Lec.4 - VE Job Plan II.ppt

8/14/2019 Lec.4 - VE Job Plan II.ppt

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Lec. 4

The Value Engineering Job Plan

Part II

By:

Dr. Hossam A. Elkashif


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D. CREATIVE PHASE

The purpose of the Creative Phase is to

develop a large number of ideas for

alternative ways to perform each function

selected for further study.

The two approaches to solving a problem

are analytical and creative.


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In the analytical approach,

the problem is stated exactly and a direct, step-

by-step approach to the solution is taken.

An analytical problem is one that frequently hasonly one solution that will work.


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The creative approachis an idea-producingprocess specifically intended to generate anumber of solutions, each of which solves theproblem at hand.

All solutions could work, but one is better thanthe others; it is the optimum solution amongthose available.

Once a list of potential solutions is generated,

determining the best value solution is ananalytical process (as discussed in the latterphases of the job plan).


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Creative problem-solving techniquesare an

vital ingredient of effective VE.

By using the expertise and experience of thestudy team members, some new ideas will be

developed.

Combining the experiences of all team members

will lead to a far greater number of possibilities.


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The Creative Phase activities include:

Discourage Creativity Inhibitors

Establish Ground Rules

Generate Alternative Ideas


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D-1: Discourage Creativity Inhibitors

For these processes to work well, mental

attitudes that retard creativity must be overcome.

The facilitator should point out creativityinhibitors to the study team.

Awareness of these inhibitors encouragespeople to overcome them.


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Common blocks to creativity:

Habitual Blocks:

o Continuing to use tried and true procedureseven though new and better ones are

available.o Rejection of alternative solutions those are

incompatible with habitual solutions.

o Lack of positive outlook, lack of effort,

conformity to custom, and reliance onauthority.


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Perceptual Blocks:

Failure to use all the senses for observation.

Failure to investigate the obvious.

Inability to define terms. Difficulty in visualizing remote relationships.

Failure to distinguish between cause andeffect.

Inability to define the problem clearly interms that will lead to the solution of the realproblem.


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Cultural Blocks:

Desire to conform to proper patterns,customs, or methods.

Overemphasis on competition orcooperation.

The drive to be practical above all else, thusmaking decisions too quickly.

Belief that all indulgence in fantasy is awaste of time.

Faith only in reason and logic.


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Emotional Blocks:

Fear of making a mistake or of appearingfoolish.

Fear of supervisors and distrust of colleagues.

Too much emphasis on succeeding quickly. Difficulty in rejecting a workable solution and

searching for a better one.

Difficulty in changing set ideas (no flexibility)

depending entirely upon judicial (biased)opinion.

Inabilityto relax and let incubation take place.


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Other Attitudes to avoid:

It is not realistic.

It is technically impossible.

It does not apply. It will never work.

It does not correspond to standards.

It is not part of our mandate.

It would be too difficult to manage.


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It would change things too much.

It will cost too much.

Management will never agree.

We do not have time. We have always done it that way.

We already tried it.

We never thought of it that way. We are already too far.


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It should be emphasized that the Creative Phase

does not necessarilyidentify final solutionsor

ideas ready for immediate implementation.

It often provides leads that point to finalsolutions.

Beginning the Creative Phase with a creativity-stimulating exercise can also be useful.


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The ground rules for creative idea generationare summarized as follows:

Do not attempt to generate new ideas and judge

them at the same time.Reserve all judgment and evaluation until theEvaluation Phase.

Focus on quantity, not quality.

Generate a large quantity of possible solutions.As a goal, multiply the number of ideasproduced in the first rush of thinking by 5 oreven 10.

D-2: Establish Ground Rules


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Seek a wide variety of solutions that represent a broadspectrum of attacks upon the problem; the greater number ofideas conceived, the more likely there will be an alternativethat leads to better value.

Freewheeling is welcome.

Deliberately seek unusual ideas.

Watch for opportunities to combine or expand ideas as theyare generated.

Include them as new ideas; do not replace anything.

Do not discard any ideas, even if they appear to beimpractical.

Do not criticize or ridicule any ideas.


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D-3: Generate Alternative Ideas

In this phase of the study, it is important to generatea free flow of thoughts and ideas for alternativewaysto perform the functionsselected for study, nothowtodesigna product or service.

While creativity tools are available for problem-solving situations, no specific combinationoftechniques is prescribedfor all VE efforts, nor is thedegree to which they should be used predetermined.

The selection of specific techniques and the depth towhich they are used is primarily a matter of judgmentand varies according to the complexity of the subjectunder study.


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Idea-generation techniques commonly used in

the VE context:

1. Brainstorming

2. Gordon Technique

3. Checklist

4. Morphological

Analysis5. Attribute Listing

6. Input-Output

Technique

7. Theory of Inventive

Problem Solving

(TRIZ).


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Brainstorming

a free-association technique groups use to solve specificproblems by recording ideas individuals in the groupspontaneously contribute.

It is primarily based on the premise that one ideasuggests others, and these suggest others, and so on.

