M A R C H / A P R I L 1979 Volume 2 No. 6

WORLD T E C H N I C A L P U B L I C A T I O N F O R

GUIDELINES FOR VALUE ENGINEERING (VE)

Prepared by: TASK FORCE #19

Subcommittee on New Highway Materials AASHTO-AGC-ARTBA Joint

Cooperative Committee

Members of Task Force «19

James L. Pierce—Georgia Department of Transportation, Chairman Philip G. Gosher—Virginia Department of Highways and Transportation

E. Darwin Spartz—California Department of Transportation Michael N. Zabych—Corps of Engineers, Department of Defense Edward D. Johnson—Federal Highway Administration, Secretary

INSIDE - V. E. in H I G H W A Y CONSTRUCTION-GUILDLINES

ALSO: Putting Sell in Suggestions

A Tool for Upstream Value Engineering The SAVE 1979 International Conference

The V.E. Present of a Lifetime

Now!—A book that shows you how to make the Value Management Concept work!

VALUE MANAGEMENT

FOR CONSTRUCTION

By Manuel C. Macedo, Jr., Paul V. Dobrow, and Joseph J . O'Rourke

This book introduces and defines the Value Manage­ment concept, and lays out the principles and prac­tices that make the Value Management concept work. It concerns itself with the management of the total project value as opposed to the traditional value engineering /analysis methodology—although the traditional methodology is not totally abandoned.

For the graduate engineer, manager or administra­tor, the complexity of a program causes expensive mistakes in the earliest planning. Without prior years of exposure and experience, it is difficult to envision the Value Management techniques that can save time and acquisition dollars in the planning and organization stages as well as the opportunities to reduce costs of operations and support during the design and engineering phases. This book provides the insights by explanation and practical case exam­ples for the broad as well as specific Value Manage­ment process.

Value Management for Construction brings together the current thinking on Value Management. It explains what is happening in the industry and what is expected to happen in the near future. Its intent is to start an industry-wide dialogue on the Value Management Concept. There is no attempt to develop an inflexible methodology. Nor is this consid­ered the final word on Value Management. The experience of the recent past has proved the validity and usefulness of the Value Management Concept, but the next several years will see the concept revised and perfected into a classic management tool.

Value Management for Construction has been written at the management and decision-making level. The subject is developed in the book with practicing managers in mind. Its contents are aimed at executives, construction managers, value manag­ers, project managers, architect-engineers, general contractors, and others involved with the planning, designing, constructing, operating and financing of building projects.

390 pp. (0471-03166-6) 1978 $25.00

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Mail to: WILEY-INTERSCIENCE a division of John Wiley & Sons, Inc., Dept. 092, 605 Third Avenue, Mew York, N.Y. 10016 (Att: Mat Bodian)

Please send me a copy of VALUE MANAGEMENT FOR CONSTRUCTION by Manuel C. Macedo, Jr., Paul V Dobrow, and Joseph J. O'Rourke. (0471 -03166-6) • Bill me. • Bill firm-<« $25.00 per copy (plus postage/handling).

Name .

Affiliation

Address

City

State/Zip A3659-51

P U B L I S H E R

Society of American Value Engineers

A SOCIETY OF A M E R I C A N

V A L U E ENGINEERS 220 N . STORY RD. , SUITE 114

I R V I N G , T E X A S 75061

Managing Editor Carlos Fallon

10 Quail Hol low Drive

Southport, N . C . 28461

Contributing Editor — A S P I A L E X P E T C H K U R O W

C O L L I N S R A D I O G R O U P (MS 402-231) R O C K W E L L I N T E R N A T I O N A L

1200 N. A L M A R O A D R I C H A R D S O N , T X 75080

Contributing Editor — NASS J U D Y C O R B I N

N A T I O N W I D E M U T U A L I N S U R A N C E 246 N. H I G H ST.

C O L U M B U S , O H I O 43216

Production Editing and Printing Triangle Press P.O. Box 407

Grand Prairie, T X 75051

E D I T O R I A L A D V I S O R Y B O A R D

Arnold Skromme Deere & Co. Moline, I L

Oliver Hallett Executive Secretary NASS

Paul M. Bailey Pacific Gas & Electric

Art Mudge Joy Mfg. Co .

Thomas D. O'Connor West Point, P A

Harry Coffin Schwinn Bicycle Chicago, I L

V A L U E W O R L D Volume 2 No. 6 March/April 1979

Magazine for

A M E R I C A N SOCIETY FOR PERFORMANCE I M P R O V E M E N T 790 Broad Street, Newark, NJ 07102

and

N A T I O N A L ASSOCIATION OF SUGGESTION SYSTEMS 435 North Michigan Ave., Chicago, I L 60611

and

SOCIETY OF A M E R I C A N V A L U E ENGINEERS 220 N . STORY RD. , SUITE 114

I R V I N G , TEXAS 75061

THIS MONTH'S FEATURES: Page

The V.E. Present of a Lifetime By H. K. van Heerden, Pr. Eng.,CVS 3

Putting Sell in Suggestions By Robert A Schwarz 5

V.E. in Highway Construction-Guidelines Material supplied by: Kempter-Rossman International, Excerpts by Carlos Fallon-Managing Editor 7

A Tool for Upstream Value Engineering Reprint of Naval Engineering Journal 11

The SAVE 1979 International Conference By Donald Parker, General Chairman 17

COLUMNS FEATURES:

Carlos Fallon 2 Opportunities 16

SUBSCRIPTIONS — Single Issue $2. Yearly rate: U.S. $12 10 SAVE Members, (included in unual membership dnes rale). Non-members and Foreign Countries $14. Technical Society and organization bulk rates and overseas air mail rates are available upon request. Make all checks payable to SAVE in U.S. dollars.

IN THIS ISSUE

EDITORIAL

Meet our new Managing Editor-Carlos

Fallon

p.2

Putting Sell In Suggestions by Robert A . Schwarz

p.5

NAVAL ENGINEERS JOURNAL

A Tool for Upstream Value Engi neering

p . l l

1

OUR NEW MANAGING

EDITOR

Carlos Fallon

Editorial

PRODUCTIVITY

The word productivity and its diverse meanings seriously affects pro­duction. To enhance productivity, in a lasting way, the value disciplines seek to increase return on investment while at the same time making the work more pleasant for the actual producers. This is new?...

Not in the countries that compete most successfully with the United States. In Sweden, Volvo has con­ducted extensive experiments on mak­ing the work more interesting for the workers. Sweetness and light? Not at all. They are a very practical people. The standards of living in Sweden sur­passed that of the United States in 1978. To last, and to increase, produc­tivity must be good for the producers themselves as well as for the customer and the enterprise.

In Japan, industry takes an active in­terest in the welfare of its workers, and the workers take an active interest in the success of their companies.

