Module 6

LECTURE 1: INTRODUCTION
In the process of energy management, at some stage, investment would be required for reducing
the energy consumption of a process or utility. Investment would be required for
modifications/retrofitting and for incorporating new technology. It would be prudent to adopt a
systematic approach for merit rating of the different investment options vis-à-vis the anticipated
savings.

It is essential to identify the benefits of the proposed measure with reference to not only energy
savings but also other associated benefits such as increased productivity, improved product quality
etc.

The cost involved in the proposed measure should be captured in totality by.

• Direct project cost

• Additional operations and maintenance cost
• Training of personnel on new technology etc.

Based on the above, the energy economics can be carried out by the energy management team.
Energy manager has to identify how cost savings arising from energy management could be
redeployed within his organization to the maximum effect. To do this, he has to work out how
benefits of increased energy efficiency can be best sold to top management as,

• Reducing operating /production costs

• Increasing employee comfort and well-being
• Improving cost-effectiveness and/or profits
• Protecting under-funded core activities
• Enhancing the quality of service or customer care delivered
• Protecting the environment

Cash Flow Model

Cash Flow (CF) is the increase or decrease in the amount of money a business, institution, or
individual has. In finance, the term is used to describe the amount of cash (currency) that is
generated or consumed in a given time period. Cash flow calculations provide information on
profitability, quality of earnings, liquidity, risks, capital requirements, future growth, dividends,
etc. They are some of the most important tools for value investment analysis of investment
opportunities.

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Cash flows are classified as operating, investing, or financing activities on the statement of cash
flows, depending on the nature of the transaction. Each of these three classifications is defined as
follows.

include cash activities related to net income. For example, cash generated
from the sale of goods (revenue) and cash paid for merchandise (expense) are operating activities
because revenues and expenses are included in net income.

include cash activities related to noncurrent assets. Noncurrent assets

include

(1) long-term investments

(2) property, plant, and equipment
(3) the principal amount of loans made to other entities.

For example, cash generated from the sale of land and cash paid for an investment in another
company are included in this category. (Note that interest received from loans is included in
operating activities.)

Financing activities include cash activities related to noncurrent liabilities and owners’ equity.
Noncurrent liabilities and owners’ equity items include

(1) The principal amount of long-term debt,

(2) Stock sales and repurchases, and
(3)Dividend payments. (Note that interest paid on long-term debt is included in operating
activities.)

LECTURE 2: Time Value of Money

A project usually entails an investment for the initial cost of installation, called the capital cost, and
a series of annual costs and/or cost savings (i.e. operating, energy, maintenance, etc.) throughout
the life of the project. To assess project feasibility, all these present and future cash flows must be
equated to a common basis. The problem with equating cash flows which occur at different times is
that the value of money changes with time. The method by which these various cash flows are
related is called discounting, or the present value concept.

For example, if money can be deposited in the bank at 10% interest, then a Rs.100 deposit will be
worth Rs.110 in one year's time. Thus the Rs.110 in one year is a future value equivalent to the
Rs.100 present value.

In the same manner, Rs.100 received one year from now is only worth Rs.90.91 in today's money
(i.e. Rs.90.91 plus 10% interest equals Rs.100). Thus Rs.90.91 represents the present value of
Rs.100 cash flow occurring one year in the future. If the interest rate were something different than

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10%, then the equivalent present value would also change. The relationship between present and
future value is determined as follows:

Future Value (FV) = NPV (1 + i)n or NPV = FV / (1+i)n

Where
FV = Future value of the cash flow
NPV = Net Present Value of the cash flow
i = Interest or discount rate
n = Number of years in the future

Evaluation of Proposals
Following four methods are usually used for the evaluation of capital investment proposals:
1. The average rate of return method.
2. The payback period method (also known as cash payback period method).
3. The net present value method.
4. The internal rate of return method.

Method 1 and 2 are the methods that do not use the present values. Method 3 and 4 use the present
values. So these methods for the evaluation of capital investment can be grouped into two
categories:

Methods That Ignore Present Value:

Methods that do not use the present value (average rate of return method and payback method) are
easy to use. Management uses these methods initially to screen proposals. If a proposal meets the
minimum standards set by management, it is subject to further analysis otherwise it is dropped
from further consideration.

