This paper is a condensed version of my MBA Thesis, "Improving Product Development with Value/ Analysis/Value Engineering, A total management approach". It discuses how the value methodology reduces development risk and improves team performance and understanding of the problem through an interdisciplinary approach to problem solving and the application of "Design to Cost".
This paper was presented at the 1987 SAVE International Conference in St. Paul, Minnesota. This was also my CVS Certification paper.
This paper addresses people, pride and performance and their interrelationship with the Value Engineeing (VE) technique. It explores the importance of people for the successful application of the technique. Also discussed are the topics of leadership skills, verbal and non-verbal communication, team member recognition and participation, knowledge of right and left brain characteristics and the part each play in the job plan leading to the successful integration of philosophy and techniques to create change and improve performance.
It was co-authored by Jim Wixson, CVS, CMfgE and Harold Heydt, CVS. This paper was presented at the 1991 SAVE International Conference. in Kansas City, MO.
This paper discusses the pioneering efforts of a group of systems engineering at the Idaho National Engineering Laboratory (INEL) which were the first attempts to implement systems engineering to reduce risk, improve performance and comply with regulatory requirements pertaining the cleanup of various forms of hazardous and radioactive wastes at the laboratory. Systems Engineering was entirely new to the DOE and under the direction of Lockheed-Martin a new discipline was brought to the lab.This paper was presented at the 1996 International Council of Systems Engineers (INCOSE) in Cupertino, CA.
This paper describes how to tailor the Value Engineering/Value Management methodology’s job plan to be used as a failure analysis and product/process improvement tool. The emphasis is placed on the function analysis of the product, process, or service. The FAST model is used as an aid to target functions that have experienced some type of failure, or need improvement. Then, identifying potential problems and most likely causes of failure of these functions facilitates the generation of superior ideas on how to fix the failure, or make improvements. The paper was presented at the 1997 SAVE International Conference in Seattle, WA.
The "Father of Value Analysis", Lawrence D. Miles, was a design engineer for General Electric in Schenectady, New York. Miles developed the concept of function analysis to address difficulties in satisfying the requirements to fill shortages of high demand manufactured parts and electrical components during World War II. His concept of function analysis was further developed in the 1960s by Charles W. Bytheway, a design engineer at Sperry Univac in Salt Lake City, Utah. This paper demonstrates the linkage between the Value Engineering methodology and Systems Engineering through the concepts of Function Analysis Systems Technique in Value Engineering and Functional Analysis in Systems Engineering.
This paper was presented at the 1999 International Council of Systems Engineers (INCOSE) conference in Brighton, England UK by Jim Wixson
Root cause analysis (RCA) is an important methodology that can be integrated with the VE Job Plan to generate superior results from the VE Methodology. The point at which RCA is most appropriate is after the function analysis and FAST Model have been built and functions for improvement have been chosen. These functions are then subjected to a simple, but, rigorous RCA to get to the root cause of their deficiencies, whether it is high cost/poor value, poor quality, or poor reliability. Once the most probable causes for these problems have been arrived at, better solutions for improvement can be developed in the creativity phase because the team better understands the problems associated with these functions.
This paper was presented at the 2002 SAVE International Conference in Las Vegas, NV.
System Dynamics can be used to facilitate the understanding and develop alternatives for a system. In the same way, The Theory of Constraints (TOC) is based on Eli Goldratt's work on "how to think"1, System Dynamics (System Dynamics) is based on a way of thinking about systems from a global perspective. The primary application of TOC embodies a systems thinking approach to manufacturing systems. By knowing how to think from a systems perspective, we can better understand the system under study. Through better understanding, the performance of these systems can be improved. The concepts of ongoing improvement embodied in the TOC are enhanced using System Dynamics. By providing a way to model and simulate the system under study through System Dynamics and applying the rules of TOC to the model, alternative solutions to improve system operation can be developed. System Dynamics software further enhances this process by adding the ability quickly evaluate various alternatives versus testing these alternatives on live production runs that may take weeks, or months.
This poaper was presented at the 2003 Annual Conference on Systems Dynamics in New York City, NY.
In October 2001, the Department of Energy’s, Office of Price-Anderson Enforcement determined that the continuous improvement aspect of the INL Quality Assurance Program was inadequate. At the request of the INL Senior Management, a Quality Assurance Operations (QAO) Task Team was identified and requested to review the INL practices to determine whether the INL was performing the activities that are required for Quality Implementation. The team consisted of INL managers from Operations, Quality Assurance, Document and Records Management, Construction Services, Radiological Control, and Engineering. FAST modeling combined with other analytical techniques were used to identify areas for improvement and resolve the issues related to inadequate continuous improvement efforts. This paper was presented at the 2005 SAVE International Conference atThe Westin Horton Plaza, Sand Diego, CA.
“Don't look now, but an old discipline value analysis is on the comeback trail,” trumpets the introduction of a Purchasing Magazine article, “Value Analysis Makes a Comeback”. Value Analysis and Value Engineering are returning with a vengeance in the battle to bring jobs back to America. Combined with the lean technologies of Six Sigma, Lean Manufacturing and Automation, Value Engineering completes a suite of tools dubbed Extreme Lean™ by Dave Dixon of Technical Change Associates, Inc., a lean management consulting firm based in Ogden, Utah. Industry Week’s annual survey of US manufacturers included a vital bottom-line statistic. The dominant concerns of manufacturing CEOs are 1) achieving lower costs, and 2) warding off foreign competition. In this context, “foreign competition” includes US competitors who source products offshore. Six Sigma and Lean Manufacturing are not enough to turn this around. This article explores how value analysis/value engineering enhances the Lean-Six Sigma Methodologies and how the concept of “Extreme Lean™” can help stem the tide of lost manufacturing jobs in the U.S.