Value

Engineering
What is it?
What Value Engineering Is
Not!
 Cost Cutting
 Design Review
 Project
Elimination
 Scope Reduction
 Quality Reduction
 Detailed Cost
Estimating
 Redesign
What Value Engineering
Is!
An organized study of FUNCTIONS to
satisfy the USER’S NEEDS with a
QUALITY PRODUCT at the LOWEST
LIFE CYCLE COST through APPLIED
CREATIVITY
 Definition of Value
Engineering
 Terms used to describe “Value
Engineering”
 Value Methodology
 This is the “official” term used by SAVE
International. It describes the overall body of
knowledge.
 Value Analysis
 This was the first term used when the process was
originally developed for manufacturing
 Value Engineering
 The term “engineering” was used to identify the
process as it is applied to design and construction
 Value Management
 This less commonly used term refers to its
application to business processes
 Definition of Value
Engineering

 The value of a function is defined

as the relationship of cost to
performance
Performancemax
Valuemax =
Costmin
 Definition of Value
Engineering
 “Good” Value is the lowest cost to reliably
provide the required function with essential
performance.

 Value is always increased by decreasing costs

while maintaining essential performance.

 Value may also be increased if the customer

needs, wants, and is willing to pay for greater
performance.
 Range of Application
 VE applies to everything because
every project or process has a
function
 VE can be applied at any point of
the design or process
 VE is a problem solving technique
 VE can be used as a technique for
developing design criteria
Reasons for Poor Value…
 Not enough time
 Lack of and/or for project
poor coordination formulation and/or
among designers design
 Failure to network
with customer –  Failure to utilize
poor definition of latest technologies
needs and wants
 Design based on  Negative attitudes
habitual thinking
or mistaken
beliefs
 More Reasons for Poor
Value…

 Poor communication in developing project

scope
 Lack of consensus among project
stakeholders with regard to project scope
 Outdated or inappropriate design standards
 Incorrect assumptions based on poor
information
 Fixation with previous design concepts
 Honest wrong beliefs
Common Misconceptions
 “VE is something we do all the time.”
 No it isn’t. VE requires the application of a specialized
body of knowledge at the right time with the right
people.
 “VE degrades project performance.”
 If applied properly, its should maintain or improve
project performance.
 “VE is just another management fad.”
 VE was developed in 1943. It is required by federal
and many state laws. It has a professional society and
maintains professional standards and accreditation.
 “VE is really just cost cutting.”
 Really?
 VE vs. Cost
Cutting/Reduction
 VE seeks to maintain or
VE seeks to maintain or   Cost reduction seeks to
improve performance cut INITIAL costs, often
while reducing TOTAL at the expense of
costs. project quality.

 VE is a pre-planned  Cost reduction is
allocation of time and  usually a reaction to
effort. budget overruns.
 VE is a highly structured  Cost reduction is an
process using a formal informal process.
methodology. 
 VE utilizes an objective,
multi-disciplined team and  Cost reduction
a trained facilitator.  generally involves only
 VE provides an organized a few management
follow-up, implementation personnel.
and reporting program.  Cost reduction does
not.
Value Engineering
Quality
Value Engineering is a
tool/method to enhance
QUALITY
 Timing the VE Effort
Potential Value Engineering Cost Savings

Potential
Savings

$
Cost to
Change

Design Final Design /

Planning Construction
Development Bid Documents

Project Life Cycle

 Some VE Study
Objectives
 Performance Improvement
 Significant Cost
Savings/Avoidance
 Optimization of Resources (Time &
Money)
 Review (Technical, QA) – Optional Objective
 Coordination (In- House & Users)
 Transfer Innovative Technologies
 Have Fun!
The Value Engineering Job
Plan

 Provides a systematic
approach
 Divides the study into
distinct work elements
 Value Engineering Is:
Step 1 – Preparation/Organization

Step 2 - Information
Step 3 – Function Analysis

Step 4 – Speculation/Creativity

Step 5 – Evaluation

Step 6 - Development

Step 7 – Presentation/Report

Step 8 – Implementation & Audit

 Information Phase
Purposes

 To determine user needs

 To gather and tabulate information
concerning the item as presently designed
 To build team knowledge and understanding
of the project
 To completely understand the specific use
of function requirements of the item
 To visit the site (preferable)
 Process continues throughout remainder of
the study
Information Phase
Techniques
 Get all the facts from the best possible
sources (e.g. design team)
 Develop cost models
 Determine and evaluate the function(s) of the
present design
 Prepare a FAST diagram
 Identify & define project Performance Criteria
 Develop project Performance Ratings
 Determine present design objectives &
constraints
 What does the customer want?
USE GOOD HUMAN RELATIONS
 Why is Functional Analysis
Important?
 You can’t always get what you want!
 You can’t always get what you want!
 You can’t always get what you want!
 BUT – if you try, somehow you just
might , from time to time, get what
you need!
 Function Analysis defines user’s
needs through verb-noun pairings
Function – The

 Specific purposes or intended use of an item (What

is this? What is it supposed to do? What else can
it do?)
 Function is that which makes a product, process or
project work or sell.
 All cost is for function.
 Primary functions posses value and are required to
make a product work or sell.
 Secondary functions have no value and are present
due to the current design of the product.
 That characteristic that makes a product or service
have value
 Determine by considering the user’s actual needs
 FAST Diagram
Function Analysis System Technique

