Please see the following Instruction and POLYPRODUCTS INC. Case Study documents. These are complete documents. Can you please prepare a document to answer all questions?

Instruction

POLYPRODUCTS INC. Case Study

Cost Estimation and Management Group Semester Project (GSP) For this assignment which is due on November 30th, 2021, 11.55 PM ET you are required to work as a team of 2 students (you may work as a group of three if you prefer as well) and write a cost estimation paper for training a junior estimator. To develop this paper, you will be using a case study data for which most of the information is provided in the attached document (any other needed information may be collected from reliable sources or assumed). The information collected for the case will be used in developing a bid for the project (proposed budget). You will be using this case as a vehicle and an example to develop your costing and estimation approach. You must assume that you have been tasked to demonstrate how to conduct your cost analysis and prepare the bid and estimation report for this project. You should provide all the relevant details in developing two estimates a class 4(budget estimate) and a class 1 or definitive estimate (as per AACE classification) for this project. The report must be very precise and should reference reliable sources, and explain the methods used. The report must not be more than 30 pages (including all the appendices). Also make sure that, as a minimum, the following topics/issues are addressed: . The systematic process used for estimation, . Data collected and used (how and why), . Two levels of estimate and the associated processes (Classes 4 and 1) . The best practice models and approaches used, A critical evaluation of these models and why they were used, Complete analysis of the budget incorporating all the ingredients/elements. The cultural issues and people factor in estimation and costing. Assessment Criteria: Your work will be assessed based on the following criteria. Make every effort to use systems thinking in designing, developing and presenting your paper. 1- Executive summary to reflect the main findings of the effort 75 2- A good introduction to the scope of your project including DWBS and other BASIC relevant PD documentation /15 3- A good review and discussion of the models used 710 4- Group's critical evaluation of the approaches/ models /10 5- Example Project calculation and analysis (Analytics) /35 6- Critical Evaluation of Project Data and description /10 7- Summary, conclusion, and recommendation 15 8- Referencing sources of the data and information /5 9- Presentation 15 Total /100 N.B. The document that you prepare will be used to develop the final bid document. So, you should not be covering up any information, good or bad. All the information should be shared with the trainee. File Naming Convention: The file name must be G-N-Lastnamel Lastneme2Lasteneme3.pdf POLYPRODUCTS INC. Case Study Adapted from Dr. Harold Kerzner's Project Management A Systems Approach to Planning, Scheduling, and Controlling, Seventh Edition, pages 798-803, with permission from Dr. Harold Kerzner. Please review the Poly-products Inc. Case Study provided in this document. Note that several data items in this case have been changed from the original. Use the information provided in this document and the Excel spreadsheet data attachment in preparing your team's response. Prepare your team's firm-fixed-price (FFP) bid for this program. You may wish to consider some of the following issues in preparing your bid: . . What is the cost of labor? What is the cost of raw material? What is the delivery rate? What scrap factor should be used? What escalation factors should be used? What is the schedule for this program? What is the total program cost? What assumptions did you make? Where did you obtain your additional information? Prepare a separate brief statement (no more than two pages) to summarize and defend your assumptions. These statements will be disclosed to all bidders. . O Also please note the following: 1. Division-specific overhead data presented in Exhibit 2: The chart provides % Overhead Rates for each calendar quarter -- for example in Quarter #2, the Production Overhead rate is 176%. This means that for each hour spent during that quarter the overhead rate is an additional 176%. This overhead includes capital equipment cost and may be considered relatively low by some other organizations. Project-driven organizations may adjust such overhead rates on a monthly basis. Please use the overhead rates given in the exhibit. 2. Your bid should reflect your estimate of various cost components including overhead, scrap, any contingency reserve, and profit. 