Value engineering (VE) is a systematic analysis of the functions of various components and materials to lower the cost of goods, products and services with a tolerable loss of performance or functionality. Value, as defined, is the ratio of function to cost. Value can therefore be manipulated by either improving the function or reducing the cost. It is a primary tenet of value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value improvements. The term "value management" is sometimes used as a synonym of "value engineering", and both promote the planning and delivery of projects with improved performance
The reasoning behind value engineering is as follows: if marketers expect a product to become practically or stylistically obsolete within a specific length of time, they can design it to only last for that specific lifetime. The products could be built with higher-grade components, but with value engineering they are not because this would impose an unnecessary cost on the manufacturer, and to a limited extent also an increased cost on the purchaser. Value engineering will reduce these costs. A company will typically use the least expensive components that satisfy the product's lifetime projections at a risk of product and company reputation.
Due to the very short life spans, however, which is often a result of this "value engineering technique", planned obsolescence has become associated with product deterioration and inferior quality. Vance Packard once claimed this practice gave engineering as a whole a bad name, as it directed creative engineering energies toward short-term market ends. Philosophers such as Herbert Marcuse and Jacque Fresco have also criticized the economic and societal implications of this model.
History
Value engineering began at General Electric Co. during World War II. Because of the war, there were shortages of skilled labour, raw materials, and component parts. Lawrence Miles, Jerry Leftow, and Harry Erlicher at G.E. looked for acceptable substitutes. They noticed that these substitutions often reduced costs, improved the product, or both. What started out as an accident of necessity was turned into a systematic process. They called their technique "value analysis" or "value control".
The U S Navy's Bureau of Ships established a formal program of value engineering, overseen by Miles and Raymond Fountain, also from G.E., in 1957.
Since the 1970's the US Government's General Accounting Office (GAO) has recognised the benefit of value engineering. In a 1992 statement by L. Nye Stevens, Director of Government Business Operations Issues within the GAO, referred to "considerable work" done by the GAO on value engineering and the office's recommendation that VE should be adopted by "all federal construction agencies".
Dr. Paul Collopy, UAH Professor, ISEEM Department, has recommended an improvement to value engineering known as Value-Driven Design.
Description
Value engineering is sometimes taught within the project management, industrial engineering or architecture body of knowledge as a technique in which the value of a system’s outputs is superficially optimized by distorting a mix of performance (function) and costs. It is based on an analysis investigating systems, equipment, facilities, services, and supplies for providing necessary functions at superficial low life cycle cost while meeting the misunderstood requirement targets in performance, reliability, quality, and safety. In most cases this practice identifies and removes necessary functions of value expenditures, thereby decreasing the capabilities of the manufacturer and/or their customers. What this practice disregards in providing necessary functions of value are expenditures such as equipment maintenance and relationships between employee, equipment, and materials. For example, a machinist is unable to complete their quota because the drill press is temporarily inoperable due to lack of maintenance and the material handler is not doing their daily checklist, tally, log, invoice, and accounting of maintenance and materials each machinist needs to maintain the required productivity and adherence to section 4306.