13 techniques proposed by L.D.

Miles,
the founder of value analysis and
engineering
____________________________________________________________________

Value Analysis Techniques

Miles provided 13 ideas as value analysis techniques.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.

Avoid generalities
Get all available costs
Use information from the best source
Blast create and refine
Use real creativity
Identify and overcome roadblocks
Use industry experts to extend specialized knowledge
Get a dollar sign on key tolerances
Utilize vendors available functional products
Utilize and pay for vendors skills and knowledge
Utilize specialty processes
Utilize applicable standards
Use the criterion, would I spend my money this way?

The list in above order was given by Miles in his first edition of the book. The order can be changed to
study the techniques in a sequential process way.

Value Analysis Techniques of Miles in a

different order
Analysis techniques for creating low cost alternatives
1. Blast, Create and Refine
2. Utilize vendors available

functional products
3. Utilize specialty processes
4.
Utilize
applicable
Information

needed

to

start

5. Avoid
6. Get all available costs

7. Use information from the best source

the

activity

standards
and

to

analyze

generalities

8.

Get

dollar

sign

on

key

tolerances

During the value engineering process use creativity and question the existing
solutions
9.
10.Use

Use

real

creativity

the
criterion,
would
I
spend
my
This will motivate you to focus on the issue and come with alternatives

money

this

way?

Use outside expertise also to come with value enhancing suggestions and their development

11. Use industry experts to extend specialized knowledge

12. Utilize and pay for vendors skills and knowledge
Be
13.

ready

for

roadblocks

Identify

after
and

you

come

out

overcome

with

solution
roadblocks

Brief Explanation of the VE Analytical

Techniques
1. Blast, Create and Refine
Blast
To do blast activity, the basic functions to be accomplished by a product or a
component are given the focus and alternative products, materials and processes
are brought into the picture. These alternatives need not entirely accomplish all the
basic functions completely. These alternatives need to qualify on the basis of
accomplishing some important part of the function or functions in a very economical
manner. The alternatives are in the consideration list even if they can accomplish
important part of the function based on some modifications. During this activity, the
amount of the function which would be accomplished by the suggested or identified
alternatives
and
the
cost
involved
are
ascertained.
Create
Use real creativity to generate alternatives to improve the ideas of blast stage, to
accomplish large part of the required function with accompanying increase in cost.
Increase in functions obtained needs to be accounted by increase in cost.
Refine
The solution obtained in create stage is further sifted and refined by adding features
which provide further functions and fully accomplish the desired function. Miles
stated that this blast, create and refine technique delivered the total function with the
same reliability but at a cost of one-half to one-tenth of the original for many
components and products.

2. Utilize vendors available functional products

Number of products like special hinges, special rivets, special tapered structural shapes etc. are
available to perform various functions from vendors. Available functional products (even though not
standard but special) have low costs because the specialty supplier has a sufficient lead in his
particular
technology
and
sufficient
volume.
But there are interfering factors that prevent engineers from using the available functional products
and they design items for their products afresh. Miles identified some of them as lack of knowledge
regarding the availability of the items, preference for do-it-ourselves, feeling that boss wants me to
design, inhouse design shows our capability thinking, feeling that own designs are proprietary
knowledge, problems of search, and feeling that we can improve over a period of time etc.
Miles recommends preparing functional product lists and specially creating lists for items that are not
usually
bought.

3. Utilize specialty processes and special tools

Miles defines specialty process as an applicable process which would reliably accomplish the needed
function for significantly lower cost and which either exists or could, and would be developed by some
one who leads in the technology involved if he understood the need for it.
Miles gaves the opinion that even persons engaged in value work take time to recognize specialty
processes. In 1961, he gave the delay as three years. Other engineers take around 10 years to
recognize specialty processes. The purpose of identifying and emphasizing this point in the list of VE
techniques is to reduce this time lag.
Special tools also provide value opportunities. Value engineers have to be on the lookout for
appearance of special tools.

4. Utilize applicable standards

Miles has written that including in the list of techniques and highlighting it may look
silly,
but
it
is
a
valuable
technique
in
VE
application.
The full meaning includes utilization of standard parts, parts of standard products,
engineering concepts, manufacturing concepts, manufacturing processes and
materials. He also emphasized that where not applicable standard items should not
be
used.
5. Use information from the best source
This point is relevant to the issue of overcoming roadblocks to various value
suggestions. In one example, a component, a cover of an item was judged to be
redundant. The designer said it was required by the customers. When the value
engineer approached the sales person, he was told that only one customer uses the
item with the cover and all others actually remove the cover and use it. Hence the
initial idea that the cover was redundant was right. So the suggestion is that