3. This is a Type I Acquisition with no follow-on business. Irresponsible bids will be rejected. This includes $1 bids and bids at or below cost. Bidders need to justify their assumptions to other teams and the course instructor. Poly-products Incorporated, a major producer of rubber components, employs 800 people and is organized with a matrix structure. Exhibit 1 shows the salary structure for the company, and Exhibit 2 identifies the overhead structure and rate projections for the next two years. Poly-products has been very successful at maintaining its current business base with approximately 10 percent overtime. Both exempt and nonexempt employees are paid overtime at the rate of time and a half. All overtime hours are burdened at an overhead rate of 30 percent. Exhibit 1. Salary Structure Pay Scale Grade Hourly Rate 1 8.00 2 2 9.00 3 11.00 4 13.00 5 16.00 6 19.00 7 22.00 8 26.00 9 9 30.00 Total Number of Employees per Grade 1 2 3 4 5 6 7 8 9 5 40 20 10 12 8 5 3 5 40 30 10 10 2 30 15 10 5 100 100 60 10 10 10 30 20 10 10 10 3 2 2 1 10 4 3 1 3 5 3 3 2 60 10 20 10 20 10 3 3 7 Department R&D R& Design Project engineering Project management Cost accounting Contracts Publications Computers Manufacturing engineering Industrial engineering Facilities Quality control Production line Traffic Procurement Safety Inventory control 3 1 2 7 1 3 3 3 4 1 8 9 35 2 10 5 30 7 2 1 1 1 3 4 5 20 50 10 5 5 200 55 2 50 2 1 5 10 2 2 2 1 1 2 2 2 2 2 1 5 2 2 2 1 1 10 Exhibit 2. Overhead Structure General Manager Director Program Management Director Engineering Director Finance Director Production Program Management R&D Design Project Engineering Cost Accounting Contracts Publications Computers Manufacturing Engineering Industrial Engineering Facilities Quality Control Production Line Traffic Procurement Safety Inventory Control ULID Quarter 1 3 4 5 8 76 100 2 75 100 50 176 6 76 100 Division Engineering Program management Finance Production Overhead rates per quarter, %. 78 100 100 50 175 76 100 52 177 7 77 100 55 178 77 100 54 177 58 50 177 54 178 178 On April 16, Poly-products received a request for proposal from Capital Corporation (see Exhibit 3) *************** ****************************** ************* Exhibit 3. Request for Proposal Capital Corporation is seeking bids for 10,000 rubber components to be used as part of a complex proejct that must be manufactured according to specifications supplied by the customer. The contractor will be given sufficient flexibility for material selection and testing provided that all testing includes latest developments in technology. All material selection and testing must be within specifications. All vendors selected by the contractor must be (1) certified as a vendor for continuous procurement (follow on contracts will not be considered until program completion), and (2) operating with a quality control program that is acceptable to both the customer and contractor. The following timetable must be adhered to: Month after Go-ahead 2 4 5 9 Description R&D completed, and preliminary design meeting held Qualification completed and final design review meeting held Production setup completed Delivery of 3,000 units Delivery of 3,500 units Delivery of 3,500 units Final report and cost summary 13 17 18 The contract will be firm-fixed-price and the contractor can develop his own work breakdown structure on final approval by the customer. ************ ************* Poly-products had an established policy for competitive bidding. First, they would analyze the marketplace to see whether it would be advantageous for them to compete. This task was normally assigned to the marketing group (which operated on overhead). If the marketing group responded favorably, then Poly-products would go through the necessary pricing procedures to determine a bid price. On April 24, the marketing group displayed a prospectus on the four companies that would most likely be competing with Poly-products for the Capital contract. Exhibit 4. Prospectus Company Business Base S Million Growth Rate Last Year % Profit % R&D Personnel Contracts In-House # of Employees Overtime % Personnel Turnover % Alpha 10 10 5 Below avg 6 30 5 1 Beta 20 10 7 Above avg 15 250 30 0.25 Gamma 50 10 15 Avg 4 550 20 0.5 Poly- products 100 15 10 Avg. 30 800 10 1 At the same time, top management of Poly-products made the following projections concerning the future business over the next eighteen months: 1. Salary increases would be given to all employees at the beginning of the thirteenth month. 2. If the Capital contract was won, then the overhead rates would go down one percent each quarter (assuming no strike by employees). 3. There was a possibility that the union would go out on strike if the salary increases were not satisfactory. Based on previous experience, the strike would last between one and two months. It was possible that, due to union demands, the overhead rates would increase by 1 percent per quarter for each quarter after the strike (due to increased fringe benefit packages). 