How Why

Verb-Noun Verb-Noun Verb-Noun Verb-Noun

Function Function Function Function

Generating a Function Picture

Scope Line
Scope Line
 The Purpose of a FAST
Diagram is
 Show specific relationships of all
functions with respect to each
other
 Deepen the understanding of the
problem to be solved
 Promote discussion and information
gathering – team building
 Support the process of creativity
 FAST Diagrams
HOW? WHY?
Design “All The Time”
Objective Function

Higher Order Primary Secondary Secondary Assumed

Function Function Function Function Function WHEN?
Required
Secondary
Function
 Function Analysis
 Fuel Storage System

Steel
Sacrificial Tank
Excavation
Anode &
Backfill
 Function Analysis
 Identify the functions

Store
Protect Fuel
Tank Hide
Tank
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Primary
Function
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Tanks
Bins
Silos
Primary Pools
Boxes
Function Sacks
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Primary
Function
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Manufacture
Purchase
Recycle
Primary Trade
Generate
Function Mine
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Primary
Function
 Function Analysis
 Identify the “scope”

HOW? WHY?

Complete Perform Create Dispense Store Obtain

Task Work Energy Fuel Fuel Fuel

Pump
Pipeline
Conveyor
Primary Siphon
Cable
Function Microwave
Speculation Phase
Purposes

 To generate a large number of

alternatives that provide the
item’s basic function(s) without
considering their practicality
Speculation Phase
Techniques

 Use creative thinking

 No rules – no limits
 Forget about scope, speculate on the FUNCTION -
not on the item
 Don’t let regulations or people control your thinking
 If you don’t look for the second right answer, you
won’t find it
 Eliminate/simplify: modify and/or combine
alternatives
 Think – get out of the comfort zone and enjoy it!
 Keep talking, keep generating, let the juices flow!

Its about CHANGE!
USE GOOD HUMAN RELATIONS
 We’all’in’s never done it that
way before!!
? ?


Regulations What will
and my boss
Guidelines think?
are sacred!

? What if it doesn't work? ?

Creativity
 Creativity
Brainstorming Rules & Objectives…

 Criticism/evaluation is prohibited (at this time)

 Free-wheeling is welcomed and encouraged – be
uninhibited and think as a child
 Be spontaneous – rapid fire ‘gut feels’
 Quantity is desired over quality – cover the walls
 Combine and add to ideas
 Build upon another person’s ideas
 How do others solve similar problems
 Record all ideas
 There Are No Dumb
Ideas!

OK, so some of the ideas were dumb!

Which leads us to…….
 Analysis Phase
Purposes

 To evaluate, criticize, and rank alternatives

 Identify advantages and disadvantages as
compared to the baseline project
 Which alternatives offer the best combination of:
 Design-ability

 Construct-ability

 Operational ease

 Quality assurance

 Customer satisfaction

 And… low life-cycle cost

 To develop alternatives that offer the greatest

increase in value
 Analysis Phase
Techniques

 Prior experience
 Collective ‘Gut” feels
 Stakeholder input
 Use cost references
 Apply matrix techniques
 Define performance measures
 Weight and rank measures
 Evaluate alternatives
 Make sketches
 Consult experts
 Use your own judgment
USE GOOD HUMAN RELATIONS
 You gotta also
consider…
Life Cycle Cost

Analysis! (LCC)
A definition…
“The systematic evaluation of
alternative designs and the
comparison of their projected
development/design, construction,
operation/maintenance and
disposal costs or salvage value
over a specified time period.”
 In other words, LCC is…
 Simply put… Consider all the costs!
 Total LCC = Initial Cost + Ownership
Cost + Salvage value/disposal costs
 Deceptive… For example, security
was typically a minor cost, but can
now be a major consideration.
 LCC gives decision makers a
complete awareness of Big Picture
Development Phase
Purposes

 To select the best

alternative(s)
 To develop complete

written and oral

proposals
 Development Phase
Techniques
 Recommend specifics, not generalities
 Make sure your report describes the disadvantages
as well as the advantages
 Gather convincing facts
 Assure technical adequacy
 Spend your client’s money as you would your own
 Complete order-of-magnitude cost estimate
w/LCC
 Prepare Proposal
 Finalize FAST diagram for proposal
 Sell the idea through the justification
 You are selling something
uncomfortable to most people – CHANGE!
 Misteaks will cast doubt on your validity
USE GOOD HUMAN
RELATIONS
Presentation Phase
Purposes

 To present value engineering

study proposal(s) to the decision
makers/stake holders
 To obtain approval/support
 To enhance potential
implementation
Presentation Phase
Techniques

 Again, you are selling CHANGE!

 Your enthusiasm will sell your
proposal
 Use FAST diagram as a
communication tool – Are the most
important functions satisfied?
 Be brief, pertinent and convincing
 Keep it simple
USE GOOD HUMAN RELATIONS
 Presentation Phase
Techniques

 Anticipate/remove road blocks –

understand their point of view
 Network with people and gain

support
 BUT – you can’t please everybody

 AND – don’t overload the cart with

USE GOOD HUMAN RELATIONS
too much information
How to find out more
about VE...

 A Value Engineering Professional Society

 Information about becoming a Certified
Value Specialist
 Professional journals, annual conference
 Web site lists local chapters
 Also lists VE consultants and specialists
 Important Links

 SAVE International
 www.value-eng.org
Questions

Don’t be shy!