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38520 results in Cambridge Textbooks

Page 1168 of 1926

  • 8 - Depreciation

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 254-265

  • Summary

    INTRODUCTION

    Depreciation is defined as decrease in the value of a physical property or asset with the passage of time. A physical asset has value because it provides monetary benefits to its owner. These benefits are in the form of future cash flows resulting from (i) the use of the asset to produce saleable goods or services, or (ii) the ultimate sale of the asset at the end of its useful life. Depreciation, thus, represents decrease in the value due to lessening in the ability to produce these future cash flows, as a result of several causes such as wear and tear and obsolescence.

    Although, depreciation does occur, it is really difficult to determine its magnitude well in advance. Depreciation is not an actual cash flow but it is a tax-allowed deduction included in tax calculations in almost all industrialized countries. Depreciation lowers income tax as per the relation:

    Tax = (income – deductions) (Tax rate)

    DEPRECIATION TERMINOLOGY

    The definitions of the terms that are used in calculation are given below:

    Book Depreciation Book depreciation is used by a corporation or business firm for internal financial accounting. It indicates the reduced investment in an asset based upon the usage pattern and expected useful life of the asset.

    Tax Depreciation This is used in tax calculations as per government regulations. A company subtracts an annual tax of depreciation from its annual income to calculate the amount of taxes due each year. However, the tax depreciation amount must be calculated using a government approved method.

    First Cost or Unadjusted Basis This represents the installed cost of the asset. It includes purchase price, delivery and installation fees, and other depreciable direct costs incurred to prepare the asset for use. The term unadjusted basis, B or simply basis, is used when the asset is new, whereas the term adjusted basis is used after some depreciation has been charged.

    Book value This represents the remaining, un-depreciated capital investment on the books or record of the company after the total amount of depreciation charges to date have been subtracted from the basis. The book value, BVt is usually determined at the end of each year.

    Recovery period This represents the depreciable life n of the asset in years.

  • 11 - Make or Buy Decision

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 286-296

  • Summary

    INTRODUCTION

    Every business organization engaged in the manufacturing of tangible products faces the problem to decide whether it is more advantageous to make a particular item in-house, or to buy it from a supplier. The choice involves aspects which are both qualitative such as quality control, and quantitative such as the relative cost factors. In order to decide whether to make or buy a product, the company generally analyzes the capacity of its facilities and the cost at which the product can be bought. Subsequently, the option that involves the least cost is selected by the company. Buying option often appears to be feasible and beneficial for a company which manufactures low volumes of product. In situations where the total cost of buying a product is more than or equal to the total cost of making it, it is recommended to make the product within the company.

    FEASIBLE ALTERNATIVES FOR LAUNCHING NEW PRODUCTS

    It is a natural tendency of a business organization to thrive and grow in order to earn higher profits. Some of the most efficient ways in which this can be done include (i) backward integration and (ii) forward integration. In both these approaches new product(s) is introduced by the organization. To implement its new preposition, the company may adopt any one of the following strategies:

  • • Products may be manufactured in-house with the existing facility.

  • • Products may be purchased from external suppliers or vendors.

  • • A few components of the products may be made in-house, a few others may be bought from the outside vendors and finally the product may be assembled by the company.

    • Although the alternatives are limited in number and appear simple, but the decision is strategically critical because it has far-reaching effects on the ultimate success or failure of the new preposition. In case the company decides to make the product (entire product or part of it) in-house, it involves the following:

  • • Fresh investments in terms of new machines, construction of new buildings, jigs and fixtures, raw materials, and manpower.

  • • Involvement of more number of work hours of their existing machines, equipment, and manpower that may be critical to the company's existing product line.

  • 12 - Project Management

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 297-374

  • Summary

    INTRODUCTION

    A project consists of a set of activities that are interrelated in a logical sequence and they need to be executed in a certain order for timely completion of the project. Most realistic projects undertaken by organizations such as Infosys, Honda Motors, or the Indian Defense Department, etc., are large and complex. Delhi Development Authority (DDA) building residential houses, for example, must complete thousands of activities costing crores of rupees. Indian Space Research Organization (ISRO) must inspect countless components before it launches a satellite. Almost every industry worries about how to manage similar large scale, complicated projects effectively. It is a difficult problem, and the stakes are high. Crores of rupees in cost overruns have been wasted due to poor planning of projects. Unnecessary delays have occurred due to poor scheduling. How can such problems be solved? The tools and techniques of Project Management (PM) can provide a solution to such problems. PM is concerned with planning, scheduling, monitoring and control of the projects. It aims at timely and cost effective completion of the projects and, to achieve this objective, it performs functions in phases which are discussed in the next section.