4. With the current work force, the new project would probably have to be done on overtime. (At least 75 percent of all man-hours were estimated to be performed on overtime). The alternative would be to hire additional employees. 5. All materials could be obtained from one vendor. It can be assumed that raw materials cost $200/unit (without scrap factors) and that these raw materials are new to Poly- products. On May 1, Roger Henning was selected by Jim Grimm, the director of project management, to head the project. Grimm: "Roger, we've got a problem with this one. When you determine your final bid, see if you can account for the fact that we may lose our union. I am not sure exactly how that will impact our bid. I'll leave that up to you. All I know is that a lot of our people are getting unhappy with the union. See what numbers you can generate." Henning: "I've read the RFP and have a question about inventory control. Should I look at quantity discount buying for raw materials?" Grimm: Yes. But be careful about your assumptions. I want to know all of the assumptions you make." Henning: "How stable is our business base over the next eighteen months?" Grimm: "You had better consider both an increase and a decrease of 10 percent. Get me the costs for all cases. Incidentally, the grapevine says that there might be follow-on contracts if we perform well. You know what that means." Henning: "Okay. I get the costs for each case and then we'll determine what our best bid will be." On May 15, Roger Henning received a memo from the pricing departments summing up the base case man-hour estimates (see Exhibit 5 and Exhibit 6-attached Excel spreadsheet). Now Roger Henning wondered what people he could obtain from the functional departments and what would be a reasonable bid to make. Exhibit 5. Memorandum To: Roger Henning From: Pricing Department Subject: Rubber Components Production 1. All man-hours in the attached Exhibit 6 are based upon performance standards for a grade-7 employee. For each grade below 7, add 10 percent of the grade-7 standard and subtract 10 percent of the grade standard for each employee above grade 7. This applies to all departments as long as they are direct labor hours (i.e., not administrative support as in project 1). 2. Time duration is fixed at 18 months. 3. Each production run normally requires four months. The company has enough raw materials on hand for R&D but must allow 2 months lead time for purchases that would be needed for a production run. Unfortunately, the vendors cannot commit large purchases, but will commit to monthly deliveries up to a maximum of 1,000 units of raw materials per month. Furthermore, the vendors will guarantee a fixed cost of $200 per raw material unit during the first 12 months of the project only. Material escalation factors are expected at month 13 due to renegotiation of the United Rubber Workers contracts. 4. Use the following work breakdown structure: Program: Rubber Components Production Project 1: Support TASK 1: Project office TASK 2: Functional support Project 2: Preproduction TASK 1: R&D TASK 2: Qualification Project 3: Production TASK 1: Setup TASK 2: Production Exhibit 6: Total Estimated Labor Hours Project 1 1 1 1 1 Task 1 2 2 2 2 2 2 2 2 1 1 1 1 1 2 160 NNNNNNNN wwwwwwwwwwNNNNNNNNNN Dept Proj Mgt R&D Proj Eng Cost Acct Contracts Mfg. Eng Qual Control Prod Proc Publ R&D Proj Eng Mfg. Eng R&D Proj Eng Mfg. Eng Ind. Eng. Facilities Qual Control Prod Safety Proj Eng Mfg. Eng Facilities Qual Control Prod Proj Eng Mfg. Eng Qual Control Prod Safety Total Month 1 2 3 4 5 6 7 8 9 10 11 12 480 480 480 480 480 480 480 480 480 480 480 480 16 16 16 16 16 16 16 16 16 16 16 16 320 320 320 320 320 320 320 320 320 320 320 320 80 80 80 80 80 80 80 80 80 80 80 80 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 140 140 140 140 140 140 140 140 140 140 140 140 160 160 160 160 160 160 160 160 160 160 160 160 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 480 480 160 160 160 80 80 160 160 160 160 40 40 30 30 160 160 600 600 20 20 160 160 80 160 320 160 160 160 160 160 160 160 320 320 320 320 320 320 320 350 350 350 350 350 350 350 1600 1600 1600 1600 1600 1600 1600 32 32 32 32 32 32 32 2796 2796 3246 3246 2876 4458 4458 4458 4458 4458 4458 4458 2 1 1 1 1 1 2 2 2 2 2 13 14 15 16 17 18 Total 480 480 480 480 480 480 8640 16 16 16 16 16 16 288 320 320 320 320 320 320 5760 80 80 80 80 80 80 1440 320 320 320 320 320 320 5760 320 320 320 320 320 320 5760 140 140 140 140 140 140 2520 160 160 160 160 160 160 2880 0 0 0 0 0 0 960 80 80 80 80 80 80 1440 960 320 320 160 320 320 80 60 320 1200 40 160 160 80 160 320 160 160 160 160 160 160 2080 320 320 320 320 320 320 4160 350 350 350 350 350 