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Aspek Teknis & Operasi

The document discusses the technical feasibility assessment of a new business. It states that a business is technically feasible if it has the expertise, infrastructure, and capital to develop, operate, and maintain the proposed system and deliver goods or services at a profit. It also notes that new businesses often fail due to undercapitalization. The document then provides a detailed outline of the components that should be included in a technical feasibility study, such as descriptions of products/services, manufacturing processes, equipment needs, facility requirements, costs, and more. The goal is to determine if the business has the technical ability to successfully produce and deliver its products/services.

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Ariez1993
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77 views24 pages

Aspek Teknis & Operasi

The document discusses the technical feasibility assessment of a new business. It states that a business is technically feasible if it has the expertise, infrastructure, and capital to develop, operate, and maintain the proposed system and deliver goods or services at a profit. It also notes that new businesses often fail due to undercapitalization. The document then provides a detailed outline of the components that should be included in a technical feasibility study, such as descriptions of products/services, manufacturing processes, equipment needs, facility requirements, costs, and more. The goal is to determine if the business has the technical ability to successfully produce and deliver its products/services.

Uploaded by

Ariez1993
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TECHNICAL FEASIBILITY

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• A business is considered technically and
operationally feasible if it has the necessary
expertise, infrastructure and capital to develop,
install, operate and maintain the proposed
system, and that by establishing such a system,
the business will be able to deliver goods or
services at a profit.
• When considering a new business, it is important
to consider if there is sufficient access to
resources. One of the primary reasons that new
business fails is under-capitalisation - not enough
money to keep the business going from startup
until it starts to make a profit. This can lead to a
lack of resources.
1. SELECT
• THE PRODUCT (S) &/OR SERVICE (S)
• THE MANUFACTURING/PRODUCTION PROCESS
• THE CAPACITY & DESIGN
• THE SUPPLIES
• THE LOCATION
• THE LAY OUT
• THE STRUCTURES SPECIFICATIONS
• THE RAW MATERIALS & THEIR SOURCES
2. DETERMINE
• THE QUANTITY & QUALITY OF THE PRODUCT
(S) & SERVICE (S) TO BE PRODUCED
• THE LABOR NEEDED, BOTH SKILLED &
UNSKILLED
• THE UTILITIES REQUIRED
• THE WASTE DISPOSAL METHOD
• THE TRANSPORTATION NECESSARY
3. PROVIDE
• ESTIMATES OF THE TOTAL PROJECT COST, &
ENUMERATE THE MAJOR ITEMS OF CAPITAL
COST
4. LIST DOWN IN DETAIL
• THE ESTIMATED PRODUCTION & OVER HEAD
COSTS THAT WILL GO INTO OPERATING THE
PROPOSED PROJECT
5. TAKE INTO CONSIDERATION
• THE MAJOR TECHNOLOGICAL DEVELOPMENT
IN THE INDUSTRY WHICH MAY AFFECT THE
COMMERCIAL OR TECHNICAL SOUNDNESS OF
THE PROJECT.
THE TECHNICAL STUDY IS PRESENTED BY
DESCRIBING & MAKING NECESSARY
CALCULATIONS FOR THE FOLLOWING:
A. THE PRODUCT(S)/SERVICE(S)
• THIS PORTION DESCRIBES THE PRODUCTS OR
SERVICES TO BE PRODUCED/PROVIDED &
SOLD.
• WHICH SPECIFIES
– THE PRODUCTS’ PHYSICAL, MECHANICAL, &
CHEMICAL PROPERTIES
– THEIR VARIOUS USES, BOTH AS FINISHED GOODS
& INDUSTRIAL INPUTS.
B. MANUFACTURING/ PRODUCTION
PROCESS
• THE SELECTED MANUFACTURING/PRODUCTION PROCESS
MUST BE DESCRIBED SIMPLY & CLEARLY, PREFERABLY WITH
THE AID OF FLOW CHARTS AND DIAGRAMS.
• THE ALTERNATIVE PROCESSES & THE WAY THEY COMPARE
WITH THE CHOSEN PROCESS MUST BE MENTIONED.
• THE ANALYSIS SHOULD FURTHER TOUCH ON THE
MANUFACTURING/PRODUCTION PROCESSES USED IN
EXISTING BUSINESSES WITH THE SAME OR SIMILAR
ACTIVITY, BOTH DOMESTIC & FOREIGN.
• LICENSING AGREEMENTS & PATENTS SHOULD ALSO BE
REVIEWED.
C. SIZE OF THE BUSINESS & PRODUCTION
SCHEDULES
• MINIMUM & MAXIMUM RATED CAPACITY
• FIXED COSTS
• ACTUAL CAPACITY UTILIZATION
• THE NUMBER OF SHIFTS PER DAY
• NUMBER OF OPERATING DAYS PER YEAR
D.PRODUCTION SCHEDULES

