The document discusses:
1. The definitions and objectives of value analysis and value engineering, which aim to identify unnecessary costs and improve value through analyzing functions.
2. Key terminology used in value analysis, including defining the basic functions that must be provided versus secondary supporting functions that could potentially be modified or removed to reduce costs.
3. The historical origins and development of value analysis techniques by Lawrence Miles at General Electric in the 1940s.
Value analysis and value engineering are techniques used to analyze the value of products, processes, and capital projects. They involve identifying the functions of an item and finding ways to accomplish those functions at the lowest total cost while maintaining quality and performance. Value analysis was traditionally used on existing products while value engineering focused on new products at the design stage. Both aim to reduce unnecessary costs and improve operations and product performance using techniques like function analysis. The concepts and techniques were developed in the 1940s at GE by Lawrence Miles, who is considered the father of value analysis and value engineering.
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is typically applied after development to existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to increase value for customers and profits for organizations. The techniques were developed by Lawrence Miles at GE in the 1940s and have been widely adopted globally.
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.
Value analysis is a systematic process to reduce costs without compromising quality or function. It was developed after WWII at GE to address shortages by finding substitutes. Value analysis identifies unnecessary costs and improves value through functions analysis. The process involves decomposing products and identifying alternate ways to achieve the main function at a lower cost. Value analysis has provided major cost savings for many leading companies. It focuses on customer needs and removes non-value adding functions or costs.
VALUE ANALYSIS,VALUE ENGINEERING, BUSINESS PROCESS REENGINEERINGT HARI KUMAR
Value analysis and value engineering are techniques used to increase the value of products, processes, and projects. Value analysis focuses on existing products and value engineering focuses on new products during development. Both techniques involve identifying necessary functions, establishing the value of each function, and finding ways to deliver necessary functions at the lowest total cost over the product's life cycle. The value analysis process involves an eight-step job plan to systematically analyze products and identify opportunities to improve value. The objectives are to reduce costs while maintaining or improving necessary functions.
1: Value Analysis provides great turnaround in the operations of the businesses.
2: Use Value Analysis to analyze and understand the detail of cost for specific situations.
3: Use it to find a focus on key areas for innovation.
4: Use it in reverse (called Value Engineering) to identify specific solutions to detail problems.
Value analysis and value engineering aim to reduce unnecessary costs through a systematic, creative approach. Value analysis focuses on identifying value as the relationship between function and cost, while value engineering takes a problem-solving perspective to improve value. The value methodology involves analyzing functions, determining functional worth, and providing necessary functions at lowest cost. Value engineering is applied through interdisciplinary teams using techniques like function analysis to develop cost-saving solutions.
Value analysis and value engineering are techniques used to analyze the value of products, processes, and capital projects. They involve identifying the functions of an item and finding ways to accomplish those functions at the lowest total cost while maintaining quality and performance. Value analysis was traditionally used on existing products while value engineering focused on new products at the design stage. Both aim to reduce unnecessary costs and improve operations and product performance using techniques like function analysis. The concepts and techniques were developed in the 1940s at GE by Lawrence Miles, who is considered the father of value analysis and value engineering.
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is traditionally used after development to analyze existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis methodology to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to maximize value for the customer. Larry Miles is considered the founder of these techniques which he developed at GE in the 1940s and which have since been widely adopted.
Value analysis and value engineering are techniques used to identify unnecessary costs in products, processes, and services. Value analysis is typically applied after development to existing offerings, while value engineering is used during design and development stages. Both use a team approach and function analysis to reliably deliver necessary functions at the lowest total cost over the lifecycle in order to increase value for customers and profits for organizations. The techniques were developed by Lawrence Miles at GE in the 1940s and have been widely adopted globally.
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.
Value analysis is a systematic process to reduce costs without compromising quality or function. It was developed after WWII at GE to address shortages by finding substitutes. Value analysis identifies unnecessary costs and improves value through functions analysis. The process involves decomposing products and identifying alternate ways to achieve the main function at a lower cost. Value analysis has provided major cost savings for many leading companies. It focuses on customer needs and removes non-value adding functions or costs.
VALUE ANALYSIS,VALUE ENGINEERING, BUSINESS PROCESS REENGINEERINGT HARI KUMAR
Value analysis and value engineering are techniques used to increase the value of products, processes, and projects. Value analysis focuses on existing products and value engineering focuses on new products during development. Both techniques involve identifying necessary functions, establishing the value of each function, and finding ways to deliver necessary functions at the lowest total cost over the product's life cycle. The value analysis process involves an eight-step job plan to systematically analyze products and identify opportunities to improve value. The objectives are to reduce costs while maintaining or improving necessary functions.
1: Value Analysis provides great turnaround in the operations of the businesses.
2: Use Value Analysis to analyze and understand the detail of cost for specific situations.
3: Use it to find a focus on key areas for innovation.
4: Use it in reverse (called Value Engineering) to identify specific solutions to detail problems.
Value analysis and value engineering aim to reduce unnecessary costs through a systematic, creative approach. Value analysis focuses on identifying value as the relationship between function and cost, while value engineering takes a problem-solving perspective to improve value. The value methodology involves analyzing functions, determining functional worth, and providing necessary functions at lowest cost. Value engineering is applied through interdisciplinary teams using techniques like function analysis to develop cost-saving solutions.
This document provides an overview of value engineering (VE), including its history, key concepts, methodology, and applications. It can be summarized as follows:
1. VE was developed in the 1940s at GE by Larry Miles as a systematic approach to reducing costs and increasing value through function-based analysis. It has since been widely adopted to improve design, processes, and projects.
2. VE follows a methodology involving defining the functions of a product/process, establishing their costs, and generating alternatives to deliver the necessary functions at lower life cycle cost while maintaining performance.
3. VE uses techniques like function analysis, idea generation, and evaluation to identify opportunities to reduce costs without compromising quality or usefulness. Its
Value Analysis Value Engineering & Business Process ReengineeringT HARI KUMAR
Value analysis is a systematic process for reducing costs without compromising quality. It was developed at General Electric after WWII due to shortages. Value analysis identifies the function of a product/service and ensures that every cost contributes proportionally to the function. It has seven phases: selection, analysis, recording ideas, speculation, investigation, recommendation, and implementation. Value analysis provides benefits like reduced costs, improved profits and customer satisfaction.
IRJET- Overview of Value Engineering and Value AnalysisIRJET Journal
Value engineering and value analysis are techniques used to reduce costs and improve functions in existing or new products. While the goals are the same, value engineering is applied during product development to prevent unnecessary costs, while value analysis is used on existing products to eliminate costs. Both use group analysis and brainstorming to improve value for customers at lower life cycle costs without compromising quality, safety or other requirements. The techniques originated from efforts during World War 2 and spread to companies worldwide as powerful tools for ensuring value and reducing waste in product design and production.
VAVE, or Value Analysis and Value Engineering, is a systematic creative approach to reduce unnecessary costs in goods and services while maintaining or improving quality, performance, and customer satisfaction. It examines the functions of a product or service rather than how it is currently conceived. Value Engineering began at GE during WWII to find cost-saving substitutes out of necessity and has since become a systematic process. A typical VAVE exercise can reduce total costs by 5-40% through information gathering, function analysis, idea generation, evaluation, development, and presentation of value alternatives to decision makers. Creativity is key to discovering alternative designs or processes that maintain basic functions at lower costs.
Value analysis and value engineering are techniques to reduce costs and improve value. Value analysis aims to reduce cost value to the value of the product through an organized creative approach. Value engineering is a systematic process that focuses on improving the value of required functions to meet performance goals at the lowest cost. It examines individual cost components and their value to customers. Value engineering is used on existing projects, processes, products or services to reduce costs, improve quality and customer satisfaction through identifying problems and recommended solutions. It proceeds through phases of planning, information gathering, creativity, evaluation, implementation and reporting.
Value Analysis (VA) is a tool (technique or method) that is used for improving the value of a product or a process of understanding its constituent components and their associated costs. It aims at finding improvements to the components by reducing their cost and increasing the value of the functions of a product or a service.
A critical advantage to using a VA is its potential for reducing costs, which is a benefit that permeates all advantages of the system.
A VA breaks-down a product or service into components, it enables you to analyze each component on its own, evaluating its features and functions in detail efficiency and effectiveness.
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.