350 4550 1600 1600 1600 1600 1600 1600 20800 32 32 32 32 32 32 416 4378 4378 4378 4378 4378 4378 72434 Cost Estimation and Management Group Semester Project (GSP) For this assignment which is due on November 30th, 2021, 11.55 PM ET you are required to work as a team of 2 students (you may work as a group of three if you prefer as well) and write a cost estimation paper for training a junior estimator. To develop this paper, you will be using a case study data for which most of the information is provided in the attached document (any other needed information may be collected from reliable sources or assumed). The information collected for the case will be used in developing a bid for the project (proposed budget). You will be using this case as a vehicle and an example to develop your costing and estimation approach. You must assume that you have been tasked to demonstrate how to conduct your cost analysis and prepare the bid and estimation report for this project. You should provide all the relevant details in developing two estimates a class 4(budget estimate) and a class 1 or definitive estimate (as per AACE classification) for this project. The report must be very precise and should reference reliable sources, and explain the methods used. The report must not be more than 30 pages (including all the appendices). Also make sure that, as a minimum, the following topics/issues are addressed: . The systematic process used for estimation, . Data collected and used (how and why), . Two levels of estimate and the associated processes (Classes 4 and 1) . The best practice models and approaches used, A critical evaluation of these models and why they were used, Complete analysis of the budget incorporating all the ingredients/elements. The cultural issues and people factor in estimation and costing. Assessment Criteria: Your work will be assessed based on the following criteria. Make every effort to use systems thinking in designing, developing and presenting your paper. 1- Executive summary to reflect the main findings of the effort 75 2- A good introduction to the scope of your project including DWBS and other BASIC relevant PD documentation /15 3- A good review and discussion of the models used 710 4- Group's critical evaluation of the approaches/ models /10 5- Example Project calculation and analysis (Analytics) /35 6- Critical Evaluation of Project Data and description /10 7- Summary, conclusion, and recommendation 15 8- Referencing sources of the data and information /5 9- Presentation 15 Total /100 N.B. The document that you prepare will be used to develop the final bid document. So, you should not be covering up any information, good or bad. All the information should be shared with the trainee. File Naming Convention: The file name must be G-N-Lastnamel Lastneme2Lasteneme3.pdf POLYPRODUCTS INC. Case Study Adapted from Dr. Harold Kerzner's Project Management A Systems Approach to Planning, Scheduling, and Controlling, Seventh Edition, pages 798-803, with permission from Dr. Harold Kerzner. Please review the Poly-products Inc. Case Study provided in this document. Note that several data items in this case have been changed from the original. Use the information provided in this document and the Excel spreadsheet data attachment in preparing your team's response. Prepare your team's firm-fixed-price (FFP) bid for this program. You may wish to consider some of the following issues in preparing your bid: . . What is the cost of labor? What is the cost of raw material? What is the delivery rate? What scrap factor should be used? What escalation factors should be used? What is the schedule for this program? What is the total program cost? What assumptions did you make? Where did you obtain your additional information? Prepare a separate brief statement (no more than two pages) to summarize and defend your assumptions. These statements will be disclosed to all bidders. . O Also please note the following: 1. Division-specific overhead data presented in Exhibit 2: The chart provides % Overhead Rates for each calendar quarter -- for example in Quarter #2, the Production Overhead rate is 176%. This means that for each hour spent during that quarter the overhead rate is an additional 176%. This overhead includes capital equipment cost and may be considered relatively low by some other organizations. Project-driven organizations may adjust such overhead rates on a monthly basis. Please use the overhead rates given in the exhibit. 2. Your bid should reflect your estimate of various cost components including overhead, scrap, any contingency reserve, and profit. 