06-04-2011, 09:50 AM
PRESENTED BY
MOHAMMED DAANISH
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VALUE ENGINEERING
INTRODUCTION
In today’s environment of reduced budgets and staffing, the Department of Defense (DoD) can no longer afford the extensive time delays and increased costs that programs have experienced in the past.
VE can be an effective mechanism for generating cost savings or cost avoidance for contractors . It is intended for multiple audiences. For Government practitioners, it gives details on the basics of the VE methodology . For Government contracting officers and industry, it describes best practices for applying VE on Government contracts.
Definition of Value Engineering
VE is an organized/systematic approach directed at analyzing the function of systems, equipment, facilities, services, and supplies for the purpose of achieving their essential functions at the lowest life-cycle cost consistent with required performance, reliability, quality, and safety.
The implementation of the VE process on a problem typically increases performance, reliability, quality, safety, durability, effectiveness, or other desirable characteristics. Because “costs” are measurable, “cost reduction” is often thought of as the sole criterion for a VE application.
AIM OF VALUE ENGINEERING
Simplify the product.
Use cheaper and better material.
Modify and improve product design.
Use efficient processes and reduce cost.
Save money and increase profits.
Functions of value engineering
Primary function
Secondary function
Tertiary function
Applications of VE
Automobile industry
Machine tool industry
Material handling equipment
Military equipment
History- VE
During World War II, many manufacturers were forced to use substitute materials and designs as a result of critical material shortages. When the General Electric Company found that many of the substitutes were providing equal or better performance at less cost, it launched an effort (in 1947) to improve product efficiency by intentionally and systematically developing less costly alternatives.
Lawrence D. Miles, a staff engineer for General Electric, led this effort. Miles combined a number of ideas and techniques to develop a successful methodological approach for ensuring value in a product. The concept quickly spread through private industry as the possibilities for large returns from relatively modest investments were recognized. This methodology was originally termed value analysis or value control.
POTENTIAL VE APPLICATIONS
Many items in the DoD inventory are procured in accordance with Government developed specifications in large quantities on a regular basis. Due to advances in technology, materials, and processes, the applicable specifications may be outdated, and “technological regression” by a contractor may be needed to produce to the exists specifications. VE occurs when an item was designed and developed on a stringent schedule to meet urgent requirements. Under these conditions, the designers often incorporate “old, reliable” components or subsystems into the design simply because time will not permit qualification of an improved substitute.
The Job Plan
Value engineering is often done by systematically following a multi-stage job plan. Larry Miles' original system was a six-step procedure which he called the "value analysis job plan." Others have varied the job plan to fit their constraints. Depending on the application, there may be four, five, six, or more stages
One modern version has the following eight steps:
Preparation
Information
Analysis
Creation
Evaluation
Development
Presentation
Follow-up
VE Terminology
The term Value Engineering is synonymous with value management, value analysis, and value control.
The following terms are used throughout this document:
Value Engineering Project: A preplanned effort to study a specific area or task, the primary objective being to improve value using VE methodology while maintaining required functions.
Function: The purpose or use of an item or process. The VE approach first concerns itself with what the item or process is supposed to do. The consideration of function is the fundamental basis of the VE method.
Value: The relationship between the worth or utility of an item (expressed in monetary terms) and the actual monetary cost of the item. The highest value is represented by an item with the essential quality available at the lowest possible overall cost that will reliably perform the required function at the desired time and place.
Value Engineering Proposal: A specific proposal developed internally by DoD personnel for total value improvement from the use of VE techniques. Since Value Engineering Proposals are developed and implemented by Government personnel, all resulting savings accrue to the Government.
Value Engineering Change Proposal (VECP): A proposal submitted to the Government by the contractor in accordance with the VE clause in the contract.