It was no accident. The Japanese had paid the price that we are paying now. They found out that hostility is expensive, that the class struggle is wastefull. A warrior-based feudal system that exalted hostility had dominated Japanese culture for 700 years. But they had been learning; first, f rom the Chinese, as the Romans had learned f rom the Greeks; and then, they saw foreign warships silencing their forts and steaming against the tide without any wind.

A l l the Japanese people seem to have reached a collective decision: (1) they would have to abandon the hostility-steeped feudal system in favor of a cooperative national government, and (2) they would learn to make machines. The M e i j i Restoration was im­plemented by a number of imperial rescripts. One of these said, in effect,

Carlos Fallon

"We are learning too fast." In learning to make machines, Japan was falling heir to the social turmoil of the in­dustrial revolut ion. Western in ­dustrialization left little room for cer­tain basic Japanese values. The im­perial court then stepped in with the Educational Rescript of 1890 which ad­ded ethics and loyalty to the mainly economic motivation of Western in­dustry. Powerful feudal families became powerful, industrial families. In line with the Educational Rescript, the Japanese built upon their own culture. Their concept of productivity rests on a balanced loyalty among employers, employees, and the com­munity.

As in Japan, the idea of productivi­ty, in Scandinavia, goes beyond "more units of product per unit of cost." In the same way that the Japanese built upon their native values, the Scandina­vians have built upon their ice-age heritage-what Northerners in this country call "Yankee ingenuity."--an urge to improve. Vardeanalys in Scan­dinavia is as much concerned with bet­ter products as it is with economy and efficiency.

I am now revising my book Value Analysis to Improve Productivity and I came across a passage in which I asked a Danish client why he needed a U.S. consultant when productivity in his country was rising faster than in the U.S.

"Because, " he told me, "you have a problem with increasing costs, yes; but not with productivity."

This was a revelation. "We have no problem with productivity?"

My host laughed, serving me smoked salmon and pouring cold aquavit. "Your productivity is nearly perfect. That is why it is hard to improve. We are winning the race with costs because we still have room to improve our pro­ductivity. That is why we invite North American consultants to help us bring our productivity up to the near-perfect level of yours."

He plopped a gigantic slice of smoked salmon on my plate. "This is a different kind of salmon," he explain­ed. "The other one was smoked just like he comes out of the sea. This one is jellied before he is smoked. "

I picked uneasily at the fish. "You see, " my host was explaining,

"our factory-floor productivity will soon be approaching the level of yours, leaving little room for improvement; yet our workers will demand and deserve higher wages. When we can no longer improve the ways of making the product, we want to be ready to work on the product itself, using var­deanalys."

Now I was eating the fish with en­thusiasm. I knew that most customers are not get­ting what they really want. Give it to them and the product earns a better price. The customers have the money to pay for it out of the wage increases that industry has been paying them. Productivity has increased because the workers are turning out a better pro­duct for the same cost. The results of their labor and their imagination are worth more than the results of their labor alone.

F u l l use o f the i n i t i a t i v e , resourcefullness, and ingenuity of all the working force makes the work more interesting for the actual pro­ducers and more competitive too.

J. J. Kaufman, Gardner-Denver's Director of Value Programs, uses a practical measure for this kind of pro­ductivity. You wil l read about it in these pages after it is published in the NEWSLETTER OF SJVE (Society of Japanese Value Engineers). They gave Jerry Kaufman an assignment to write a column for them. I have already writ­ten Akira Kodama, Secretary General of SJVE for permission to use the arti­cle.

2

VALUE IN ENERGY

& CONSERVATION The V.E . Present of a Lifetime

Votoe Engineers

Value Aft**3-

dear

real

ar o » « "Tare * * * " l l rea"? Spfeu*. WH\'"a vfe»- f e W V E / V A

rVS ueerden, ^ r ^

By writing to:

The Co-ordinator Value in energy & Conservation International Conference P.O. Box 12027 Clubview Republic of South Afr ica , 0014

airmail (31 cents), you wil l let us know who to keep posted with infoi 111:11 ion. We wil l be exhibiting at the 1979 SAVE In­ternational Conference in Washington D.C. where we hope to meet you.

The executive and members of VEMSSA join me in festive greetings to you and your families.

Figure 1

Honeywell wins national Suggestion System award 4th consecutive year

Suggestion System Special Issue

^ ^ ^ ^ Dec. 12, 1977

FOR T H E F O U R T H Y E A R IN A ROW, Honeywell s ECR/suggestion system won the top national award tor companies its size. From left: Leo Kirk, Residential; Bob Schwarz AvD DSD-Gerry Axmark, Residential; Frank Perry, AvD, DSD; Bob Kilby, AvD, DSD; Bert Caswell' A v D '

Honeywell won the top n a t i o n a l a w a r d f o r i t s M i n n e a p o l i s O p e r a t i o n s ECR/Suggestion System pro­gram for the fourth year in a row.

The "Excellence of Perform­ance" award for companies with over 6.000 eligible employes was awarded to Honeywell by the N a t i o n a l A s s o c i a t i o n of Suggestion Systems (NASS) at its 25th annual conference in N o v e m b e r 1977 in New Orleans.

"Minneapolis Operations

Honeywellers have had an excellent program participation record for years" said Bob Schwarz, A V D / D S D Manager and Leo K i r k , Residential Manager of the S T E P program.

In order to win the award, the f o l l o w i n g c r i t e r i a were judged: the highest number of suggestions received per 100 eligible employes: Ihe highest number of employes submitting suggestions per 100 eligible employes: and the highest percentage of suggestions accepted.

In winning the a w a r d , Honeywell's system was judged as having the best overall per formance in a l l three categories.

Honeywell competes with the suggestions systems of R C A . Western Elec tr i c . Genera l Motors, J B M . G T & E , and Firestone.lo name a few. Well over 500 companies belong to NASS and compete for the two top awards (one for companies over 6.000 emplo_\es. one for those with less than 6,000).

p f j ^ ? ? ? R.1!DY

P E R P ' C H presents Martin Kroska, Residential Coil Winding, with the State "Suggester of the Year-award along with a personal commendation.

WHY H O N E Y W E L L E R S WON T H E 1976 N A T I O N A L S U G G E S T I O N

S Y S T E M A W A R D

Ideas: 159 ideas were submitted for every I00 Honeywellers.

Number*: 3,040 Honeywellers submitted E C R s , which is 39.4 percent of eligible employes.

Percentage*: 6.327 E C R s were accepted, which was 49.X percent of all processed E C R s .

Average: The average award for the year was $21.02.

Total: Total amount awarded for E C R s in I976 was SI32.9X9.

T E N Y E A R A W A R D T O T A L

l he I C R total amount awarded to Honeywellers in the last 10 jcars is SI.7I6.XX6.