Application of Value Engineering in Commercial Building Projectsnitinrane33
The current construction industry conditions have entailed the use of rational method and techniques and
research and application of new techniques by utilizing advancements in technology in the field of production as well as in
every field. Value Engineering is a proven management technique that can make valuable contributions to value
enhancement and cost reduction in construction industry. Value Engineering is one of the most effective techniques
known to identify and eliminate unnecessary costs in product design, testing, manufacturing, construction, operations,
maintenance, data, procedures and practices. The methodology is composed of three main stages. The first stage is the
Pre-Study of the Value Engineering. The purpose of this stage is to plan and organize the value study. Value Engineering
is the systematic application of recognized techniques that identify the functions of the product or service, creatively
establish the worth of those functions, and provide only the necessary functions to meet the required performance at the
lowest overall cost. Value Engineering focuses on accomplishing the required functions at the lowest overall cost. It helps
in eliminating or minimizing wastage of material, time, and unnecessary cost, which improves value to the customer. The
second stage is the Value Study which is the core of Value Engineering study and it is composed of five phases, the
Information phase, Function Analysis Phase, Creative Phase, Evaluation Phase and the Presentation phase. All phases
and steps perform sequentially. Such sequence of the methodology is expected to assist in logical and systematic flow of
the process to achieve the targets of the VE study. The third stage is the Post Study. The objective during post-study
activities is to assure the implementation of the approved value study change recommendations. In this study, how the
principles of Value Engineering are applied in construction projects is explained, and by taking case study on commercial
building as the sample project, practices of Value Engineering in this project are described.
Application of Value Engineering in Construction Projectsnitinrane33
Value Engineering is a proven management
technique that can make valuable contributions to value
enhancement and cost reduction in construction industry.
Value Engineering is one of the most effective techniques
known to identify and eliminate unnecessary costs in product
design, testing, manufacturing, construction, operations,
maintenance, data, procedures and practices. The
methodology is composed of three main stages. The first stage
is the Pre-Study of the Value Engineering. The purpose of
this stage is to plan and organize the value study. Value
Engineering is the systematic application of recognized
techniques that identify the functions of the product or
service, creatively establish the worth of those functions, and
provide only the necessary functions to meet the required
performance at the lowest overall cost. Value Engineering
focuses on accomplishing the required functions at the lowest
overall cost. It helps in eliminating or minimizing wastage of
material, time, and unnecessary cost, which improves value to
the customer. The second stage is the Value Study which is
the core of Value Engineering study and it is composed of five
phases, the Information phase, Function Analysis Phase,
Creative Phase, Evaluation Phase and the Presentation phase.
All phases and steps perform sequentially. Such sequence of
the methodology is expected to assist in logical and systematic
flow of the process to achieve the targets of the VE study. The
third stage is the Post Study. The objective during post-study
activities is to assure the implementation of the approved
value study change recommendations. In this study, how the
principles of Value Engineering are applied in construction
projects is explained, and by taking case study on residential
building as the sample project, practices of Value
Engineering in this project are described.
In the dynamic landscape of construction and engineering in the USA, our Value Engineering and Value Analysis services stand as beacons of innovation and efficiency. We understand the unique needs of the industry and have tailored our services to deliver unparalleled value to your projects.
Our team of experts combines cutting-edge technology and AI tools with extensive engineering knowledge to provide comprehensive solutions. We meticulously scrutinize every aspect of your project to identify
This document provides an overview of value engineering, including its definition, implementation process, benefits, and principles. Value engineering is defined as a systematic team approach focused on providing value in a product, system, or service through cost reduction while maintaining quality and performance. It involves an 8-phase process including orientation, information gathering, functional analysis, creativity, evaluation, recommendation, implementation, and development. The benefits of value engineering include lower costs, improved quality, resource efficiency, and increased competitiveness.
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
IRJET- The Application of Value Engineering to Highway Projects and ProgramsIRJET Journal
This document discusses the application of value engineering to highway projects and programs. It begins with an introduction to value engineering, which aims to provide necessary project functions at the lowest possible cost while maintaining quality. It then outlines the 8 phases of a typical value engineering study: selection of projects, investigation of functions and costs, creative idea generation, evaluation of alternatives, development of recommendations, presentation to decision makers, and implementation. The document provides details on each phase and emphasizes that value engineering can help control expenditures and maximize value for highway agencies working with limited budgets.
Value Engineering is a technique for determining the manufacturing requirements of a
product/service; it is concerned with its evaluation and finally the selection of less costly
conditions. VE is a process for achieving the optimal result in a way that quality, safety, reliability
and convertibility of every monetary unit are improved.
Here theory of Value Engineering along with case study of UTM is presented.
Value analysis and value engineering aim to identify the essential functions of a product and provide them at the lowest total cost. This is done through a team-based process that examines all aspects of a product and explores all alternative designs and materials. The goal is to determine if a product's cost is reasonable relative to its usefulness, if a lower-cost design could work as well, and if less expensive materials could be used without compromising quality or function. Savings are achieved through substituting cheaper materials and standardizing components where possible. The process also seeks to optimize product design, manufacturing processes, material usage, and reduce scrap.
Value analysis is a method to increase the value of a product, system, process or service by improving its functions while reducing costs. It evaluates a product's utility, esteem and market values. Utility value is how useful the product is, esteem value is attributes not related to function but aesthetic, and market value is what customers will pay. Value is improved by reducing component costs, modifying unnecessary secondary functions, focusing on essential functions, and getting team consensus. Value analysis is needed to assess customer needs, obtain feedback, plan better products, and reduce costs and waste while improving profits, customer satisfaction, and employee morale.
- Value analysis is a systematic process for reducing costs without compromising quality. It was developed at General Electric in the 1940s to deal with shortages from WWII.
- The value analysis process involves forming a multidisciplinary team to analyze the functions of a product or service, generate alternative ideas, evaluate costs and benefits, and present a solution for implementation.
- The goal is to find the lowest cost way to reliably provide the necessary functions while maintaining or improving value for the customer. Value analysis has helped many companies significantly reduce costs and improve products.
Value_Analysis_and_Value_Engineering, A_seminar_by_Mohan_Kumar_GMohan Kumar G
This document provides an overview of value analysis and value engineering. It discusses the brief history of value analysis starting at General Electric during World War II. It defines value analysis as a technique to analyze product functions to enhance value without compromising quality. Value analysis is applied to existing products, while value engineering is applied during design of new products. The document discusses how to determine and increase value by improving functions or reducing costs. It provides examples of value engineering and outlines the benefits. Finally, it presents a case problem to think through applying value analysis to reduce costs of ceiling fan production.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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This document provides an overview of value engineering (VE), including its history, key concepts, methodology, and applications. It can be summarized as follows:
1. VE was developed in the 1940s at GE by Larry Miles as a systematic approach to reducing costs and increasing value through function-based analysis. It has since been widely adopted to improve design, processes, and projects.
2. VE follows a methodology involving defining the functions of a product/process, establishing their costs, and generating alternatives to deliver the necessary functions at lower life cycle cost while maintaining performance.
3. VE uses techniques like function analysis, idea generation, and evaluation to identify opportunities to reduce costs without compromising quality or usefulness. Its
Value Analysis Value Engineering & Business Process ReengineeringT HARI KUMAR
Value analysis is a systematic process for reducing costs without compromising quality. It was developed at General Electric after WWII due to shortages. Value analysis identifies the function of a product/service and ensures that every cost contributes proportionally to the function. It has seven phases: selection, analysis, recording ideas, speculation, investigation, recommendation, and implementation. Value analysis provides benefits like reduced costs, improved profits and customer satisfaction.
IRJET- Overview of Value Engineering and Value AnalysisIRJET Journal
Value engineering and value analysis are techniques used to reduce costs and improve functions in existing or new products. While the goals are the same, value engineering is applied during product development to prevent unnecessary costs, while value analysis is used on existing products to eliminate costs. Both use group analysis and brainstorming to improve value for customers at lower life cycle costs without compromising quality, safety or other requirements. The techniques originated from efforts during World War 2 and spread to companies worldwide as powerful tools for ensuring value and reducing waste in product design and production.
VAVE, or Value Analysis and Value Engineering, is a systematic creative approach to reduce unnecessary costs in goods and services while maintaining or improving quality, performance, and customer satisfaction. It examines the functions of a product or service rather than how it is currently conceived. Value Engineering began at GE during WWII to find cost-saving substitutes out of necessity and has since become a systematic process. A typical VAVE exercise can reduce total costs by 5-40% through information gathering, function analysis, idea generation, evaluation, development, and presentation of value alternatives to decision makers. Creativity is key to discovering alternative designs or processes that maintain basic functions at lower costs.