Methods That Use Present Value:

Methods that use present values (net present value method and internal rate of return method) in
the capital investment analysis take into account the time value of money. The concept is that the
money has value over time because it can be invested to earn interest income. A dollar in hand
today is more valuable than a dollar to be received a year from today.

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Example 1

If we invest Rs 5,000 today to earn a 10% interest per year, we will have Rs 5,500 after one year.
Thus Rs 5,000 is the present value of Rs 5,500 to be received a year from today if the rate of
interest is 10%.

This concept is further clarified by the

calculation given by side:

Example 2

A new small cogeneration plant

installation is expected to reduce a
company's annual energy bill by Rs.4,86,000. If the capital cost of the new boiler installation is
Rs.22,20,000 and the annual maintenance and operating costs are Rs. 42,000, the expected payback
period for the project can be worked out as.

Solution

PB = 22,20,000 / (4,86,000 – 42,000) = 5.0 years

LECTURE 3: Simple Pay-Back Period

Simple Payback Period (SPP) is defined as the time (number of years) required to recovering the
initial investment (First Cost), considering only the Net Annual Saving:

The payback period of a given investment or project is an important determinant of whether to

undertake the position or project, as longer payback periods are typically not desirable for
investment positions.

The payback period ignores the time value of money (TVM), unlike other methods of capital
budgeting such as net present value (NPV), internal rate of return (IRR), and discounted cash flow.

The formula to calculate payback period of a project depends on whether the cash flow per period
from the project is even or uneven. In case they are even, the formula to calculate payback period
is:

Initial investment
Payback Period =
Cash inflow per period or Annual net cost savings

Example 2: Even Cash Flows

Company C is planning to undertake a project requiring initial investment of $105 million. The
project is expected to generate $25 million per year for 7 years. Calculate the payback period of the
project.

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Solution

Payback period=initial investment / Annual Cash flow = $105 M / $25 M = 4.2 Years

Example 3: Even Cash Flows

Project X costs $21 000 and will return a net cash inflow of $5 000 per period. What will the
payback period be for this project?

Payback period=initial investment / Annual Cash flow = $21000/ $5000 = 4.2 Years

When cash inflows are uneven, we need to calculate the cumulative net cash flow for each period
and then find payback period.

Example 4: Uneven Cash Flows

Project Y has an initial investment

of $21 000 and will offer the
following net cash inflows over the
next 5 years.

Payback Period = initial

investment / Net Cash Inflow

Therefore, we know that it will take at least 4 years to pay the project back as the cumulative net
cash inflow up to year 4 is $19 000.

That leaves us to calculate how many months it will take to get the extra $2000 from the $9 000 in
Year 5.

9,000/12 = $750 per month. Thus it will take 3 months to reach $2 000. ie: $750 x 3 = $2 250 (OR
$2000 / $750 = 2.666 months)

Example 5: Uneven Cash Flows

Company A have decided that they need to replace some of the

machinery in their workshop. The new assets will cost $80,000.
The estimated cash inflows over the next few years is listed here:
find payback period?
Solution
On charting the cumulative total as shown in the figure below
we know that it will take at least 5 years to pay the project back
as the cumulative net cash inflow up to year 5 is $68 000.

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 That leaves us to calculate
how many months it will
take to get the extra $12
000 from the $ 16 000 in
Year 6.

16,000/12 = $1,333 per

month. Thus it will take 9
months to reach $12 000.

ie: $1,333 x 9 = $12 200

Thus it will take 5 years and 9 months

Payback + Cost Savings

There are times when a business will look at implementing some new machinery in order to save
costs and they have to decide whether it’s worthwhile investing in it. There normally is a time
period associated with these types of investment.

• Example: Raju is looking to get a new piece of machinery that will replace 5 workers who
currently do the packing manually on the conveyer belt. The workers are each paid $40,000
a year and the new machinery costs $850,000. Raju has a rule that says the payback period
must be 5 years of less.

Solution

• Payback Period = Initial Investment / Annual Net Cost Saving

• Payback Period = $850,000 / $200,000

• The payback period will be 4.25 years and thus would be accepted as it fits within the 5 year
pattern.

Payback + Cost Savings+ Different Inflows

There are times when a business will look at implementing some new machinery in order to save
costs but will also have an impact on their overall cash flows as well. There is normally a time
period associated with these types of investment.

