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The Value Method is a highly efficient and productive decision-making process. It
uses:
General Introduction
The Value Method was originally developed by Larry Mills (General Electric) in 1943. It
has been highly refined and honed by many over the years. It's designed to use
highly efficient procedures that are consistent with sound management techniques
and is tuned to achieve maximum performance, in the minimum amount of time
required. As a complete and mature process with more than 50-years of successful
application, it has been used in almost any endeavor contemplated.
Key Characteristics
Several characteristics differentiate the Value Method from other techniques.
These help ensure that the customer obtains the kind of product they need
and want.
Good results are produced by taking the appropriate action at the appropriate
time. Unfortunately, the appropriate action and timing are rarely sufficiently
clear. Also, there are natural organizational and human limitations that must
be contended with by everyone. The Value Method takes human and
organizational limitations into account in the key characteristic of its processes.
When the fundamental "requirements" of the Value Method are adhered to by
those making use of it, success is virtually guaranteed.
Doing a "good job"
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o
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In general, all organizations and people want to do a good job. They want to
Alternatives
The Value Method generates, examines, and refines creative
alternatives toward the concept of producing an end product
that produces high customer acceptance. The process
endeavors to widen the number and scope of the available
alternatives. This is done to increase the potential for
enhanced satisfaction, and take advantage of the added expertise brought into
the studied activity through the value study process.
Value
The true value of a activity or product is its relationship to its perceived worth
as opposed to its life-cycle costs. In Value Method terms: Value = Worth /
Cost. When an item has a Value greater than 1.0, the item is perceived to be a
fair or good value. When an item has a Value is less than 1.0, the item is
perceived to be a poor value or bad value. When the perceived worth far
exceeds the life-cycle cost, we usually consider purchasing the item.
Worth
The worth of a product involves many features. The most common cited
are: benefits received, services obtained, satisfaction of the product
performance, quality, safety, and convenience. The worth of the product
is a measure of what is in it for the customers involved. It is a measure
of how well the end product meets the involved essential needs and the
added desires of those that have a voice in the product selection or its
use. An end product must always supply the essential need, or its worth
will be poor
Life-Cycle Costs
The true cost of an item is not just the amount of money that you pay
when you buy it. Much more is involved. When you buy something, you
also buy its long-term effects. The initial costs plus these long-term
costs are called life-cycle costs. This includes things like the time
involved to get the project done, the people needed (number, expertise
and so on), the degree of difficulty involved, availability of money or
other resources, the amount of maintenance needed, and the money
that must be expended and kept in reserve.