Value engineering is a systematic process aimed at improving value through the analysis of functions. It seeks to maintain or improve performance while reducing total costs over the life cycle of a project. The value engineering process involves 8 steps: preparation, information, function analysis, speculation, evaluation, development, presentation, and implementation. It is not simply cost cutting but rather focuses on maintaining essential performance at the lowest possible cost through creativity and analysis of functions.
Value engineering is a technique used to improve projects, processes, products, or services by determining the best functional balance between cost, reliability, and performance. It aims to identify unnecessary costs that can be eliminated without compromising quality, performance, or customer satisfaction. A value engineering study is conducted systematically using an eight-step job plan involving information gathering, functional analysis, creative idea generation, evaluation, and implementation. The goal is to deliver necessary functions at the lowest cost through improvements to design, materials selection, production processes, maintenance, and other factors.
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
How to integrate BAs and UX in a Agile/Lean environment to create an MVP to learn while reducing potential waste. Presented at Lviv IT Arena, 2015 in Lviv, Ukraine by Natalie Warnert, October 3, 2015
www.nataliewarnert.com
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
The document discusses how business analysts and UX professionals can collaborate effectively in an Agile environment through a process called the "Analyst and UX Runway". This process involves business analysts and UX professionals working together throughout the product development lifecycle from initial planning through execution and review, with the goal of continuously delivering value to customers through short iterations of planning, development and feedback. The Analyst and UX Runway approach aims to balance upfront planning with flexibility to incorporate frequent customer feedback.
The document discusses the challenges of traditional project management and introduces an agile approach called project inception. It outlines the goals of project inception, which are to define the project goal, create an initial project plan, and assess feasibility. It also discusses establishing product vision, customer needs, and technical goals during inception. The document provides guidance on splitting projects into problem and solution domains, creating a product backlog, and planning releases and iterations using an agile approach to help projects get started in a more effective manner.
Value engineering is a technique that seeks the optimal balance between cost, quality, and performance. It involves systematically analyzing the functions of a product, project, or process to find ways to reduce costs while maintaining essential performance. A value engineering study follows eight steps: orientation, information gathering, functional analysis, creative idea generation, idea evaluation, development of alternatives, presentation of recommendations, and implementation/follow-up. The goals are to determine the best design alternatives, reduce costs, improve quality and reliability, enhance customer satisfaction, and identify and solve problems. Early changes tend to be less expensive than later changes.
Building A Hyperion Center Of Excellence A Case StudyMark West
The document discusses setting up a Hyperion Center of Excellence (CoE) at Plantronics to address issues they encountered with new Hyperion deployments. It outlines typical problems like lack of experienced resources, inadequate documentation, and each project taking a different approach. It then describes how a CoE can help by defining standards, centralizing expertise, training, and best practices to enable more efficient development and reduced costs through reuse. Key roles discussed include business analysts, architects, project managers, trainers, and developer consultants. It provides advice on how to get started with a CoE by beginning small and evolving it over time.
This document discusses project planning, feasibility studies, and various factors to consider for IT projects. It covers guidelines for project plans, internal and external factors, components of a project plan, the project development lifecycle including planning, analysis, design, implementation, and support phases. It also discusses assessing the feasibility of projects, including tests of operational, technical, schedule, and economic feasibility. Methods for evaluating feasibility include feasibility matrices and analyses of benefits, costs, payback periods, and net present values. Managing stakeholder expectations is also addressed.
This document provides an introduction and overview of Agile software development. It discusses that Agile is a family of lightweight methodologies that advocate for human-centric development processes. The key aspects of Agile covered are the Agile Manifesto, values like communication and feedback, and practices like short iterations, test-driven development, planning, tracking progress, and maintaining a sustainable pace. It also discusses how Orange & Bronze has adopted Agile since 2005 and offers internal Agile training.
Value engineering is a technique used to improve projects, processes, products, or services by determining the best functional balance between cost, reliability, and performance. It aims to identify unnecessary costs that can be eliminated without compromising quality, performance, or customer satisfaction. A value engineering study is conducted systematically using an eight-step job plan involving information gathering, functional analysis, creative idea generation, evaluation, and implementation. The goal is to deliver necessary functions at the lowest cost through improvements to design, materials selection, production processes, maintenance, and other factors.