Value analysis and value engineering are techniques to reduce costs and improve value. Value analysis aims to reduce cost value to the value of the product through an organized creative approach. Value engineering is a systematic process that focuses on improving the value of required functions to meet performance goals at the lowest cost. It examines individual cost components and their value to customers. Value engineering is used on existing projects, processes, products or services to reduce costs, improve quality and customer satisfaction through identifying problems and recommended solutions. It proceeds through phases of planning, information gathering, creativity, evaluation, implementation and reporting.
Value Analysis (VA) is a tool (technique or method) that is used for improving the value of a product or a process of understanding its constituent components and their associated costs. It aims at finding improvements to the components by reducing their cost and increasing the value of the functions of a product or a service.
A critical advantage to using a VA is its potential for reducing costs, which is a benefit that permeates all advantages of the system.
A VA breaks-down a product or service into components, it enables you to analyze each component on its own, evaluating its features and functions in detail efficiency and effectiveness.
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.
Application of Value Engineering in Commercial Building Projectsnitinrane33
The current construction industry conditions have entailed the use of rational method and techniques and
research and application of new techniques by utilizing advancements in technology in the field of production as well as in
every field. Value Engineering is a proven management technique that can make valuable contributions to value
enhancement and cost reduction in construction industry. Value Engineering is one of the most effective techniques
known to identify and eliminate unnecessary costs in product design, testing, manufacturing, construction, operations,
maintenance, data, procedures and practices. The methodology is composed of three main stages. The first stage is the
Pre-Study of the Value Engineering. The purpose of this stage is to plan and organize the value study. Value Engineering
is the systematic application of recognized techniques that identify the functions of the product or service, creatively
establish the worth of those functions, and provide only the necessary functions to meet the required performance at the
lowest overall cost. Value Engineering focuses on accomplishing the required functions at the lowest overall cost. It helps
in eliminating or minimizing wastage of material, time, and unnecessary cost, which improves value to the customer. The
second stage is the Value Study which is the core of Value Engineering study and it is composed of five phases, the
Information phase, Function Analysis Phase, Creative Phase, Evaluation Phase and the Presentation phase. All phases
and steps perform sequentially. Such sequence of the methodology is expected to assist in logical and systematic flow of
the process to achieve the targets of the VE study. The third stage is the Post Study. The objective during post-study
activities is to assure the implementation of the approved value study change recommendations. In this study, how the
principles of Value Engineering are applied in construction projects is explained, and by taking case study on commercial
building as the sample project, practices of Value Engineering in this project are described.
Application of Value Engineering in Construction Projectsnitinrane33
Value Engineering is a proven management
technique that can make valuable contributions to value
enhancement and cost reduction in construction industry.
Value Engineering is one of the most effective techniques
known to identify and eliminate unnecessary costs in product
design, testing, manufacturing, construction, operations,
maintenance, data, procedures and practices. The
methodology is composed of three main stages. The first stage
is the Pre-Study of the Value Engineering. The purpose of
this stage is to plan and organize the value study. Value
Engineering is the systematic application of recognized
techniques that identify the functions of the product or
service, creatively establish the worth of those functions, and
provide only the necessary functions to meet the required
performance at the lowest overall cost. Value Engineering
focuses on accomplishing the required functions at the lowest
overall cost. It helps in eliminating or minimizing wastage of
material, time, and unnecessary cost, which improves value to
the customer. The second stage is the Value Study which is
the core of Value Engineering study and it is composed of five
phases, the Information phase, Function Analysis Phase,
Creative Phase, Evaluation Phase and the Presentation phase.
All phases and steps perform sequentially. Such sequence of
the methodology is expected to assist in logical and systematic
flow of the process to achieve the targets of the VE study. The
third stage is the Post Study. The objective during post-study
activities is to assure the implementation of the approved
value study change recommendations. In this study, how the
principles of Value Engineering are applied in construction
projects is explained, and by taking case study on residential
building as the sample project, practices of Value
Engineering in this project are described.
In the dynamic landscape of construction and engineering in the USA, our Value Engineering and Value Analysis services stand as beacons of innovation and efficiency. We understand the unique needs of the industry and have tailored our services to deliver unparalleled value to your projects.
Our team of experts combines cutting-edge technology and AI tools with extensive engineering knowledge to provide comprehensive solutions. We meticulously scrutinize every aspect of your project to identify
This document provides an overview of value engineering, including its definition, implementation process, benefits, and principles. Value engineering is defined as a systematic team approach focused on providing value in a product, system, or service through cost reduction while maintaining quality and performance. It involves an 8-phase process including orientation, information gathering, functional analysis, creativity, evaluation, recommendation, implementation, and development. The benefits of value engineering include lower costs, improved quality, resource efficiency, and increased competitiveness.
This document provides an overview of value analysis. It defines value analysis as a systematic process that compares the function of a product required by customers against the lowest cost of meeting specified performance and reliability. The key steps of value analysis are to establish objectives, analyze the production process, decompose product characteristics, brainstorm alternatives, select the best alternative, and implement changes. Value analysis aims to provide better value to customers and improve competitive position by eliminating unnecessary costs.
IRJET- The Application of Value Engineering to Highway Projects and ProgramsIRJET Journal
This document discusses the application of value engineering to highway projects and programs. It begins with an introduction to value engineering, which aims to provide necessary project functions at the lowest possible cost while maintaining quality. It then outlines the 8 phases of a typical value engineering study: selection of projects, investigation of functions and costs, creative idea generation, evaluation of alternatives, development of recommendations, presentation to decision makers, and implementation. The document provides details on each phase and emphasizes that value engineering can help control expenditures and maximize value for highway agencies working with limited budgets.
Value Engineering is a technique for determining the manufacturing requirements of a
product/service; it is concerned with its evaluation and finally the selection of less costly
conditions. VE is a process for achieving the optimal result in a way that quality, safety, reliability
and convertibility of every monetary unit are improved.
Here theory of Value Engineering along with case study of UTM is presented.
Value analysis and value engineering aim to identify the essential functions of a product and provide them at the lowest total cost. This is done through a team-based process that examines all aspects of a product and explores all alternative designs and materials. The goal is to determine if a product's cost is reasonable relative to its usefulness, if a lower-cost design could work as well, and if less expensive materials could be used without compromising quality or function. Savings are achieved through substituting cheaper materials and standardizing components where possible. The process also seeks to optimize product design, manufacturing processes, material usage, and reduce scrap.
Value analysis is a method to increase the value of a product, system, process or service by improving its functions while reducing costs. It evaluates a product's utility, esteem and market values. Utility value is how useful the product is, esteem value is attributes not related to function but aesthetic, and market value is what customers will pay. Value is improved by reducing component costs, modifying unnecessary secondary functions, focusing on essential functions, and getting team consensus. Value analysis is needed to assess customer needs, obtain feedback, plan better products, and reduce costs and waste while improving profits, customer satisfaction, and employee morale.
- Value analysis is a systematic process for reducing costs without compromising quality. It was developed at General Electric in the 1940s to deal with shortages from WWII.
- The value analysis process involves forming a multidisciplinary team to analyze the functions of a product or service, generate alternative ideas, evaluate costs and benefits, and present a solution for implementation.
- The goal is to find the lowest cost way to reliably provide the necessary functions while maintaining or improving value for the customer. Value analysis has helped many companies significantly reduce costs and improve products.
Value_Analysis_and_Value_Engineering, A_seminar_by_Mohan_Kumar_GMohan Kumar G
This document provides an overview of value analysis and value engineering. It discusses the brief history of value analysis starting at General Electric during World War II. It defines value analysis as a technique to analyze product functions to enhance value without compromising quality. Value analysis is applied to existing products, while value engineering is applied during design of new products. The document discusses how to determine and increase value by improving functions or reducing costs. It provides examples of value engineering and outlines the benefits. Finally, it presents a case problem to think through applying value analysis to reduce costs of ceiling fan production.
Similar to valueengineeringandvalueanalysis-090821134729-phpapp02 (1).pptx (20)
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Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
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Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
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Answers about how you can do more with Walmart!"
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Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
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2. AN INTRODUCTION TO
VALUE ANALYSIS & VALUE ENGINEERING
2
In 1961, Lawrence D Miles in his book 'Techniques of Value
Analysis Engineering' defined Value Analysis as "an organized
creative approach which has its purpose the efficient
identification of unnecessary cost i.e. cost which provides neither
quality nor use nor life nor appearance nor customer features."
VA is also defined as application of recognized techniques to
identify the functions of a product! or service and provide those
functions at the lowest possible cost.