3. This is a Type I Acquisition with no follow-on business. Irresponsible bids will be rejected. This includes $1 bids and bids at or below cost. Bidders need to justify their assumptions to other teams and the course instructor. Poly-products Incorporated, a major producer of rubber components, employs 800 people and is organized with a matrix structure. Exhibit 1 shows the salary structure for the company, and Exhibit 2 identifies the overhead structure and rate projections for the next two years. Poly-products has been very successful at maintaining its current business base with approximately 10 percent overtime. Both exempt and nonexempt employees are paid overtime at the rate of time and a half. All overtime hours are burdened at an overhead rate of 30 percent. Exhibit 1. Salary Structure Pay Scale Grade Hourly Rate 1 8.00 2 2 9.00 3 11.00 4 13.00 5 16.00 6 19.00 7 22.00 8 26.00 9 9 30.00 Total Number of Employees per Grade 1 2 3 4 5 6 7 8 9 5 40 20 10 12 8 5 3 5 40 30 10 10 2 30 15 10 5 100 100 60 10 10 10 30 20 10 10 10 3 2 2 1 10 4 3 1 3 5 3 3 2 60 10 20 10 20 10 3 3 7 Department R&D R& Design Project engineering Project management Cost accounting Contracts Publications Computers Manufacturing engineering Industrial engineering Facilities Quality control Production line Traffic Procurement Safety Inventory control 3 1 2 7 1 3 3 3 4 1 8 9 35 2 10 5 30 7 2 1 1 1 3 4 5 20 50 10 5 5 200 55 2 50 2 1 5 10 2 2 2 1 1 2 2 2 2 2 1 5 2 2 2 1 1 10 Exhibit 2. Overhead Structure General Manager Director Program Management Director Engineering Director Finance Director Production Program Management R&D Design Project Engineering Cost Accounting Contracts Publications Computers Manufacturing Engineering Industrial Engineering Facilities Quality Control Production Line Traffic Procurement Safety Inventory Control ULID Quarter 1 3 4 5 8 76 100 2 75 100 50 176 6 76 100 Division Engineering Program management Finance Production Overhead rates per quarter, %. 78 100 100 50 175 76 100 52 177 7 77 100 55 178 77 100 54 177 58 50 177 54 178 178 On April 16, Poly-products received a request for proposal from Capital Corporation (see Exhibit 3) *************** ****************************** ************* Exhibit 3. Request for Proposal Capital Corporation is seeking bids for 10,000 rubber components to be used as part of a complex proejct that must be manufactured according to specifications supplied by the customer. The contractor will be given sufficient flexibility for material selection and testing provided that all testing includes latest developments in technology. All material selection and testing must be within specifications. All vendors selected by the contractor must be (1) certified as a vendor for continuous procurement (follow on contracts will not be considered until program completion), and (2) operating with a quality control program that is acceptable to both the customer and contractor. The following timetable must be adhered to: Month after Go-ahead 2 4 5 9 Description R&D completed, and preliminary design meeting held Qualification completed and final design review meeting held Production setup completed Delivery of 3,000 units Delivery of 3,500 units Delivery of 3,500 units Final report and cost summary 13 17 18 The contract will be firm-fixed-price and the contractor can develop his own work breakdown structure on final approval by the customer. ************ ************* Poly-products had an established policy for competitive bidding. First, they would analyze the marketplace to see whether it would be advantageous for them to compete. This task was normally assigned to the marketing group (which operated on overhead). If the marketing group responded favorably, then Poly-products would go through the necessary pricing procedures to determine a bid price. On April 24, the marketing group displayed a prospectus on the four companies that would most likely be competing with Poly-products for the Capital contract. Exhibit 4. Prospectus Company Business Base S Million Growth Rate Last Year % Profit % R&D Personnel Contracts In-House # of Employees Overtime % Personnel Turnover % Alpha 10 10 5 Below avg 6 30 5 1 Beta 20 10 7 Above avg 15 250 30 0.25 Gamma 50 10 15 Avg 4 550 20 0.5 Poly- products 100 15 10 Avg. 30 800 10 1 At the same time, top management of Poly-products made the following projections concerning the future business over the next eighteen months: 1. Salary increases would be given to all employees at the beginning of the thirteenth month. 2. If the Capital contract was won, then the overhead rates would go down one percent each quarter (assuming no strike by employees). 3. There was a possibility that the union would go out on strike if the salary increases were not satisfactory. Based on previous experience, the strike would last between one and two months. It was possible that, due to union demands, the overhead rates would increase by 1 percent per quarter for each quarter after the strike (due to increased fringe benefit packages). 