J U L Y / A U G . 1978 Volume 2 No. 2

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

Plate 3 Pennsylvania Academy of the Fine Arts. Broad Street facade

rcl]itectur^l Tfeqsuik I§ F^stp£c[ N THIS ISSUE

• TKAM BUILDING • V E CAN BE B E A U T I F U L

• SUGGESTIONS — MORE OR LESS • A SHAGGY WOLF STORY

Headquarters Building, Automotive Operations, Troy, Michigan

Here's where a lot of automotive news

will come from in the next TOyears.

Rockwell's Automotive Operations has been making a lot of news both on- and off-highway for over 70 years.

Much of the news we'll be making in the next 70 years will have its origins in our 200,000-square-foot Technical Center in Troy, Michigan. It's the country's largest independent research facility devoted entirely to components for heavy-duty trucks, cars, buses, trailers and military, agricultural, off-road equipment and mass transit.

In the most recent past, our technical staff of over 400 engineers, designers, draftsmen, mechanics and technicians has conceived and developed such innovative products as

Stopmaster® II wedge brakes, SQHP® tandem axles, and new Cam-Master® "Q" brakes.

These products are good examples of the kind of technology that has half of all heavy-duty trucks and tractors equipped with Rockwell axles and seven out of every ten heavy-duty highway units equipped with Rockwell brakes. In fact, we are the world's largest supplier of driveline and chassis components for heavy-duty trucks. And a major suppl ier of springs, wheel covers and plastic components for passenger cars and light-duty trucks, as well.

For more on what we're doing on- and off-highway, write Automotive Operations, Rockwell International, 2135 W. Maple Road, Troy, Michigan 48084.

Rockwell International ...where science gels down to business

P U B L I S H E R

Society of American Value Engineers

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

P. O. B O X 210887 D A L L A S , T E X A S 75211

Managing Editor T O M K I N G

M A N A G E R , V A L U E A N A L Y S I S E N G I N E E R I N G

J O Y M A N U F A C T U R I N G C O M P A N Y F R A N K L I N , PA 16323

T E L : (814)437-5731

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

VALUE WORLD VOLUME 2 NUMBER 2 JULY/AUGUST 1978

About The Cover: Beautiful Spring Lake Scene

Magazine for

AMERICAN SOCIETY FOR PERFORMANCE IMPROVEMENT 790 Broad Street, Newark, NJ 07102

and

NATIONAL ASSOCIATION OF SUGGESTION SYSTEMS 435 North Michigan Ave., Chicago, IL 60611

and

SOCIETY OF AMERICAN VALUE ENGINEERS P. O. Box 210887

Dallas, Texas 75211

TECHNICAL ARTICLES:

Team Building — A Way Of Life 10 By Ken Holloway

VE Can Be Beautiful 14 By Robert Herr

Suggestions — More Or Less 12 By Elvera Theobald

A Shaggy Wolf Story 18 By Bill Bryant

COLUMN FEATURES:

Thunder Editorial 3 Bits & Barbs. 4 Picture Potpurri 2 The Bottom Line 7

SUBSCRIPTIONS — Single Issue $2. Yearly rale: U.S. $12 to SAVE Members, (included in annual membership dues rate). 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.

EDITORIAL POLICY: Provide readership with infor­mative, interesting and timely communication relative to Value Analysis, Value Engineering, Idea Programs, Productivity, Motivation, Creativity and Performance Improvement; VALUE WORLD will act as a vehicle enabling the readership to express themselves profes­sionally in advancing the state of the art. VALUE WORLD is dedicated toward establishing a mutual bond among those seeking to better the quality of work­ing life and to establish a communication network through which participating technical society members can interact for mutual benefit.

CONTRIBUTIONS — Contributions to VALUE WORLD are welcome in the form of letters to the BITS and BARBS column, technical articles, introduction of new techniques, photos and material for cover stories. VALUE WORLD accepts no responsibility in connec­tion with any liability that might occur as a result of material published; the views and opinions expressed by the contributors do not necessarily reflect those of the Publisher or participating Societies. VALUE WORLD is published bi-monthly by the Society of American Value Engineers, with Second Class entry at Southfield, MI 48076.

Scenes From The Indianapolis Conference

LARRY MILES (R) Father of Value Engineering, Happy scene from the International reception. The receiving an award from GENE SMITH, SAVE Con- foreigner at the right middle of photo is ALICE ference Chairman. Jimmie Carter, out-going SAVE MOZLEY, SAVE Vice President of Administration. President looks on.

Governor OTIS R. BOWEN, Indiana was a much Everybodys friend. THE POPCORN MAN. distinguished and appreciated visitor at the Conference. Jack Jonelis, Regional V.P., (seated far right.)

• • •

by

s c i e n t i f i c ; humanism

FOLLOWING THE MOON SHOT, ONE EXUBERANT SCIENTIST PROCLAIMED, "WE HAVE CONQUERED THE UNIVERSE; NOW, WE CAN DO ANYTHING!"

BUT, THE TRUTH IS, WE CAN'T EVEN GROW A BLADE OF GRASS, AND LIFE REMAINS VERY FRAGILE INDEED.

HEARTS ARE HEAVY IN WILLOW ISLAND, WEST VIRGINIA AS I WRITE THIS EDI­TORIAL. FIFTY-ONE MEN HAVE PERISHED IN A SINGLE ACCIDENT INVOLVING A PLUNGING SCAFFOLD AT A COOLING TOWER CONSTRUCTION SITE.

NATURE'S LAWS ARE PRECISE AND IMPARTIAL; OFTEN HARSH. GALILEO'S EARLY EXPERIMENTS ESTABLISHED THAT A FALLING OBJECT ACCELERATES AT THE RATE OF 32 FEET PER SECOND. - PER SECOND'.

SIMPLY STATED, THE TRAGIC FALL LASTED BUT 3 SECONDS, WITH THE SPEED AT TIME OF IMPACT, ABOUT SEVENTY MILES PER HOUR.

IT IS PROBLEMATICAL THAT THE CHANCE FOR SURVIVAL WAS SLIM; IN THIS CASE, NONE.

BUT THE HUMAN ASPECT OF THE EQUATION IS INCALCULABLE. AGONY; THE GRIEVOUS LOSS OF A SON, FATHER, HUSBAND, BROTHER AND FRIEND IS IN NO WAY MEASURABLE.

THE ANTITHESIS OF THE WILLOW ISLAND TRAGEDY, IS NOT THAT WE SHOULD DISCONTINUE BUILDING COOLING TOWERS; RATHER IT IS A GRIM REMINDER TO THOSE OF US WHO HAVE INFLUENCE OVER SAFETY CONSIDERATIONS IN PRODUCTS, CONSTRUCTION OR OPERATIONS, TO BE EVER ALERT; AND UNCOMPROMISING.

TRUE, WE CAN'T EVEN GROW A BLADE OF GRASS.

BUT WE CAN DO BETTER THAN WE HAVE ABOUT A NUMBER OF THINGS. [v]

GRANTED •OUR FINE ACHIEVEMENTS.

3

. . . . r e a d e r s i n v o l v e m e n t . . . .

YE APPLIED TO TRAFFIC MANAGEMENT

In applying Value Engineering to traffic problems, we are guided by the favorite expression noted on customer orders. This expression is "Ship via the cheapest way". To obtain best value, the cheapest way is via the mode of transportation that produces the lowest charges with the best results.

Value studies have indicated that the less expensive way can be a number of modes:

Via United Parcel - By complying with the required minimum shipping weight and dimensional size per package.

Studies indicate that when feasible, we can release in quantities within the various weight brackets that w i l l pro­duce the lowest transportation unit cost.

Consolidations which combine less than truck load or car load orders for distr i­bution within the major marketing areas. This Value Study was conducted in four quandrants of the country affecting 1,750 company dealers.

We have learned that there is a seemingly unlimited number of traffic projects which can be solved by Value Engineering Teams. Start with the largest problems and work your way down to those areas that never seemed to be solved without the benefit of for­mal analysis.