Brainstorming could be done by an individual, but

experience has shown that a group can generate moreideas collectively than the same number of personsthinking individually.


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Sperling has suggested combining group

and individual brainstorming.

He found that after the group

brainstorming process was complete,

individual brainstorming can generate

additional ideas of comparable quality.


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Gordon Techn ique

It is closely related to brainstorming.

The principal differenceis that no one except the groupleader knows the exact nature of the problem under

consideration.

This difference helps avoid premature ending of thesession or egocentric involvement.

A participant may stop producing additional ideas ordevoting energy only to defending an idea if convincedthat one of the already proposed ideas is the bestsolution to the problem.


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Checkl ist

This technique generates ideas by comparing a

logical list of categories with the problem or

subject under consideration.

Checklists range in type from the specialized to

the extremely generalized.


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Morpholog ical Analys is

Morphological analysis is a structured,comprehensive system for methodically relatingproblem elements to develop new solutions.

In this approach, the problem is defined in termsof its dimensions or parameters, and a model isdeveloped to visualize every possible solution.

Problems with too many parameters rapidlybecome intractable (difficult).


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Att r ibu te List ing

This approach lists all the various characteristics

of a subject first and then measures the impact

of changes.

By so doing, new combinations of characteristics

(attributes) that will better fulfill some existing

need may be determined.


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Input-Outpu t Technique

The input-output technique

(1) establishes output,

(2) establishes input as the starting point, and

(3) varies combinations of input/output until an

optimum mix is achieved


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Theory of Invent ive Prob lem Solving

(TRIZ).

TRIZ is a proven management tool whose use willincrease with greater awareness of its capabilities.

The methods and tools are embodied in a five-step

process:

1. problem documentation and preliminary

analysis;

2. problem formulation;

3. prioritization of directions for innovation;4. development of concepts; and

5. evaluation of results.


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Integrating TRIZ into the VE job plan can create

synergies that lead to more robust and

comprehensive results, especially for more

technically complex projects where the addedbenefit is worth the effort.


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When using any one of these techniques, review (andrearrange) the elements of the problem several times.

If possible, discuss the problem with others to get a new

viewpoint.

Try different approaches if one technique is not effective.

Before closing the book on possible solutions, take abreak to allow time for subconscious thought on theproblem while consciously performing other tasks.


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E. EVALUATION PHASE

The Evaluation Phase combines the following steps:

Eliminate Low Potential Ideas

Group Similar Ideas

Establish Idea Champions List the Advantages and Disadvantages of Each

Idea

Rank the Ideas

Select Ideas for Further Development


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E-1: Eliminate Low Potential Ideas

Eliminate ideas that are not feasible, not promising, or do notperform the basic function.

A useful approach to this activity is to classify the ideas into threecategories:

Yes : These ideas appear to be feasible and have arelatively high probability of success.

Maybe : These ideas have potential but appear to need

additional refinement or work before they can become

proposals.

Not Now : These ideas have little or no potential at this time.

At this point, eliminate only the not now ideas.


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E-2: Group Similar Ideas

Group the remaining ideas into several (three or more) subject-related categories.

Examine the ideas to determine if they should be modified orcombined with others.

Sometimes the strong parts of two different ideas can be developedinto a winning idea.

In other cases, several ideas may be so similar that they can becombined into a single all-encompassing idea.

Some workshops employ a forced relationships technique thatdeliberately attempts to combine ideas from the different subject-related categories in order to discover new, innovative alternatives.


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E-3: Establish Idea Champions

The remaining activities in this phase aredesigned to prioritize the ideas for furtherdevelopment.

An idea champion is a study team member whowill serve as a proponent throughout theprioritization process.

If an idea has no champion, it should beeliminated at this point.


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E-4: List the Advantages and

Disadvantages of Each Idea

Identify advantages and disadvantages of each idea.

At a minimum include relative ease of change, cost, savingspotential, time to implement, degree to which all requirements aremet, and likelihood of success.

Try to anticipate all of the effects, repercussions, and consequencesthat might occur in trying to accomplish a solution.

It is also useful to suggest how to overcome the disadvantages.

No matter how many advantages an idea has, disadvantages thatcannot be overcome may lead to its rejection.


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E-5: Rank the Ideas


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E-6: Select Ideas for Further Development


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1. ORIENTATION PHASE

Use good human relations

Inspire team Work

Work on specifics

Overcome roadblocks

Apply good business judgment


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2. INFORMATION PHASE

Secure the facts

Determine the costs Fix costs on specifications and

requirements


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4. CREATIVE PHASE

Establish positive thinking

Develop Creative ideas


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5. EVALUATION PHASE

Refine and combine ideas

Establish costs on all ideas

Develop alternative ideas for functions

Evaluate by comparison


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6. INVESTIGATION PHASE

Use company and industry standards

Consults vendors and specialists

Use specialty products, processes and

procedures


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7. RECOMMENDATION/

PRESENTATION PHASE:

Present facts

Present costs

Motivate positive action


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8. IMPLEMENTATION & FOLLOW-UP

PHASE:

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