information from the best and ultimate source is to be only used for decision making
in value work.
6. Get a dollar sign on key tolerances
Tolerances are required to obtain necessary fit or to allow assembly.
But many times tolerances are specified as standard practice and to give the
impression
of
a
complete
drawing.
Tolerances
have
cost.
For efficient use in value work each tolerance is to subjected to the following
questions.
i)
What
does
it
cost?
ii)
What
function
does
it
provide?
If the cost of tolerance is trifling, it did not be analyzed further. But if it is substantial
in the process cost, it is to be analyzed.
7. Use real creativity
Creativity is generating alternatives. Creative people believe that there are many
ways of doing a thing. Miles made the observation that many creative people believe
there are at least eight ways of doing a thing. They are not satisfied when they find
one
way.
In value analysis, creativity is to be applied as soon as the function desired is
brought out in specifics. The most common obstacle to creative thinking is natural
tendency to let judicial thinking work along. It interferes. What is required is to
suspend judicial thinking and let the ideas flow. Creativity is not associated with only
complex problems. Even simple things can have creative alternatives. Creativity can
be sustained and more alternatives can be generated in a group brainstorming.
8. Identify and overcome roadblocks
A roadblock is a decision that prevents value alternatives. The decisions could be
due to lack of information, acceptance of wrong information and wrong belief on the
part of the decision maker. The value engineers have to recognize the roadblocks,
and provide more correct information with proper timing and presentation so that the
decision maker will use it.
9. Avoid generalities
Many times general statements are used to stop value alternatives from proceeding
further.
Examples
given
by
Miles
include:
* It's not practical to build dies for drop forging when quantities are less than 25,000
per
order.
* It's not practical to build molds for casting in quantities of less than 5,000.
But a value engineer needs to make inquiries. Parts vary in complexity and material
may make a difference. There will be advancements in diemaking and as well as in
diemaking machines. Instead stopping with general statements, value engineer
needs to make specific inquiries.
10. Get all available costs
Cost data are produced in companies to support financial statements and tax
statements. Hence a value engineer has to get all available costs and assess their
utility for his decision making purpose. When costs are utilized for decision making

they have to make economic sense. An example was given by Miles, wherein
inappropriate cost allocations and decision report higher cost figures for an item.
11. Use industry experts to extend specialized knowledge
The quality of answers to value problems is dependent upon the depth of penetration
of the subject matter brought to bear on the problem. It has to be noted that
knowledge, techniques and processes are continually being developed in each
technology and that only the specialists know of those which have become practical
with the last year or two. Value engineers have to bring these experts into their value
projects and try and get best answers to the attainment of functions desired.
12. Utilize and pay for vendors skills and knowledge
There are suppliers with skills to develop special products at low prices. They
continuously upgrade their skills and are looking out for opportunities applying their
technology. Users benefit by contacting them and posing their function fulfillment
problems. These suppliers spend time and come out with solutions. Whenever they
come up with good value solutions, they need to be rewarded with orders. There
have to fair relations between suppliers and company.
13. Use the criterion, would I spend my money this way?
Miles documents that an average person evaluates his personal expenditures in the
following
steps.
A
limited
amount
is
allocated
for
the
purpose.
Effort is done to secure maximum use function and appearance function from the
expenditure. For this, he generates number of alternatives or considers number of
alternatives. He will make a comparison of relative use values, esteem values and
cost
to
make
a
decision.
Design engineers, manufacturing engineers, purchasing personnel and management
have to follow similar procedure for organizational decision making also.

Barnes__________________________________________
Chapter 2 Definition and Scope of Motion and Time
Study
Motion Study or Work Methods Design (Barnes equates Motion Study to Work methods design)
1. Developing the Preferred Method. Developing the Preferred Method.
2. Standardizing the Operation - Written Standard Practice
3. Determining the Time Standard - Work Measurement
4. Training the Operator
3 Patterns in which Motion and Time Study is used

A. By industrial engineers - staff specialists - Originated in 1880s

B. By Managers and Line Supervisors -Introduced in 1930s
C. Workers themselves in teams or groups - Came into use in 1950s

Chapter 3. History of Motion and Time Study

Taylor's Use of Time Study
Time study was initially started by F.W. Taylor in 1881 in the machine shop of hte Midvale Steel
Company. (Detailed note by F.W. Taylor)
Taylor's Principles of Management
Taylor's Investigation of Shovelling
Taylor found that shovelers were lifting loads of 3.5 pounds when handling rice coal and up to 38
pounds to the shovel when moving ore. Taylor's experiments showed that with a load of 21.5 pounds
on the shovel, a man could handle a maximum tonnage of material in a day.
The Beginning of Motion Study
In 1885, Gilbreth, as a young man of seventeen, entered the employ of a building contractor. Gilbreth
observed that brick layers were using different set of motions and some set of motions were more
productive. Gilbreth developed interest in developing more productive motion sets and methods in
bricklaying. He invented a scaffold which could quickly and easily raised as the wall height is
increasing due to construction. The scaffold on which the bricklayer is standing has a bench for
holding the bricks and mortar at convenient height. The bricks were placed in an orderly manner by a
helper. With such improvements, the motions to be made by a bricklayer were reduced to 4.5 from the
earlier 18, The average bricks laid increased to 350 per man per hour from the old rate of 120 bricks
per man per hour.