Martin Kroska Wins State Award Already "Suggester of the

Year" for his division. Martin Kroska, group leader. Resident­ial Coil Winding, went on to win the state suggester award sponsored by the Twin City Chapter of the National Associ­ation of Suggestion Systems.

Martin's idea made it possible to slice and press the trans­former from the smoke detector

on our -28 machines saving more than $47,000 per year. This is the highest savings achieved from an idea sub-mil ted by a R e s i d e n t i a l employe.

Kroska was selected as the Division's "Suggester of the Year" on the basis of the num­ber of ideas he submitted, percent accepted and the dollar

amounts of savings and awards. "Suggesters of the Year"

from eight other companies participated in the competition, including Honeywell's Avionics and Defense Systems Divisions, Buck bee-Mears Co . , Peavey Co. , Magnetic Peripherals Inc., Sperry U n i v a c , Whir lpool Corp., Winnebago Industries, and the State of Minnesota.

C H A R L E S HOLM, MARTIN K R O S K A

Win ' Suggesters of the Year9

C H A R L E S HOLM, Suggester of the Year'

A D G ' s Charles Holm and Residential's Martin Kroska were named Ihe Suggestion System's "Suggesters of the Year" for their divisions.

The total number of E C R ideas submitted, the percentage accepted, and the total dollars awarded and savings generated by each accepted idea are fac­tors in determining the winner.

Holm's best idea last year was lo use a less expensive Arklone "P" freon instead of FC-77 freon saving Honeywell S10.265

annually. His awards for the year totaled $1,154.

Martin Kroska submitted 10 ideas with awards totaling $ 1 , 0 3 0 a n d s a v i n g s for Honeywell totaling $47,233 (see related story this page).

Both men were presented N a t i o n a l A s s o c i a t i o n of Suggestion System certificates for their accomplishments. The presentation was made ul a Twin Cities luncheon bv Slate Attorney Genera l Warren Spannaus.

Note: This article, submitted by our NASS contributing editor seems to bridge the gap between NASS and ASPI, two of our supporting societies. No problem. In many an orginazation that gap has to be bridged. Improving our ability to work well together among the improvement disciplines is one of the aims of this publication.-Editor.

The views and comments by the author in this article do not necessarily constitute the en­dorsement or opinion of Honeywell, Inc.

PUTTING SELL IN SUGGESTION by Robert A. Schwarz, Honeywell Inc.

We in the suggestions system business need to borrow f r o m the in­dustrial psychologists. We also need to use the effective techniques used by our sales department. We must provide the motivation and recognition vital to achieving and maintaining a successful and profitable suggestion system pro­gram.

We operate our overall motivation program under the title of "STEP-Strive Toward Error-Free Perfor­mance." Our suggestion system, a part of STEP, uses an "ECR~Error Cause Removal" as the basic suggestion sub­mission. I wi l l refer to STEP and ECR in this paper.

Our program, at Honeywell, M i n ­neapolis, recognizes two significantly important elements: recognition o f the employee, and the opportunity to win something. Let's deal with them separately.

Recognition

We have been successful in pro­viding recognition primarily aimed at hourly employees. First, each depart­ment has an ECR submission record. This particular technique focusses on the quantity of submissions and ties in­to a recognition award program which provided gif t items we wil l discuss later.

The persons submitting high dollar award ECR's are singled out for special treatment. During a given year, we wi l l recognize approximately 80 in­dividuals for their suggestion idea and the award that they have received. We feel that this technique offers support to team building because of the conver­sation about achievement and the pro­blem solutions that it generates. I t also tends to share some o f the ideas bet­ween buildings and divisions of the company, resulting in added savings through expanded use of good sugges­tions. We always share some additional copies of these posters with the employees involved and i f we fai l to do so, we are usually reminded by the employee.

Our newspaper, the Honeywell Cir­culator (Figure 1), is used to carry ar­ticles about individual awards, usually with group pictures showing an in­dividual getting his award with fellow employees.

The ECR winner of the year for Honeywell Division receives state-wide recognition. This includes meeting the Governor, an appropriate certificate, and it is another eagerly sought honor. Pictures of the winner of the year are also published, utilizing either the newspaper insert or our bulletin boards.

Other internal newsletters exist that are parochial to the specific divisions in our geographic area. Here again, we provide them with copy and pictures on significant ECR accomplishment. These twice-monthly newsletters regularly carry articles providing visibility to the program and recogni­tion to the high achievers.

Another utilization of ECR recogni­tion is our employee Open House which we hold on alternate years. Here we utilize a picture of the employee, a summary of the accomplishment, and a statement of the award magnitude. These pictures tend to reinforce the im­portance of the program and the benefits to the employee with the employee's family. Here again, we had a high response to the program and a high interest in being selected for one of the posters.

Recognition aimed at peer group visibility is gained when the Supervisor or Manager makes presentation of the check in an appropriate employee group. Here the employee is presented the ECR Award check with ap­propriate fe l low employees and management , and we usua l ly photograph for reprint use.

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5

Putting Sell In Suggestions con't from page 5

Figure 2

Winning

Winning is the other aspect that we feel is of importance.

A l l of us are motivated to feel that winning something is important. I t seems to be a basic part of the American way of l i fe . I am sure each of you, like myself, has been to a gather­ing where prizes were offered for some kind of game. A l l of us compete ag­gressively to win these; and frequently they represent little cash value, but provide a sense of having been the win­ner. We feel that the utilization of nominal gi f t awards is a significant enhancement, and i t helps accomplish the savings our ECR programs pro­vide.

Let's look at a means of stimulating the quantity of ECR's submitted. Specifically, at the level of 3 ECR's, the suggesters can select any of the items they want f rom Figure 2.

The two programs, one for Quality of ECR's and the other for Quantity of ECR's reinforce our objective of hav­ing a large f low of good ECR's that provide us a favorable level of savings.

The cash awards which are based on one sixth of our first year's savings, with maximum award of $1500, are major goals for the employees. We have many employees who exceed 25 ECR's in a given year. We also have many employees who exceed $1500 in awards, through the submission of many ECR's, each winning significant awards.

We carefully select award items that are desirable. We want the employees to eagerly compete for them. People walking out the door with a cutting board, weed trimmer, or a set of wren­ches are going to be noticed by their fellow employees. The fact that

somebody else has W O N something tends to be a significant stimulant to those who have not.

The fact that the employee is carry­ing out an award makes the winner ex­tremely obvious. The nature of the carefully selected and desirable awards tends to make the others a little bit jealous. We provide a wide selection of awards so that the people can select something that they already do not have—and something they really want.

Our program remains extremely suc­cessful with our participation rates high, at around 330 ECR's per 100 employees per year. Our acceptance rate is extremely high—between 45% to 50% acceptance of all ECR's submit­ted. We feel the program generates quality awareness, productivity, and a team spirit. These add up to an increas­ed competitive position for Honeywell.

