Effective Value Engineering Programs

 An effective and sustained value engineering program will have:

  1. Top management involvement to ensure implementation and continuing support by middle management.
  2. A key individual to lead the value engineering program—an individual who has substantial expertise in value engineering principles, techniques, and appropriate acquisitions.
  3. A plan to ensure that actions which contribute to a successful program are reflected on and acted on.
  4. Value engineering objectives, goals, policies, responsibilities, and reporting requirements implemented using a project management approach.
  5. Infrastructure to support including tracking of past activities results.
  6. The funds required for administrative and operating expenses such as testing and evaluating proposals.
  7. A comprehensive training and orientation program.
  8. Dissemination of information (“cross-pollination”) to communicate successful applications to others who can benefit.
  9. Close coordination with contract administration (contracting officer and contract office representative) and marketing to ensure proper value engineering contractual participation and marketing follow-through.
  10. Management attention to ensure that the value engineering discipline is used to earn as much additional income as is feasible.

These ideas are the foundation on which the structure of a strong program may be built.

 Reference: Reducing Process Costs with Lean, Six Sigma, and Value Engineering Techniques 

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