Value Analysis is a standardized, multi - disciplined team
approach that identifies the lowest cost way and ensures the
highest worth to reliably accomplish the functions of a product,
process or service.
Value analysis assesses product functions and value – to – cost
ratios, and explores opportunities for reduction.
It uses a job plan, is function based, and requires that a product
be generated result of the study.
3. How is VA different from VE ?
3
Traditionally Value Analysis (VA) is used to describe the
application of the 'techniques to an existing product or
services or after the fact.
Value Engineering (VE) has been used to refer to the
design stage or before the fact. Value Engineering (VE)
approach is used for new products, and applies the same
principles and techniques to pre-manufacturing stages
such as concept development, design and prototyping.
Value Analysis and Value Engineering (VE) is a powerful
Change Management and Problem Solving' tool with over
a century of worldwide application track record.
VE is used to create functional breakthroughs by targeting
value mismatches during product, process, and project
design.
4. How is VA different from VE ?
4
VA is also a vital tool to deal with post product release
problems and process improvement innovation.
Value Analysis (VA) is considered to be a process, as
opposed to a simple technique, because it is both an
organized approach to improving the profitability of
product applications and it utilizes many different
techniques in order to achieve this objective.
The techniques that support VA activities include
'common' techniques used for all VA exercises and some
that are appropriate for the product under consideration.
A few other names for VA / VE are - Value Management,
Value Planning, etc.
5. 5
How is VA different from VE ?
Value Analysis process attacks unnecessary costs and is
thus one of the most effective ways to increase an
organization's profitability.
However that is only doing half the job.
A truly effective value improvement program cannot only
reduce costs, but also improve operations and product
performance.
The VA approach can be effectively used to analyze existing
products or services offered by manufacturing companies
and service providers alike.
The VA / VE methodology involves function analysis and
everything has a function.
Therefore the methodology has universal application.
Value Analysis / Value Engineering can be applied with
equal success to any cost generating areas.
6. HISTORICAL PERSPECTIVE OF
VALUE ANALYSIS
6
Larry Miles, an engineer by training, is known as the father of the VA / VE concept.
He developed the technique at General Electric (GE) in the late 1940s.
Larry Miles moved from design engineering to purchasing for General Electric (GE)
shortly before the United States entered World War II.
Later (about 1943), he was assigned to be the procurement officer for a GE
manufacturing plant.
He developed a reputation of great enthusiasm for conceiving cost-effective
operations and using unusual methods for problem solving.
Due to the competition for raw materials, products, personnel, and other resources in
the time of war, Mr. Miles developed a procedure for procuring, designing, and using
components and products.
This procedure used "functions" as its basis.
Mr. Miles found that he could more readily obtain what he needed if he used his new
procedure, rather than specifying standard designed components., (For example: the
required product to be provided must translate a rotational force into a lateral force.
It must be able to withstand these stresses, fit within the area allowed, and connect
to these other parts.)
This new "function" based procedure was so successful that it was possible to
produce the goods with greater production and operational efficiency, and less
expensively.
7. HISTORICAL PERSPECTIVE OF
VALUE ANALYSIS
7
The terms value analysis / value engineering originated in the early days
development of the techniques.
The first approach was rather than reduce costs, to increase values.
Hence the need to analyze value.
Soon after Miles developed this systematic methodology, his concepts were
acknowledged as a powerful approach to problem solving through function -based
techniques, and they found their way outside GE into areas such as industry,
healthcare and government services.
Miles' techniques resulted into huge savings for design engineers, manufacturing
engineers, purchasing agents, and service providers exhibiting to the users “ why so
much unnecessary costs exists in everything we do and how to systematically
identify, clarify, and demarcate costs which have no relationship to customers' needs
or desires.”
The name Value Engineering has subsequently become most universally accepted
name for the "function" based procedure.
Mr. Charles Bytheway , in 1960's , during his work for Sperry UNIVAC, created
functional critical path analysis procedure that highlighted the logic of the activity
under value study.
A diagramming procedure called the "Functional Analysis System Technique" (FAST)
was later on adopted as a standard component of the Value Method.
8. 8
WHAT IS VALUE ANALYSIS AND
VALUE ENGINEERING?
VA / VE is an orderly and creative method to increase the value of
an item. This "item" can be a product, a system, a process, a
procedure, a plan, a machine, equipment , tool, a service or a
method of working.
Value Analysis / Value Engineering is defined as 'the
professionally applied, team based, function - oriented,
systematic application of recognized techniques (function
analysis) which -
3. Identify the "function of a product, process, project, facility
design, system or service,
4. Establish a monetary value for that function,
5. Provide the necessary function (defined by the customer to meet
his / her requirements),
6. Consistent with the specified performance and reliability needed
at the lowest Iife cycle cost (cost over the expected life).
7. And thus Increases customer satisfaction and adds value to the
investment.
9. WHAT IS VALUE ANALYSIS AND
VALUE ENGINEERING?
9
Value analysis involves identifying product
function (s) relating to cost and price analysing
the design and construction with an eye for
eliminating elements not contributing to
function.
Some designers think VA undermines good
design. If the design was sound the start VA is
redundant. Yet designs and technology change.
Sound, innovative designs age and become
uncompetitive - rivals catch up.
Remember car windscreens are today glued into
place by robots (adhesive technology).
10. THE VALUE EQUATION
10
Value analysis is evaluates a product utility, esteem
and market values, each of which aredefined below :
Utility value – how useful / functional the product is
seen to be.
Esteem value – the value that customer / user gives to
product attributes, not directly contributing to utility
but more relating to aesthetic and subjective value.
Esteem issues and functionality should not be
overlooked or compromised.
Market value – what market is prepared to pay for the
product.
Market value = Utility value + Esteem value
11. OBJECTIVES OF VA
11
The VA / VE objectives is to find and improve
on value mismatches in products, processes and
capital projects.
Find important functions – define necessary
versus un - necessary functions
Find and improve on low performing functions.
Define and segregate the necessary functions
from the unnecessary functions and thereby
creatively develop alternative means of
accomplishing the necessary functions at lower
total (life cycle) cost.
12. THE VALUE ANALYSIS
TERMINOLOGY
12
Need : These are users expectations, may be expressed
explicitly, or may be latent.
Value : Value is an imprecise word, its meaning depends
both on the user and on the context.
For example a typewriter ribbon or a word – processing
package may have good value while the typewriter or
computer may not have.
In an engineering context the distinction can be important,
as any cosmetic changes brought about by Value Analysis
or by means of any other technique are waste of time if the
total product is unacceptable to the market.
Value is a quantity, which enhances customer satisfaction or
slashes the expense attributable to the product
13. THE VALUE ANALYSIS TERMINOLOGY
equally well, the one that costs less is more valuable.
13
In value method terms :
Value = Worth / Cost
OR
Value of an item = Performance of its function / Cost
OR
Value = Σ (+) / Σ (-) = Σ (Benefits) / Σ (Costs)
7. Value greater than 1.0, the item is perceived to be fair or
having good value.
8. Value is less than 1.0, the item is perceived to be having
poor value.
9. When an item has a perceived worth that far exceeds the
life – cycle cost, we usually consider purchasing the item.
10. An item that does its function better than another, has
more value. Between two items that perform their function
14. 14
THE VALUE ANALYSIS TERMINOLOGY
Different customers will interpret the value
of a product in different ways.
The “performance of its functions” could
include that it is beautiful (where needed) or
it lends an image to the user / possessor
(where desired )
Its common characteristic is a high level
performance, capabilities, emotional appeal,
style, etc. relative to its cost.
This can also be expressed as maximizing
the function of product relative to its cost :
Value = (performance + capability / cost
= Function / cost
15. 15
THE VALUE ANALYSIS TERMINOLOGY
Function:
The use of functions and a function - logic process to describe needs,
purposes and consequences is at the heart of Value Engineering.
The use of function - logic helps people realize and overcome many of
the preconceived biases.
Function allows definition of each task in a process or one of its
activities in terms of end goals and not solutions.
A function is described by a verb (action) and an object / noun
(preferably measurable).
Placing those functions in a decision - logic diagram helps reach a
common understanding.
This powerful verb- noun combination helps remove people from the "I
want" position to the basic needs involved.
It also helps people see what parts of their decisions rely on critical
features, and where decisions are requiring substantial support to
maintain them (potential value-mismatches).
This assists in focusing upon a precise understanding of the value
involved.
16. 16
THE VALUE ANALYSIS TERMINOLOGY
Function:
Value analysis defines a "basic function" as anything that
makes the product work or sell.
A function that is defined as "basic" cannot change.