6

Editor's Note: Kempter-Rossman International, Value Engineering consultants to a number of State Highway Commissions, graciously sent us the material from which we took the ex­cerpts below

This document is disseminated under the sponsorship of the Joint Committee of the American Association of State Highway and Transportation Officials, Associated General Contractors, and the American Road & Transportation Builders Association (AASHTO-AGC-ARTBA) in the interest of information exchange based on the combined technical ex­pertise of each Task Force member. As such, the opinions and conclusions implied or ex­pressed herein do not necessarily reflect the official views or policies of the Joint Committee or its member organizations.

EXCERPTS FROM

Guidelines For Value Engineering (VE)

Prepared by

TASK FORCE #19

Subcommittee on New Highway Materials AASHTO-AGC-ARTBA Joint Cooperative Committee

Members of Task Force #19

James L . Pierce—Georgia Department of Transportation, Chairman Philip G. Gosher—Virginia Department of Highways and Transportation

E. Darwin Spartz—California Department of Transportation Michael N . Zabych—Corps of Engineers, Department of Defense Edward D . Johnson—Federal Highway Administration, Secretary

D E F I N I T I O N Value Engineering is defined by the

Society of American Value Engineers as: The systematic application of recognized techniques which identify the function o f a product or service, established a value for that function, and provide the necessary function reliably at the lowest overall cost. In all instances the required function should be achieved at the lowest possible life-cycle cost consistent with requirements for performance, maintainability, safe­ty, and esthetics.

W H A T V A L U E E N G I N E E R I N G ISN'T

Value Engineering is not just "good engineering." I t is not a suggestion program and it is not routine project or

plan review. I t is not typical cost reduc­tion in that it does not "cheapen" the product or service nor does it "cut cor­ners." I t simply answers the questions "What else wil l accomplish the pur­pose of the product, service, or process we are studying?"

It stands to reason that any techni­que so useful should be applied to every project and at each stage in the normal day-to-day development of a highway project. This is not the case. The practice of VE entails a certain amount of expense which must be justified by potential cost savings. Ac­cordingly there must be a recognized need for change and a distinct oppor­tunity for financial benefit to warrant the added cost of a VE effor t .

F U N C T I O N A L A P P R O A C H

A buyer purchases goods or ser-vicesbecause they wil l provide certain functions at a cost he is willing to pay. To Obtain good value, the many func­tions in an item or service must first be carefully defined so that costs of each can be determined. The buyer is then able to analyze his prospective pur­chase, see exactly what he is obtaining f o r his money, and el iminate undesirable or unnecessary functions and their costs.

First attempts to define the functions of an item wil l usually result in several concepts described in many sentences. The rule in VE is that the basic func-

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8

con'I from page 8

t ion should be defined in only two words, a verb and a noun. The verb answers the question, "What does it do?" The noun answers the second question, "What does it do it to?" By reducing the basic function definition to two words we:

(1) force conciseness, (2) avoid defining more than one sim­

ple function, and (3) Achieve the broadest point of

view.

This apparent oversimplification ac­complishes a true goal of the VE pro­cess: that of stripping the subject under scrutiny to its bare essentials in order to more clearly appreciate its function.

In some instances, it wi l l be deter­mined that the function is unnecessary and that the item or process can be eliminated. We next classify the many secondary functions of the goods and services as to whether they are answer­ing the question, "What must it do?" We must then identify those secondary functions which are unwanted and eliminate them. In this way, we are able to simplify the design of a product or process to that which provides the buyer's basic need.

We can now set about the task of developing new alternatives that per­form the basic function defined, and select the one giving the best value.

V A L U E E N G I N E E R I N G P E R S O N N E L

Note the emphasis on good human relations in all phases of this plan. Per­sons assigned to do VE must be carefully selected.

Along with diversified experience, personnel should be carefully selected on the basis of their creativity and challenging approach to their daily work and to specific problems. Disciplines other than engineering pro­vide greater objectivity to a team ef­for t .

Sensitivity to the problems involved in gathering information and ability in presenting and promoting alternatives is essential in personnel selected. The ability to think through and present ideas clearly along with a moderate amount of perseverance is essential in team members.

Specific training in the concepts, ap­plication and techniques of VE is

essential for those working as VE team members.

Freshness and enthusiasm are positive elements in a VE effort and assignments in VE should generally be for a definite period.

I t takes more than just a recommen­dation to cause a change. Personal pre­judices, apathy, fear of change and even jealously combine to create for­midable opposition ot implementation of VE recommendations in some cases. The overcoming of such opposition may require more effort than the study itself. Value Engineers must be prepared to perservere over long periods of time i f necessary. They should not be disappointed i f the re­quired change does not happen im­mediately.

Those employing VE have certain advantages and opportunities that are not afforded to those working solely in the de s ign , c o n s t r u c t i o n or maintenance.

Abil i ty to work in all disciplines, and not be restricted to certain specific ac­tivity by organizational boundaries.

Authority to spend the time required to study a problem thoroughly.

Access to help f rom persons having expertise in many specialties.

It should be emphasized that Value Engineering is not intended to compete with anyone. On the contrary, those working with the problem being studied are considered part of the team. Their help is essential to the suc­cess of VE effort . VE is designed to supplement the efforts being made, not to replace them.

P R O C E D U R E S FOR E S T A B L I S H I N G AN IN-HOUSE

V E P R O G R A M

A n effective VE Program wil l not result simply f rom deciding that value engineering is something that should be done in the course of normal work. To achieve any meaningful results, the VE program needs the wholehearted com­mitment and support of executive management. Management should fur­ther develop a policy on where, when, how and what specific areas of highway work the VE effort should be directed. It should also establish a trained team of value analysts and a systematic training program. When ap­propriate, consideration should be given to employing a VE consultant.

T H E R O L E O F E X E C U T I V E M A N A G E M E N T

It is of utmost importance that the executive management of the organiza­tion both understand and support the VE effort .

Management must be familiar enough with VE to be able to recognize the area where this tool can be most effec­tive. Value engineering, like any other management tool, has certain limita­tions and should not be viewed as a panacea for problems.

V A L U E E N G I N E E R I N G T R A I N I N G

Formal VE training is essential for those who are to be members of the VE Team. As a minimum, this should be in the form of a 40-hour workshop. Once all team members have completed a few successful studies, they will be in a position to design similar or ab­breviated programs for in-house presentation. The more widespread the VE concept becomes within an organization the easier, it is to have the study results accepted and im­plemented. Overall organizational understanding also facilitates informa­tion gathering and reduces some of the resistance to change, which in turn, in­creases the capability and effectiveness of the VE Team. Short orientations of what VE actually is and some results of its application should be presented to persons who wil l be contacted by the team making the VE study.

