Equipment replacement: an integration view

Equipment replacement: an integration view " (1989). Retrospective Theses and Dissertations. Paper 9221. The most advanced technology has been used to photo­ graph and reproduce this manuscript from the microfilm master. UMI films the text directly from the original or copy submitted. Thus, some thesis and dissertation copies are in typewriter face, while others may be from any type of computer printer. The quality of this reproduction is dependent upon the quality of the copy submitted. Broken or indistinct print, colored or poor quality illustrations and photographs, print bleedthrough, substandard margins, and improper alignment can adversely affect reproduction. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyright material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are re­ produced by sectioning the original, beginning at the upper left-hand corner and continuing from left to right in equal sections with small overlaps. Each original is also photographed in one exposure and is included in reduced form at the back of the book. These are also available as one exposure on a standard 35mm slide or as a IT x 23" black and white photographic print for an additional charge. Photographs included in the original manuscript have been reproduced xerographically in this copy. Higher quality 6" x 9" black and white photographic prints are available for any photographs or illustrations appearing in this copy for an additional charge. Contact UMI directly to order 2.1.1 Failure to adequately consider indirect costs 6 2.1.2 Failure to adequately consider strategic factors 6 2.1.3 Applying the wrong measure of merit 7 2.1.4 Failure to consider the interaction of multiple investments within a firm [Leung and Tanchoco 19871, [Suresh and Mered­ ith 1985] 7 2.1.5 The use of a single number to measure the merit of an invest­ ment [Graham 1970] 8 2.2 Suggestions for Improvements 9 2.2.1 Better use of the current methodology by a careful assessment of indirect and intangible costs 9 2.2.2 Weighted multi-factor decision techniques 10 2.2.3 Operations research methodology 10 2.2.4 Models that encourage better cost estimation 11 ni