Secondary functions, also called "supporting functions",
described the manner which the basic function(s) were
implemented.
Secondary functions could be modified or eliminated to reduce
product cost.
Value is not a matter of minimizing cost.
In some cases the value of a product can be increased by
increasing its function (performance or capability) and cost as
long as added function increases more than its added cost.
The concept of functional worth important.
Functional worth is the lowest cost to provide a given function.
However, there are less tangible "selling" functions involved in
a product to make it of value to a customer.
17. 17
THE VALUE ANALYSIS TERMINOLOGY
Function analysis is the starting point of VA, without a genuine function nothing work
and can sell.
All problem solving techniques, attempt to change a condition means of a relevant
and unique solution.
Too detail thought on the objectives, tempts to describe a solution and we may miss
the opportunity to engage in divergent thinking about other alternatives.
When trying to describe problems, we must guard against getting locked in to a
course of action without realizing it, because of our bias.
This underlines importance of abstraction and divergent thinking.
This high level of abstraction can be achieved by describing what is to be
accomplished with a verb and a noun pair.
The verb answers the question, "What is to be done?' "What is it to do?" , i.e. it
defines the required action.
The noun answers the quest "What is it being done to?" i.e. it tells what is acted
upon.
However, identifying function by a verb-noun is not as simple a matter as it appears.
Identifying the function in the broadest possible terms provides the greatest potential
for divergent thinking because it gives the greatest freedom for creatively developing
alternatives.
A function should be identified as to what is to be accomplished by a solo and not
how it is to be accomplished.
How the function is identified determines the scope or range of solutions that can be
considered.
18. THE VALUE ANALYSIS TERMINOLOGY
18
That functions designated as "basic" represent the operative function of
the item or product and must be maintained and protected.
Determining the basic function of single components can be relatively
simple.
By definition then, functions designated as "basic" will not change, but
the way those functions are implemented is open to innovative
speculation .
When purchasing a product it is assumed that the basic function is
operative.
The cost contribution of the basic function does not , by itself ,
establish the value of the product.
Few products are sold on the basis of their basic function alone.
Although the cost contribution of the basic function is relatively small,
its loss will cause the loss of the market value of the product.
19. THE VALUE ANALYSIS TERMINOLOGY
19
The customer's attention directed to those visible secondary support
functions, or product features, which determine the worth of the
product.
From a product design point of view , products that are perceived to
have high value first address the basic function's performance and
stress the achievement of all of the performance attributes.
Once the basic functions are satisfied, the designer's then address the
secondary functions necessary to attract customers.
Secondary functions are incorporated in the product as features to
support and enhance the basic function and help to differentiate and
sell the product.
The elimination of secondary functions that are not very important to
the customer will reduce product cost and increase value without
detracting from the worth of the product.
Eliminating or combining as many secondary functions as possible helps achieve
one objective of value analysis or function analysis, Le. to improve value by
reducing the cost - function relationship of a product.
20. 20
THE VALUE ANALYSIS TERMINOLOGY
If we consider any product then it is likely that we could list functions in that product in terms of
Nouns and Verbs pairs.
Example: 1
PRODUCT
FUNCTIONS
Remove
WASHING MACHINE
Verb
Dirt
Content
Water
Noun Function type
Primary / essential
Supportive
Supportive
Rinse
Extract
Example: 2
PRODUCT
FUNCTIONS
INCANDESCENT BULB
Verb Noun Function type
Produce Light Primary / Essential
Protect Filament Supportive
Provide Decorative Aesthetic
Be
Example : 3
PRODUCT
Interchangeable
FOUNTAIN PEN
Supportive
FUNCTIONS Verb Noun Function type
Enable Writing Primary / Essential
Discharge Ink Supportive
Refill Ink Supportive
Protect Nib Supportive
21. 21
THE VALUE ANALYSIS TERMINOLOGY
The above examples list only a few of the more important functions, If
possible it is to restrict the number of functions to between 5 and 8.
If the number of functions Iisted works out to be more than this it is
prudent to break down the project into sub-assembly.
A good example of this is the motorcar.
If we ask a random sample of population to list the functions that they
desire of a motor vehicle and their respective rankings, a list somewhat
similar to the one given below emerge.
1. Transport people
2. Provide safety
3. Provide comfort
4. Transport luggage
5. Provide protection
6. Provide controls
7. So on
The functions listed above are isolated and too large for consideration
and it is better consider the vehicle as two sub-assemblies.
22. 22
THE VALUE ANALYSIS
TERMINOLOGY
Example
Taking the chassis as a sub-assembly determines the functions it supports
torque
direction
retardation
torque
flexibility
fuel
(engine)
(steering)
(brakes)
(transmission/gears)
(suspension)
(pump accelerator etc.)
1. Produce
2. Control
3. Provide
4. Convert
5. Provide
6. Control
7. So on
To drill drown further each of these functions represent a sub-assembly in itself
1 can be further studied in detail, and if taken to its logical conclusion we could
analyse function of the car down to its last component level and beyond.
The underlying objective of determining the functions of a product is that it
becomes possible to determine a cost of the function.
Cost: Cost is the expenditure economically justified by production or resource
utilization (product, service or combination of the two),
Costs attributable to a function activity represent the total necessary or
approved expenditures for the realization function.
23. 23
THE VALUE ANALYSIS TERMINOLOGY
8.
9.
10.
11.
13.
15.
THE COST FUNCTION MATRIX
The cost function matrix is designed to cost an existing product, service or system by
function.
This is in addition to the cost of component parts.
Attributing cost to function brings in perspective the costs to satisfy a function.
That is by this approach it is possible to determine if second order functions are
costing the most to achieve.
An additional advantage from costing by function is that it forces the value analysts to
rigorously examine and understand the nature of the product being investigated .
How to construct/use the matrix:
In the left hand column vertically list all the different parts, sub-assemblies under
investigation.
In the next column fill in the costs appropriate to each part listed in the first column .
Across the top in the first row list functions desired to be performed.
Establish which part(s) is satisfying such function and to what extent, For
example one part will often contribute towards more than one function.
Apportion the cost of each part amongst the functions to which it contributes – where
one component
interacts with several functions, the proportion of its interaction needs to be
determined.
Total the cost of each function at the bottom of each function column.
24. THE VALUE ANALYSIS TERMINOLOGY
UTILITY OF THE COST / FUNCTION MATRIX
24
Utility of the cost / Function Matrix ;
The cost function matrix demonstrates that an
apparently minor function is responsible for a
major part of the total cost, or vice versa.
In terms of parts, too, it may show that
something relatively unimportant is costing
too much.
Cost may or may not include overheads.
Provided that the costs are ascertained
consistently this will make little difference,
although it is advantageous to eliminate
overheads to avoid the potential of anomalies.
25. THE VALUE ANALYSIS TERMINOLOGY
UTILITY OF THE COST / FUNCTION MATRIX
25
Utility of the cost / Function Matrix ;
Worth: The worth of a product has multiple dimensions such
as - benefits received, services obtained, product
performance, quality, safety, convenience, status / esteem,
possession, etc.
The worth of the product is an indicative measure of what is
in it for the customers.
It is a measure of how well the end product meets the
desired core needs and the peripheral desires of those that
have a say in the product selection or its use.
Remember the core and peripheral needs are as perceived
by the user and these may change with different users and
even for the same user these may change with time.
Every product has to satisfy the core need failing which its
worth will be poor or even negative.
26. Utility of the Cost / Function Matrix:
26
Utility of the cost / Function Matrix ;
Animator: He is a person in charge of the organization and the execution
of a value analysis study.
Decision-maker: Person who ultimately decides on VA / VE team’s
recommendations
Value analysis team : A group of expert6s representatives of and
concerned about the objectives of the analysis.
Life-Cycle Costs: The true cost of an item is not just the one time
purchase cost in terms of the amount of money that one pays at the time
of purchase.
Much more is at stake.
The purchase of any thing, takes into account its long-term utility /
effects / costs.
The initial costs plus these long-term costs are called life-cycle costs.
This includes things like the time, the manpower needed (number,
expertise, training/retraining, and so on), the degree of difficulty involved,
availability of money or other resources, the frequency maintenance
needed and its associated expenses, the spares costs, etc.
27. APPLICATIONS OF VALUE ANALYSIS
27
From a generic point of view, VA / VE
2. Enables people to pinpoint areas that need attention and
improvement.
3. Provides a method of generating ideas and alternatives for
possible solutions to concern.
4. Provides a means for evaluating alternatives. .
5. Allows one to evaluate and quantify intangibles and to compare
apples with oranges.