• Example: Raju is looking to get a new piece of machinery that will replace 5 workers who
currently do the packing manually on the conveyer belt. The workers are each paid $40,000
a year and the new machinery costs $850,000. The business will have to pay additional
insurance costs of $20,000 per year and repair and maintenance costs of $30,000. Raju has a
rule that says the payback period must be 5 years of less.

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 Solution

• Payback Period = Initial Investment / Annual Net Cost Saving

• Payback Period = $850,000 / $150,000

• Savings = 200,000 - 30,000 - 20,000 = $150,000

• The payback period will be 5.66 years & thus would NOT be accepted as it fits within the 5
year criteria.

Advantages

A widely used investment criterion, the payback period seems to offer the following advantages:

• It is simple, both in concept and application. Obviously a shorter payback generally indicates
a more attractive investment. It does not use tedious calculations.
• It favours projects, which generate substantial cash inflows in earlier years, and
discriminates against projects, which bring substantial cash inflows in later years but not in
earlier years.

Limitations
• It fails to consider the time value of money
• It ignores cash flows beyond the payback period.
• Does not consider profitability of economic life of project,
• Does not reflect all the relevant dimensions of profitability.

LECTURE 4: Average Rate of Return / Accounting Rate of Return (ARR)

The ARR is the percentage rate of return expected on an investment or asset as compared to the
initial investment cost. ARR divides the average revenue from the asset by the initial investment to
derive the ratio or return that can be expected over the lifetime of the project. ARR does not
consider the time value of money or cash flows, which can be an integral part of maintaining a
business.

It considers the earnings of the project of the economic life. This method is based on conventional
accounting concepts. The rate of return is expressed as percentage of the earnings of the investment
in a particular project. This method has been introduced to overcome the disadvantage of pay back
period. The profits under this method is calculated as profit after depreciation and tax of the entire
life of the project. The ARR method calculates the annual percentage return an investment provides
for a business. Investment options can be compared using this method, with the investment
returning the highest ARR chosen.

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For example, if the ARR for Project A was 15% and for Project B was 20%, then Project B would
be chosen because the ARR percentage is higher than Project A. It is known as accounting rate of
return method for the reason that under this method the accounting concept of profit (net profit
after tax and depreciation) is used rather than cash inflows.

The project with the higher rate of return than the minimum rate specified by the firm also known
as cut off rate, is accepted and the other which gives a lower expected rate of return than the
minimum rate is rejected.

Accept or Reject Criterion: Under the method, all project, having Accounting Rate of return higher
than the minimum rate establishment by management will be considered and those having ARR
less than the pre-determined rate will be rejected. This method ranks a Project as number one, if it
has highest ARR, and lowest rank is assigned to the project with the lowest ARR.

Merits

• It is very simple to understand and use.

• It can readily be calculated by using the accounting data.
• This method takes into account saving over the entire economic life of the project.
Therefore, it provides a better means of comparison of project than the pay back period.
• This method through the concept of "net earnings" ensures a compensation of expected
profitability of the projects.

Demerits

• It ignores time value of money.

• It does not consider the length of life of the projects.
• It is not consistent with the firm's objective of maximizing the market value of shares.
• It ignores the fact that the profits earned can be reinvested.

This Method can be used in Several Ways such as:

• Return per unit of investment method

• Return on average investment method
• Average return on average investment method
• Average Rate of Return

1. Return per unit of investment method

This method is small variation of the average rate of return method. In this method the total profit
after tax and depreciation is divided by the total investment, i.e.,

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2. Return on average investment method

In this method the return on average investment is calculated. Using of average investment for the
purpose of return on investment is preferred because the original investment is recovered over the
life of the asset on account of depreciation charges.

𝑻𝒐𝒕𝒂𝒍 𝒑𝒓𝒐𝒇𝒊𝒕 𝒂𝒇𝒕𝒆𝒓 𝒅𝒆𝒑. 𝒂𝒏𝒅 𝒕𝒂𝒙𝒆𝒔

Return on average investment= 𝑿 𝟏𝟎𝟎
𝑨𝒗𝒆𝒓𝒂𝒈𝒆 𝒊𝒏𝒗𝒆𝒔𝒕𝒎𝒆𝒏𝒕

3. Average return on average investment method

This is the most appropriate method of rate of return on investment. Under this method, average
profit after depreciation and taxes is divided by the average amount of investment; thus:

4. Average Rate of Return

The ARR method calculates the average annual percentage return an investment provides for a
business. Investment options can be compared using this method, with the investment returning the
highest ARR chosen. For example, if the ARR for Project A was 15% and for Project B was 20%,
then Project B would be chosen because the ARR percentage is higher than Project A.