Lean Business Analysis and UX Runway - Natalie WarnertNatalie Warnert
How to integrate BAs and UX in a Agile/Lean environment to create an MVP to learn while reducing potential waste. Presented at Lviv IT Arena, 2015 in Lviv, Ukraine by Natalie Warnert, October 3, 2015
www.nataliewarnert.com
Lean Business Analysis and UX Runway: Managing Value by Reducing Waste (Natal...IT Arena
The document discusses how business analysts and UX professionals can collaborate effectively in an Agile environment through a process called the "Analyst and UX Runway". This process involves business analysts and UX professionals working together throughout the product development lifecycle from initial planning through execution and review, with the goal of continuously delivering value to customers through short iterations of planning, development and feedback. The Analyst and UX Runway approach aims to balance upfront planning with flexibility to incorporate frequent customer feedback.
The document discusses the challenges of traditional project management and introduces an agile approach called project inception. It outlines the goals of project inception, which are to define the project goal, create an initial project plan, and assess feasibility. It also discusses establishing product vision, customer needs, and technical goals during inception. The document provides guidance on splitting projects into problem and solution domains, creating a product backlog, and planning releases and iterations using an agile approach to help projects get started in a more effective manner.
Value engineering is a technique that seeks the optimal balance between cost, quality, and performance. It involves systematically analyzing the functions of a product, project, or process to find ways to reduce costs while maintaining essential performance. A value engineering study follows eight steps: orientation, information gathering, functional analysis, creative idea generation, idea evaluation, development of alternatives, presentation of recommendations, and implementation/follow-up. The goals are to determine the best design alternatives, reduce costs, improve quality and reliability, enhance customer satisfaction, and identify and solve problems. Early changes tend to be less expensive than later changes.
Building A Hyperion Center Of Excellence A Case StudyMark West
The document discusses setting up a Hyperion Center of Excellence (CoE) at Plantronics to address issues they encountered with new Hyperion deployments. It outlines typical problems like lack of experienced resources, inadequate documentation, and each project taking a different approach. It then describes how a CoE can help by defining standards, centralizing expertise, training, and best practices to enable more efficient development and reduced costs through reuse. Key roles discussed include business analysts, architects, project managers, trainers, and developer consultants. It provides advice on how to get started with a CoE by beginning small and evolving it over time.
This document discusses project planning, feasibility studies, and various factors to consider for IT projects. It covers guidelines for project plans, internal and external factors, components of a project plan, the project development lifecycle including planning, analysis, design, implementation, and support phases. It also discusses assessing the feasibility of projects, including tests of operational, technical, schedule, and economic feasibility. Methods for evaluating feasibility include feasibility matrices and analyses of benefits, costs, payback periods, and net present values. Managing stakeholder expectations is also addressed.
This document provides an introduction and overview of Agile software development. It discusses that Agile is a family of lightweight methodologies that advocate for human-centric development processes. The key aspects of Agile covered are the Agile Manifesto, values like communication and feedback, and practices like short iterations, test-driven development, planning, tracking progress, and maintaining a sustainable pace. It also discusses how Orange & Bronze has adopted Agile since 2005 and offers internal Agile training.
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
This document discusses challenges in building a product organization within a services company and provides recommendations. It addresses issues like fixed-bid projects using agile methods, distributed teams, quantitative metrics, performance reviews, and tool selection. The key recommendations are to break projects into prioritized phases, focus on business value, improve collaboration, assess team behaviors, provide training and certifications, implement objective metrics tracking, tailor reviews to roles, and select tools that address technical debt. The overall message is that a mindset, process, and system transformation is needed to move from services to value engineering and deliver better outcomes through self-organizing teams.
Value engineering is a systematic approach to identifying unnecessary costs in construction projects. It was developed in the 1940s by Lawrence Miles at General Electric to address costs during wartime shortages. The value engineering process involves multi-disciplinary teams analyzing the functions of a project and finding alternative ways to achieve those functions at a lower overall cost. Value engineering studies typically identify ways to save 5-10% of total project costs through eliminating unnecessary expenses without compromising quality, utility or lifespan. The goal is not just reducing item costs but determining the worth of basic functions and setting target costs to find more cost-effective design alternatives.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
The document provides an overview of project management theory and processes. It discusses key definitions like what constitutes a project and project management. The main project management processes covered are initiating, planning, executing, monitoring and controlling, and closing. It emphasizes the importance of thorough planning and establishing a clear project scope from the start. Project lifecycles and their stages are also summarized.