Elmer Ware Traffic Manager Schwinn Bicycle Company Chicago, IL

COURAGE

Courage is having grace under fire.

Hemingway

GIVING

You give but little when you give of your posses­sions. It is when you give of yourself that you truly give.

Kahlil Gibran

DEFINITIONS FOR A FRACTURED DICTIONARY

Serpentine — a f luid useful for getting paint off snakes.

David G. McAneny, Upper Darby, Pa.

San Andreas Fault — theological doctrine which holds that if California falls into the ocean, St. Andreas is responsible.

Rob Cassie, Old Saybrook, Conn.

Slugfest — Diet of Worms. Jon Henry, Newton, Mass.

Slattern - Planet known for its rings and cheap women.

A.D. Rosenbaum, Washington, D.C.

Stigma — eighteenth letter of the Grteek alphtabet.

Daniel Burfoot, New London, Conn.

Surburban — inferior liquor. Eileen Wholey, Bridgeton, Me.

New York Magazine, Dec. "77"

(Note to Value World Readers)

Any "Pet Definitions" of your own?

WORKSHOPS ARE THINK TANKS

I like to equate value workshops to "think tanks". A creative atmosphere must be established in them via the manner of the Creative Education Founda­tion. Creativity has been defined as knowledge times imagination. It has often been said that Value Engi­neering is the questioning discipline.

If people involved in seminar workshops are in­hibited for any reason in asking questions, there w i l l be minimal results. It takes imagination to ask questions, and knowledge to answer them. The Or­ganized Approach of Value Engineering functions to "Analyze Value". It does this best in an uninhibi­ted creative environment.

Beverly Anthony Zolezzi, PE, CVS Detroit Diesel Allison Indianapolis, IN

ABOUT AN ANGEL

Things to their perfection come,

Not all at once,

But some and some.

Martin Tupper

AS JACK SEES IT

"Value analysis is a tool that can be applied to everything and by anyone who has learned the funda­mentals. The best examples of how beneficial value engineering is can be seen on the before and after of a product when a company has realized a dollar savings.

Value Engineers are innovators of improvement, who use their particular ability and training to analyze functions, remove unnecessary cost from projects, and apply this knowledge to increase profits for their employer."

Jack Jonelis Dial Tone, April 1978

"Engineers shall hold paramount the safety, health, and welfare of the public in the performance of their professional duties."

ASME Code of Ethics First Canon

VE CREDITED WITH ARMY SAVINGS

The United States Army has saved millions of dol­lars in expenses in the purchase of such diverse items as veal cutlets and tanks by applying value engineering techniques said Gen. John R. Guthrie, Commander of the Army's Materiel Development and Readiness Command (DARCOM). Gen. Guthrie over sees the research development and acquisition of the Army's materiel throughout the world and was guest speaker at the Society of American Value Engineers' International Conference in Indianapolis.

Gen. Guthrie stated that reducing costs is one of the top priorities for the Army, "And value engineering is an important part of that e f for t . "

Indianapolis Star May 10, 1978

ABOUT COST EFFECTIVENESS

(1) A coordinated company—wide cost improvement program is essential. This program must be moni­tored by an established, coordinating organiza­tion whose sole function is cost improvement.

(2) There should be no sacrifice in quality or per­formance as a result of cost improvement.

(3) Goals must be set for the overall program and each area in the program must have individual goals.

(4) The cost improvement program cannot be left to chance—— It must be planned and have Top Management involvement.

(5) Company-wide efforts must be continuous to convince people that they cannot be too busy to save money.

S.W. Hart Cummins

AN EYE-OPENING CONFERENCE

Value engineering has long been practiced in fact, if not in name, by successful free enterprisers. Its ele­vation over the last 20 years or so to a specific discipline may well be related to the rise of infla­tion. Certainly the part played by value engineering in curbing costs measured in deficit-debauched dollars cannot be overestimated.

In what area of man's affairs is value engineering most urgently needed? The answer, beyond a shadow of doubt, is the area of government.

It's to be hoped, therefore, that politicians w i l l be in the forefront of those attending the Indianapolis SAVE conference. They might learn, for instance, what value engineering could do to straighten out the national welfare mess. It could be an eye-opener.

Editorial The Indianapolis Star

0

$urvival ^Survival equals People divided by Change" is the challenging theme of ASPI's 1978 con­ference.

The need for everyone to revitalize their efforts and mobilize their resources to insure continued survival of U.S. business and gov­ernment institutions will be the focal point of the 10th annual ASPI conference.

Our social, economic, and organizational needs will be addressed by speakers whose concepts have improved productivity, greatly reduced costs and improved morale:

J. Cain—Manager, Productivity—Motorola, Inc., "How the Japanese Do It and What We Need to Respond."

G. Friedman, M.D.—President—Health, Evaluation, Longevity Planning, "Physical Improvement Yields Performance Improve­ment."

T. Fullmer, PhD,—Director, Productivity Center—Arizona State University, "Produc­tivity Improvement to Preserve Our Free Enterprise System."

F. C . Hill—Corporate Manager, Improve­ment Programs—Hughes Aircraft Company, "Quality Circles—Successful at Hughes."

_ People Change

R. Minton—Supervisor, Management Analysis—U.S. Army Communications Command, "Work Monitoring Methods— The Road to Improvement."

M. Richardson—Manager, Recognition Programs and Communications—Boeing Aircraft Company, "Conference Summary."

F. Ruck—Vice President—Chicago Title and Trust, "Development of a Productivity Task Force—The Beginning of Improvement."

J. Schlacter, PhD.—Professor, School of Business Administration—Arizona State University, "Meeting the Resistance to Change and Identifying the Change Agent."

R. H. Spanger—Major General, U.S. Marine Corps (Ret.), Keynote Address.

The two-day conference will be held at the Fiesta Inn in Tempe, Arizona, September 21 & 22. Registration is limited to the first 125.

If you wish to be placed on the mailing list for registration information, send the form below to:

Margaret S. Roberts Hughes Aircraft Company Centinela @ Teale Building 322, M.S./M190 Culver City, California 90230

AMERICAN SOCIETY

FOR PERFORMANCE IMPROVEMENT

Registration is limited to the first 125.

Please send registration information for the 10th Annual ASPI Conference to be held in Tempe, Arizona, September 21 & 22.

Name

Title

Company

Address

6

Guest Author

THOMAS D. O'CONNOR Manager, Performance

Improvement Merck Sharp & Dolme

Mr. O'Connor is President of the American Society for Performance Improvement (ASPI). He received a B.S. Degree in Psychology from Villanova University and has previously held various responsible positions in the Sales Marketing Division of Merch Sharp & Dolme.

COMMITMENT

Having been involved in many volunteer type organizations over the years, I have discovered that usually a small minority ultimately does the majority of the work. Is there a remedy that could be ap­plied? I 'm not sure but I would like to think that a very important part of involvement must be com­mitment. This commitment starts with the leadership of your organization. The Board of Directors must make a commitment to do the best possible job that they are capable of performing. I am a strong exponent that a leader must lead by example. I f a leader exhibits en­thusiasm, his members will become enthused; i f he displays a lack of interest, likewise the members will be disinterested. This is the time of the year that many organizations change officers and I urge all of the new Board Members to make a commitment to their organization and to themselves to make this their finest year.

Those members that are not currently serving on the Board shall step forward and offer their help. Never wait to be asked. It might not happen!!

If you believe in the purpose of your organization, then make that commitment to help in the upcom­ing administrative year.

7

TECHNIQUES TO TRY

WHAT ABOUT THE TOOLS

Cost Improvement studies tend to look only at the product; the main thrust being to provide a product with a better value than before. But in the hardware business, it has proved quite beneficial to apply V E efforts toward reducing tooling costs.

Not in the conventional sense, but rather from the standpoint of what else will do

the job. Is there a better method of producing the product. Should it be manufac­

tured on a different machine.

Tooling is often taken for granted, consequently when you begin a study, roadblocks often occur. One way to overcome roadblocks from the tool design department is to include a tool specialist on the investigating team.