6. Provides a vehicle for dialogue by allowing large amounts of data
to be
summarized in concise form, allowing new and better questions
to be asked, and using numbers to communicate in an
information-searching mode.
8. Documents the rationale behind recommendations and decisions.
9. Materially improves the value of goods and services.
28. APPLICATIONS OF VALUE ANALYSIS
28
Value Analysis has been successful in several domains and its application is only limited by the
users creativity.
Some application areas are - Defense; Automotive; Aeronautical; Software development; Water
treatment; Civil engineering; systems and procedures, venture analysis, forecasting, resource
allocation, marketing, Client services; Work processes; Documentation; Organizational
development; etc.
Customer satisfaction and value perception -- The most common application of Value
Analysis is what many have called the "state – of – the – art " customer satisfaction and value
perception study.
Here are some of the ways the study pays off for clients:
They need to be competitive on the "Basics" (high satisfaction/low value) – not allowing any
weaknesses in, but not investing more than necessary in them. .
They need to dominate the "Value" Issues (high satisfaction/high value). .
They need to know the Value "Opportunity" Issues (low satisfaction/high value) to know what to
invest in for future growth.
They need to know the "Irritations" (low satisfaction/low value) to know where to innovate.
Identifying At Risk Customers - A big issue today is the so-called "At Risk" customer (those
likely to defect).
Value Analysis findings help to determine why a company's customers are At Risk.
And, firms can learn why major competitors' customers are At Risk so they can be targeted.
increasing Employee Loyalty - Value Analysis studies are conducted among
employees to identify things they expect from any company they work for (The Basics), things
they value, things that irritate them and things they don't care about.
29. APPLICATIONS OF VALUE ANALYSIS
29
New Product / Service Development - Every marketer has
been involved in a study where consumers "say" they are
"very interested in trying a new product which
subsequently fails in the marketplace.
Failure is often considered the consumer's fault whereas
it really results from asking the wrong question.
People don't buy what they are "interested" in, they buy
what they value.
The reason most new products fail is that they don't
provide enough "new value" to consumers.
Value Analysis will show which tangible and intangible
aspects of a new product consumers value and which
they do not care about
30. CHARACTERISTICS OF THE VALUE METHOD
30
Several characteristics differentiate the Value Method from other techniques.
These help ensure that the customer obtains the kind of product they need and
want, whereas the firm benefits' by means of cost reduction and profitability.
The prominent characteristics of the value method are -
Value-based decision process,
Uses functional approach
Follows a very systematic, formal and organized job plan. It is not haphazard or
informal and it is a management activity that requires planning, control and co-
ordination..
Directs efforts towards maximum possible alternatives through creativity
techniques.
Taking the appropriate action at the appropriate time so as to produce good results.
Systematic and organized.
The Value Method process uses tested and successful procedures that are directed
toward achieving success in meeting the purposes for the "project" by all involved.
The process instills "common understanding", generates high production and high
performing team activities, reduces the time necessary to obtain a product; and
focuses the efforts on the purposes behind the project or activity being studied. A
standard job plan is used to guide the entire process.
31. PRINCIPLES OF THE VALUE
METHODOLOGY
31
The philosophy of VE is implemented through a systematic rational
process consisting of a series of techniques, including;
1. Function analysis to define the reason for the existence of a
product or its components,
2. Creative and speculative techniques for generating new
alternatives, and
3. Measurement techniques for evaluating the value of present
and future concepts.
Value Analysis is based on the fundamental principle that the
customer is always looking for the best pr9duct. at the least cost.
Value is the connection between customer satisfaction and price.
Value, then, is an essential parameter for improving a process by
reducing costs while always maintaining or increasing client
satisfaction.
32. 32
PRINCIPLES OF THE VALUE
METHODOLOGY
This method analyses a process not as a collection of people or actions,
which contribute to product realization, but as a collection of functions,
which need to be satisfied, by a process with the goal of responding to the
needs of the customers.
Phase I - Selection Phase:
To make a value analysis a study group of 4 to 6 persons is formed.
More number of members complicates matters, degenerates discussions,
and delays decisions.
The team must be interdisciplinary, incorporating a balance of different
backgrounds, viewpoints and departments.
The members should be from equivalent levels in the organizational
hierarchy to minimize peer pressure and politics.
At times, it is helpful to have a decision maker on the team to gain
commitment for the implementation of the VE results.
One or more members of the team must be well versed with the VE process,
or else an outside facilitator can be inducted in the team.
One of the members should be an expert on the subject matter
(product /service / process / etc.) of the VE process.
The team members must have an open mind and be result oriented.
33. 33
PRINCIPLES OF THE VALUE
METHODOLOGY
2.
3.
4.
6.
7.
8.
9.
Then we select the item to be studied. The VE study should ;
The item should be one that gives the impression that its cost is too
high or that it does not do its function well.
Solve a problem. The need should be real and be supported by the
management.
The selected item should have a good probability of success and
implementation.
Complex, multi-component products may give the best returns (scope
for simplification). Products with large usage offer greater savings
overall. Old products may benefit from new technical developments.
The team must target products, services and administrative procedures
offering the largest potential savings.
Have credible objectives.
Be important to the people in the area being studied.
Have the commitment of the requestor and the VE team.
Have receptivity in the organization, for effective implementation the
sponsor and / or decision maker must be receptive to change.
34. 34
PRINCIPLES OF THE VALUE METHODOLOGY
Phase II - Information Phase:
In the information phase, the main function and the secondary functions of an item
are studied.
The functions are classified into "basic" and "secondary" functions and the cost of
realizing each function is ascertained.
Accurate marginal cost data is needed because VA aims to reduce costs.
However apportioning overheads is difficult generally these are excluded from the
VA exercise (unless it is the overhead elements themselves that are being analyzed)
The first action of the group should be to gather all the information about the item.
Identify and define the components - understand them and their characteristics.
Ask the best specialist of the field, not the person most accessible.
Get a detail of costs.
Collect drawings, specifications, all the written data on the item.
Don't be satisfied with verbal information.
It is better to collect too much information than collect too little.
The attitude of a value analyst should be critical, aggressive, nonconformist, never
satisfied with what she / he receives for the money given.
He must challenge traditional assumptions.
35. PRINCIPLES OF THE VALUE METHODOLOGY
35
The whole team should be involved in doing this. Use brainstorming to
challenge assumptions. Identify functions that the customer may be
looking for, not just those that the operations manager thinks are
essential or non-essential.
A Cost Function Matrix or Value Analysis Matrix is prepared to identify the
cost of providing each function by associating the function with a
mechanism or component part of a product.
Product functions with a high cost-function ratio are identified as
opportunities for further investigation and improvement which are then
brainstormed" analyzed, and selected.
The objective of the Function Cost Matrix approach is to draw the
attention ,of the analysts away from the cost of components and focus
their attention on the cost contribution
of the functions.
Detailed cost estimates become more. important following function
analysis, when evaluating value improvement proposals.
The total cost and percent contribution of the functions of the item under
study will guide the team, or analyst, in selecting which functions to
select for value improvement analysis.
36. PRINCIPLES OF THE VALUE METHODOLOGY
36
For a pencil, for instance:
What is it? (a pencil)
What is it for? (make permanent marks)
What is the main function? (make marks, write lines)
What is the method, material or procedure that was used to
realize the main function? (a graphite stick and wood)
What are the corresponding secondary functions?
("transfer graphite to paper“ and "facilitate holding the graphite"
What does the item cost and how can we distribute the cost of
realizing the main function into each secondary function?
Comparing these costs to an item of a similar function, how
much should each function and the total cost?
(This example, the pencil, is already a high value item
37. 37
PRINCIPLES OF THE VALUE
METHODOLOGY
It is not important that the individual costs assigned are
imprecise.
Because even an imprecise numerical value is much better than
an expression such as "very costly" or "of low cost".
The value of each secondary function is measured :
Does it contribute value? (Is there something that does not
contribute value?).
Is the cost in proportion to the function realized.
Does it need all its parts, elements, procedures?
Is there something better to do the same function?
Is there a standard part that can do the function?
The cost of each function is investigated and a monetary numeric
value is assigned tolerances and strict specifications outlined.
What's necessary is separated from what is nice to have.
The guiding principle is : All that does not contribute to the main
function is waste and should be eliminated.
38. 38
THE VA PROCESS (JOB PLAN)
The key component of VANE process is its use of a carefully crafted and thoroughly
tested job plan.
Adherence to the job plan focuses efforts on its specific decision process: that
contains the right kind of emphasis, timing and elements to secure a high quality
product.