51
مبادرة
#تواصل_تطوير
المحاضرة الواحدة والخمسون من المبادرة مع
دكتور / جاكلين فهمي
رئيس الفرع الإقليمي للجمعية الأمريكية للهندسة القيمية
بشرق البحر المتوسط وافريقياSave International
"Agility Of Value Engineering" بعنوان
التاسعة مساء توقيت مكة المكرمةالأربعاء02سبتمبر2020
وذلك عبر تطبيق زووم
https://us02web.zoom.us/meeting/register/tZMsfuCqpzItGNEffhTw6WOV5FO_01qQFp7s
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Value Engineering - PMPD Presentation_0.pptxPareshSwami2
The document provides an overview of value engineering for a project presentation. It defines value engineering, outlines when it should be conducted in a project, and describes the typical multi-step methodology. Conducting value engineering early in design allows greater opportunities for savings without impacting schedule. The goals are to maximize necessary functions at the lowest possible cost while maintaining quality, safety, and stakeholder satisfaction over the long term. Examples of value engineering alternatives are also presented.
Webinar - Design Thinking for Platform EngineeringOpenCredo
This document discusses approaching platform engineering with a design thinking mindset. It begins by outlining challenges with existing approaches, such as tools being difficult to use and responsibilities being blurred. It then defines platform engineering and describes design thinking, which integrates user needs, technology possibilities, and business requirements. The design thinking process involves empathizing with users to gain insights, defining opportunities, ideating solutions, prototyping ideas, and testing assumptions. The document argues that applying a human-centered design thinking approach helps focus on outcomes rather than just technology, surfaces conflicts, identifies new opportunities, and involves frequent testing with users. It concludes by recommending getting started with design thinking for platform engineering by identifying and prioritizing problems, engaging stakeholders
A presentation given at the American Association of Museums Annual Meeting in May 2004. Created and presented along with Kyra Bowling and Claudia Lewis.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
HanoiScrum: Agile co-exists with WaterfallVu Hung Nguyen
This document discusses the differences between Agile and Waterfall project management methodologies and whether they can be combined for large projects. It provides definitions and core principles of Agile, including an emphasis on adaptability, frequent delivery of working software, and collaboration between business and development teams. The document also outlines the traditional phases of the Waterfall model. It considers whether Agile and Waterfall can be mixed, with Agile used for scoping and design and Waterfall for implementation. Experts' opinions are presented that argue a hybrid approach can work if the proper criteria are used to determine when each methodology is applied.
Value engineering began in 1947 as a technique to reduce costs. It focuses on the function of a product rather than its design or materials. The value engineering process involves understanding customer needs and functions, then generating and evaluating ideas to provide the necessary functions at the lowest cost without compromising quality. It uses tools like FAST (Function Analysis System Technique) diagrams to break down functions and identify opportunities. The goal is not just cost cutting but finding the most cost-effective solution to meet the desired functions. The value engineering cycle involves information gathering, creativity, evaluation, planning, reporting, and implementation phases.
Changing landscape of software project managementPramesh Vaidya
This document provides an overview of project management and the changing landscape of software project management. It defines what a project is and what project management entails. It then discusses traditional sequential models like waterfall and more iterative models like spiral and agile. Agile practices are based on values like collaboration, working software, responding to change. Specific agile frameworks like Scrum and Kanban are covered. The document also discusses challenges of scaling agile and approaches like SAFe, Nexus and LeSS. It concludes by noting the transformation in project management tools.
The document provides an overview of value analysis and value engineering. It defines value analysis as identifying unnecessary costs to increase profitability. The value of a product is determined by its function relative to cost. The value analysis method involves defining the basic function of a product abstractly to allow for alternative ideas. It then describes the 8-step value analysis process including questioning techniques, creativity phases, analysis, development, presentation, implementation, and verification.
The document provides an overview of agile development, including its definition, principles, types of agile methodologies, lifecycle, tools, and suitability for different types of projects. Agile development is an iterative approach that emphasizes early delivery of working software, collaboration between self-organizing cross-functional teams, and the ability to rapidly respond to changes in requirements. Some common agile methodologies discussed include Scrum, eXtreme Programming, and Lean Development.
You'll learn:
- How to transition through through inspiration, ideation, and implementation with a global team
- How to turn “statements of intent” into prioritized user stories.