U S E O F V A L U E E N G I N E E R I N G C O N S U L T A N T S

While the VE Team wil l be able to completely analyze most of the pro­jects selected for study, occasionally an unusual project may require "outside" assistance. Value engineering con­sultants can be beneficial in these cir­cumstances and have also proven valuable in helping to organize the overall VE Program and working with the VE Team to get the program o f f to a good start. "Outsiders" may be able to examine an item or process with greater objectivity than the agency's own personnel; and subsequently, their recommendations may be more open to acceptance.

A TOOL FOR UPSTREAM VALUE ENGINEERING

Reprinted by permission of the

NAVAL ENGINEERS JOURNAL

The view expressed herein are the personal opinions of the authors and are not necessarily the off icial views of the Department of Defense or any military department thereof.

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FOR M I L I T A R Y V E H I C L E S

T H E A U T H O R S

Dr . Sidney Teitler, after receiving his Ph.D. in Physics from Syracuse University, joined the Staff of the Naval Research Laboratory INRL) where he carried out studies in various areas of experimental and theoretical Physics. He is a Fellow of the American Physical Society and from 1966 until 1967 spent a Sabbatical Leave at the Niels Bohr Institute in Copenhagen, Denmark. At present he divides his time between technical and management activities as Head of the Program and Resource Analysis Office at NRL.

Mr. Robert E . Proodian received his BS degree in Plastics Technology from the Lowell Technological Institute and is cur­rently enrolled in the Graduate School (Center for Technology and Administration) at The American University. He joined the Non-Metallic Materials Branch of the Naval Ship Engineering Center INAVSEC) in 1968 where he was engaged in the tech­nical management of R&D for new polymer systems for the Navy. In 1974. he joined NRL as a Program Liaison Officer for the Chemistry Division and in 1976 he was transferred to his present position in the Laboratory's Program and Resource Analysis Office.

A B S T R A C T

The paper presents a compact method for displaying vehicle weight distributions and utilizes this in a discussion of design "trade-offs" for military vehicles.

INTRODUCTION

I ^ J O T LONG AGO, Dix AND R I D D E L L [1] utilized data from previously built successful military vehicles to for­mulate a relatively simple framework for assessing per­formance, cost, and technology characteristics of vehicle concepts. An important ingredient in their discussion is the distribution of non-structural weight (the available weight, W ^ ) into payload weight (Wp), propulsion weight (Wp), and fuel weight (Wp).

Wp + W E + Wp = W A (1)

In this paper a compact method for displaying the weight distribution of vehicles is presented and utilized in a discussion of design "trade-offs" for military vehicles.

T H E W E I G H T FRACTION DISTRIBUTION TRIANGLE

In discussing "trade-offs" in the distribution among the component parts of W ^ , it is useful to deal with

dimensionless weight fractions, namely, the payload weight fraction fp = W p / W ^ , the propulsion system weight fraction fp = W p / W ^ , and the fuel weight frac­tion fp = W p / W ^ . Clearly, from Equation (1):

fp + f E + fp = 1 (2)

The condition imposed by Equation (2) makes it possi­ble to display the weight fractions in a symmetric way by means of an equilateral triangle coordinate system. Such a system is shown in Figure 1. It is designated The Weight Fraction Distribution Triangle. Every point within the triangle is identified by a unique triad of weight fractions (fp, fp, fp). For example, the point (0.5, 0.3, 0.2) is shown in Figure 1. The individual weight fractions can vary in the range 0 to 1 subject to the con­straint imposed by Equation (2).

An optimum product point of two weight fractions is defined to be the point at which the product of the two is maximum when the third weight fraction is held fixed. From the condition imposed by Equation (2), it follows that such a maximum occurs when the two factors in the product are equal. An optimum product line is the se­quence of optimum product points that occurs as the fixed value of the third weight fraction is allowed to vary throughout the full range of 0 to 1.

The three possible optimum product lines are shown in Figure 1. Dix and R I D D E L L have already used the con­cepts of the optimum productivity line (equivalent here to the sequence of max. [(fpfp), fixed fp] and the op­timum capacity line (equivalent here to the sequence of max. [(fpfp), fixed f p ] . The symmetry of the present description leads one to add the optimum deliverahility line which is the sequence of max. [(fpfp), fixed fp].

It may be observed that fp is related to payload, fp is related to speed, and fp is related to range. Then the op­timum productivity line corresponds to an optimum payload-speed product which is a transportation parameter usually expressed in "ton-miles per hour." Similarly, the optimum capacity line corresponds to an optimum payload-range product which is a logistics parameter usually expressed in "ton-miles." Finally, the optimum deliverability line corresponds to an optimum range-speed product which is an interceptor parameter expressible in "(miles)2 per hour."

It may be noted that an individual optimum product line is a line that includes a vertex and the midpoint of the opposite side of the triangle. Thus, it divides the equilateral triangle into two equal parts. For the triangle

WEIGHT DISTRIBUTION CATEGORIZATION/MILITARY VEHICLES TEITLER/PROODIAN

OPTIMUM CAPACITY LINE

OPTIMUM -DELIVERABILITY LINE

(0 .5 ,0 .3 ,0 .2)

OPTIMUM PRODUCTIVITY

^0.4 LINE

Figure 1. The Weight Fraction Distribution Triangle.

configuration chosen in Figure 1, the partitions formed by the optimum product lines may be characterized as follows:

1) The optimum deliverability line ( 0 < fixed f p < 1): To the right, f p is traded off for f E ; to the left, f E is traded off for f p .

2) The optimum capacity line ( 0 < fixed f E <; 1): Above, f p is traded off for f p ; below, f p is traded off for f F-

3) The optimum productivity line (0 < fixed f p < 1): Below, f p is traded off for f E ; above, f E is traded off for f p .

The cumulative effect of the three optimum product lines is to divide the equilateral triangle into six equal parts or regions. These triangular regions all meet at the intersection of the three optimum product lines, namely the point (1/3, 1/3, 1/3). This common point becomes the natural reference point for the consideration of

"trade-offs" in weight fraction distribution as revealed by vehicle placement in the triangle. The nature of the six regions which meet at point (1/3, 1/3, 1/3) is de­scribed hereafter and summarized in TABLE 1.

R E G I O N 1 is to the right of the optimum deliverability line, and above both the optimum capacity and optimum productivity lines. In this region, subject to the con­straint imposed by Equation (2), the weight fractions have the following ranges: 1/3 < f p < 1, 0 < f E < 1/2, 0 < f p < 1/3. Hence, with respect to the reference point (1/3, 1/3, 1/3), the principal emphasis for vehicles with weight fraction distribution in this region is payload, the second is the propulsion system, and the third is fuel.