Two added benefits occur. One - the total specialists input is quite helpful and the other is that he will be a good focus for implementing the suggestions later.

TECHNIQUES TO TRY One example of the dividends that can result from proper attention to tools is

detailed below.

BEFORE VALUE STUDY

1. Punch press workpiece

2. Hand sort

3. Degrease

4. Assemble/press

5. Degrease 6. Bulk pack 7. Ship

Produce cost $193/M Product cost $95/M

Implementation Cost $ 2,250

Annualized savings $24,500

(ADVERTISEMENT)

HOOSIERS SAY — THANK YOU

AFTER VALUE STUDY

1. Sheet metal die (with evaporating

lube and automatic sort)

2. Assemble and automatic bulk pack

3. Ship

4 ^ /

TO A L L WHO ATTENDED THE RACING FOR VALUE 1978

INTERNATIONAL CONFERENCE

'THANKS' FOR MAKING IT A SUCCESS! \ %

T H E C O N F E R E N C E C O M M I T T E E AND A L L MEMBERS OF

C E N T R A L INDIANA C H A P T E R 044

9

TEAM BUILDING -"A WAY OF L I F E "

by

Ken Holloway

K E N N E T H D. H O L L O W A Y is Manager of Motivation Program for the Motorola Semicon­ductor Division, Phoenix, Arizona. A graduate of Mesa Community College, Mr. Holloway is very active in Motivation, Recognition and team building programs and is a member of the American Society for Performance Improvement (ASPI).

We're all familiar with the effective way a championship athletic team works together to achieve its goal. Significantly many championship teams are composed of groups of peo­ple of which no one team member is the "star." Rather it is a group of peo­ple who support and assist each other to accomplish a common goal. Con­versely many teams which possess one or two Star athletes never make it to the top. The big difference in these two types of teams is a matter of character and a characteristic too often neglected, called unselfishness.

We have all seen teams where one man was consistently the scoring leader. When that man got the ball he shot for the basket or drove for a layup often ignoring a man in a better posi­tion. This type of individual seeks glory only for himself and has little or no regard for his teammates.

Though this type of person does, in some respects, gain his goal of greater recognition, he often sacrifices the respect of his peers. Among his team­mates he is often a social outcast. They play the game with him because that is what they are paid to do.

What has all this to do with industry and all of us in our daily jobs? We may not thinkof ourselves in our daily work group as a team, but we are just that. No one accomplishes his job alone. We all work with other employees. We rely

on other people to help us accomplish our task. There are a multitude of peo­ple we work with each day, many behind the scenes, many we may have never meet. The people who get sup­plies to our job, those who inspect the product when it leaves our job, the salesman in the field selling our pro­duct, the secretary or clerk and our peers on the job. Al l of these people contribute to an individual's success.

Those who are our peers and to an even greater extent, those who are our subordinates are the real team you deal with in life. The management of people can be one of the most rewarding careers in life, i f we involve our people by seeking their ideas and involving them in management of their jobs.

What I propose for effective management of people and their resources is Team Building. This is not necessarily a management concept or tool but properly applied, can become " A Way of Life ."

Let's look at Team Building and how it can be applied to your organiza­tion - any organization.

COMMUNICATION — LAYING THE GROUNDWORK

It is sad to say that in many organizations there is a significant lack of good communication. Managers ex­pect their groups to perform to certain standards of productivity, quality,

yield, safety, attendance, etc., but little information is given to the group as a whole or as individuals concerning these standards. Individuals or groups are told when they violate these stan­dards in the form of reprimands. Un­fortunately this may be the first time they have been informed of such a standard. All employees have the right to know all standards to which they must perform and should be told when they are not meeting standards, before they are in trouble!

It is extremely important that the group works together in a supportive atmosphere, that is they know that management is there to back them up and that their peers are also ready to support them. Departmental stan­dards, goals and objectives should be communicated to the work group. This shold be done at least once a month in a formal meeting, with progress reports to the employees on at least a weekly basis. This tells them what is ex­pected of them as a group and gives feedback to the group on their perfor­mance along the way to the goal. Feed­back can be oral, written or in the form of charts and graphs available to employees. The employees are then aware of what their goals are and how they are progressing toward that goal.

Continued on page 11

Team Building-"A Way Of Continued from page 10

Goals for the work group should be self imposed. Managers should com­municate to their people what the com­pany or corporate and departmental goals are and why they exist. It then becomes the manager's task to assist his workers in setting their own goals. I f the manager has done an effective job of communicating the corporate and departmental goals to the group and informed them where they stand, they will know the types of goals to set and what is expected. I f workers are given the opportunity to set their own goals, they will set goals in the areas of importance to management. They will set goals which they will have to strive for and they will achieve those goals! The key factor in this process is often referred to as "proprietorship." That is, the goals are "their goals", they own the goals and the committment to make those goals are much stronger. It has been my experience that, given the opportunity, workers will set higher goals and exceed them more frequently than management imposed goals.

BRAINSTORMING TAPPING A VAST RESERVOIR!

It has been said that man uses only 30% of his brain capacity and this has been backed up by scientific research. Imagine all of the things man ac­complishes using only this small por­tion of the brain, then picture what man could accomplish if he increased the utilization of his mental capacity to 50 or 60 percent.

As a manager you can utilize a greater portion of your subordinates' brain power by involving them in pro­blem solving. As managers we are all plagued by seemingly unsolvable pro­blems. We too often accept these un-solvables as just that and learn to live with them. This is unfortunate, because most problems are not un­solvable. Someone, somewhere has the solution. But, Who?

We all have a large number of "ex­perts" surrounding us every day. As managers, we have the expertise of our subordinates just waiting to be tapped. Each employee is an expert or authori­ty at his or her particular job. Employees work at their jobs 40 hours each week, 50 weeks each year. Many of these employees have potential ideas to help solve your problems and their

fe" problems. Why are those ideas and solutions hidden? Why don't they sur­face? The answer is that many of our employees have been conditioned by previous or present work experiences, not to question authority. They are trained by a person whom they con­sider to be an expert on their job and their conditioning tells them not to question authority. These people often have deep seated fears that their ideas, suggestions and potential solutions will be considered silly, childish, or foolish. Remember: fear of rejection is one of man's greatest psychological fears. To develop your employees as problem solvers, you must overcome these fears.

To effectively achieve this objective you must develop a feeling of trust, openess and willingness to listen. In the team building organization this can be done by openly soliciting the employee's help in problem solving. Express confidence in your people as you meet with them. Tell them you believe that they have the potential to solve your problems and their pro­blems. Tell them you want to know their problems and work together to solve their problems. Getting employees to open up and discuss their problems is often difficult. Teams should be small — fifteen to twenty-five people - to overcome the fear of speaking out in a group. Eventually your people will open up if they feel you are sincere.

When problems are brought forth, write the problem on a blackboard for everyone to see. Then clarify the pro­blem. Ask the team members for solu­tions, list all possible solutions, discuss the potential solutions and select ap­propriate solutions for trial in solving the problem. Frequently through group discussion (brainstorming) workable solutions may be brought forward. Trial of some ideas and solu­tions may be necessary. When this is done, get back to your people and give them the results (feedback). It is often surprising that many problems can be solved in one or two meetings.

These problems may have existed for weeks, months, or years simply because no one talked about them because of unrealistic fears. Overcom­ing these fears is the key to successful problem solving. Remember creative ideas may come from people at all levels of the organization, not just the managers and engineers.

INVOLVE YOUR PEOPLE IN CHANGE

It has been said that, people resist change. What people really resist is not change itself but being changed. That is, they resist change when they have no part in the decisions which affect their daily lives which result in change. If you can make them a part of the pro­cess and decisions which result in changed conditions, they will accept changes with enthusiasm. What types of changes should your people become involved in? They should be involved in any change which affects their daily work. I f production rates are assigned to their jobs and new rate studies are being initiated, the Industrial Engineers should consult with the peo­ple affected. The purpose of this is to give them a better understanding of how rates are set and to allow them to input information to the Industrial Engineers concerning their particular job. The employee can often give valuable information to Industrial Engineers who assists them in setting accurate rates. When the employees participate in the rate study they feel more committed to the new rate.