- How to increase team velocity without sacrificing usability
DevOps, Agile methods and Continuous Improvement in the Software development ...Paulo Traça
This document discusses DevOps, Agile methods, and continuous improvement in the software development lifecycle. It covers these topics at a superficial level. Agile and DevOps can mean different things to different people, involving a set of values, principles, methods, practices, and tools. The Agile Manifesto prioritizes individuals and interactions, working software, customer collaboration, and responding to change. Agile principles include satisfying customers through early delivery, welcoming changing requirements, measuring progress through working software, collaboration between business and developers, and continuously improving effectiveness. DevOps similarly values early delivery and working software, and treats infrastructure as code.
The document discusses product ownership as a team effort requiring diverse skills. It outlines that the product owner role alone is flawed and product ownership benefits from a team with varied viewpoints. Additionally, the summary should note that the document provides an overview of different project types, tools to help product owners focus on value, and techniques for effective product backlogs and vision setting.
The document describes key concepts in discrete-event simulation including entities, attributes, activities, events, and delays. It discusses three main approaches to discrete-event simulation: event-scheduling, process-interaction, and activity-scanning. The event-scheduling approach uses a future event list to order events by time and advance the simulation clock. It proceeds by processing one event at a time in chronological order. The process-interaction approach models the life cycle of individual entities. The activity-scanning approach checks for activities that can occur at fixed time increments.
The WV model of continuous improvement depicts a problem-solving process with alternating phases of conceptual thinking ("thought") and empirical data collection ("experience"). It illustrates three types of improvement: process control, reactive improvement to address weak processes, and proactive improvement to select strategic directions. The model represents an iterative cycle of planning, implementing, evaluating, and modifying processes to drive continuous step-by-step advances.
The document provides an overview of key project management terms and principles including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project planning, work breakdown structure, scheduling, earned value management, risk management, and some project management proverbs. It emphasizes the importance of scope management, configuration control, risk mitigation, and using tools like the work breakdown structure, scheduling, and earned value management to manage a project successfully.
The document provides an overview of key project management concepts and terms including the project management body of knowledge (PMBOK), the triple constraint of time, cost and scope, requirements definition, project charters, work breakdown structures, scheduling, earned value management, risk management, and configuration management. It emphasizes the importance of project planning, scope management, and using tools like the work breakdown structure, scheduling, and earned value management to track project performance and predict outcomes.
This document discusses challenges in building a product organization within a services company and provides recommendations. It addresses issues like fixed-bid projects using agile methods, distributed teams, quantitative metrics, performance reviews, and tool selection. The key recommendations are to break projects into prioritized phases, focus on business value, improve collaboration, assess team behaviors, provide training and certifications, implement objective metrics tracking, tailor reviews to roles, and select tools that address technical debt. The overall message is that a mindset, process, and system transformation is needed to move from services to value engineering and deliver better outcomes through self-organizing teams.
Value engineering is a systematic approach to identifying unnecessary costs in construction projects. It was developed in the 1940s by Lawrence Miles at General Electric to address costs during wartime shortages. The value engineering process involves multi-disciplinary teams analyzing the functions of a project and finding alternative ways to achieve those functions at a lower overall cost. Value engineering studies typically identify ways to save 5-10% of total project costs through eliminating unnecessary expenses without compromising quality, utility or lifespan. The goal is not just reducing item costs but determining the worth of basic functions and setting target costs to find more cost-effective design alternatives.
Business requirements gathering and analysisMena M. Eissa
Business analysis and requirements management are a key to project success.
This workshop helps candidates perform better based on sharing real life experience with them.
The document provides an overview of project management theory and processes. It discusses key definitions like what constitutes a project and project management. The main project management processes covered are initiating, planning, executing, monitoring and controlling, and closing. It emphasizes the importance of thorough planning and establishing a clear project scope from the start. Project lifecycles and their stages are also summarized.