The technique used for calculating ARR is as follows:

• Divide the net profit generated by an investment by the number of years the project is
expected to last (this is the average annual return)

• Divide the average annual return (your answer to 1.) by the initial outlay / cost of investment

• Multiply your answer by 100 to give the ARR as a percentage.

Under this method average profit after tax and depreciation is calculated and then it is divided by
the total capital outlay or total investment in the project. In other words, it establishes the
relationship between average annual profits to total investments.

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Example: Suzy owns a business manufacturing fragranced candles. Suzy is looking to expand her
business and to do this she will need to buy some new machinery to help produce more fragranced
candles. Suzy has searched online and found two machines that are suitable to help her achieve
increased output. The cost of buying each machine and the annual estimated net profits are
provided in the table below: find average rate of return of both the machines.

LECTURE 5: Discounted cash flow methods

The payback method is a simple technique, which can easily be used to provide a quick evaluation
of a proposal. However, it has a number of major weaknesses:

 The payback method does not consider savings that are accrued after the payback period has
finished.

 The payback method does not consider the fact that money, which is invested, should accrue
interest as time passes. In simple terms there is a 'time value' component to cash flows. Thus
Rs.1000 today is more valuable than Rs.1000 in 10 years' time.
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In order to overcome these weaknesses a number of discounted cash flow techniques have been
developed, which are based on the fact that money invested in a bank will accrue annual interest.
The two most commonly used techniques are the 'net present value' and the 'internal rate of return'
methods.

 Net Present Value Method

The net present value method considers the fact that a cash saving (often referred to 'cash flow') of
Rs.1000 in year 1 of a project will be worth less than a cash flow of Rs.1000 in year 2. The net
present value method achieves this by quantifying the impact of time on any particular future cash
flow. This is done by equating each future cash flow to its current value today, in other words
determining the present value of any future cash flow. The present value (PV) is determined by
using an assumed interest rate, usually referred to as a discount rate.

Discounting is the opposite process to compounding. Compounding determines the future value of
present cash flows, where" discounting determines the present value of future cash flows. If a
company invested Rs.22, 20,000 in a bank with interest rate 8% annually, then the future value of
this money after 5 years can be found out as following.

Where, FV- future value

D-Value of initial investment
IR- Interest rate
n- number of years

The future value of the investment made at present, after 5 years will be:

FV = 22,20,000 x (1 + 8/100)5 = Rs.32,61,908.4

So in 5 years the initial investment of 22,20,000 will accrue Rs.10,41,908.4 in interest and will be
worth Rs.32,61,908.4. Alternatively, it could equally be said that Rs.32,61908.4 in 5 years time is
worth Rs.22,20,000 now (assuming an annual interest rate of 8%).

In other words the present value of Rs.32,61,908.40 in 5 years time is Rs.22,00,000 now. The
present value of an amount of money at any specified time in the future can be determined by the
following equation.

Where, PV- Present value

S-Value of cash flow in ‘n’ year times
IR- Interest rate
n- number of years

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The net present value method calculates the present value of all the yearly cash flows (i.e. capital
costs and net savings) incurred or accrued throughout the life of a project, and summates them.
Costs are represented as a negative value and savings as a positive value. The sum of all the present
values is known as the net present value (NPV). The higher the net present value, the more
attractive the proposed project. The present value of a future cash flow can be determined using the
equation above. However, it is common practice to use a discount factor (DF) when calculating
present value. The discount factor is based on an assumed discount rate (i.e. interest rate) and can
be determined by using equation.

DF = (1 + IR/100)–n.

The product of a particular cash flow and

the discount factor is the present value.

PV = S x DF

Problem

Using the net present value analysis

technique, let us evaluate the financial
merits of the proposed projects shown in the
Table below. Assume an annual discount
rate of 8% for each project.

Solution

DF = (1 + IR/100)–n.