The same can be said for other changes which affect the worker. I f you are changing the work process, work flow, working hours, moving the work area or any numerous changes, you should involve your workers. Change can be a disturbing and disrup­tive factor. However, when you in­volve your people and demonstrate that you value their opinions and let them help you in decision making they will be committed to making the change successful.

STRUCTURE THE MEETINGS AND FOLLOW THROUGH

It is almost a necessity that notes or minutes of each meeting be recorded. If your meeting has progressed as it should, your group will have set goals, brought up problems, given solutions to problems and expressed creative ideas. Get all of these down on paper. Before closing the meeting review of all of the goals, problems, solutions and ideas with the group. The list of pro­blems and potential solutions then becomes your task sheet. It should be given the highest priority in your responsibilities. During the next few years, prioritize the list and seek solu­tions. I f your organization does not

Continued on page 20

SUGGESTIONS . . . MORE OR LESS by

Elvera Theobald

E L V E R A T H E O B A L D is the Special Assistant to the Civilian Personnel Officer at the Defense Con­tract Administration Services Region, Los Angeles. In addition she administers the Region's Incentive Awards and the Upward Mobility Programs. Previously she was the Incentive Awards Officer for the Air Force Contract Management Division and the Air Force Space and Missile Systems Office in Los Angeles. She is a past president of the Southern California Chapter of NASS and current­ly serves as a member of the Advisory Council.

Managing an Incentive Awards Pro­gram for a large and widely dispersed federal activity within the Defense Logistics Agency typically brings with it some puzzling and often undersirable management, control, and direction challenges. These elements appear with great visibility during suggestion pro­gram promotional campaigns. We usually witness these developments during periods of highly accelerated participation. The specific phenomena which provides the greatest concern to management involves the perception of employees and what they consider to be the most acceptable kinds of sugges­tions. That is, the tendency on the part of suggesters to propose ideas for ex­panding rather than curtailing ac­tivities.

One would expect solicitations to employees for help in cutting costs would result in ideas to reduce, eliminate or simplify. Instead, employees, more often than not, pro­pose increased services or employee benefits which add to the workload; or they offer changes to procedures which expands the scope or result in more

complex procedures. Other employees will suggest more forms or form let­ters. Ideas to interleave the forms with carbon paper are very common as are ideas for more and more controls. Often the ideas are good and in fact improve operations, but costs would be increased. I f we project the curve to in­finity, we will someday achieve the most improved operation in mankind's history at a cost that could shame to­day's national budget.

All of these contributions have something in common and a very clear­ly pattern emerges. The paramount theme of these ideas is that they "aug­ment" rather than "eliminate and simplify". Why we ask, is this so? Why, is the common denominator of so many of the contributions "more" instead of "less"? Ask, why do more of the suggestions conceived over pro­motional pressures take this curious direction?

In an effort to increase the number of suggestions providing for reduced over all costs, we sought to understand by random interviews the perspective held by employees on the relationship

of their activities to the associated costs. We established the following: (1) the frequency of these ideas accelerated during promotional campaigns because many employees only participate dur­ing special solicitations (2) That career suggesters, those that participate con­sistently are more knowledgeable of the rules and regulations governing the plan and the kinds of ideas that will earn them cash awards. (3) As to why more instead of less, it became ap­parent that our formal and informal education from early childhood con­ceived our social and economic values. (4) That we have been programmed from early childhood that "more is better".

Furthermore, the Madison Avenue boys bombard us incessantly with advertising where "more" is the key word. For years the automotive in­dustry built bigger and faster cars; we have new appliances coming on the market almost daily that do more and different things. The effect of "more" on our energy reserves has brought our concern with "more" to a 180° turn.

Continued on page 13

1B

Suggestions . . . More Or Lt Continued from page 13

Our new theme is "conserve" or eliminate waste".

Another generally accepted reason given by a number of employees for "make work" or "additive" sugges­tions was that these kinds of ideas are somewhat like job insurance i f you will. Additive suggestions increase man hours and increasing man-hours at least for a time provides job security. Suggesters were not necessarily in­terested in either decreasing the impor­tance or extent of their jobs. Curious­ly, these employees had a tendency to suggest changes which pertained to other departments other than their own. Other employees placed the con­cept of "more" and "less" in "positive" and "negative" rolls. For example, "more" is considered positive and "less" is considered negative. They wished to be associated with the positive.

I f you carefully consider American work ethics and the economic theme you must agree that the concept of "more is better" has been an accepted principle as long as we can remember. While "more" may be better in our social and economic pursuits it is dynamite in the suggestion program. "More" violates the basic principle underlying suggestion systems. Sugges­tion programs are successful and prevail only because they save money, man hours and material. Government and industry cannot afford a sugges­tion program that does not save resources. Suggestions to be wor­thwhile must eliminate unessential tasks, procedures, benefits and con­trols. It is primarily through these types of ideas that a suggestion pro­gram retains its integrity, enjoys suc­cess and endures. Ideas that provide for more services and benefits, more controls or more involved or complex procedures are usually" not cost effec­tive and are frequently plain and sim­ple "make work" ideas.

The cost of processing "make work" ideas can be staggering especial­ly when they are submitted merely to make reports look good. Supervisors are extremely critical of suggestion programs that encourage "additive" or "make work" suggestions. It is not uncommon for supervisors to withhold their support of the suggestion pro­gram as a means of discouraging a pro­liferation of "make work" ideas.

Supervisors are man hour cost oriented; they know the principle underlying suggestion programs. Supervisors are looking for those ideas that save time and simplify. These are ideas whose overwhelming message is to eliminate unnecessary benefits, ser­vices, controls, forms and to simplify procedures. Evaluators, too, readily associate time with costs and unless the idea reduces costs either tangibly or in­tangibly the evaluator will reject the idea.

Some suggestion program managers in order to bolster sagging statistics will attempt to obtain adoption of make work ideas in spite of their lack of benefit to the activity. This causes much dissatisfaction among super­visors and evaluators. Such a practice establishes an undeirsirable precedent and fosters inconsistencies in the activi­ty's policy concerning the administra­tion of the suggestion program. I sub­mit that inconsistency in managing a suggestion program is one of the pro­gram's greatest threats. Of greater im­portance however is the damage done to the integrity of the program and the suggestion program's reputation for being a highly desirable management tool. It appears necessary to remind ourselves from time to time why sug­gestion programs exist.

The basic principle underlying sug­gestion programs is the reduction of cost or cost savings. However, other benefits generated by the suggestion program come to mind. A good sug­gestion program can and often does serve as an excellent communication media. As an example many contribu­tions may not be ideas at all, but simple employee complaints. These, however, should be given careful attention. They should not be processed through the suggestion program but carefully chan­neled to the appropriate staff office for speedy resolution and reply to the sug­gesters. Still another benefit of sugges­tion programs is the recognition that a successful suggestion affords the employee. A successful suggestion fills the basic human need of recognition among one's peers.

These two benefits alone are not suf­ficient unto themselves to support a suggestion program. However, when the primary purpose of the suggestion program, that of cost savings, retains its paramount and primary position and the ancillary purposes discussed above are considered fringe benefits of an extremely valuable program, the

total package makes for an excep­tionally cost effective and useful management tool. Suggestion systems should be synonomous with cost sav­ings.

Moreover, we feel an employee's thinking can be re-directed to think "eliminate" when participating in the suggestion program. We find this can be achieved through consistent publici­ty, and more direct and specific this can be achieved through consistent publicity, and more direct and specific publicity during times of accelerated participation such as suggestion pro­gram promotional campaigns. Super­visors can also help. An improved climate between the employee and the supervisor can encourage dialogue and communication up and down the chain and provide an avenue of mutual direc­tion toward solving operational pro­blems in the unit. Ideas that evolve from this type of a situation are usually of a very high quality and adoption rates exceed the average.

