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Concepts- Value Analysis

Concepts- Value Analysis

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Published by bakerybazar
value analysis
value analysis

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Published by: bakerybazar on Sep 16, 2010
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09/29/2010

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2
Techniques
of
Value Analysis and Engineering
end, with great uncertainty and often stress. Families must be relocated.Those people who become jobless no longer have opportunities to usetheir abilities and skills in an organized way to contribute to progress. Incontrast,
if
the business "wins7' its share in the competitive market, greatbenefits are brought to great numbers of deserving people.When "costs are too high is an actual or potential reason for losingcompetitive business, some direct action is in order-not discharging the"team" and getting another with its uncertainties, but providing someprecise "coaching" in a few meaningful areas.Every champion prizefighter knows how to fight. However, he wouldnever expect to win if he didn't have coaching. The best champions knowhow to play a very skillful game of golf. If they didn't, they wouldn't bethere. Yet, none would expect to win continuously
if
he didn't have coach-ing. Of course, the "pro" cannot achieve an overall score as good as thechampion.
If
he could, he would be the champion. Of course, the prize-fighter could knock out the coach in an overall fight, but the coach im-proves specific skills of the champion, which count. The championdevelops a little better timing, a delayed punch, a harder punch, or adeceptive punch. He develops a little surer stance, a little surer swing, ora little better "out" from a bad lie.The small difference between being the winner and being second is ofgreat importance. The difference between getting the order and biddingclose is all important. It is not suggested that value analysis techniquescan change a poor organization into a good one. It is self-evident that acoach cannot change a poor fighter into a champion. It is presented thatwhen "costs are too high"
is
the problem, value analysis "coaching" isspecific to the need. The fact that a company is in business and cannearly win its share
of
the orders indicates that it is a good company andthat its essential work is almost competitively done.Value analysis approaches and techniques will help the persons in-volved to obtain a better answer to their problems that determine costs;in competitive business, this difference can change the organization frombeing just "good to being the "winner."
1-2
Problem-solving System
The name
value
analysis, or value engineering, has been applied to thisproblem-solving system with the field of knowledge and supporting tech-niques for the achievement of lower costs.
Case
Study
TAE RED POINTER AND RED INK
On an appliance knob, a strip of bright metal containing a red pointer wasmounted. Its function was to snap on over the screw which held the knob,
 
Concepts and Approaches of Value Analysis and Engineering
3
thus concealing the screw and providing the appearance which the cus-tomer wished.
A
value audit of the product showed that $20,000 was spent each yearon the production of
1
million. This stylist was apprised of it and askedfor guiding suggestions which were followed in developing alternatives.
A
polished stainless-steel part was one alternative which would accomplishthe function as well, providing the customer liked it. There were, of course,other alternatives.The industrial stylist asked, "Why does the red pointer increase the costso much?" The answer was that it caused the small part to become a"name plate," which imposed certain costs and restrictions on its manu-facture and procurement. Some of the other alternatives, such as thepolished stainless steel, were merely small stampings not using name platetechnology and not limited to the sources of supply who provide nameplates.The stylist promptly issued instructions totake out the red pointer and use polishedstainless steel. He said that the red arrow wasnot good, that it caused the product to lookmore like a toy and less the mature, reliableproduct that it was, that he never had likedthead rednotheroloralternativen it very inwelliew.utTheadchangeever
P
EFORE
{P
FTER
was made, both improving the customer
Fig.
1-1
The
pointer.
appearance value of the product and elimi-nating $15,000 of unnecessary cost.Although the answer, once developed, and the thinking process seemsimple, $15,000 cash each year ($1,250 each month) for the design life
of
three to four years shows the benefits of an optimum problem-solvingsystem for simple as well as involved matters.Value analysis is a problem-solving system implemented by the use ofa specific set of techniques, a body of knowledge, and a group of learnedskills. It is an organized creative approach that has for its purpose theefficient identification of unnecessary cost, i.e., cost that provides neitherquality nor use nor life nor appearance nor customer features.When applied to products, this approach assists in the orderly utiliza-tion of better approaches, alternative materials, newer processes, andabilities of specialized suppliers. It focuses engineering, manufacturing,and purchasing attention on one objective-equivalent performance forlower cost. Having this focus, it provides step-by-step procedures foraccomplishing its objectives efficiently and with assurance.When applied to services, this approach assists in the more precisedetermination of "What are we trying to do?" in the form of solvable prob-lems, a thorough collection and penetrating analysis of information andassumptions surrounding the service, viable alternatives from the creative

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