R E G I O N 2 is to the right of the optimum deliverability line, above the optimum capacity line and below the op­timum productivity line. In this region, subject to the constraint imposed by Equation (2), the weight fractions have the following ranges: 0 < f p < 1/2, 1/3 < f E < 1, 0 < f p < 1/3. Hence, for vehicles with weight fraction distribution in this region, the principal emphasis is the

TEITLER/ PROODI AN WEIGHT DISTRIBUTION CATEGORIZATION/MILITARY VEHICLES

T A B L E 1

C H A R A C T E R I S T I C S F O R W E I G H T FR A C T IO N REGIONS

Region Ranges of Weight F r a c t i o n s

subject to

f P + f E + f F " 1

Order of Eaphasls

1 1/3 S f p < 1, 0 < f E < 1/2, 0 < f p < 1/3

payload propulsion a y s t e a f u e l

2 O S f p S 1/2, 1/3 < f R < 1, 0 < f p < 1/3 propulsion system payload

f u e l

3 0 < f p < 1/3, 1/3 < f g < 1. 0 < f p < 1/2 propulsion system

f u e l payload

4 O W p S 1/3, 0 < f E < 1/2, 1/3 i f F < 1 f u e l propulsion system payload

5 0 < f p < 1/2, 0 < f E < 1/3, 1/3 < f p < 1 f u e l payload propulsion system

6 1/3 < f p < 1, 0 < f E < 1/3, 0 < fp < 1/2 payload f u e l propulsion system

propulsion system, the second is payload, and the third is fuel.

R E G I O N 3 is to the right of the optimum deliverability line, and below both the optimum capacity and the op­timum productivity lines. In this region, subject to the constraint imposed by Equation (2), the weight fractions have the following ranges: 0 < f p < 1/3, 1/3 < f p < 1, 0 < f p < 1/2. Hence, for vehicles with weight fraction distribution in this region, the principal emphasis is the propulsion system (as it is in R E G I O N 2), the second is fuel, and the third is payload.

R E G I O N 4 is to the left of the optimum deliverability line, and below both the optimum capacity and the op­timum productivity lines. In this region, subject to the constraint imposed by Equation (2), the weight fractions have the following ranges: 0_< f p < 1/3, 0 < f p < 1/2, 1/3 < f p < 1. Hence, for vehicles with weight fraction distribution in this region, the principal emphasis is fuel, the second is the propulsion system, and the third is payload.

R E G I O N 5 is to the left of the optimum deliverability line, below the optimum capacity line, and above the op­timum productivity line. In this region, subject to the constraint imposed by Equation (2), the weight fractions have the following ranges: 0 < f p < 1/2, 0 < f p < 1/3, 1/3 < f p < 1. Hence, for vehicles with weight fraction distribution in this region, the principal emphasis is fuel (as it is in R E G I O N 4), the second is payload, and the third is the propulsion system.

R E G I O N 6 is to the left of the optimum deliverability line, and above both the optimum capacity and the op­timum productivity lines. In this region, subject to the

constraint imposed by Equation (2), the weight fractions have the following ranges: 1/3 < f p < 1, 0 < f p < 1/3, 0 < f p < 1/2. Hence, for vehicles with weight fraction distribution in this region, the principal emphasis is payload (as it is in R E G I O N 1), the second is fuel, and the third is the propulsion system.

W E I G H T F R A C T I O N D I S T R I B U T I O N FOR T Y P I C A L

M I L I T A R Y V E H I C L E S

Now that the Weight Fraction Distribution Triangle has been introduced and characterized, it is worthwhile to display weight fraction distributions for typical existing military vehicles in order to develop criteria by which future vehicle concepts may be evaluated. For­tunately, Dix and R I D D E L L [2] have collected a great deal of relevant data which are readily transposed to a Weight Fraction Distribution Triangle. Tehis transposi­tion is shown in Figure 2.

The three weight fractions exemplify the military need to deliver payload (fp) in a timely manner ( fp) at the proper place (fp) . I t is interesting to observe the "trade­offs" which are forced by mission requirements on the one hand and by the realities of vehicle characteristics on the other. Types of vehicles fall into relatively small areas of the triangle. Interceptors are clustered close to the point (1/3, 1/3, 1/3) consistent with their need for speed and action at relatively short distances. Fighters must give up payload fraction and some propulsion system fraction to gain range (fp) . Attack Aircraft " t rade-off speed ( fp) relative to fighters to gain payload ( fp) . Penetrating Bombers clearly emphasize range with their large f p . The F-lll stands out for its " t rade-off of f p for f p when compared to Fighters and for its " t rade-off of f p for f p when compared to Bombers. Its placement is indicative of the compromises made to establish its dual role as Fighter and Bomber.

The only vehicle types in Figure 2 to fall into a high f p region (namely Region 6) are the Helicopters (Helos) and Naval Escorts. Vehicles of both types are inherently limited by design factors. Despite these limitations, their high payload fraction, and for Helos their unique capability, make these vehicles militarily important. Also, it may be noted that both Helos and existing Naval Escorts (non-nuclear) have propulsion systems that are technologically mature. This has led to a clustering of each type about a particular f p which has proven most effective by experience. Thus, for these vehicles, the "trade-offs" are primarily between payload (fp) and range ( fp) .

The vehicles shown in Figure 2 all have non-nuclear propulsion systems. Nuclear powered vehicles have negligible expendable fuel so they lie on or near the f p — 0 line. (Except for their independence of it, f p is not a meaningful parameter for nuclear vehicles since it is not related to vehicle range.) For nuclear vehicles, there is simply a " t rade-off between f p and f p . Since data are not readily available, one cannot determine whether any nuclear vehicles fal l in R E G I O N 1. Certainly some must fall in R E G I O N 2. In any event, the payload fraction probably ranges from a high for an Aircraft Carrier, to a

W E I G H T D I S T R I B U T I O N C A T E G O R I Z A T I O N / M I L I T A R Y V E H I C L E S T E I T L E R / P R O O D I A N

4 NAVAL ESCORTS SHIPS

18 HELOS

B-52H

5 ATTACK AIRCRAFT

B-1

9 INTERCEPTORS . 4

.3 12 — FIGHTERS

Figure 2. The Weight Fraction Distribution for Some Military Vehicles.

medium level for a Carrier Escort, to a low for Sub­marines. Of course, there is a complementary range for the propulsion system fraction.

In general, vehicles of a type do fal l in a rather limited area of the Weight Fraction Distribution Triangle. One would expect follow-on vehicles to fal l not far from these areas since new vehicles must be integrated into the operations of present vehicles. Therefore, new vehicles usually only represent an iteration on present vehicles. Thus one does not expect dramatic changes in weight fractions. However, as Dix and R I D D E L L point out, mis­sion requirements, substantial improvements in tech­nology, or budget limitations may provide reasons for a change in weight distributions of future vehicles.