Seminars for employees explaining what makes ideas successful and what kinds of ideas are wanted by manage­ment can have beneficial results in both the participation and adoption rate. However, management often has great difficulty in communicating its needs and desires as the resource tide shifts from one period to another.

Just as we expect to redirect employees thinking it may first be necessary to redirect our own thinking in how we manage the suggestion pro­gram we are responsible for. Budgetary retrenchment seemed to catch on a few years back when industry's manage­ment started looking at expenditures with an eye to improve the organiza­tion's overall fiscal position through increased productivity. In other words, programs and managers had to prove their worth and anything that did not show a benefit or profit to the organization was cancelled. I predict we have only seen the beginning of budgetary retrenchment. It will occur in business and industry, large and small, and in government at all levels.

The current administration is mak­ing an unprecedented effort to streamline and improve government programs and the organizations that administer these programs. I feel in­dustry, too, will continue to look at the financial outlay for their various pro­grams to analyze and determine

Continued on page 20

1 3

VE CAN BE BEAUTIFUL by Robert H . Herr, CVS

Robert H . Herr, CVS is Senior Estimator - Value Engineer with Day and Zimmerman, Inc. a large Philadelphia engineering firm that provides multi-disciplined consulting and design services both na­tionally and internationally. He was educated at the Wharton School of Finance, University of Penn­

sylvania and Temple University in their school of Engineering and Construction Design. Bob is a member of the American Association of Cost Engineers, Past President of the Philadelphia Sec­tion and a member of the Society of American Value Engineers. „.

(^Academy of cFinec^rts

Architectural Treasure Is Restored: Designed to open for the United States Centennial Exposition, April 1876, Frank Furness' magnificent Academy has been reconstructed and restored for the Bicentennial, April 1976; 100 years to the day of the original open­ing.

A practical application of value prin­ciples was applied in a situation that might have first appeared to be unique if not impossible - the restoration of a 100 year old building.

One of the most challenging and educational projects in which an ar­chitect can become involved is a restoration; especially of a classic Vic­torian Gothic structure originally

designed by a prominent architect of the past. Such was the task of Hyman Myers, restoration architect and pro­ject manager of Day and Zimmerman Associates.

The subject of this presentation might have readily been titled "You Can't VE That Project", for all too often it has been voiced that only new design work whether it be a manufac­tured item or a large building project can be the subject of a meaningful Value Engineering effort due to numerous restraints.

In 1973 the Board of Directors of the Academy engaged the services of the architectural firm of Day and Zimmer­man Associates to undertake the initial

fact-gathering "survey and research" phase of the proposed restoration and renovation work for one of their finest art treasures their own century-old museum and college of fine arts. This fine building is located in downtown Philadelphia at the corner of Broad and Cherry Streets.

The Academy building, which houses the oldest public art gallery in America, was originally designed by Frank Furness of the firm of Furness and Hewitt and became one of the most popular attractions of the nation's Centennial celebration. A

Continued on page IS

14

V E Can Be Beautiful Continued from page 14

"reasonable and accurate restoration" of the building was conducted attemp­ting to preserve the design of 1876, while modifying it to include the technical advancements of today.

After decades of desecration the PAFA recently came quite close to be­ing demolished, but presently houses in excess of $100,000,000. in works of art.

As part of the restoration it was necessary to incorporate many techni­ques and systems that did not exist in the nineteenth century. For instance, new electrical lighting and power, air-conditioning and humidifying systems, traditional cast plaster as opposed to the newest development in plaster ap­

plications were all important con­siderations that were not part of the original design. Since many details had been removed, covered up with paint or enclosed with later construction over the years, it was necessary to do extensive archaeological type research to determine how these details looked originally and how they could be modified in cases where new re­quirements dictated change.

Naturally, all these new elements had to be concealed, or at least be made unobtrusive in order to make the revisions accurate. Fortunately the project was helped with regard to the air-handling system by the original ar­chitect. Furness had designed into the building an ingenious natural ventila­tion system that provided a main base­ment tunnel, wall shafts and hollow

columns for "supply air" and a lowered ceiling for dispelling "return air" to the outside by the pressure of the entering "supply air". By taking advantage of parts of this early design a reduction in cost was realized as well as the elimination of additional un­sightly air distribution ducts and dif­fuses.

The restoration architect also went to a great deal of effort to conceal other modern devices and systems. Lighting fixtures, of course, have to be visible, but lighting bars that support the fixtures are concealed in the ceiling systems. Controls for lighting are hid­den in the duct shafts which are covered by ornamental grilles. Intru­sion and fire-detection, sound and TV-monitoring units are likewise concealed behind camouflaged panels.

Glass doors have been removed from main entrance, and door frames reformed closely to originals.

= ^ > S 1 R ,CONSER|

AUpiTORIUM(JWUNGE STUDIOS "JGREAT. I L V Sfca

M ENTRY IP] • j ̂ COCKERS!} CORRIDOR

1 STUDIOS 1 ^ 1 STUDIOS [ENTRY?

lj || ROTUNDA; ;| p ii | i|

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i GREAT ! HALL

Restoration: An accurate and reasonable (Visually accurate and visually responsive) restoration will be attempted with adaptations and modifications made to accommodate intended use. New construction methods and materials will be used within the restraints of Furness' original design concepts.

Renovation: An updating of all the technical systems (mechanical, elec­trical, HVAC, TV monitoring, fire detection and protection) will be made without encroaching on or altering the original architectural fabric or special concept of the building.

It was these Project Objectives that governed the conceptual design, the fact gathering data and the logic of VE analysis which became the basis for the development of the contract documents.

F I R S T F L O O R S E C O N D F L O O R

Project Objectives Within Restraints Basic Function Was Identified as —

"Restore Heritage"

Continued on page 16

1 6

V E Can Be Beautiful Continued from page 15

Prime Concerns 1. The main entrance had been

altered to accommodate swinging type glass and stainless steel doors that replaced the original golden oak sliding doors and cast iron gates.

2. The lobby had been mutilated and reduced in size by the installation of an elevator.

3. The front doors and grilles and a carved oak cloak enclosure in the vestibule had also been demolished leaving open archways.

4. Ornate polychrome, brass and gold-plated columns, some of which ingeniously housed part of the buildings original heating and ventila­tion system had been boxed in and plastered over to give a modern ap­pearance.

5. In 1926 when the Broad Street subway was being constructed, the front quarter of the building leaned due to settlement acquiring a crack through the entire north-south section that remains today. It is now realized most clearly in the great stairway which Furness had designed to " f l y " to the mezzanine.

"Value Engineering is Sound Engineering"

Value Engineering Procedures on this project dictated both process and dollar "trade-offs" consistent with schedule time frames and performance requirements.

The VE applied on this project was not dne on a formal or classical basis throughout, but the techniques and logic applied on various important facets proved conclusively that one does not always have to wait for just the "right" opportunity to use Value Engineering. Instead, a person or per­sons with the knowledge and ex­perience of VE, particularly having the benefit of previous formal training, can plunge right in and start using the tools of Value Engineering in relation to the needs of the project. This brings the design within limits without adversely affecting quality, reliability, performance, aesthetics, maintainabili­ty and time schedule.

After the development of a detailed cost estimate and cost model of the work, as well as the preparation of CPM schedules for the design, tem­porary relocation and construction ac­tivities, it was realized that Phased or Packaged construction should be in­

corporated. This was necessary in order to be successful in the "time frame" and "dollar frame" of the ef­fort.

Basic Costs and Cost Models Basic to Value Engineering of

building construction are the costs of the total restoration and its sub­systems. Costs must be displayed in functional groupings, both for Value Engineering studies of alternate solu­tions and the development of target cost models for each occupancy or use, i.e. art galleries, vault storage areas, fine arts training and fine arts restora­tion areas.

Generally contractor type building cost breakdowns are not by the ar­chitects specification categories - CSI subdivisions which i$ the recognized in­dustry standard.