• THE EXPECTED GROWTH IN MARKET SHARE


• THE AVAILABILITY OF FINANCING FOR
POSSIBLE EXPANSION
• THE AVAILABILITY OF MORE RAW MATERIALS
• THE LEVEL OF UTILIZATION OF PLANT
CAPACITY
E. MACHINERY & EQUIPMENT
• IDENTIFIED & INDIVIDUALLY LISTED ACCDG TO
TYPE & USE
• SPECIFICATIONS, CAPACITIES & COSTS MUST
BE DESCRIBED IN DETAIL
• THE ORIGIN OF THE MACHINERY &
EQUIPMENT, WHETHER LOCAL OR IMPORTED
• THE MANNER OF & COST OF TRANSPORTING
THEM MUST BE INDICATED
E. MACHINERY & EQUIPMENT
• What type of equipment and technology will the
business need to produce its product/service?
• What costs are involved to purchase and set up the
equipment? What are the costs involved in the ongoing
running of the equipment?
• EQUIPMENT SUPPLIERS:
• Who are the potential suppliers of the equipment?
• Where are they located?
• What sort of service and warranties do they provide?
• How long will it take to acquire the equipment and
begin operations?
F. LOCATION
• A THOROUGH & COMPARATIVE ANALYSIS FOR EACH POTENTIAL
LOCATION SHOULD BE MADE TO DETERMINE THE MOST IDEAL SITE.
• IT HAS TO CONSIDER THE FOLLOWING FACTORS:
– THE ACCESSIBILITY TO, & AVAILABILITY OF, RAW MATERIAL SOURCES
– THE AVAILABILITY OF CHEAP OR MODERATELY-PRICED UTILITIES SUCH
AS POWER, WATER, OR FUEL
– THE COMBINED COST OF TRANSPORTING RAW MATERIALS & FUEL TO
THE SITE
– THE PROXIMITY TO DISTRIBUTING OUTLETS
– THE AVAILABILITY OF SKILLED & UNSKILLED LABOR