An example of a possible change due to mission re­quirement is provided by the recent NAVY interest in high speed vessels such as the Surface Effect Ship (SES). Such ships borrow heavily from aircraft technology and prob­ably will not fall in R E G I O N 6 where other Naval Escorts lie. Rather, they would most likely have to trade off payload for fuel so as to fall in R E G I O N 5. Although such

a "trade-off ' may be considered justified by the need for surface speed in a N A V Y mission, it may also lead to the rejection of the SES as a viable military vehicle.

Technology can also be very important, particularly in determining propulsion system and fuel fractions. For example, advances in structural material may serve to lower the total vehicle weight and hence, to reduce re­quirements on the propulsion system and, thereby, f g . Similarly, the propulsion system itself may be made of lighter material. On the other hand, an improvement in vehicle design or in the propulsion system efficiency could serve to lower f p . Further, technology status may be valuable in assessing a vehicle concept. For example, an anomalous weight fraction distribution might be ad­dressed by oncoming advances in technology. I f ap­plicable advances are likely for the new vehicle can­didate, then the concept is viable. I f not, then the can­didate should be rejected until prospects for the new technology improve.

Budget limitations may be the most fundamental fac­tor in the present era. They can readily remove a vehicle

W E I G H T D I S T R I B U T I O N C A T E G O R I Z A T I O N / M I L I T A R Y V E H I C L E S T E I T L E R / P R O O D I A N

4 NAVAL ESCORTS SHIPS

18 HELOS

PRACTICAL DELIVERABILITY BOUNDARY

-PRACTICAL PRODUCTIVITY BOUNDARY

B-52H

5 ATTACK AIRCRAFT

F - l l l

.9 INTERCEPTORS

1.4

12 -FIGHTERS

.PRACTICAL CAPACITY BOUNDARY

A C K N O W L E D G M E N T

The authors are grateful to Pro­fessor P. Mandel and Drs. F . R. Riddell and D . M . Dix for their helpful comments, in particular, the concept o f "practical boundaries," as shown in Figure 3, suggested by Drs. RiddeUVand Dix.

R E F E R E N C E S

(1) Dix, Donald M . and Fred R. R i d d e l l , " P r o j e c t i n g C o s t -P e r f o r m a n c e T r a d e - o f f s f o r Mi l i t a ry Vehicles," Astronautics

and Aeronautics, Vol.14, N o . 9 (1976) pp. 40-50

(2) Ib id , p.46, Figure F-4.

Figure 3. Practical Boundaries

concept f rom consideration i f i t is too costly even though it integrates well into present operations and/or satisfies a major new mission requirement. On the other hand, one may be able to compromise on both operations in­tegration and mission requirements to build an afford­able vehicle. The Weight Fraction Distribution Triangle may help to establish the limits of such compromises.

Finally, i t should be noted that a vehicle's vulnerability may also remove it f rom consideration. For example, one might consider a dirigible-type vehicle. Such vehicles, although faster than surface ships, have small propulsion system requirements and modest fuel needs. Hence, they would undoubtedly fal l in R E G I O N 6, a high payload region. However, the general belief that air buoyant vehicles are vulnerable to the vagueries of nature as well as enemy attack tends to remove them from considera­tion.

SUMMARY

The Weight Fraction Distribution Triangle has been introduced and shown to provide a compact graphical display of the distribution of the available weight of a

for Petroleum Fueled Vehicles. vehicle. I t has been used to reemphasize the Dix and R I D D E L L observation that weight distributions of ex­isting military vehicles fal l into reasonably well-defined categories. Indeed, these categories are so well-defined that one could postulate that there are practical bound­aries in the design of petroleum fueled vehicles (see ACKNOWLEDGMENT) . Such boundaries are shown in Figure 3. The "practical productivity boundary" is seen to be the line, f p / f p = 1.5. Similarly, the "practical deliverability boundary" is seen to be the line f p / f p =

1.5. The "practical capacity boundary" corresponds to the line f p / f p = 3.0. Hence, the net effect of past ex­perience for petroleum fueled vehicles is to indicate that the range of weight distribution fractions for general pur­pose military vehicles is limited by practical considera­tions. Of course, these practical boundaries could be crossed in the design of special purpose vehicles.

In general, the Weight Fraction Distribution Triangle may be used as a tool in evaluating new vehicle concepts and "trade-offs" in a historical context. However, before their acceptance, any conclusions concerning a new ve­hicle must be subjected to a determination of vehicle cost as well as an evaluation of vehicle vulnerability in military operations.

14

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University Extension University of California

Berkeley, California 94720 a 40-hour workshop presented twice

April 9-13, 1979 and

November 12-16, 1979 Berkeley, California

Arthur Beard Engineers, Inc.

Announces more 40-hour workshops for 1979.

The program, which is approved by the Environmental Protection Agency, the Federal Highway Administration, the General Services Administration, the Society of American Value Engineers and the American Association of Cost Engineers, covers such topics as: Func­tion Analysis; Life-Cycle Costing Pro­cedures; Value Engineering Job Plan­ning; How to Conduct a Value Engineering Study; and an Actual Pro­ject Study Analysis.

Emphasis wi l l be placed on construc­tion projects, relating primarily to: wa t e r ; was t ewa te r ; h i g h w a y s ; buildings; and power. Therefore, the workshops wi l l be of importance to planners, architects, engineers, con­tractors, designers and municipal of­ficials.

For additional information, please

contact Larry Zi'rnmerman or Mary Ann Lewis at Arthur Beard Engineers, Inc., 6900 Wisconsin Avenue, Chevy Chase, M a r y l a n d 20015, 301/657-3660.

Minneapolis, Minnesota Apr i l 9-13, 1979

Boston, Massachusetts May 7-11, 1979

San Francisco, California September 10-14, 1979

Atlanta, Georgia October 15-19, 1979

Dallas, Texas November 12-16, 1979

Value Analysis, Inc. 4029 Westerly Place, #116

Newport Beach, California 92660 Telephone: (714) 548-8018

40-Hour Value Analysis/ Value Engineering Workshops

Battle Creek, Michigan (Systems & Procedures)

Apr i l 17-20, 1979

Portland, Oregon

(Hardware)

Apr i l 23-26, 1979

Detroit, Michigan (Hardware)

May 14-18, 1979 Cleveland, Ohio

(Hardware) June 12-22

Cleveland, Ohio (Systems & Procedures)

July 17-20, 1979

San Francisco, California (Systems & Procedures)

July 24-27, 1979 Birmingham, Alabama

(Hardware) August 21-24, 1979

Battle Creek, Michigan

(Hardware) September 18-21, 1979 Fort Wayne, Indiana

(Hardware) October 16-19, 1979

Rochester, New York

(Hardware) November 6-9, 1979

***FOR IMMEDIATE RELEASE

August 9-10, 1979

14th Annual Value Analysis & Value Engineering Manager's Conference, Carson Inn, Chicago, Illinois. For details, contact: Value Analysis, Incor­porated, 4029 Westerly Place, Suite 116, Newport Beach, California 92660. Telephone: (714) 548-8018.