51
مبادرة
#تواصل_تطوير
المحاضرة الواحدة والخمسون من المبادرة مع
دكتور / جاكلين فهمي
رئيس الفرع الإقليمي للجمعية الأمريكية للهندسة القيمية
بشرق البحر المتوسط وافريقياSave International
"Agility Of Value Engineering" بعنوان
التاسعة مساء توقيت مكة المكرمةالأربعاء02سبتمبر2020
وذلك عبر تطبيق زووم
https://us02web.zoom.us/meeting/register/tZMsfuCqpzItGNEffhTw6WOV5FO_01qQFp7s
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
Value Engineering - PMPD Presentation_0.pptxPareshSwami2
The document provides an overview of value engineering for a project presentation. It defines value engineering, outlines when it should be conducted in a project, and describes the typical multi-step methodology. Conducting value engineering early in design allows greater opportunities for savings without impacting schedule. The goals are to maximize necessary functions at the lowest possible cost while maintaining quality, safety, and stakeholder satisfaction over the long term. Examples of value engineering alternatives are also presented.
Webinar - Design Thinking for Platform EngineeringOpenCredo
This document discusses approaching platform engineering with a design thinking mindset. It begins by outlining challenges with existing approaches, such as tools being difficult to use and responsibilities being blurred. It then defines platform engineering and describes design thinking, which integrates user needs, technology possibilities, and business requirements. The design thinking process involves empathizing with users to gain insights, defining opportunities, ideating solutions, prototyping ideas, and testing assumptions. The document argues that applying a human-centered design thinking approach helps focus on outcomes rather than just technology, surfaces conflicts, identifies new opportunities, and involves frequent testing with users. It concludes by recommending getting started with design thinking for platform engineering by identifying and prioritizing problems, engaging stakeholders
A presentation given at the American Association of Museums Annual Meeting in May 2004. Created and presented along with Kyra Bowling and Claudia Lewis.
Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
HanoiScrum: Agile co-exists with WaterfallVu Hung Nguyen
This document discusses the differences between Agile and Waterfall project management methodologies and whether they can be combined for large projects. It provides definitions and core principles of Agile, including an emphasis on adaptability, frequent delivery of working software, and collaboration between business and development teams. The document also outlines the traditional phases of the Waterfall model. It considers whether Agile and Waterfall can be mixed, with Agile used for scoping and design and Waterfall for implementation. Experts' opinions are presented that argue a hybrid approach can work if the proper criteria are used to determine when each methodology is applied.
Value engineering began in 1947 as a technique to reduce costs. It focuses on the function of a product rather than its design or materials. The value engineering process involves understanding customer needs and functions, then generating and evaluating ideas to provide the necessary functions at the lowest cost without compromising quality. It uses tools like FAST (Function Analysis System Technique) diagrams to break down functions and identify opportunities. The goal is not just cost cutting but finding the most cost-effective solution to meet the desired functions. The value engineering cycle involves information gathering, creativity, evaluation, planning, reporting, and implementation phases.
Changing landscape of software project managementPramesh Vaidya
This document provides an overview of project management and the changing landscape of software project management. It defines what a project is and what project management entails. It then discusses traditional sequential models like waterfall and more iterative models like spiral and agile. Agile practices are based on values like collaboration, working software, responding to change. Specific agile frameworks like Scrum and Kanban are covered. The document also discusses challenges of scaling agile and approaches like SAFe, Nexus and LeSS. It concludes by noting the transformation in project management tools.
The document provides an overview of value analysis and value engineering. It defines value analysis as identifying unnecessary costs to increase profitability. The value of a product is determined by its function relative to cost. The value analysis method involves defining the basic function of a product abstractly to allow for alternative ideas. It then describes the 8-step value analysis process including questioning techniques, creativity phases, analysis, development, presentation, implementation, and verification.
The document provides an overview of agile development, including its definition, principles, types of agile methodologies, lifecycle, tools, and suitability for different types of projects. Agile development is an iterative approach that emphasizes early delivery of working software, collaboration between self-organizing cross-functional teams, and the ability to rapidly respond to changes in requirements. Some common agile methodologies discussed include Scrum, eXtreme Programming, and Lean Development.
You'll learn:
- How to transition through through inspiration, ideation, and implementation with a global team
- How to turn “statements of intent” into prioritized user stories.
- How to increase team velocity without sacrificing usability
DevOps, Agile methods and Continuous Improvement in the Software development ...Paulo Traça
This document discusses DevOps, Agile methods, and continuous improvement in the software development lifecycle. It covers these topics at a superficial level. Agile and DevOps can mean different things to different people, involving a set of values, principles, methods, practices, and tools. The Agile Manifesto prioritizes individuals and interactions, working software, customer collaboration, and responding to change. Agile principles include satisfying customers through early delivery, welcoming changing requirements, measuring progress through working software, collaboration between business and developers, and continuously improving effectiveness. DevOps similarly values early delivery and working software, and treats infrastructure as code.