This wide range of possibilities is best illustrated by the Defense Department’s annual VE awards program, which was established to recognize those individuals and organizations whose efforts have made significant contributions to the Department by identifying VE-related changes that resulted in cost savings or avoidance, quality improvements, or efficiencies. In addition, special recognition is given to initiatives that demonstrate innovative approaches and applications that expand the benefits of VE beyond their traditional scope.
VE METHODOLOGY
The VE methodology (referred to as the “job plan”) can be applied to any subject or problem.
The VE job plan divides the task being studied into functions. It provides time for the essential creative work and its necessary analysis so that the best choices can be made for further development.
The job plan is normally organized by a value team leader. It is conducted in six sequential phases :
1. Orientation Phase: Refine the problem and prepare for the value study.
2. Information Phase: Finalize the scope of the issues to be addressed, targets for improvement, and evaluation factors while building cohesion among team members.
3. Function Analysis Phase: Identify the most beneficial areas for study.
4. Creative Phase: Develop a large number of ideas for alternative ways to perform each function selected for further study.
5. Evaluation Phase: Refine and select the best ideas for development into specific value-improvement recommendations.
6. Development Phase: Determine the “best” alternatives for presentation to the decision-maker.
1. Orientation Phase.
1.Identify the Specific Issues To Be Addressed
2.Assess the Potential Gains for Resolving Each of These Issues
3.Prioritize the Issues
4.Draft a Scope and Objective for the Value Study
5. Establish Evaluation Factors
6. Determine Team Composition
B. Information Phase
1. Establish Workshop Rules of the Road
2. Finalize the Problem and the Associated Facts
3. Refine the Scope
C. Function Analysis Phase
1. Determine the Functions
2. Classify the Functions
3. Develop Function Relationships
4. Estimate the Cost of Performing Each Function
5. Determine the Best Opportunities for Improvement
D. Creative Phase
1. Discourage Creativity Inhibitors
2. Establish Ground Rules
3. Generate Alternative Ideas
E. Evaluation Phase
1. Eliminate Low Potential Ideas
2. Group Similar Ideas
3. Establish Idea Champions
4. List the Advantages and Disadvantages of Each Idea
5. Rank the Ideas
6. Select Ideas for Further Development
F. Development Phase
1. Conduct a Life-Cycle Cost Analysis
2. Determine the Most Beneficial Alternatives
3. Develop Implementation (Action) Plans
ESTABLISHING A VE PROGRAM
Applying VE to reduce cost and improve performance on a continuous basis involves a systematic approach for managing a VE program within an organization, providing practitioners with the necessary training, working with contractors to encourage and support their participation, expediting contractual approval, and sharing information with others who want to do the same.
1. Establishing a VE Program in Government
A VE program cannot be established in a vacuum. It must be fully integrated with other organizational activities. Because VE can be thought of as an enterprise change initiative, comparisons are often made to other enterprise change models.
Approaches will always have differences, however:
Each approach will have its own identifiable evolutionary path.
Some tools and characteristics will be strongly tied to a single approach.
Each approach may have a different goal, focus, scope, or business model.
Terminology will be different.
Individual circumstances can lend themselves to one approach over another
VE EDUCATION AND TRAINING
There are many possible sources of VE education and training. Nearly all colleges
and universities teach disciplines related to the practice of VE. Within the Department of Defense, the Defense Acquisition University offers a course on the contractual aspects of VE along with an online continuous-learning VE overview module .One of the missions of the Lawrence D. Miles Value Foundation is to create and promote teaching of value methodology courses at the university level. Currently, the Foundation has established agreements with several universities to offer certain VE courses
CONCLUSION
As part of the Defense Department’s attempts to reduce the total ownership cost Of fits weapon systems and infrastructure, application of programs such as Lean, Six Sigma ,Theory of Constraints, and Business Process Reengineering does not preclude an active, formal VE effort. VE tools have been proven to help implement these other programs .Applying these disciplines synergistically leads to greater savings and efficiencies. Competition between them decreases their effectiveness.