This provides groupings of material types not always related to application, such as "Masonry" which appears in several locations throughout the building. To provide a building cost reporting system suitable for VE ap­plication a "Building Cost Model" form should be developed. It displays unit contract costs by functional groups or sub-groups. The cost models

During the application of the Value Engineering concepts on this particular project, prime considerations had to be kept foremost in the minds of all in­volved. These included the fact that the entire college of art activities had to be removed to other locations for one academic year. Also, the highly valuable works of art that were displayed in the galleries and held in storage vaults required careful crating and shipping to various other loca­tions. These considerations were mean­ingful due to the fact that the high cost of leasing facilities for school space and bonded storage affected the over all financial budget as well as the ob­vious constraint — the Bicentennial; requiring the completion of the major portion of this restoration within a single year. The schedule of the con­struction program influenced costs with as great an impact as did the brick and mortar type improvements. The Pennsylvania Academy of the Fine Arts project graphically demonstrated that a concerned administration, creative design and use of cost control and value management techniques did control the costs of the project at all levels.

B u i l d i n g

COST MODEL T a r g e t A c t u a l / E s t i m a t e d

l_5.iiiii2P.0_j

P r o j e c t PAFA L o c a t i o n P h l l a . . P a . B l d g . Type V i c t o r i a n G o t h i c C o n s t . Type R e s t o r a t i o n Use U n i t s 8

Date Feb Phase GSF 60 .000 NSF F l o o r s 5

1974

S t r u c t u r a l

200 ,000

01 Found.

20 ,000

E p e c i a l f o u n d a t i o n s

02 Sub­s t r u c t u r e

50 ,000

03 S u p e r ­s t r u c t u r e

( A r c h i t e c ­

t u r a l

2,400,000

04 E x t e r i o r ] C l o s u r e

' 9 5 2 , 0 0 0 '

05 R o o f i n g

j _50_)00_j

|06 I n t e r i o r C o n s t r u c t i o n !

i 1,238,000

07 Conveying | Systems

08 Mech.

_876,_000__j

HVAC

600 ,000 '

Plumbing

J _ 1_6_300 |

F i r e P r o t e c t i o n

120,000

S p e c . Mech. Systems

09 E l e c .

i_ 8_P_?00 |

S e r v i c e & ( D i s t r i b u t i o n !

J ISOjOOO j

L i g h t i n g & Power

i__500_)00 |

Ispec. E l e c . iSystems

11 E q u i p 10 Gen Cond

11 E q u i p Ovhd & P r o f

200,000

[F ixed E q u i p .

j 100,000 j

[ F u r n i s h i n g s

I 5o_ioo ;

S p e c . Icons t r u c t i o n )

50,000 j

945,000

M o b i l i z a t i o Expenses

| ii,o,qo ;

Job S i t e Overheads

100.000 J

D e m o b i l i ­z a t i o n

j 150^000 J

i . 6 _ . ° _ ? _ j 1 | | j L I

O f f Expense & P r o f i t

681_000 J

Continued on page 17

16

V E Can Be Beautiful Continued from page 16

function is two-fold: first, it provides all the cost information applicable to the construction of the facility and secondly, it provides a working tool for quickly pinpointing high cost areas consistent with objective targets. Thru this cost modeling technique alternate solutions were developed that served functions adequately at less cost.

Certain restraints have to be recognized when applying the use of a cost model by those considering cost reductions. For example, in the case of the provision of HVAC equipment, platforms and catwalks had to be designed not to bear fully on the light -weight structure of the original curved •' gallery ceilings; nor to cast shadows across the large ceiling skylight areas. The electrical lighting and Haylon fire protection equipment were also in­fluenced by the same restraints plus aesthetic considerations.

Recognizing that cost avoidance or "first look" techniques are seldom completely effective, a "second look" approach using Value Engineering can often produce significant savings in money and also time, which in this case was equally important.

Studies during design can be an in­tegral part of the design process assisting the creation of alternatives, instead of "after-the-fact" remedial action.

Inflation has been driving building costs up sharply. The rapid rise in the cost of money used for capital im­provements has further augmented the

total cost of providing restoration type construction. The applicaion of VE to building construction, however, shows promise in relieving both of these high cost elements.

"The $ spent on " V E " is an invest­ment - not a cost".

VE is not intended to replace any current practices nor to change any decision making authority. It is stress­ed that this system is intended to com­pliment any cost control structure of an A/E firm, by better displaying building facility considerations and areas of high cost or those that may be superfluous. Often the improvements are a product of the same responsible persons using a better coordinating tool. It is not a case of second guessing, but more a matter of a second look through eyes other than our own.

The Pennsylvania Academy of the Fine ARts is now not the same building as it was in 1876, but in many ways it is better because of the hundred years of technological advancements now secreted within its old walls. The restoration and renovation work on the interior was completed in time for the Bicentennial and the building's Centennial. Additional exterior restoration will be provided in the future as funds become available in­cluding removal of details added since 1876, namely the return of roof ven­tilators and the cresting details lost during the past century.

"You Can VE That Project. VE did what it must do — "make change". And did it effectively. •

A SHAGGY WOLF STORY by

Wilbur L . Bryant

W I L B U R L . BRYANT is Manager of Value Analysis and Product Cost Estimating at Marion Power Shovel. He has been active in bringing visibility and perspective to value and cost manage­ment tasks in numerous industries where new technologies were being implemented. His presen­tations extend from cost-effectiveness papers at the Nuclear Congress to recent talks before local groups on blue collar creativity and homemaker value analysis.

Continued on page 19

A Shaggy Wolf Story Continued from page 18

Once upon a time there were three little pigs who were moving into the same neighborhood. The property was very cheap because the local wolf, hav­ing noted the public's apathy towards terrorism, had spurned all overtures toward coexistence. All houses on the street had been flattened and their oc­cupants had disappeared. Any of these three pigs could realize a windfall pro­fit i f he could prove the neighborhood inhabitable.

The first pig was the "wheel and deal" promoter type. He built a flashy, but flimsy, house and invited the wolf to a party. After the wining and dining the pig pitched his deal for a kickback of potential profits to the wolf. But the wolf considered this his turf already — and so he ate his host, then blew down the flimsy house on the way out.

The second pig was a science Ph.D. He applied for a government grant to study the wolf threat. With this generous supply of funds he methodically analyzed the modes of failure for the flattened houses and basically concluded that the nursery rhymes had correctly defined the danger as a huffing and puffing wolf. After a tedious piece by piece reassembly of several of the destroyed dwellings he was able to predict the maximum huff and puff capability for the offending quadruped. Then, apply­ing his usual stress safety margin of three, he fed his house design criteria to the computer which graphically displayed the complete configuration of an aerodynamically pure structure. However, the odd shape of the struc­ture greatly limited the interior living space. In fact, the cost per square foot would be approximately twice the com­petitive rate. But the doctor pig firmly believed that solutions to unique pro­blems don't come cheap. He reasoned that if he could prove his concept was safe the government would subsidize house purchases in order to populate the neighborhood. The contract for the prototype of this sophisticated, con­toured dwelling cost a hoof and a ham. Since the government grant money had been expended for the exhaustive study, Technical Pig was required to dedicate his total cash reserves to the contract. He could not afford to rent temporary quarters; he had to hide out and dodge the wolf during the long construction phase.

The third pig was a businessman. He analyzed the potential return-on-investment from building space-age houses similar to Technical Pig's design and decided these would not be profitable in the projected market. He engaged the services of a Value Engineering Consultant (VE) to deter­mine i f value analysis would discover unnecessary cost drivers in the sophisticated design. The VEC, although inexperienced with wolves, had an organized approach to identify­ing essential functions and suggested that the whole housing system be con­sidered in his analysis. Upon concur­rence by Businessman Pig with this ex­pansion of study scope, he applied the highly efficient VE methods for creative problem structuring and solu­tion. In a short time the VEC:

• Synthesized the wolf threat scenario

• Identified the essential system functions.

• Evaluated the several systems con­cepts which could feasibly accomplish the essential functions.

