Using Value Engineering to Prioritize a Portfolio of Projects€¦ · 1 Using Value Engineering to...
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Using Value Engineering to Prioritize a Portfolio of Projects
CSVA 2011 Conference Toronto, OntarioNov 14 -16, 2011
Denis Dagenais, Eng
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Agenda
Safety Share (Risk Analysis & PPEs)
Stake holders (Nguyen-Parrot, Hatch and Rio Tinto)
Portfolio of projects
V.E. and Paired Comparison Matrix
Decision making
Lessons learned
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Safety Share
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Safety Share
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Safety Share
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Why use V.E.?
RTFT – Usine des poudres needs to optimize its operations
More than 200 ideas / options available
Many ideas eliminated trough ‘natural’ attrition
Still, about 35 ‘projects’ left to prioritize
No easy quantification of gains
Many stakeholders (from hourly employee to plant manager)
Decisions needed before plant shutdown planning
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Mrs. Lucie Parrot, Eng, M.Eng CVS Life
Industrial engineer Value Analysis in aerospace industry (past experience)
Teaches at McGill UniversityCSVA President
Mr. Hieu Nguyen, Eng AVS
Manufacturing Plant Manager (past experience)
Engineering Manager (past experience)
Value Engineering – Consulting
Clients (partial list)
Pratt & Whitney Canada, Rio Tinto Alcan, Rio Tinto Fer et TitaneMinistry of Transport of Ontario, Ministère du transport du Québec
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International engineering consulting
Owned by the employees
Projects in more than 150 countries
More than 10 000 professionals
Integrated EPCM
Process Engineering
Mining - Minerals, Energy and Infrastructures
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Non Ferrous: Copper, gold, manganese, nickel, platinum, uranium and zinc
Light metals: Alumina, aluminum, bauxite, magnesium and vanadium
Iron and Steel: Iron making, steel making, rolling and finishing
Industrial minerals: Carbon, diamond, potash, titanium
Mining & Mineral Processing: Consulting, design, project implementation & training
Iron ore: Geology, mining and mineral processing
Energy: Hydroelectricity, thermal, nuclear & distribution
Petroleum & natural gas: Oil sands, petroleum & pipelines
Infrastructures: Airports, highways, port & marine terminals, rail & transportation
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International mining company
More than 55 000 employees
Operates on all continents
Aluminium: e.g. Rio Tinto Alcan
Copper: e.g. Bringham Canyon Mine (Utah, USA)
Industrial Minerals: e.g. Rio Tinto, Fer et Titane
Iron Ore: e.g. Iron Ore Canada
Energy: e.g. Rio Tinto Coal Australia (RTCA)
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Rio Tinto, Fer et Titane
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V.E. Workshop Receipe
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Value Engineering Workshop
Ingredients4 to 5 client’s representatives4 to 5 project representatives1 ‘neutral’ workshop facilitator35 ‘mixed’ projects (from 0.2 to 15 M$)
InstructionsGet everyone at an ‘off-site’ location for one dayPrepare the ranking criteria (not too many – not too few)Weigh the criteria (Paired Comparison Matrix)Blend the criteria with the projects (Evaluation Grid)Let set at room temperature (Value Graph)Et voilà (Decision making)
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Paired Comparison !
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Paired Comparison Matrix (partial)
Criteria Codes Criteria
Likelihood to succeed
(β)
Improve employees working condition
(χ)
α Increase plant throughput 2α 3α
β Likelihood to succeed Ν/Α 3β
ScoringWinning criterion code appears in the box;Winning criterion outmatches opponent = ‘3’ precedes codeWinning criterion beats the opponent = ‘2’ precedes codeWinning criterion is barely stronger than the opponent = ‘1’ precedes
code
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Paired Comparison Matrix
Criteria Codes Criteria
Likelyhood to succeed
Improve employees
working condition
Improve maintenance
Negative impact on final
product quality
Improve process
robustness WinsRelative strength
αIncrease plant
throughput 2α 3α 3α 1α 2α 11 35%
βLikelihood to
succeed 3β 3β 1ε 2β 8 26%
χ
Improve employees
working condition 2χ 2ε 1χ 3 10%
δImprove
maintenance 2ε 2φ 0 0%
ε
Negative impact on final product
quality 2ε 7 23%
φImprove process
robustness 2 6%
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Let’s do some math!
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Evaluation Grid
Criteria Relative weight A B C D E F H I J K
Increase plant throughput 35% 10 7 1 3 7 1 2 1 1 1
Likelihood to succeed 26% 9 5 3 6 8 7 8 8 9 6
Improve employees working condition 10% 7 5 4 6 7 6 6 7 9 7
Improve maintenance 0% 5 4 3 5 4 3 6 5 4 6
Negative impact on final product quality 23% 6 4 3 5 5 7 5 5 5 5
Improve process robustness 6% 5 3 9 8 7 7 3 5 1 8
Total 100% 797 523 226 439 642 439 455 429 474 377
Projects A to K Impact on outcome (1 to 10)
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Value Graph Capex vs Objectives
B
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Decision making
B
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The outcome
Eight (8) projects were ‘deleted’ from the list of 35None were discarded Sustainability related projects assigned to departmental budgetsSome projects scopes were reviewedImplementation has startedMajor projects are in the Detailed design phaseDecisions shared with staff and hourly employeesSelected projects have been chosen because:
Meet short term and long term optimization objectivesWithin the allocated budgetCan be implemented in the targeted time frame
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V.E. Workshop benefits
Information is shared
All opinions matter
Empowerement of participants (implementation)
Cartesian approach to compare issues
Decision makers have a clear view
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V.E. is not a magic wand
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Lessons learned
Do not allow participants to answer their emails
Facilitator must be neutral – credible
Use of the Value Graph can be surprising
Allow sufficient time – six (6) hours
Have participants stay for lunch
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Last Slide !!
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How to reach me &references
Denis Dagenais, Eng.Hatch – MontrealIndustrial Minerals [email protected](514) 864-5500 ext. 6786
References:Parrot Lucie, ‘Analyse de la valeur du projet RTFT Powder Plant Debottlenecking’, May - 2011Dagenais Denis, personal photo, Vancouver Airport (2011)paolopunzala.comwww.nguyenparrot.comwww.hatch.cawww.riotinto.comwww.rtft.comlatimesblogs.latimes.comaikivi.free.fr global.rakuten.com timesonline.typepad.com