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It can be seen that over a 10 year life-span the net present value for Project 1 is Rs.10,254.00,
while for Project 2 it is Rs.10,867.80. Therefore Project 2 is the preferential proposal. The whole
credibility of the net present value method depends on a realistic prediction of future interest rates,
which can often be unpredictable. It is prudent therefore to set the discount rate slightly above the
interest rate at which the capital for the project is borrowed. This will ensure that the overall
analysis is slightly pessimistic, thus acting against the inherent uncertain ties in predicting future
savings.
Advantages of net present value (NPV)

• It is considered to be conceptually superior to other methods.

• It does not ignore any period in the project life or any cash flows.
• It is mindful of the time value of money.
• It is easier to apply NPV than IRR(Internal rate of return).
• It prefers early cash flows compared to other methods.

Disadvantages of net present value (NPV)

• The NPV calculations unlike IRR method, expects the management to know the true cost
of capital.
• NPV gives distorted comparisons between projects of unequal size or unequal economic
life. In order to overcome this limitation, NPV is used with the profitability index.

Problem

It is proposed to install a heat recovery equipment in a factory. The capital cost of installing the
equipment is Rs.20,000 and after 5 years its salvage value is
Data
Rs.1500. If the savings accrued by the heat recovery device
are as shown below, we have to find out the net present
value after 5 years. Discount rate is assumed to be 8%.

Solution

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It is evident that over a 5-year life span the net present value of the project is Rs.4489.50. Had the
salvage value of the equipment not been considered, the net present value of the project would
have been only Rs.3468.00.

Real value

Inflation can be defined as the rate of increase in the average price of goods and services. In some
countries, inflation is expressed in terms of the retail price index (RPI), which is determined
centrally and reflects average inflation over a range of commodities. Because of inflation, the real
value of cash flow decreases with time. The real value of sum of money (S) realized in n years time
can be determined using the equation.

RV = S x (1 + R/100)–n

Where RV is the real value of S realized in n years time. S is the value of cash flow in n years time
and R is the inflation rate (%). As with the discount factor it is common practice to use an inflation
factor when assessing the impact of inflation on a project. The inflation factor can be determined
using the equation.

IF = (1 + R/100)–n

The product of a particular cash flow and inflation factor is the real value of the cash flow.

RV = S x IF

Problem

Recalculate the net present value of the energy recovery scheme in above Example, assuming the
discount rate remains at 8% and that the rate of inflation is 5%.

Solution
Because of inflation; Real interest rate = Discount rate – Rate of inflation Therefore Real interest
rate = 8 – 5 = 3%

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The above example shows that when inflation is assumed to be 5%, the net present value of the
project reduces from Rs.4489.50 to Rs.4397.88. This is to be expected, because general inflation
will always erode the value of future 'profits' accrued by a project.
 Internal rate of return Method
In some situation if, the discount rate were reduced there would come a point when the net present
value would become zero. The discount rate which achieves a net present value of zero is known as
internal rate of return(IRR). Higher the internal rate the more attractive the project.
Steps
1. Find the discount rate and net present value at different rate of interest
2. Find one negative and positive NPV
3. Using below formula find internal rate of return
𝑝𝑜𝑠 𝑁𝑃𝑉
𝐼𝑛𝑡𝑒𝑟𝑛𝑎𝑙 𝑟𝑎𝑡𝑒 𝑜𝑓 𝑟𝑒𝑡𝑢𝑟𝑛 = 𝑃𝐷𝑅 + (𝑁𝐷𝑅 − 𝑃𝐷𝑅) ∗ ∗ 100
𝑝𝑜𝑠 𝑁𝑃𝑉 − 𝑛𝑒𝑔 𝑁𝑃𝑉
Where,
• PDR- Discount rate which gives positive NPV
• NDR- Discount rate which gives negative NPV
• Pos NPV / neg NPV - value of +Ve and –Ve NPV

Problem

A proposed project requires an initial capital investment

of Rs.20 000. The cash flows generated by the project are
shown in the table Find out the internal rate of return for
the project?

Solution

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It can clearly be seen that the discount rate which results in the net present value being zero lies
somewhere between 12% and 16%. For 12% discount rate, NPV is positive; for 16% discount rate,
NPV is negative. Thus for some discount rate between 12 and 16 percent, present value benefits
are equated to present value costs. To find the value exactly, one can interpolate between the two
rates as follows:
459.5
Internal rate of return = 0.12 + (0.16 – 0.12) x * 100
(459.5 – (–1508.5))
459.5
Internal rate of return = 0.12 + (0.16 – 0.12) x * 100 = 12.93%
(459.5 +1508.5)
Thus the internal rate of return for the project is 12.93 %. At first sight both the net present value
and internal rate of return methods look very similar, and in some respects are. Yet there is an
important difference between the two. The net present value method is essentially a comparison
tool, which enables a number of projects to be compared, while the internal rate of return method is
designed to assess whether or not a single project will achieve a target rate of return.