19

N A T I O N A L O F F I C E P . O . B O X 210887 D A L L A S , T E X A S 75211

BOOK STORE

e n *

1979 S A V E ENCYCLOPEDIA OF VALUE - ADDENDUM No. 1

This information filled 1 6 page booklet (8V2 x 1 1), is now available for immediate purchase from your SAVE Book store. The Addendum to the SAVE Encyclopedia of Value contains information on all bran­ches of knowledge in Value Engineering as presented in the Society of American Value Engineers Annual Conference Proceedings from 1977 and 1978. Contents are presented in abstract form arranged alphabetically by subject.

To aid in the search for knowledge in Value Engineering, a primary subject index is provided for reference in identifying the works of various authors published under these major subject headings in the SAVE Annual Conference Proceedings. Abstracts include author identification, proceedings year of publication, and page number of the proceedings where full text of the referenced paper is presented.

Recognition and thanks is given to SAVE member O.J. Vogl of the SAVE Los Angeles Chapter who prepared the Abstracts for Addendum No. 1. This publication presents abstracts of over 65 papers con­tained in the 1977 and 1978 SAVE Annual Conference Proceedings.

ORDER YOUR PERSONAL COPY TODAY FOR ONLY $4.95 INCLUDING POSTAGE

- Tear Off Form To Moil -

Enclosed please f i n d Check • Money Order •

in the amount of $ SEND COMPLETED ORDER FORM TO: S O C I E T Y O F A M E R I C A N V A L U E ENGINEERS, INC. P. O. Box 210887 • Dallas, Texas 75211

Please send to my attention the following items:

Name

Address

City

1 9 7 9 S A V E Encyclopedia of Va lue Addendum No. 1

For only $ 4 . 9 5 including postage

State

P A Y M E N T I N U.S. FUNDS MUST ACCOMPANY A L L ORDERS

Zip

20

The "Pioneer Chapter" of the Society of American Value Engineers at Michigan State University would like to thank those S.A.V.E. members and their respective chapters and companies for the support they have given us in the past three years. Our special thanks go to the Detroit Chapter for the support that they have generously supplied to us.

Now i t is our turn to help you. As we all know, Value Analysis and Value Engineering are a growing and vital seg­ment of the American Business Community. Since its conception in the late 1940's by Larry Miles, V . A . has proven itself a valuable tool . Good Value people are hard to come by. You either acquire them f r o m other organizations or you must train them yourself. We, of the Pioneer Chapter, have already had the equivalent of a 40 hour workshop plus the experience of doing our own special projects. Also by having the chance to talk to and experience the knowledge of noted value speakers such as Parks, Kaufman, Wilcock, Brandt and others, we have a good feel for cur­rent activities and needs of industry in Value work.

Should you need someone to f i l l a spot now or in the future, we would be a good place to start. Any inquires may be directed to Dr . John Polomsky, Dept. of Engineering, 234 Eng. Bid . M.S .U. East Lansing, Michigan.

Sincerely Yours,

Will iam J. Browne Jr. President, Pioneer Chapter.SAVE

Here is a list o f those graduating this year and part o f next year.

•David Beck Michale Beuche Richard Bolls Wil l iam J. Browne, Jr. Mark Byford Lawrence Bird Joseph Chambers Mark Deckert •Glenn Kevin Foster Daniel Ferrari Todd Grover Leslie Langnau Christopher Leavens Kevin Luedtke Will iam MacCreery Elizabeth Mart in Bruce Michel Gary Moss John Stein Peter Hubbard

Engineering Arts Engineering Arts Engineering Arts Engineering Arts Engineering Arts Engineering Arts Mechanical Engineering Engineering Arts Mechanical Engineering

Engineering Arts Engineering Arts Engineering Arts Engineering Arts Engineering Arts

Engineering Arts Engineering Arts Mechanical Engineering Engineering Arts Mechanical Engineering

Packaging & Eng. Arts

March 1979 June 1979 June 1979 March 1979 June 1979 June 1979 June 1979 June 1979 March 1980 June 1979 June 1979 June 1979 Dec. 1979 June 1979 June 1979 June 1979 June 1979 Dec. 1979 June 1979 June 1979

Value Engineering S l ide /Tape Presentat ion for Management

W e are p leased to announce the avai lab i l i ty date for the s l ide/ tape p resen ta t i on on the

Va lues of Va lue Eng ineer ing . This p resen ta t ion w i l l be ready for sh ipmen t February 2 2 ,

The 2 0 m inu te p resen ta t i on inc ludes 4 0 co lor sl ides ( 3 5 mm) accompan ied by a casse t te

tape w i t h the spoken message keyed to the v isual message of the sl ides. Th is p resen ta t ion

can be easi ly c o n d u c t e d w i t h a carouse l p ro jec tor and a casse t te player. This s l ide/ tape

package is a very usefu l too l to aid you and your g roups to i n t roduce the V .E . message to any

level of m a n a g e m e n t . A l l V .E . re ference l ibraries shou ld inc lude a copy of th is p resen ta t i on .

Order you rs t oday by send ing a check for $ 2 5 0 to the SAVE Nat iona l O f f i ce , 2 2 0 N. S to ry

Road, Sui te 1 1 4 , I r v ing , Texas 7 5 0 6 1 . Copies w i l l also be avai lable for shor t loan to SAVE

Chapters for specia l p rog rams .

1 9 7 9 .

Tear Off Kiirm To Mail

E n c l o s e d p lease f ind C h e c k Money O r d e r I 1

in the amount of $ S E N D C O M P L E T E D O R D E R F O R M T O : S O C I E T Y O F A M E R I C A N V A L U E E N G I N E E R S . I N C 220 N. Story Rd. Suite 114, Irving, Texas 75061

Please send lo my attention the following items: N a m e

A d d r e s s

City

V A L U E ENGINEERING, SLIDE/TAPE

PRESENTATION FOR M A N A G E M E N T

" T H E V A L U E OF V A L U E ENGINEERING"

State

P A Y M E N T I N U.S. F U N D S

M U S T A C C O M P A N Y A L L O R D E R S

Z i p

Society of American Value Engineers

220 N . Story R d .

Suite 114

Irving, T X 75061

Bulk Rate U . S . Postage Paid

Dal las , Texas

Permit No . 8293

A D D R E S S C O R R E C T I O N R E Q U E S T E D

c R , C V S , SR.. MEM

- . w e r d r i v e OH f S 3 3 H