• MAPS & CHARTS OF THE PROPOSED SITE MUST BE INCLUDED


G. LAYOUT
• THE LAYOUT SHOULD BE CLEARLY DEPICTED
THROUGH DIAGRAMS & DESCRIPTIONS.
• A GOOD LAYOUT IS CHARACTERIZED BY
– MINIMUM MATERIAL HANDLING
– EFFECTIVE SPACE UTILIZATION
– SMOOTH WORK FLOW
– SAFE & CONDUCIVE WORKING AREA FOR THE
WORKERS
– SAFETY AND SANITATION FACILITIES, &
– FLEXIBILITY OF ARRANGEMENTS
H. BUILDING & FACILITIES
• What are possible locations for the facility (office/manufacturing
plant)?
• What size facility is needed?
• What are the costs involved in the building? Do you need to fit it
out? How much will it cost to get all necessary utilities connected?
• Does the proposed location have adequate access to infrastructure
and services such as highways, railway and utilities?
• Will you need to build your own facility, or purchase an existing
one?
• Where will the facility be located in relation to your customers?
• Who will be responsibile for transport of goods between the facility
and the market? What are the costs involved?
H. BUILDING & FACILITIES
• THE SITE, TYPE, & COSTS OF THE BUILDING AND
LAND, AS ENVISIONED IN THE PROJECT, SHOULD
ACCURATELY BE PRESENTED.
• THE CONSTRUCTION COST OF THE BUILDING &
FACILITIES SHOULD BE PRESENTED AS ADAPTED
TO THE MACHINERY & EQUIPMENT THAT WILL BE
USED IN THE PROJECT.
• LAND IMPROVEMENTS SUCH AS ROADS,
DRAINAGE FACILITIES, ETC. & THEIR RESPECTIVE
COSTS SHOULD BE COMPUTED & INCLUDED.
I. RAW MATERIALS & SUPPLIES
• THE REQUIRED RAW MATERIALS SHOULD BE LISTED
DOWN AND THE BASIS FOR THEIR SELECTION MUST
PRESENTED.
• DESCRIPTIONS AND SPECIFICATIONS ON THEIR
PHYSICAL, MECHANICAL, AND CHEMICAL PROPERTIES
MUST ALSO BE GIVEN.
• CURRENT AND PROSPECTIVE COST OF RAW
MATERIALS, THE AVAILABILITY AND CONTINUITY OF
SUPPLY, AND THE CURRENT PROSPECTIVE SOURCES
SHOULD ALSO BE INCLUDED.
• THE VOLUME REQUIRED AT VARIOUS PHASES OF
OPERATIONS MUST BE CLEARLY PRESENTED.
J. UTILITIES
• THIS PORTION DESCRIBES THE AMOUNT,
COST, AND SOURCES OF ELECTRICITY, FUEL,
WATER, AND/OR STEAM REQUIRED.
• THIS MUST BE DETERMINED IN RELATION TO
THE PRODUCTION SCHEDULE AND CAPACITY
UTILIZATION DEFINED. ALTERNATIVE SOURCES
OF THESE UTILITIES AND THE FEASIBILITY OF
THEIR USE MUST ALSO BE DESCRIBED.
K. WASTE DISPOSAL
• A DESCRIPTION OF THE QUANTITY, MANNER
OF DISPOSAL, AND THE COST INVOLVED IN
DOING AWAY WITH EXPECTED WASTE FROM
PRODUCTION IS NECESSARY.
• THE ANALYSIS MUST BE EXPANDED TO
CONSIDER THE POSSIBILITIES OF FURTHER
USING THESE WASTES.
L. PRODUCTION COST
• THE MONETARY ASPECT OF ALL THE
PRODUCTION PLANS IS PUT INTO PERSPECTIVE.
– HOW MUCH DOES IT COST TO PRODUCE ONE UNIT OF
OUTPUT?
• TO ARRIVE AT THIS, THE FF MUST BE
DETERMINED:
– RAW MATERIAL COSTS
– LABOR COST
– OVERHEAD COST( FIXED COST), OPERATING COSTS
(VARIABLE COSTS)
– OTHER PERTINENT COSTS
M. LABOR REQUIREMENT
• THE VARIOUS JOBS AND FUNCTIONS NECESSARY FOR THE
OPERATIONAL STAGE MUST BE DESCRIBED.
• FOR COSTING, LABOR IS GENERALLY CLASSIFIED INTO THREE TYPES:
– DIRECT
– INDIRECT
– ADMINISTRATIVE
• THE NUMBER OF WORKERS TO BE EMPLOYED FOR EACH JOB
CLASSIFICATION
• THE PAY SCALES
• EMPLOYEES DEVELOPMENT PROGRAMS
• THE ORGANIZATION SET-UP
• THE AGGREGATE LABOR COSTS
• WASSALAM

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