LECTURE 6: Life Cycle Costing

Life-cycle cost analysis is a process for evaluating the total economic worth of a usable project
segment by analyzing initial costs and discounted future costs. Life cycle costing is a system that
tracks and accumulates the actual costs and revenues attributable to cost object from its invention
to its abandonment. Life cycle costing involves tracing cost and revenues on a product by product
base over several calendar periods. Life cycle costing is defined as the total cost throughout its life
including planning, design, acquisition & support costs & any other costs directly attributable
to owning / using the asset.

Category of LCC Capital assets:

•Initial costs
•Operating costs
•Disposal costs

Why Use LCC?

1. Project Engineering wants to minimize capital costs as the only criteria,
2. Maintenance Engineering wants to minimize repair hours as the only criteria,
3. Production wants to maximize uptime hours as the only criteria,
4. Reliability Engineering wants to avoid failures as the only criteria,
5. Accounting wants to maximize project net present value as the only criteria, and
6. Shareholders want to increase stockholder wealth as the only criteria.

Characteristics of Life Cycle Costing:

a) Product life cycle costing involves tracing of costs and revenues of a product over several
calendar periods throughout its life cycle.

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 b) Product life cycle costing traces research and design and development costs and total
magnitude of these costs for each individual product and compared with product revenue.
c) Each phase of the product life-cycle poses different threats and opportunities that may
require different strategic actions.
d) Product life cycle may be extended by finding new uses or users or by increasing the
consumption of the present users.

Stages of Product Life Cycle Costing:

Following are the main stages of Product Life Cycle:

a. Market Research
b. Specification
c. Design
d. Prototype Manufacture:
e. Development:
f. Tooling
g. Manufacture
h. Selling
i. Distribution
j. Product support
k. Decommissioning

(i) Market Research: It will establish what product the customer wants, how much he is prepared to
pay for it and how much he will buy.

(ii) Specification: It will give details such as required life, maximum permissible maintenance
costs, manufacturing costs, required delivery date, expected performance of the product.

(iii) Design: Proper drawings and process schedules are to be defined.

(iv) Prototype Manufacture: From the drawings a small quantity of the product will be
manufactured. These prototypes will be used to develop the product.

(v) Development: Testing and changing to meet requirements after the initial run. This period of
testing and changing is development. When a product is made for the first time, it rarely meets the
requirements of the specification and changes have to be made until it meets the requirements.

(vi) Tooling: Tooling up for production can mean building a production line, buying the necessary
tools and equipment’s requiring a very large initial investment.

(vii) Manufacture: The manufacture of a product involves the purchase of raw materials and
components, the use of labour and manufacturing expenses to make the product

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(xi) Decommissioning: When a manufacturing product comes to an end, the plant used to build the
product must be sold or scrapped.

Benefits of Product Life Cycle Costing:

Following are the main benefits of product life cycle costing:

a. It results in earlier action to generate revenue or lower costs than otherwise might be
considered. There are a number of factors that need to be managed in order to maximise
return in a product.
b. Better decision should follow from a more accurate and realistic assessment of revenues
and costs within a particular life cycle stage.
c. It can promote long term rewarding in contrast to short term rewarding.
d. It provides an overall framework for considering total incremental costs over the entire
span of a product.

Life Cycle Costing Process:

Life cycle costing is a three-staged process. The first stage is life cost planning stage which
includes planning LCC Analysis, Selecting and Developing LCC Model, applying LCC Model and
finally recording and reviewing the LCC Results. The Second Stage is Life Cost Analysis
Preparation Stage followed by third stage Implementation and Monitoring Life Cost Analysis.

Stage 1: LCC Analysis Planning:

The Life Cycle Costing process begins with

development of a plan, which addresses the
purpose, and scope of the analysis.