The job plan and its sub-elements do this by highlighting and focusing everyone on
the involved issues, essential needs, criteria, problems, objectives and concerns.
The eight-step job plan are displayed below.
QUESTIONING TECHNIQUES –
Various questioning techniques are used in VA / VE process.
The Primary Questions
The questioning sequence used follows a well-established pattern which examines -
the PURPOSE for which the activities are undertaken
the PLACE at which the activities are undertaken
the SEQUENCE in which the activities are undertaken
the PERSON by whom the activities are undertaken
the MEANS by which the activities are undertaken with a view to activity
ELIMINATING
COMBINING
REARRANGING
SIMPLIFYING
39. 39
THE VA PROCESS (JOB PLAN)
In the first stage of the questioning technique, the Purpose, Place, Sequence,
Person, ' Mean of every activity recorded is systematically queried, and a reason for
each reply is sought.
PURPOSE : PURPOSE
What is actually done?
Why is the activity necessary at all?
in order to ELIMINATE unnecessary parts of the job.
PLACE
Where is it being done?
Why is it done at that particular place?
SEQUENCE
When is it done?
Why is it done at that particular time?
PERSON
Who is doing it?
Why is it done by that particular person?
in order to COMBINE wherever possible or REARRANGE the sequence of
operations! for more effective results.
MEANS
How is it being done?
Why is it being done in that particular way. in order to SIMPLIFY operation.
40. 40
THE VA PROCESS (JOB PLAN)
The Secondary Questions
The secondary questions cover the second stage of the questioning
technique, during which the answers to the primary questions are
subjected to further query to determine whether possible alternatives of
place, sequence, persons and/or means are practicable and preferable as
a means of improvement over the existing method.
Thus, during this second stage of questioning, having asked already,
about every activity recorded, what is done and shy is it done, the method
study man goes on to inquire what else might be done?
And, hence: What should be done?
In the same way, the answers already obtained on place, sequence,
person and means are subjected to further inquiry.
Combining the two primary questions with the two secondary questions
under each of the head: purpose, place, etc. yields the following list,
which sets out the questioning technique in full:
PURPOSE
What is done?
Why is it done?
What else might be done? What should be done?
41. 41
THE VA PROCESS (JOB PLAN)
The Secondary Questions
PLACE
Where is it done?
Why is it done there? Where else might it be done? Where should it be done?
SEQUENCE
When is it done?
Why is it done then?
When might it be done?
When should it be done?
PERSON
Who does it? Why does that person do it? Who else might do it? Who should
do it?
MEANS
How is it done? Why is it done that way? How else might it be done? How
should it be done? .
Do not be distracted by mere aggregate functions such as the rubber on a
pencil's end' or the ice producing part of a refrigerator.
These were functions added since it was. economical or easy to do so.
They have no relationship with the main function.
42. 42
THE VA PROCESS (JOB PLAN)
Phase lll - Creativity Phase –
In this phase the objective is to find a better way
to do the main function, by finding a different
material, or concept, or process, or design idea,
that realizes the main function .
A simple brainstorm procedure to stimulate
creativity is stated below:
1. State the main function clearly and shortly on
paper or a blackboard (verb and noun), so that
the group can rivet its attention on it. The
physical object or the specific process is
purposively not mentioned. Secondary or
aggregate functions are not stated.
43. 43
THE VA PROCESS (JOB PLAN)
1.
2.
8.
9.
The leader of the group says "We begin now" and when the ideas do not flow so
fast anymore (about 15 to 20 min.) The leader says "That's all".
Members of the group 'think loud' about any potential solution to the problem.
It is very important that they do not analyze their own thoughts or those of others.
They should not smile or react when exotic, improbable or senseless ideas are
stated.
They should not criticize or speak with others.
They should only let their imagination run wild and state ideas.
An idea can be inspired by a previous idea. (If no rare ideas are stated, then the
members are analyzing, not making a brainstorm) .
The leader registers all ideas on paper or a blackboard.
When the session is finalized, if there is any doubt what was meant by an idea,
the leader clarifies the idea with the help of members.
He does not analyze or discard any idea.
This finalizes the brainstorm.
Other creativity techniques that are popularly used are -
- Gordon technique
- Nominal Group Technique
- Morphological synthesis
- Attribute listing technique
44. 44
THE VA PROCESS (JOB PLAN)
Phase IV - Analysis Phase: The evaluation should be done after an interval, at
best about two days after the brainstorm, to allow the group to gain
perspective .
Now the group analyzes each idea.
They group similar ideas.
When evaluating, they de not think why the idea would not work, why it is not
possible.
Each idea is developed, making it more practical, making it function better.
A very approximate cost for each idea is estimated and ideas with an
apparently low cost are investigated carefully.
When an idea is canceled, that should be based on facts, not opinions.
A few points to be remembered in this phase are -
1. Identify barriers and eliminate them tactfully.
Barriers are excuses or preconceived ideas that can not be substantiated
with numbers, facts, detailed and precise information or experimental
evidence.
Barriers can be honest beliefs.
Normally there is gold behind a barrier. Select about two to four ideas.
45. THE VA PROCESS (JOB PLAN)
2. Obtain information for analyzing and developing an idea.
45
Do not work in isolation.
Once the group has advanced as far as it can on its own, make
contact with specialists.
This may be necessary in the selection and also during the
development of ideas.
The value analyst is a coordinator of specialists, of groups of experts
in other companies.
3. Obtain information from the best source, not the nearest or most
accessible one.
Do not take into account an answer by a person or specialist that
lies outside his field of expertise.
The use of specialists is a powerful way of tearing down barriers.
Avoid generalizations. Do not accept second hand information. Ask
for copies of documents.
46. THE VA PROCESS (JOB PLAN)
46
Phase V - Development Phase: This phase attempts a further development of the two to
four ideas selected earlier.
A real effort to develop the ideas of lowest cost that do the main function is attempted.
Tests, prototypes, quotations of cost, costs of short term, long term alternatives and of
any new ideas alternatives, prove to be useful at this stage.
At the end of this process, the idea of least cost should have been identified..
Ask yourself: Would I spend my own money on this solution? If not, modify it.
Phase VI - Presentation Phase: The team must ensure that the person really interested in
applying the solution and the decision maker get to see it.
Present the final solution in writing, in a concise format, stating the savings, costs and a
detailed plan for implementing the idea. to the person that should implement it.
Give a copy to his boss. It should have all the information needed.
The value analysis group should not itself implement the idea, if this is outside its normal
area of work.
As with variety reduction, complacency and ingrained practices can block new
implementation.
The VA team must communicate and sell their case effectively (with detailed costings
and savings, implementation plans, models or prototypes).
47. 47
THE VA PROCESS (JOB PLAN)
Phase VII - Implementation Phase: Value analysis is not a method
of controlling the work of others or of investigating errors.
Normally the amount of work to implement an idea is greater than
the amount of work needed to produce the idea.
Therefore it is good procedure to let the people that implement
the idea get most of the praise and merit.
This produces excellent work relations.
Phase VIII - Verification Phase: It is necessary to ensure that the
group that implements the idea informs of the savings produced
and other benefits. If needed, the VA team helps them to
establish the way the implementation will be checked and the
savings calculated.
Every step of the process is geared toward obtaining a result
that increases the ROI (return on investment) or value for the
client (ourselves, our employer, etc.).
The VA team must have a record of the results and a series of
"fall back" positions to use as the Project progresses.
48. THE VA PROCESS (JOB PLAN)
Orientation
Functional
identification
Functional
analysis
Creative
alternatives
Analysis &
evaluation
implementation
48
49. BEHAVIORAL AND ORGANIZATIONAL
ASPECTS OF VA / VE
49
VA is a systematic, rational and structured process. Yet its
foundation is based on the effective use of people in the form of
teams.
This foundation itself possess some formidable challenges to
the successful implementation of VA I VE,
Some of which are ;
4. VA teams can waste time, be overly conservative and avoid
decisions.
5. The members of the VA team are already saddled with other
responsibilities and in that sense are busy.
6. Strong narrow - minded interests are common. .
7. The results from a VA study may be threatening, especially to the
current
planners, designers, and decision makers.
9. Emotional as well as rational conflict of interest is usually
generated.
50. FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
50
Function Analysis System Technique is an evolution of the
value analysis process.
FAST permits people with dissimilar technical back
grounds to effectively communicate and resolve issues
that require multi-disciplined considerations.
FAST builds upon VA by linking the simply expressed,
verb-noun functions to describe complex systems.