4. With the current work force, the new project would probably have to be done on overtime. (At least 75 percent of all man-hours were estimated to be performed on overtime). The alternative would be to hire additional employees. 5. All materials could be obtained from one vendor. It can be assumed that raw materials cost $200/unit (without scrap factors) and that these raw materials are new to Poly- products. On May 1, Roger Henning was selected by Jim Grimm, the director of project management, to head the project. Grimm: "Roger, we've got a problem with this one. When you determine your final bid, see if you can account for the fact that we may lose our union. I am not sure exactly how that will impact our bid. I'll leave that up to you. All I know is that a lot of our people are getting unhappy with the union. See what numbers you can generate." Henning: "I've read the RFP and have a question about inventory control. Should I look at quantity discount buying for raw materials?" Grimm: Yes. But be careful about your assumptions. I want to know all of the assumptions you make." Henning: "How stable is our business base over the next eighteen months?" Grimm: "You had better consider both an increase and a decrease of 10 percent. Get me the costs for all cases. Incidentally, the grapevine says that there might be follow-on contracts if we perform well. You know what that means." Henning: "Okay. I get the costs for each case and then we'll determine what our best bid will be." On May 15, Roger Henning received a memo from the pricing departments summing up the base case man-hour estimates (see Exhibit 5 and Exhibit 6-attached Excel spreadsheet). Now Roger Henning wondered what people he could obtain from the functional departments and what would be a reasonable bid to make. Exhibit 5. Memorandum To: Roger Henning From: Pricing Department Subject: Rubber Components Production 1. All man-hours in the attached Exhibit 6 are based upon performance standards for a grade-7 employee. For each grade below 7, add 10 percent of the grade-7 standard and subtract 10 percent of the grade standard for each employee above grade 7. This applies to all departments as long as they are direct labor hours (i.e., not administrative support as in project 1). 2. Time duration is fixed at 18 months. 3. Each production run normally requires four months. The company has enough raw materials on hand for R&D but must allow 2 months lead time for purchases that would be needed for a production run. Unfortunately, the vendors cannot commit large purchases, but will commit to monthly deliveries up to a maximum of 1,000 units of raw materials per month. Furthermore, the vendors will guarantee a fixed cost of $200 per raw material unit during the first 12 months of the project only. Material escalation factors are expected at month 13 due to renegotiation of the United Rubber Workers contracts. 4. Use the following work breakdown structure: Program: Rubber Components Production Project 1: Support TASK 1: Project office TASK 2: Functional support Project 2: Preproduction TASK 1: R&D TASK 2: Qualification Project 3: Production TASK 1: Setup TASK 2: Production Exhibit 6: Total Estimated Labor Hours Project 1 1 1 1 1 Task 1 2 2 2 2 2 2 2 2 1 1 1 1 1 2 160 NNNNNNNN wwwwwwwwwwNNNNNNNNNN Dept Proj Mgt R&D Proj Eng Cost Acct Contracts Mfg. Eng Qual Control Prod Proc Publ R&D Proj Eng Mfg. Eng R&D Proj Eng Mfg. Eng Ind. Eng. Facilities Qual Control Prod Safety Proj Eng Mfg. Eng Facilities Qual Control Prod Proj Eng Mfg. Eng Qual Control Prod Safety Total Month 1 2 3 4 5 6 7 8 9 10 11 12 480 480 480 480 480 480 480 480 480 480 480 480 16 16 16 16 16 16 16 16 16 16 16 16 320 320 320 320 320 320 320 320 320 320 320 320 80 80 80 80 80 80 80 80 80 80 80 80 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 320 140 140 140 140 140 140 140 140 140 140 140 140 160 160 160 160 160 160 160 160 160 160 160 160 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 80 480 480 160 160 160 80 80 160 160 160 160 40 40 30 30 160 160 600 600 20 20 160 160 80 160 320 160 160 160 160 160 160 160 320 320 320 320 320 320 320 350 350 350 350 350 350 350 1600 1600 1600 1600 1600 1600 1600 32 32 32 32 32 32 32 2796 2796 3246 3246 2876 4458 4458 4458 4458 4458 4458 4458 2 1 1 1 1 1 2 2 2 2 2 13 14 15 16 17 18 Total 480 480 480 480 480 480 8640 16 16 16 16 16 16 288 320 320 320 320 320 320 5760 80 80 80 80 80 80 1440 320 320 320 320 320 320 5760 320 320 320 320 320 320 5760 140 140 140 140 140 140 2520 160 160 160 160 160 160 2880 0 0 0 0 0 0 960 80 80 80 80 80 80 1440 960 320 320 160 320 320 80 60 320 1200 40 160 160 80 160 320 160 160 160 160 160 160 2080 320 320 320 320 320 320 4160 350 350 350 350 350 350 4550 1600 1600 1600 1600 1600 1600 20800 32 32 32 32 32 32 416 4378 4378 4378 4378 4378 4378 72434