five consecutive
years is displayed
2009 17
2010 21
2011 24
2012 18
2013 28
In average gross margin
percentage had been around 22 %
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24. It is evident the fact
that during those
years , gross margin
percentage was
increased . But
which factors were
being responsible for
that increase ? Let us
find it out reading
behind the numbers!
Based on my calculations it
seems to be the cost
reduction/m2 over those
five years. Cost of
production was diminished
as below
2009 68.25 cdn/m2
2010 65.07
2011 63.2
2012 59.9
2013 58.3
If the cost/m2 had not been
reduced , gross margin had
been 13 %
5/18/2015 Artin Demiri 24
25. The cost reduction
had contributed
around 40% over the
increase of gross
margin percentage.
12.8/21.6 around 40%
A very small
percentage increase
was due to the
increase of
yield(around 1-2%)
On my opinion
reducing cost and
increasing the yield
,depend from the
work and mind of
growing and
management staff
,that works within the
greenhouse .
Positive solutions
and progressions
there are in their
hands.
5/18/2015 Artin Demiri 25
26. Being profitable means to
be more competitive on the
market environment .
Guarantee of profitability
gives the possibility being
flexible to the market and
more independent to the
price In that context ,
gross margin is the only
comprehensive indicator
that shows real situation
how it is.
As a summary , it was not
my intention to bring
data of the vegetable
greenhouse industry , but
to make evident that is
crucial the methodology
and strategy of
interpreting them ; so to
make data work for us
and to be able to read
behind numbers; doesn't
matter a big or a small
facility
Let do it having a
clear picture and
vision and
everything will be
guaranteed
5/18/2015 Artin Demiri 26
27. I THANK EVERYONE THAT WITH A PASSIONATE WORK AND
GOOD IDEAS IS DOING PROGRESSION ON THE VEGETABLE
GREENHOUSE INDUSTRY IN ONTARIO.
LET ME FINISH THAT PRESENTATION WITH AN INDIAN
PROVERB
When somebody has a dream , it is a dream. when an
other has the same dream is a dream too ;so for the third
and so on, but when 15 people have the same dream , it
should be turned to reality.
5/18/2015 Artin Demiri 27