    PHASES OF PROJECT MANAGEMENT

    Effective management of a project requires appropriate actions to be taken by the management at different stages of the project, from its planning to completion. Thus, project management involves the following phases:

  • 1. Planning

  • 2. Scheduling

  • 3. Monitoring and Control

    • Planning

    Planning is essential for economical and timely execution of projects. The various stages of the planning process are:

    Pre-planning

    The planning undertaken before the decision has been made to take up the project is called pre-planning. This phase includes formulation of the project, assessment about its necessity, financial and/or economic analysis and decision making about whether or not to take up the project.

    Detailed Planning

    Once the decision has been made to take up the project, detailed planning is carried out, which includes the following phases:

    (a) Preparation of detailed designs and detailed working plans.

    (b) Preparation of specifications, detailed bill of quantities, etc.

    (c) Working out of plan-of-action for carrying out the work. This involves the following:

  • (i) Project breakdown, i.e., breaking up the project into small component jobs.

  • (ii) Establishment of sequence of various operations and their interrelationship.

  • 2 - Fundamentals of Mathematics and Engineering Economics

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 45-82

  • Summary

    INTRODUCTION

    The activities to generate income are termed as economic activities, which are responsible for the origin and development of Economics as a subject. Economics originated as a science of statecraft and the emergence of political economy. Adam Smith (Father of Economics) stated that economics is the science of wealth and Economy is concerned with the production, consumption, distribution and investment of goods and services. We might take our definition of economics from him. He titled his famous book, in 1776, as An Inquiry into the Nature and Causes of the Wealth of Nations. That is not a bad description of the subject matter of economics, but many economists have tried to find a more logical or scientific definition.

    There are various stages and definitions of economics found in literature. The major classifications of the definition of economics are as follows:

  • • Wealth Definition (Adam Smith)

  • • Welfare Definition (Alfred Marshall)

  • • Scarcity Definition (L. Robbins)

  • • Growth Oriented Definition (Paul A. Samuelson)

  • • Need Oriented Definition (Jacob Viner)

    • Wealth Concept Adam Smith, who is generally regarded as the father of economics, defined economics as “a science which enquires into the nature and cause of wealth of a nation.” He emphasized the production and growth of wealth as the subject matter of economics. This definition takes into account only material goods.

    Welfare Concept According to A. Marshall, “Economics is a study of mankind in the ordinary business of life; it examines that part of individual and social action which is most closely connected with the attainment and with the use of material requisites of well-being”. Thus, it is on one side a study of wealth; and on other; and more important side, a part of the study of man.

    Scarcity Concept According to Lionel Robbins, “Economics is the science which studies human behavior as a relationship between ends and scarce means which have alternate uses.”

    Growth and Development Concept According to Paul A. Samuelson, “Economics is the study of how men and society choose, with or without the use of money, to employ the scarce productive resources which have alternative uses, to produce various commodities over time and distribute them for consumption now and in future among various people and groups of society.”

  • 16 - Decision Making

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 439-456

  • Summary

    INTRODUCTION

    People make several decisions every day which have an impact on their lives. Decisions such as which academic institution to choose for education, where to invest capital, which doctor to consult for treatment, whether to make or buy a product, whether to rent or use an owned resource and so on are some important decisions for which people would desire to make the correct choice. A decision, in general, may be defined as the selection by the decision maker of an act, considered to be the best according to some pre-designated standard, from among the several available options. Decision making is the process of making a choice for a particular action when several alternative actions are available in a given decision make environment. The purpose of decision making is to select the best alternative action, i.e., the one with the highest expected value.

    TERMINOLOGIES USED IN DECISION MAKING

    Course of action: The decision taken by the decision maker is called a course of action.

    State of nature: Future events that are beyond the control of the decision maker are called state of nature.

    Pay-off: A pay-off is an outcome, expressed in numerical values, that results from each possible combination of alternatives and states of nature.

    STEPS IN DECISION MAKING

    The following steps are involved in decision making:

    Step 1 Determine the various alternative courses of action from which the best one is to be selected.

    Step 2 Identify the possible outcomes, called the states of nature or events for the decision problem.

    Step 3 Construct a pay-off table, i.e., a table representing profit, benefits and so on for each combination of alternative course of action and state of nature.

    If there are m alternative courses of action A1, A2, …, Am and n states of nature S1, S2, …, Sn, then the pay-off matrix will be represented as presented in Table 16.1.

    where xij is the pay-off resulting from the combination of ith state of nature or event and jth action.