• Ranked these alternative concepts according to U t i l i t y f o r the Businessman Pig.

• Described the subsystems and elements of the top-ranked solution.

The businessman pig cheerfully paid the VEC fee, ordered a factory pre-built house to be erected on his plat, and used his remaining cash resources to purchase options on other property in the area.

Meanwhile, Technical Pig scoffed at these unscientific methods and sar­donically asked to be named heir in the businessman pig's will. He was so con­fident of being the only surviving com­petitor that he amended his house con­tract to add acoustical insulation so oc­cupants would not be bothered by the

expected wind noise (the computer, us­ing technical pig's safety margin and incorporating the latest OSHA re­quirements, had designed the house to resist gusts of Mach 1.8). Eventually, the space-age house was completed (an additional mortgage was necessary to cover the contractor's overrun) and Technical Pig moved in.

One day the wolf happened by and, seeing two unflattened houses, reason­ed that there must be pigs inside. Since it was approaching the dinner hour the wolf knocked on the door of the in­terestingly rounded dwelling and growled the dire warning of destruc­tion if he was not granted entry. Inside the sound-insulated house the technical pig was unaware of the wolf at his door (the wolf-sensing system had been deferred due to depleted funding) and continued to calculate his expected profits on sales of the first truly wolf-proof (read as windproof) house design. Therefore, the wolf received absolutely no response to his terrorist demands. Whereupon, the wolf, dis­daining the huff and puff tactics that his daddy used, produced a sledge hammer and shattered the aerodynamically optimized plexiglass door. The flashing computer console lights cast a psychedelic atmosphere as Technical Pig was gobbled up.

As the wolf left the cramped quarters he felt the pangs of indiges­tion caused by the six-carbon-copy-EDP-printout from which Technical Pig's suit had been fashioned. He view­ed the trim, efficient dwelling next door and decided to top off this even­ing's repast with another pig from this area.

So — he presented himself at Businessman Pig's stoop and issued the same old huff and puff threat (he varied his performance methods but never his negotiation style). A confi­dent voice from within offered to allow the wolf to leave peaceably i f he would promise never to harass this neighborhood again. This so enraged the wolf that he decided to test his newest innovation, a value-engineered pig-getting system (his veterinarian was an amateur Value Engineer). He was very proud of this system which could "destroy house" and "provide roast pig" as concurrent functions. He managed to unpack his flame thrower but never got it lighted (the deployment scenario had not been value-

continued on page 20

I S

A Shaggy Wolf Story Continued from page 19

engineered) before the stoop opened up and dropped him into a deep, deep pit. His desperate scramblings to climb out were absorbed by a treadmill and generator which powered a neon sign reading, "Estates For Sale — Guaranteed Safe Neighborhood". His frantic huffings and puffings turned a windmill and pumped water to the backyard mud wallow where. Businessman Pig lolled while rereading a paper titled, "Value Engineering: A New Tool for Managers".

Morals:

1) Times change — and so do wolf tactics.

2) Computers are efficient at calculation, but poor at ideation.

3) I f you really want to keep the wolf from your door, invest in Value Engineering.

4) Token, partial, or unprofessional Value Engineering may create un­justified confidence and lead to tread-milling in a deep, deep pit. •

Suggestions . . . More Or Less Continued from page 12

whether they are worthwhile. They will look at the bottom line to see if , in their opinion, they are getting their money's worth. Unfortunately, sugges­tion programs appear to be extremely vulnerable during periods of budgetary retrenchment and suggestion systems will be more carefully scrutinized to determine their value. A careful self evaluation and a little soul searching at this time could mean the difference of whether or not your suggestion pro­gram can stand a close look.

As a common practice does your suggestion program operate to con­serve resources? Do adopted sugges­tions show tangible or intangible benefits directly related to productivi­ty? Does it operate on the cost saving principle? I f the answer to these ques­tions is "no"! - You could be your last statistic. •

NOTE: The views and comments of the author do not necessarily constitute the endorsement or opinion of the Defense Contract Administration Ser­vices Region.

Team Building — "A Way Of Life" Continued from page 11

possess the expertise to solve the pro­blems, talk to other managers in your organization, outside your organiza­tion, or outside your company. Con­sult again with your team i f you are facing roadblocks. Be honest, open and sincere. Your job as manager is to remove obstructions and roadblocks to building a more effective work force.

FEEDBACK — GIVE THEM WHAT THEY NEED

When your next team meeting takes place, (no more than one month should pass between meetings), give your peo­ple a progress report on their status or goal achievement. Talk about new goals, offer praise when due and con­structive criticism when needed. Next review the problem from the previous meeting, give solutions or progress reports and again seek their ideas if roadblocks still exist. The key to conti­nuing success is progress. No one ex­pects you to solve all of their problems, but they must know that you are try­ing. I f at your second, third, fourth meeting, all of the initial problems still exist your people will soon realize that you are not sincere in your efforts.

SUMMARIZING Your most important asset as a

manager is your people. You ac­complish most of your task through the efforts of these people. I f you build a trusting caring relationship, your people wil contribute significantly to your success. I f you fail to develop this relationship, or you fail to meet your employees' expectations, they too will fail to live up to your expectations.

The content of this article only skims the surface of a concept that can mean the difference between failure or suc­cess for a manager. It is a significant method of involving your people, giv­ing them greater responsibility, making them a part of change and enhancing their feeling of worthiness. It builds trust and confidence. It can and will improve moral, increase your produc­tivity, improve quality, yield, atten­dance and your chances for greater success as a manager.

The greatest advantage of the con­cepts proposed, to the manager, are that you are programming yourself to be more aware of your people's capabilities. You become conditioned to be a better listener, you will achieve better results and you will secure the loyalty and dedication of your people.*

S O

(51 "HI

1978 NASS CONFERENCE INFORMATION

gateway l U ideas NASS CONFERENCE • SAN FRANCISCO • SEPT. 27-30

IT'S THE " G O L D E N GATE IN '78"

The National Association of Suggestion Systems proudly announces its 36th Annual International Conference to be held in San Francisco, California, September 27-30.

WE WANT Y O U WITH US and have put down here some of the very first things that should be taken care of. We've held costs down to the bare minimum on all functions but Y O U must move quickly in order to take FULL advantage of special price offers. DEADLINE DATES are very important for conference registration as well as the various categories you can participate in.

CONFERENCE REGISTRATION - Please fill out the enclosed official conference registration form return it to NASS Headquarters right away to avoid the increase in registration fee AFTER

August 20th. BE SURE AND CHECK the proper place for requesting a hotel reservation card. We have secured very special room rates at the newest and most exciting hotel in Embarcadero Center - the Hyatt Regency. Here's where speed is really of the essence in order that you can have the type of accomodation you want. More details about the Hyatt Regency Embarcadero can be found on the reverse side of this form.

SPECIAL INTEREST PROGRAM - We've got a program lined up this year that's full of great sights and fun-type activities. This function is brought back BY POPULAR DEMAND and we guarantee it will be an event long remembered by all participants. The detailed announcement with registration form is also enclosed. Have your spouse or friends read it thoroughly and let them decide if this isn't an event they wouldn't want to miss. Remember, there will be an increase in cost after August 20th. Immediate registration will enable your Association to proceed with plans to make all the activities perfect!

E V E N I N G BAY CRUISE - Sound interesting? As optional entertainment on Thursday evening, we have one in mind that promises to be yet another highlight of the special events. If you would like more information about this cruise and the cost - please check the appropriate place shown on the conference registration form.

AIR LINE FARES - We've been in touch with several airlines and have learned THERE IS A GREAT DEAL OF M O N E Y TO BE SAVED on flights to San Francisco if you take advantage of the various "package" plans available. Here's a couple of examples of just how much money can be saved by taking advantage of their special deals: New York to San Francisco - save $206 (only $252 round trip) and Washington, DC to San Francisco - save $174 (only $262 round trip). WE URGE Y O U TO CONTACT YOUR TRAVEL AGENT IMMEDIATELY for all the details.