The document discusses product ownership as a team effort requiring diverse skills. It outlines that the product owner role alone is flawed and product ownership benefits from a team with varied viewpoints. Additionally, the summary should note that the document provides an overview of different project types, tools to help product owners focus on value, and techniques for effective product backlogs and vision setting.
The document describes key concepts in discrete-event simulation including entities, attributes, activities, events, and delays. It discusses three main approaches to discrete-event simulation: event-scheduling, process-interaction, and activity-scanning. The event-scheduling approach uses a future event list to order events by time and advance the simulation clock. It proceeds by processing one event at a time in chronological order. The process-interaction approach models the life cycle of individual entities. The activity-scanning approach checks for activities that can occur at fixed time increments.
The WV model of continuous improvement depicts a problem-solving process with alternating phases of conceptual thinking ("thought") and empirical data collection ("experience"). It illustrates three types of improvement: process control, reactive improvement to address weak processes, and proactive improvement to select strategic directions. The model represents an iterative cycle of planning, implementing, evaluating, and modifying processes to drive continuous step-by-step advances.
This document discusses laminar flow characteristics including:
1. Laminar flow occurs in orderly layers with no intermixing between fluid particles.
2. Velocity is nearly constant in magnitude and direction within each layer.
3. Viscous forces dominate over other forces, damping any disturbances.
4. Shear stress is calculated using Newton's law of viscosity and the no-slip condition causes non-uniform velocity across a flow section.
This document provides an overview of the basic seven tools of quality: fishbone diagrams, histograms, Pareto analysis, flowcharts, scatter plots, run charts, and control charts. It uses examples from a fictional Acme Pizza business to demonstrate how each tool can be constructed and applied. Histograms and Pareto analysis of Acme's Thursday sales data show that most orders are for 2 slices. Flowcharts map Acme's pizza making process to find areas for improvement. Scatter plots and control charts examine relationships between variables like cooking time and defective pies to identify process issues. The seven tools provide visual and statistical methods for quality analysis and improvement.
This document discusses Pascal's law and how pressure in liquids is transmitted equally in all directions. It provides a mathematical proof using a triangular element of liquid showing that the horizontal, vertical, and diagonal pressures are all equal. It then discusses how pressure in a liquid increases with depth due to the weight of the liquid above. Simple manometers like piezometers and U-tube manometers are described for measuring pressure by balancing liquid columns.
1) The document describes laminar flow of viscous fluid through a circular pipe using Hagen-Poiseuille law.
2) It derives equations for shear stress distribution, velocity profile, and relationship between average and maximum velocity.
3) The key equation derived is the Hagen-Poiseuille equation which relates the pressure drop in a pipe to factors like viscosity, flow rate, pipe length and diameter.
The document discusses function analysis and the Function Analysis System Technique (FAST) diagram. It provides information on the purpose and activities of the function analysis phase when conducting a value engineering workshop. This phase aims to understand the project functions rather than the design. Common activities include identifying and classifying functions, developing FAST diagrams, and estimating the worth of functions. The FAST diagram visually represents the relationships between functions. It discusses the classical and technically-oriented FAST models which differ in how supporting functions are depicted.
An improved modulation technique suitable for a three level flying capacitor ...IJECEIAES
This research paper introduces an innovative modulation technique for controlling a 3-level flying capacitor multilevel inverter (FCMLI), aiming to streamline the modulation process in contrast to conventional methods. The proposed
simplified modulation technique paves the way for more straightforward and
efficient control of multilevel inverters, enabling their widespread adoption and
integration into modern power electronic systems. Through the amalgamation of
sinusoidal pulse width modulation (SPWM) with a high-frequency square wave
pulse, this controlling technique attains energy equilibrium across the coupling
capacitor. The modulation scheme incorporates a simplified switching pattern
and a decreased count of voltage references, thereby simplifying the control
algorithm.
Applications of artificial Intelligence in Mechanical Engineering.pdfAtif Razi
Historically, mechanical engineering has relied heavily on human expertise and empirical methods to solve complex problems. With the introduction of computer-aided design (CAD) and finite element analysis (FEA), the field took its first steps towards digitization. These tools allowed engineers to simulate and analyze mechanical systems with greater accuracy and efficiency. However, the sheer volume of data generated by modern engineering systems and the increasing complexity of these systems have necessitated more advanced analytical tools, paving the way for AI.