    Step 4 Choose the criterion which results in largest pay-off. The criterion may be economic, quantitative or qualitative (for example, market share, profit, taste of a food and so on.)

  • Foreword

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp xv-xviii

  • Summary

    In the face of cut-throat competition of the present day, businesses the world over have become more and more technical. Alongside other professionals, engineers play a key role in running businesses successfully across the globe. They play an important role in decision-making, both in the manufacturing and service industries. Most of these decisions are made primarily on the basis of economic factors and their assessment. It is often seen that decision-makers do not possess the required knowledge and skills related to engineering, and thus, they frequently call upon engineers to make technical-economic analyses and suggest recommendations. Engineering Economy is an important subject for aspiring as well as practicing engineers today, as the techniques and models thus adopted assist engineers and managers in making well-thought-out decisions. They can use the knowledge of this subject to analyse and draw conclusions as they work on projects of all kinds of complexities.

    The success of engineering and business projects is usually measured in terms of financial efficiency. A project would be able to achieve maximum financial efficiency if it is properly planned and operated with respect to its technical, social and financial requirements. Since it is the engineers who understand the technical requirements of a project, they are best placed to assimilate the technical details with their knowledge of engineering economy to do an effective economic analysis and arrive at a sound managerial decision.

    The present volume, comprising 16 chapters, covers many such issues pertaining to economic analysis of projects. Chapter 1 summarizes the basic principles of engineering economy and its applications. Chapter 2 describes the fundamental concepts of mathematics and engineering economics, which will help readers learn the basic mathematical concepts required for economic analysis. The roles of factors involved in economic analysis have been discussed at length in Chapter 3. Chapter 4 describes the key concept of value of money, on which economic analyses are based. Topics such as simple and compound interests, cash flow diagrams, determination of equivalent cash flow at different points in time, nominal and effective interest rates have also been explained here. Chapter 5 describes the basic methods that can be used by engineers to perform economy-studies. The methods that can be used for selecting the best alternative out of many, have been presented in Chapter 6.

  • 15 - Cost Estimation

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 422-438

  • Summary

    INTRODUCTION

    In today's competitive environment, success of an organization, be it a manufacturing or a service organization, depends to a great extent on its ability to estimate costs as accurately as possible. For timely and economical completion of an engineering or business project, it is essential to accurately estimate costs associated with different stages of the project. In engineering projects, the estimation of costs is considered to be more important than revenue estimation. Therefore, different aspects of cost estimation are discussed in this chapter.

    Out of two types of costs, i.e., direct costs and indirect costs, it may be noted that indirect costs are not associated with a specific function, department or process. Hence, some logical basis should be used for allocating indirect costs to the different functions. For this purpose, both traditional as well as Activity-Based Costing (ABC) are also discussed in this chapter.

    HOW DOES AN ORGANIZATION ESTIMATE COST?

    Organizations are involved in either producing tangible products or providing services for customers for which serious efforts are made by them. In order to perform the required activities to produce goods or provide services, capital is required. In other words, for every activity there is an associated cost and, therefore, the organizations need to make cost estimates of the activities. The estimates should be as accurate as possible, so that the organization can arrange the capital required well in advance. Generally, cost estimations are required to be made in the initial stages of implementation of a project or a system. Maintenance and upgradation costs are estimated as a percentage of the first cost and they are subsequently added to make the trial cost estimates. Typical examples of a project include physical items such as building, bridge, manufacturing plant etc.

    On the other hand, a system refers to an operational design involving non-physical items such as processes, software, etc. Typical examples of a system include ERP software, GPS system etc.

    Cost comprises direct costs and indirect costs. Direct costs refer to costs that are incurred due to the involvement of several resources, such as people, material and machines, in the activities. Indirect costs are mainly incurred due to the factors that support the activities.

  • 14 - Forecasting

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 388-421

  • Summary

    INTRODUCTION

    In a competitive business environment, the success of an organization, be it manufacturing or service sector, depends to a great extent on its ability to correctly estimate the future demand of its products or services. The organizations can accomplish the task of estimation of future demand by using forecasting methods. Forecasting helps organizations in proper planning and control of operations and other resources which in turn ensures fulfillment of customers’ future demand. Several methods of forecasting have been developed to deal with forecasting problems of different nature. In this chapter, those methods of forecasting that specifically suit to production or operations situations are discussed and described.

    There is seldom a single forecasting method that can produce satisfactory results. One organization may find one method effective for its product or service, another may use some other method and a third may use a combination of methods. Forecasts of different time spans are required to serve as the basis for operating plans developed for different planning horizons. These include (1) plans for current operations and for the immediate future, (2) intermediate-range plans to provide for the capacities of personnel, materials and equipment required for the next 1 to 12 months, and (3) long-range plans for capacity, locations, changing product and service mix, and the development of new products and services.