31

A NASS Annual Conference wouldn't be complete without the following functions and activities:

EDUCATIONAL WORKSHOPS - All New subjects and leaders. A total of nine to choose from. Sessions will be repeated over a two day period and subjects will range from Start-Up to Evaluation and Statistics to Data Processing. A complete Workshop Information Sheet will follow in future mailings about the conference.

GIANT ROUND TABLES - Something NEW this year. A series of twelve tables with one subject discussed per table. Topics will range from Structure Formulas to Promotion and Management Support to Budgets. Four opportunities to move on to a new subject guarantee maximum idea pick-up. This is a function you won't want to miss and detailed information on the Giant Round Tables will follow in future mailings.

SUGGESTER OF THE YEAR - Is there someone in your organization or agency that could qualify? See the detailed information sheet included with this material for all the details.

INTERNATIONAL PAPERS COMPETITION - Encourage someone in your operations to put down on paper the ways and means of helping a suggestion system become a well-defined, successful and formalized program.. .or do it yourself. Submit the paper as outlined in the enclosed Cal l For Papers brochure. You could be a winner.

IDEA CENTER - If you have materials suitable for the Idea Center Area and wish to have them on display, we'd love to have them. See the detailed information sheet enclosed for details on how to enter and receive a $50 deduction on your conference registration fee.

THE EVENTS PLANNED ARE ALMOST ENDLESS - we promise you a bigger and better conference this year yet time enough between events for that valuable personal idea exchange. Register now to be a part of these functions and most important.. .REGISTER NOW to save money.

HERE'S MORE INFORMATION on the Hyatt Regency/Embarcadero Center. The West's newest and positively most exciting hotel. An architectural masterpiece. This seven-sided, angled structure boasts a seventeen story lobby alive with the great outdoors. Trees, flowers and exotic greens adorn every nook and cranny as far as the eye can see. Glass rocket elevators soar to the well appointed guestrooms and a revolving lounge. Restaurants are in abundance and the selection can offer a quick bite to an elegantly prepared dinner. There's also a "fun-filled" nightspot. Your stay at this magnificant hotel will bring everlasting and happy memories.

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T

A N N O U N C I N G THE

NASS C O N F E R E N C E

SPECIAL

INTEREST

AND WE D O MEAN SPECIAL! We know you're prepared to leave your heart in San Francisco and with the truly wonderful plans we have for spouses and friends of delegates, it's guaranteed.

O n Wednesday you are cordially invited to attend "The President's Reception. " This is a good time to renew old acquaintances and make some new ones. During cocktails and hors d'oeuvres, the Mini Theatre will offer a film on the sights and delights of San Francisco to get you in the mood of the Ci ty .

A -Thursday Tour is being conducted that wil l allow a late sleep 'Hn before taking in the many beautiful sights of "Bagdad By The Bay. " The Golden Gate Bridge will be the backdrop for sights like the Classical Palace of Fine Arts, Cliff House and Seal Rock, the stately C iv ic Center and charming Japanese Tea Garden in picturesque Golden Gate Park. You'l l also see the Oakland Bay Bridge, Twin Peaks, Sea Cliff and enjoy luncheon at a world famous restaurant on the Wharf that offers views of pleasure and fishing boats and the ever beautiful blue waters of the Bay. Thursday evening is open — either enjoy a spot you've wanted to visit , or join the Optional Bay Cruise.

Friday is leisurely, starting with a lovely brunch with super entertainment, representa­tive of San Francisco. Wander about during the afternoon, but return in time to join delegates at the Friday evening reception, banquet and entertainment.

Many of the Special Interest Program participants at the '77 Conference told us we couldn't top that one. . . w e l l , we are going to try and we'd love to have you join us to see if we did! To take a d ­vantage of the "early bird" registration fee, send in the below official SIP Registration form today.

PROGRAM

Y E S ! I want to be part of the San Francisco Special Interest Program activities for 1978.

Advance Registration

a $50

Registration After August 20, 1978

O $75

Name of Participant:

Address: Ci ty /State /Zip:

Name for Badge:

Conference Delegates' Name: (first name) (last name)

Conference Delegates' Company/Agency:

RETURN FORM T O :

NASS C O N F E R E N C E - Special Interest Program 435 North Michigan Avenue Suite 2112 Chi cago, Illinois 60611

j 8 3

CONFERENCE REGISTRATION FORM

Sign me up for "GATEWAY TO IDEAS." Please register me for the 36th International NASS Conference, Hyatt-Regency Embarcadero Center, San Francisco, California, September 27-30,1978.

I' | 1 |rj|

gateway to ideas

Name:

Badge should show my name as:

Firm or Govt. Agency:

Address:

City:

Our organizat ion is a m e m b e r of NASS: Yes:

DELEGATE REGISTRATION FEE: Includes all sessions, scheduled meals, coffee breaks, conference materials and banquet.

NOTE: Advance REgistration discount applies only when registration is accompanied by payment or billing instructions.

Enclosed Is Check For $

Bill us

Using

_(U.S. Funds) P.O.*.

.Division:

.Phone * ( )

.State/Province:. .Zip:.

No: Number of NASS Conferences attended:

ADVANCE REGISTRATION

• $190 NASS Member

• $215 Non-Member

Send Bill

To:

REGISTRATION AFTER AUGUST 20.1978

• $215 NASS Member

• $240 Non-Member

TAX DEDUCATION FOR EDUCATIONAL EXPENSES: Treasury regulation par. 1.162-5 permits an income deduction for educational expenses (registration fees acid cost of travel, meals and lodging) undertaken to: (I) maintain or improve skills required in one's employment or other trade or business, or (2) meet express requirements of an employer, or a law imposed as a condition to retention of employment, job status or rate of compensation.

Hotel reservations must be made direct with Hyatt-Regency Embarcadero Center by a special hotel reservation card. If you do not have this card, note below and we will send you one promptly. CONFERENCE RATES ARE:

Single Double

STANDARD $32-40-44 $47-55-59

MEDIUM $48-52 $63-67

DELUXE $58-64 $73-79

( ) Please send Hotel Reservation Card.

A Special Interest Program for spouses will be provided; if you would like information on this Program, check here ( ).

On Thursday evening there are no official conference functions. An Evening Bay Cruise is being organized. If you would like further information, check here ( ).

Return complete Registration Form to:

NASS CONFERENCE National Association of Suggestion Systems 435 N. Michigan Avenue 60611

(312)644-0075

NOTE: Refunds can be made only if written cancellation is received before SEPTEMBER 10,1978.

ADVERTISEMENT Position Wanted

Certified SUGGESTION SYSTEM ADMINISTRATOR seeks challenge of setting up new, or revitalizing existing, Suggestion Plan. Six years of experience includes originating and managing suggestion and zero defects programs for multi-plant company. Has authored article published in professional journal, served as a Director of the National Association of Suggestion Systems, and has instructed at the Suggestion System Administrator's Academy in Evansville, Indiana for past two years. One and one-half years completed toward L L B degree. Please reply to Box A, National Association of Suggestion Systems, 435 North Michigan Avenue, Chicago, Illinois 60611.

POSITION WANTED

Suggestion Administrator Available - A bright, young, energetic individual with over three years experience in suggestion related work is seeking a challenging position as a Suggestion Pro­gram Administrator or Suggestion Program Analyst. This individual has excellent qualifications, holds NASS Certification and is willing to relocate.

To receive resume contact:

National Association of Suggestion Systems (Box C) 435 North Michigan Avenue

Chicago, Illinois 60611 (312) 644-0075

Suggestion System Administrator with 20 years experience seeks position with company desir­ing to set up a program or update and revitalize an existing program. Will relocate for right oppor­tunity. Please reply to Box B, National Association of Suggestion Systems, 435 North Michigan Avenue, Chicago, Illinois 60611.

Southfield, M l 48076

10669V 0 0 1 T C F O W L E K , C V S 4 1 9 ZINNER DRIVE F A I K B G R N Oh 4 5 2 2 4