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What is the Value Method?

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The Value Method is a highly efficient and productive decision-making process. It
uses:

Systematic and organized procedural processes


Creative methods to generate alternatives

Essential functional approach

Comparisons of worth as opposed to Life-Cycle Costs (defined as value).

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.

Value-based decision process


Uses functional approach
Follows a very systematic and organized "job plan"
Directs efforts towards maximum possible alternatives through
creativity techniques
It is Success Oriented

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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In general, all organizations and people want to do a good job. They want to

meet the needs of their customers. When an organization or person


consistently fails to meet the needs of the customers well, they eventually fail:
few plan to fail. Unfortunately, the best direction is not always clear. The
limitations of time, money, expertise, and other resources require us to take
shortcuts or make decisions that may not be based as well as we would like.
Each person must also contend with our own human limitations such as how
many items we can keep in the forefront of our mind at the same time, the
number of times it takes us to develop understanding and comfort in any new
item, and the limited experiences that we have been exposed to in our
lifetime.
When people decide they want to do something optimally, the results are
astonishing. To decide to do something better is the first step. To use good
techniques to do it is the second step. The third step is acquiring those skills.
As people acquire those skills, they and their employer benefit. Whether
applied by the individual, team, or organizationally, the Value Method is one of
those skills that produces great benefits without having to endure hard lessons
through the "school of hard knocks."

You may have heard of it.


Applications of the Value Method are known by several common names. Value
Engineering (VE), Value Analysis (VA), Value Management (VM), and Value
Planning (VP) are some of the most common names used. These names
describe small variations in the general Value Method process related to the
timing, selection, type of activity, or other specific application. Application of
the Method is usually referred to as value studies. Each year companies save
billions of dollars in expenditures; improve quality, service while improving
customer satisfaction; and increasing revenue, market share, and profits.
Keywords
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.

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.

Functions and FAST


One of the most unique and useful qualities of the Value Method is its use of
functions to describe the activity or product being studied. The value study
breaks the "project" into components so as to avoid misunderstanding of the
planned intents for the project. Then a Functional Analysis is conducted on
each component. In the Value Method process, functions are limited to the
shortest sentence possible. Just two words are usually allowed: a verb (active
preferred) and a noun (measurable preferred). The main functional purpose for
the component being studied is the primary function. Of course, things often
happen as a result of the choice of a component, or something must be done
to make the selected component work as needed. These functions are called
supporting or secondary functions. The results of the functional analysis are
placed into a function-logic diagram called a FAST (a short term for Functional
Analysis System Technique).

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.