Chapter 4. General Problem Solving Process

1. Problem Definition
Example: A farm plants peas in 7000 acres each year from early March to the the first of April.
Harvesting is a problem and the harvesting crew works round the clock and still cannot harvest all the
acres. Dr. C.W. Thornthwaite, climatologist for the farm attacked the problem from planting side. He
scheduled planting in such a way that a definite number of acres are ready for harvesting every day
during the harvesting season and hence there was no confusion and overload on the harvesting team.
The problem could have been tackled from the side of harvesting also. But this solution is more ideal
according to the author.
2. Analysis of the Problem
The author highlights that some time certain restriction are told by the persons who are using the
current process. They need to be examined carefully. He gives the example of citrus fruit packing.
They were packed in wooden crates wrapped in tissue paper with the assumption that they need
ventilation. But now they are packed in cardboard cartons without any ventilation. Hence the earlier
assumption was not correct.
3. Search for Possible Solutions
Study of texts, handbooks, magazines, technical brochures of various companies, search of relevant
websites.
The author gives two examples of new technology to support the idea that search for possible solution
should extent to new technologies.

Examples one is an electronic thermometer. The thermometer has a probe onto which a disposable
probe is placed and inserted under the patient's tongue. In the 15 to 25 second, the digital reading will
come. As a disposable probe is used, there is no possibility of infection spreading to other patients
and also the thermometer need not be sterilized. There is no danger of patients biting the
thermometer also.
Second example is related to special polypropelene foam material developed by Dupont.
Creative thinking by individuals and groups to be employed.
4. Evaluation of Alternatives
Role of Engineering Economics in Evaluation of Alternatives
In certain types of problems, evaluation would center around the total capital that would be invested in
each of the several proposed methods, expected life of the equipment, scrap value and annual
operating cost. From these economic or cost figures, the rate of return on the investment per year is
calculated. Direct labour required for each of the proposals need to be worked out. Predetermined
motion time systems could be used for this purpose. But to visualize the motions to be made by the
operators, mock-ups of jigs and fixture may have to be made. Some companies have special
laboratories and workshops for such projects.
5. Recommendation for Action

Chapter 5. Work Methods Design - The Broad View

The over-all process of putting a new product into production
1. Planning
2. Pre-production
3. Production
Planning
Six basic planning functions
1. Design of the product
2. Design of process
3. Design of Operator work method
4. Design of tools, jigs and fixture
5. Design of plant layout
6. Determination of standard time
Preproduction
Resources are acquired and installed and trial runs are made.
Production
The production system is producing as per market requirement or demand.
Two attention areas of Method study person.
1. Preventing the method from deteriorating or deviating adversely from the planned methods,
2. Constantly being on the look out for improvement options, and when one is found, putting it into
effect. Also the methods have to be periodically subjected to methods improvement study.

An ongoing manufacturing process provides opportunities to improve and redesign operator methods,
to eliminate manual tasks, and make the job easier for the worker. New equipment and tools make
existing facilities obsolete and provide cost reduction opportuties. New and better materials are
developed or become available providing scope for changes in product parts design.
Example given - Elizabeth Arden Inc. lipstick manufacturing process
In the zeroth year or the starting of the study, the units produced per labor hour was 76. By end of 7
years, the productivity increased and the unit produced per labor hour was 179.

Chapter 6. Work Methods Design - Developing A Better

Method
Approach for developing the preferred method
1. Eliminate all unnecessary work.
2. Combine operations or elements.
3. Change the sequence of operations
4. Simplify the necessary operation (Operation analysis)
2. Combine operations or elements.
Example given: In a furniture factory, an operator unloaded wooden logs from a truck and loaded
them into a moulding machine. On the other end, another operator took the moulded item and loaded
it into a another truck. In the redesign, another short conveyer brought back the moulded item to the
operator who was loading the machine. The truck was partitioned into four comparments and only
three were loaded. In the empty compartment the moulded pieces were loaded by the same operator.
Thus the operation was completed by only one operator and also the need for another full truck was
eliminated,
3. Change the sequence of operations
In one plant small assemblies were made and stored in a stock room. Inspection was done
subsequently. This was resulting in certain problems and in the rearrangement inspection was done
immediately after the assembly and then only the finished goods were kept in stock for despatch.

Chapter 7. Process Analysis

Process Chart
Gilbreth Symbols
ASME symbols
Flow Diagrm
Gang Process Chart
Example: Installation of a Pipe Bridge in Procter and Gamble Company
The earlier procedure was to pick up the the bridge with a crane and fasten it in place and then install
pipe and conduit in the bridge at a height. The procedure was changed to installing pipe and conduit
while the bridge is on the ground and then lifting it to the required height and fastening it.

Chapter 9. Operation Analysis

Full details of Operations Analysis - Book by Maynard and Stegemerten
Operation Chart or the left- and right-hand chart.
Bolt and Washer assembly example

Check Sheet for Operation Analysis

1. Materials
2. Materials Handling
3. Tools, Jigs and Fixtures
4. Machine
A. Setup
B. Operation
5. Operator
6. Working Conditions

Example: Spraying inside and outside of metal box cover.

Initially one side is painted and the cover is put in an oven and then the other side is painted.
A device was developed that held the cover on two knife points and inside and outside were painted
one side first and next side later and then the cover is put in the oven. Production doubled with the
same facility.