    The forecast required for the planning of daily or weekly operations is called short-term forecasting on the other hand. The forecast required for the planning horizon of 1 to 12 months and 1 to 10 years or more is termed as intermediate-term and long-term forecasting respectively. While selecting a forecasting method it is necessary to consider a method that produces reasonably accurate results for the planning horizon under consideration. For example, if the decision will deal with activities over the next three months, a one month forecast would be valueless. On the other hand, it is unwise to select forecasting model for daily or weekly decisions.

    BASIC CATEGORIES OF FORECASTING METHODS

    Forecasting methods can be divided into following three categories:

  • • Extrapolative or time series method

  • • Causal or explanatory method

  • • Qualitative or judgmental methods

    • In some situations, a combination of methods may be more appropriate than a single method.

    Extrapolative or time series methods require past history of demand to forecast for the future.

  • 1 - Engineering Economics: A Prologue

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 1-44

  • Summary

    INTRODUCTION

    Engineering economics is concerned with the formulation, estimation and evaluation of the economic outcomes of alternatives that are available to accomplish a defined purpose. Engineering economics can be defined as a collection of mathematical techniques that simplify economic comparison. Engineers use the knowledge of engineering economics in analyzing, synthesizing and drawing conclusions as they work on projects of different sizes. In other words, the techniques and models of engineering economics assist engineers in making decisions. The success of engineering and business projects is normally measured in terms of financial efficiency. A project will be able to achieve maximum financial efficiency when it is properly planned and operated with respect to its technical, social, and financial requirements. Since engineers understand the technical requirements of a project, they can combine the technical details of the project and the knowledge of engineering economics to study and arrive at a sound managerial decision. The basic economic concepts that are essentially factors to be considered in making economy studies are briefly discussed in this chapter.

    INTRODUCTION TO ECONOMICS

    Economics is about choice and is at the heart of all decision-making. Individuals, businesses and governments are all faced with making choices in situations where resources are scarce. The principles of economics are applied to a wide range of fields, including business, finance, administration, law, local and national government and, indeed, in most of the aspects of everyday life. While studying economics, we examine topics of obvious importance to the well-being of all humans. Increasingly, policy debates in all areas are being cast in economic terms and understanding most of the current issues requires an understanding of economics.

    NEED TO STUDY ECONOMICS

    Studying economics gives insights into the general environment of resource allocation decisions, opportunity costs and project evaluation which are crucial in many areas. Often, these insights are not obvious, and can be counter-intuitive to those who don't apply economic reasoning.

    Economics studies economic activities: Humans perform various types of activities in their daily lives like religious, social, political and economic activities. Economics does not deal with all of them. But humans spend the maximum time on economic activities. Therefore, economics is a subject which studies economic activities of humans.

  • 7 - Replacement and Retention Decisions

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 241-253

  • Summary

    INTRODUCTION

    Business organizations use physical assets in the form of machines and equipments to produce goods and services. After a particular period of service, there might be a need for the replacement of the existing assets and therefore, the firms must constantly monitor the performance of the assets so as to decide whether they should be continued in service or they should be replaced with new assets. Replacement study is carried out to make an economic decision whether to retain or replace an existing asset at a point of time. If the decision is to replace, the study is complete. However, if the decision is to retain, the cost estimates and decision will be reconsidered at periodic intervals to ensure that the decision to retain is still economically correct.

    A replacement study involves an application of the A.W. method of comparing alternatives having different useful lives. In situations where a replacement study is required to be performed for no specified study period, the A.W. values are determined by a technique of cost evaluation called the economic service life (ESL) analysis. However, there is a different procedure for conducting replacement study for cases where study period is specified. All these procedures are discussed in this chapter.

    REASONS FOR REPLACEMENT

    Replacement study can be required for the following reasons:

    Reduced Performance Due to physical impairment deterioration or accident, the ability of the asset to reliably perform its intended functions reduces. This leads to increased costs of operation, higher wastage and rework costs, lost sales, reduced quality and higher maintenance costs.

    Altered Requirements In situations where the existing asset cannot meet the new requirements of accuracy, speed and other specifications.

    Obsolescence In the presence of a technologically advanced machine or equipment, the existing asset becomes obsolete. The product development cycle time to bring new products to market is getting shorter and this necessitates the replacement study even before the estimated useful life of the asset is reached.

