The decision to invest in machinery is often made based on intuition, whether it's necessary or not. However, calculating the return on investment in glass processing machinery is relatively easy because the profit items are measurable.<\/p>\n
There are four components. If you don't factor them all in, the investment will seem unnecessarily expensive.<\/p>\n
If you're providing a calculation, that's a directly measurable item.<\/p>\n
Bill:<\/strong> Monthly outsourced linear meters (or units) \u00d7 unit subcontracting price = monthly subcontracting cost.<\/p>\n This is the clearest part of the story \u2014 it's already written on your bills.<\/p>\n This is often overlooked, but it's frequently the biggest factor. Fire comes from two places:<\/p>\n Bill:<\/strong> (Current waste rate - target waste rate) \u00d7 monthly processed m\u00b2 \u00d7 glass cost per m\u00b2.<\/p>\n Caution: Waste is not just the cost of the glass material. The cutting, processing, and labor involved in producing that sheet are also wasted. The true cost of waste is significantly higher than the price of the raw glass.<\/p>\n Outsourcing work requires shipment preparation, tracking, and acceptance testing. In-house production eliminates these invisible tasks.<\/p>\n Bill:<\/strong> Monthly hours spent \u00d7 hourly labor cost.<\/p>\n The most difficult to measure, but strategically the most important item. Outsourcing reliance extends your delivery times; orders lost due to long delivery times directly translate into lost revenue.<\/p>\n Even if you can't fully digitize this item, you can still take it into account. as a note<\/em> Add it \u2014 it carries weight when making decisions.<\/p>\n Fill in the table below with your own data:<\/p>\n Payback period (months) = Total investment \u00f7 Net monthly earnings<\/p>\n The total investment includes not only the cost of the machinery, transportation, installation, electrical\/water infrastructure and training<\/strong> Add your pens too.<\/p>\n Capacity increase:<\/strong> If the machine solves your existing bottleneck, the gain is not just savings. additional turnover<\/em>Wait. But first, confirm if the bottleneck is really there. Our article on line balancing<\/a> It provides guidance on this matter.<\/p>\n Spare parts and service:<\/strong> Waiting times for parts on an imported machine can be weeks. factor in the daily cost of the downtime.<\/p>\n Machine lifespan:<\/strong> Glass processing machines can operate for many years with proper maintenance. Compare this lifespan to their payback period.<\/p>\n The common practice in the sector is that an investment is considered logical if the payback period falls within a reasonable range. However, the real question is not the time period itself, but this: What jobs will you be unable to get in the coming years without this machine?<\/em><\/p>\n2. Fire reduction<\/h3>\n
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3. Labor and handling<\/h3>\n
4. Deadline and missed work.<\/h3>\n
Sample spreadsheet<\/h2>\n
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\n Pen<\/th>\n Monthly amount<\/td>\n<\/tr>\n \n Subcontracting costs (eliminated)<\/th>\n \u2014<\/td>\n<\/tr>\n \n Fire reduction gain<\/th>\n \u2014<\/td>\n<\/tr>\n \n Labor\/handling savings<\/th>\n \u2014<\/td>\n<\/tr>\n \n Total monthly earnings (A)<\/strong><\/th>\n \u2014<\/td>\n<\/tr>\n \n Electricity + water consumption<\/th>\n \u2014<\/td>\n<\/tr>\n \n Sarf (diamond set\/stone)<\/th>\n \u2014<\/td>\n<\/tr>\n \n Operator cost<\/th>\n \u2014<\/td>\n<\/tr>\n \n In exchange for maintenance<\/th>\n \u2014<\/td>\n<\/tr>\n \n Total monthly operating expenses (B)<\/strong><\/th>\n \u2014<\/td>\n<\/tr>\n \n Net monthly earnings (A \u2212 B)<\/strong><\/th>\n \u2014<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n Other factors to consider<\/h2>\n
Decision threshold<\/h2>\n