AI offers the capability to process vast amounts of data, identify patterns, and make predictions with a level of speed and accuracy unattainable by traditional methods. This has profound implications for mechanical engineering, enabling more efficient design processes, predictive maintenance strategies, and optimized manufacturing operations. AI-driven tools can learn from historical data, adapt to new information, and continuously improve their performance, making them invaluable in tackling the multifaceted challenges of modern mechanical engineering.
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...IJECEIAES
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
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Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
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2. What Value Engineering Is
Not!
Cost Cutting
Design Review
Project Elimination
Scope Reduction
Quality Reduction
Detailed Cost
Estimating
Redesign
3. 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
4. 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
5. Definition of Value Engineering
The value of a function is defined as
the relationship of cost to
performance
Performancemax
Costmin
Valuemax =
6. 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.
7. 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
8. Reasons for Poor Value…
Lack of and/or
poor coordination
among designers
Failure to network
with customer –
poor definition of
needs and wants
Design based on
habitual thinking
or mistaken
beliefs
Not enough time
for project
formulation
and/or design
Failure to utilize
latest
technologies
Negative
attitudes
9. 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
10. 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?
11. VE vs. Cost Cutting/Reduction
VE seeks to maintain or
improve performance
while reducing TOTAL
costs.
VE is a pre-planned
allocation of time and
effort.
VE is a highly structured
process using a formal
methodology.
VE utilizes an objective,
multi-disciplined team and
a trained facilitator.
VE provides an organized
follow-up, implementation
and reporting program.
Cost reduction seeks to cut
INITIAL costs, often at the
expense of project quality.
Cost reduction is usually a
reaction to budget
overruns.
Cost reduction is an
informal process.
Cost reduction generally
involves only a few
management personnel.
Cost reduction does not.
e
e
e
e
e
13. Timing the VE Effort
Planning
Design
Development
Final Design /
Bid Documents
Construction
Project Life Cycle
$
Potential Value Engineering Cost Savings
Cost to
Change
Potential
Savings
14. 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!
15. The Value Engineering Job
Plan
Provides a systematic
approach
Divides the study into
distinct work elements
16. Value Engineering Is:
Step 2 - Information
Step 3 – Function Analysis
Step 4 – Speculation/Creativity
Step 5 – Evaluation
Step 6 - Development
Step 7 – Presentation/Report
Step 1 – Preparation/Organization
Step 8 – Implementation & Audit
17. 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
18. 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
19. 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
20. 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
21. FAST Diagram
Function Analysis System Technique
Verb-Noun
Function
Verb-Noun
Function
Verb-Noun
Function
Verb-Noun
Function
How Why
Generating a Function Picture
Scope Line
Scope Line
22. 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
26. Function Analysis
Identify the “scope”
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Primary
Function
HOW? WHY?
27. Function Analysis
Identify the “scope”
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Tanks
Bins
Silos
Pools
Boxes
Sacks
Primary
Function
HOW? WHY?
28. Function Analysis
Identify the “scope”
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Primary
Function
HOW? WHY?
29. Function Analysis
Identify the “scope”
Manufacture
Purchase
Recycle
Trade
Generate
Mine
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Primary
Function
HOW? WHY?
30. Function Analysis
Identify the “scope”
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Primary
Function
HOW? WHY?
31. Function Analysis
Identify the “scope”
HOW? WHY?
Complete
Task
Perform
Work
Create
Energy
Dispense
Fuel
Store
Fuel
Obtain
Fuel
Primary
Function
Pump
Pipeline
Conveyor
Siphon
Cable
Microwave
32. Speculation Phase
Purposes
To generate a large number of
alternatives that provide the item’s
basic function(s) without considering
their practicality
33. 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
34.
We’all’in’s never done it that
way before!!
Regulations
and
Guidelines
are sacred!
What will
my boss
think?
What if it doesn't work?
?
?
?
?
36. 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
37. There Are No Dumb Ideas!
OK, so some of the ideas were dumb!
Which leads us to…….
38. 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
39. 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
40. 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.”
41. 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
43. 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
44. Presentation Phase
Purposes
To present value engineering study
proposal(s) to the decision
makers/stake holders
To obtain approval/support
To enhance potential implementation
45. 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
46. 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 too
much information
USE GOOD HUMAN RELATIONS
47. 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