FAST is not an end product or result, but rather a
beginning.
It describes the item or system under study and causes the
team to think through the functions that the item or system
performs, forming the basis for a wide variety of
subsequent approaches and analysis techniques.
51. FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
51
FAST contributes significantly to perhaps the most
important phase of value engineering: function analysis.
FAST is a creative stimulus to explore innovative avenues
for performing functions.
The FAST diagram or model is an excellent
communications vehicle. Using the verbnoun rules in
function analysis creates a common language, crossing all
disciplines and technologies.
It allows multi-disciplined team members to contribute
equally and communicate with one another while
addressing the problem objectively without bias or
preconceived conclusions.
With FAST, there are no right or wrong model or result.
52. 52
FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
The problem should be structured until the product development
team members are satisfied that the real problem is identified.
After agreeing on the problem statement, the single most
important output of the multi-disciplined team engaged in
developing a FAST model is consensus.
Since the team has been charged with the responsibility of
resolving the assigned problem, it is their interpretation of the
FAST model that reflects the problem statement that's important.
The team members must discuss and reconfigure the FAST
model until consensus is reached and all participating team
members are satisfied that their concerns are expressed in the
model.
Once consensus has been achieved, the FAST model is complete
and the team can move on to the next creative phase.
FAST differs from value analysis in the use of intuitive logic to
determine and test function dependencies and the graphical
display of the system in a function dependency‘ diagram or
model .
53. 53
FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
Another major difference is in analyzing a system as a complete unit,
rather than analyzing the components of a system.
When studying systems it becomes apparent that functions do not
operate in a random or independent fashion.
A system exists because functions form dependency links with other
functions, just as components form a dependency link with other
components to make the system work.
The importance of the FAST approach is that it graphically displays
function dependencies and creates a process to study function links while
exploring options to develop improved systems.
There are normally two types of FAST diagrams, the technical FAST
diagram and the customer FAST diagram.
A technical FAST diagram is used to understand the technical aspects of
a specific portion of a total product.
A customer FAST diagram focuses on the aspects of a product that the
customer cares about and does not delve into the technicalities,
mechanics or physics of the product. A customer FAST diagram is usually
applied to a total product.
54. 54
FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
There is essential logic associated with the FAST HOW-
WHY directional orientation.
First, when undertaking any task it is best to start with the
goals of the task, then explore methods to achieve the
goals.
When addressing any function on the FAST model with
the question WHY, the function to its left expresses the
goal of that function.
The question HOW, is answered by the function on the
right, and is a method to perform that function being
addressed.
A systems diagram starts at the beginning of the system
and ends with its goal.
A FAST model, reading from left to right, starts with the
goal, and ends at the beginning of the "system" that will
achieve that goal.
55. FUNCTION ANALYSIS SYSTEM
TECHNIQUE - FAST
55
Second, changing a function on the HOW - WHY path affects all
of the functions to the right of that function.
This is a domino effect that only goes one way, from left to
right.
Starting with any place on the FAST model, if a function is
changed the goals are still valid (functions to the left), but the
method to accomplish that function, and all other functions on
the right, are affected.
Finally, building the model in the HOW direction, or function
justification, will focus the team's attention on each function
element of the model. Whereas, reversing the FAST model and
building it in its system orientation will cause the team to leap
over individual functions and focus on the system, leaving
function "gaps" in the system.
A good rule to remember in constructing a FAST Model is to build
in the HOW direction and test the logic in the WHY direction.
56. FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
56
The vertical orientation of the FAST model is described as the WHEN direction.
This is not part of the intuitive logic process, but it supplements intuitive thinking.
WHEN is not a time orientation, but indicates cause and effect.
Scope lines represent the boundaries of the study and are shown as two vertical
lines on the FAST model.
The scope lines bound the "scope of the study", or that aspect of the problem
with which the study team is concerned.
The left scope line determines the basic function(s) of the study.
The basic functions will always be the first function(s) to the immediate right of the
left scope line.
The right scope line identifies the beginning of study and separates the input
function(s) from the scope of the study .
The objective or goal of the study is called the "Highest Order Function", located to
left of the basic function(s) and outside of the left scope line.
Any function to the left another function is a "higher order function",
Functions to the right and outside of right scope line represent the input side that
"turn on" or initiate the subject under study and are known as lowest order
functions.
Any function to the right of another function is a "lower order" function and
represents a method selected to carry out the function being addressed.
57. FUNCTION ANALYSIS SYSTEM
TECHNIQUE – (FAST)
57
Those function(s) to the immediate right of the left scope
line represent the purpose mission of the product or
process under study and are called Basic Function(s).
Once determined, the basic function will not change.
If the basic function fails, the product process will lose its
market value .
All functions to the right of the basic function(s) portray
the conceptual approach selected to satisfy the basic
function.
The concept describes the method being considered,
elected, to achieve the basic function(s).
The concept can represent either the current conditions
(as is) or proposed approach (to be).
58. FUNCTION ANALYSIS SYSTEM
TECHNIQUE - FAST
58
As a general rule, it is best to create a "to be” rather than
an "as is" FAST Model, even if the assignment is to
improve an existing product.
This approach will give the product development team
members an opportunity compare the "ideal" to the
"current" and help resolve how to implement the
differences.
Working from an "as is" model will restrict the team's
attention to increment: improvement opportunities.
An "as is" model is useful for tracing the symptoms of
problem to its root cause, and exploring ways to resolve
the problem, because of the dependent relationship of
functions that form the FAST model.
59. 59
FUNCTION ANALYSIS SYSTEM
TECHNIQUE
Any function on the HOW-WHY logic path is a logic path function.
If the function along the WHY direction lead into the basic function(s),
than they are located on the major logic path. If the WHY path does not
lead directly to the basic function, it is a minor logic path.
Changing a function on the major logic path will alter or destroy the way
the basic function is performed.
Changing a function on a minor logic path will disturb an independent
(supporting) function that enhances the basic function.
Supporting function are usually secondary and exist to achieve the
performance levels specified in the objectives or specifications of the
basic functions or because a particular approach was chosen to
implement the basic function(s).
Independent functions describe an enhancement or control of a function
located on the logic path.
They do not depend on another function or method selected to perform
that function.
Independent functions are located above the logic path function(s), and
art considered secondary, with respect to the scope, nature, level of the
problem, and its logic path.
An example of a FAST Diagram for a pencil is shown below.
60. 60
FUNCTION ANALYSIS SYSTEM TECHNIQUE
FAST DIAGRAM PENCIL
Keep
records
Maintain
Information
Record
information
Make
Marks
Deposit
Medium
Apply
pressure
Protect
wood
Correct
information
Remove
Marks
Support
lead
Absorb
Medium
Apply
Pressure
Secure
Eraser
Improve
appearance
Display
information
Rub
eraser
Transmit
force
Accommodate
grip
Hold
pencil
HOW
WHY
W
H
E
N
61. 61
FUNCTION ANALYSIS SYSTEM
TECHNIQUE - FAST
The next step in the process is to dimension the FAST model or to associate
information to its functions.
FAST dimensions include, but are not limited to: responsibility, budgets, allocated
target costs, estimated costs, actual costs, subsystem groupings, placing inspection
and test points, manufacturing processes, positioning design reviews, and others.
There are many ways to dimension a FAST model.
The two popular ways are called Clustering Functions and the Sensitivity Matrix.
Clustering functions involves drawing boundaries with dotted lines around groups of
functions to configure sub-systems.
Clustering functions is a good way to illustrate cost reduction targets and assign
design – to – cost targets to new design concepts.
For cost reduction, a team would develop an "as is" product FAST model, cluster the
functions into subsystems, allocate product cost by clustered functions, and assign
target costs.
During the process of creating the model, customer sensitivity functions can be
identified as well as opportunities for significant cost improvements in design and
production .
Following the completion of the model, the subsystems can be divided among
product development teams assigned to achieve the target cost reductions.
The teams can then select cost sensitive sub-systems and expand them by moving
that segment of the model to a lower level of abstraction.
This exposes the detail components of that assembly and their function/cost
contributions.
62. CREATING A FAST MODEL
62
Creating A Fast Model
The FAST model has a horizontal directional orientation
described as the HOW-WHY dimension.
This dimension is described in this manner because HOW
and WHY questions are asked to structure the logic of the
system's functions.
Starting with a function, we ask HOW that function is
performed to develop a more specific approach.
This line of questioning and thinking is read from left to
right.
To abstract the problem to a higher level, we as WHY is
that function performed.
This line of logic is read from right to left.