Stage 2: Life Cost Analysis Preparation:

The preparation of the Life Cost Analysis

involves review and development of the LCC Model as a “real-time” or actual cost control
mechanism. Estimates of capital costs will be replaced by the actual prices paid. Changes may also
be required to the cost breakdown structure and cost elements to reflect the asset components to be
monitored and the level of detail required.

Stage 3: Implementing and Monitoring:

Implementation of the Life Cost Analysis involves the continuous monitoring of the actual
performance of an asset during its operation and maintenance to identify areas in which cost
savings may be made and to provide feedback for future life cost planning activities.

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For example, it may be better to replace an expensive building component with a more efficient
solution prior to the end of its useful life than to continue with a poor initial decision.

Life Cycle Cost

LCC is the total discounted (present worth) cash flow for an investment with future costs during its
economic life

LCC = K + R + M + EC - SV
Where:
K = capital cost (capital, labor, overhead)
R =Replacement cost {Σ K/ (1+r)n } where r= interest rate
M= maintenance cost,
EC= energy cost
SV = Salvage Value (in year t)

Comparison of Alternative Energy Systems using Life Cycle Cost Analysis

Electricity is a major secondary energy carrier and is predominantly produced from fossil fuels.
Challenging concerns of the fossil fuel based power generation are depletion of fossil fuels and
global warming caused by greenhouse gases (GHG) from the combustion of fossil fuels. To
achieve the goal of environmental sustainability in the power sector, a major action would be to
reduce the high reliance on fossil fuels by resorting to the use of clean/renewable sources and
efficient generation/use of electricity. In order to consider the long-term implications of power
generation, a life cycle concept is adopted, which is a cradle-to- grave approach to analyze an
energy system in its entire life cycle. Life cycle assessment (LCA) is an effective tool to pin point
the environmental implications.

CASE STUDIES

LIFE CYCLE COST OF PV BASED PUMPING SYSTEM

Specifications
PV array rating= 500W
Pipe length=30 m
Well depth=10 m
Period of analysis= 15 m
IR=10%
Annual maintenance charges (AMC) = Rs 1000 per
year

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LIFE CYCLE COST OF SOLAR THERMAL PLANT

The major components of this system to be considered in calculating life cycle cost are:
1. Heat energy Collectors
2. Boiler
3. Steam turbine
4. Electric generator

The costs of the above mentioned components are listed

in the table. Now let us say interest rate i=10% (analyze
for 20 years) Then the life cycle cost per KW is

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calculated as follows:

Capital Cost per KW= Cost of (heat energy collectors + boiler + steam turbine + electric generator
+ accessories)

=25000+13900+5500+1000

=Rs.45400

= Rs.8725.4

Maintenance cost = 1% of total capital cost per year

= Rs. 3865.15

Therefore,

Life cycle cost per KW = 45400+8725.4+3865.15

=Rs.57990.55

LIFE CYCLE COST OF BIOMASS PLANT

The major components of Biogas plant are listed as

follows.
1. Gassifier
2. Piping
3. Sand filter
4. Diesel engine
5. Electric Generator
The costs of different components of Biogas plant are
specified in the table.

Now let us say interest rate i=10%

Then the life cycle cost is calculated as follows:

Capital Cost =127700+8300+4150+37700+78150+20750+16550

=Rs.293300

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Maintenance cost = 1% 0f total capital cost per year = Rs. 24970.28

Therefore, Life cycle cost =293300+40533.6+24970.58 = Rs.358803.8

LIFE CYCLE COST OF WIND ENERGY SYSTEM

The major components of a wind energy system are:

1. Wind mill
2. Gear box
3. Controller
4. Wind turbine
5. Electric generator
The costs of the above mentioned components are
listed in the following table.

Now let us say interest rate i=10%

Then the life cycle cost per KW is calculated as follows:

Capital Cost = 25000+2500+2000+10500+5500+1000 = Rs. 46500

= Rs.6811

Maintenance cost = 1% of total capital cost per year = Rs 3958.8

Therefore Life cycle cost per KW = 46500+6811+3958.8 = Rs57269.8

SOLAR PV SYSTEM

To calculate the life cycle cost per KWh the basic

components of a PV system are considered as follows.
1. PV panels
2. Batteries
3. Inverters
4. Charge controllers
Maintenance Cost:As we are considering only from
generating point of view maintenance cost is
negligible part. Energy Cost: It does not require any
external energy (because the system uses sun
energy) to produce the electrical energy.

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