    TERMINOLOGIES USED IN REPLACEMENT STUDY

    Before the procedure for replacement study is explained, it is important to understand the following terms:

    Defender and Challenger Defender and challenger are two mutually exclusive alternatives and a replacement study compares these two alternatives. The existing asset is called the defender whereas its potential replacement is known as the challenger.

  • 6 - Selection among Alternatives

  • Zahid A. Khan, Arshad N. Siddiquee, Brajesh Kumar, Mustufa H. Abidi, King Saud University, Saudi Arabia
  • Book:
    Principles of Engineering Economics with Applications
    Published online:
    12 December 2018
    Print publication:
    31 July 2018, pp 212-240

  • Summary

    INTRODUCTION

    Engineering or business projects can be accomplished by more than one method or alternative. The alternatives are developed from project proposals to achieve a stated purpose. The alternatives may be classified as one of the following:

    Mutually exclusive When the selection of one alternative excludes the choice of any other alternative being considered, the alternatives are called mutually exclusive. A mutually exclusive alternative selection takes place, for example, when a person must select the one best diesel car from several competing models.

    Independent When more than one economically viable alternative can be selected, the alternatives are classified as independent. Independent alternatives do not compete with one another in the evaluation. Each alternative is evaluated separately and thus the comparison is between one alternative at a time and the do-nothing alternative.

    Do-nothing (DN) The “do-nothing” refers to a situation when none of the alternatives being considered is selected, as they are not economically viable. DN option is usually understood to be an alternative when the evaluation is performed. If it is required that one of the defined alternatives must necessarily be selected, do nothing is considered an option.

    The alternatives available require the investment of different amounts of capital. The disbursement or outflow will be different in each case. Sometimes, the alternatives may produce different revenues, and frequently the useful life of the alternatives will be different. Because in such situations different levels of investment produce different economic outcomes, it is necessary to perform a study to determine economical viability of the alternatives. This chapter describes the methods used to compare mutually exclusive alternatives as well as independent alternatives.

    ALTERNATIVES HAVING IDENTICAL DISBURSEMENTS AND LIVES

    This is a simple case of comparison of mutually exclusive alternatives in which revenues from the various alternatives do not exist or may be assumed to be identical, and useful lives of all alternatives being considered are the same. Each of the six methods, i.e., P.W., F.W., A.W., I.R.R., E.R.R. and E.R.R.R discussed in Chapter 5 are used in Example 6.1 for this frequently encountered problem.

  • 5 - Deflection of beams and crack control

  • from Part 1 - Reinforced concrete
  • Yew-Chaye Loo, Griffith University, Queensland, Sanaul Huq Chowdhury, Griffith University, Queensland
  • Book:
    Reinforced and Prestressed Concrete
    Published online:
    12 December 2018
    Print publication:
    26 July 2018, pp 94-122

  • Summary

    Introduction

    As discussed in Section 1.2, in addition to strength, durability and fire resistance, serviceability is a design requirement specified in the Standard. Practical recommendations are given in Clauses 8.5, 8.6 and 8.9 of the Standard, for the treatments of beam deflection, crack control and slenderness limits for beams, respectively. The Standard also touches very briefly on the vibration of beams, stating qualitatively in Clause 8.7 (and in Clause 9.5 for slabs) that ‘vibration of beams shall be considered and appropriate action taken where necessary to ensure that the vibrations induced by machinery, or vehicular or pedestrian traffic, will not adversely affect the serviceability of the structure’.

    Although vibration topics are not dealt with in this book, the reader may refer to articles published by Chowdhury and Loo (2001, 2006), and by Salzmann, Fragomeni and Loo (2003) for the damping characteristics of simple and continuous concrete beams.

    In this chapter, details are provided on short- and long-term deflection calculations, and on alternative design requirements of maximum span/effective depth ratio, in accordance with the Standard. The analysis of the total deflection of beams under repeated loading is also introduced as an advanced topic. For completeness, crack control of beams is discussed in some detail. All the deflection topics are supplemented by worked out examples. Recommendations for computing effective flange widths have been presented in Section 4.2.2. The reader is referred to the Standard for discussions on slenderness limits and vibrations.

    Deflection formulas, effective span and deflection limits

    Formulas

    The deflection analysis of beams is a topic normally dealt with in courses such as ‘mechanics of materials’ and ‘structural analysis’. Therefore, it is sufficient here to simply summarise the general formulas for computing beam deflections. There are three common types of support conditions for beams:

  • simply supported

  • continuous

  • cantilever.

    • Loading, on the other hand, includes concentrated or point load, distributed load and applied moment.

Page 1168 of 1926