1. Value Engineering
Submitted by Vinay Tiwari
1
Value Engineering
Submitted by Vinay Tiwari

2. Value Engineering
DefinitionDefinition
In 1961, L.D. Miles the founding father of Value Engineering (VE) defined
value analysis (VA) as: “An organized creative approach, which has for its
purpose the efficient identification of unnecessary cost, i.e., cost which
provides neither quality nor use, life, appearance or customer features.”
Definitions of value engineering, by the Society of American Value
Engineers (SAVE)- VE as the systematic application of recognized
techniques to identify the functions of a product or service, and to
provide those functions at the lowest total cost.
In 1961, L.D. Miles the founding father of Value Engineering (VE) defined
value analysis (VA) as: “An organized creative approach, which has for its
purpose the efficient identification of unnecessary cost, i.e., cost which
provides neither quality nor use, life, appearance or customer features.”
Definitions of value engineering, by the Society of American Value
Engineers (SAVE)- VE as the systematic application of recognized
techniques to identify the functions of a product or service, and to
provide those functions at the lowest total cost.
2Vinay Tiwari-2016
In 1961, L.D. Miles the founding father of Value Engineering (VE) defined
value analysis (VA) as: “An organized creative approach, which has for its
purpose the efficient identification of unnecessary cost, i.e., cost which
provides neither quality nor use, life, appearance or customer features.”
Definitions of value engineering, by the Society of American Value
Engineers (SAVE)- VE as the systematic application of recognized
techniques to identify the functions of a product or service, and to
provide those functions at the lowest total cost.
In 1961, L.D. Miles the founding father of Value Engineering (VE) defined
value analysis (VA) as: “An organized creative approach, which has for its
purpose the efficient identification of unnecessary cost, i.e., cost which
provides neither quality nor use, life, appearance or customer features.”
Definitions of value engineering, by the Society of American Value
Engineers (SAVE)- VE as the systematic application of recognized
techniques to identify the functions of a product or service, and to
provide those functions at the lowest total cost.

3. Value Engineering
The philosophy of VE is implemented through a systematic rational
process consisting of a series of techniques, including
 Function Analysis, to define the reason for the existence of a
product or its components
 Creative And Speculative Techniques, for generating new
alternatives, and
 Measurement Techniques, for evaluating the value of present and
future concepts.
 Value engineering should not be confused with modern or
traditional cost reduction analyses; it is more comprehensive. Based
on function analysis, the process concentrates on a detailed
examination of utility, rather than on a simplistic examination of
components and component cost.
 The improvement of value is attained without any sacrifice in
Quality, Reliability or Maintainability.
The philosophy of VE is implemented through a systematic rational
process consisting of a series of techniques, including
 Function Analysis, to define the reason for the existence of a
product or its components
 Creative And Speculative Techniques, for generating new
alternatives, and
 Measurement Techniques, for evaluating the value of present and
future concepts.
 Value engineering should not be confused with modern or
traditional cost reduction analyses; it is more comprehensive. Based
on function analysis, the process concentrates on a detailed
examination of utility, rather than on a simplistic examination of
components and component cost.
 The improvement of value is attained without any sacrifice in
Quality, Reliability or Maintainability.
3Vinay Tiwari-2016
The philosophy of VE is implemented through a systematic rational
process consisting of a series of techniques, including
 Function Analysis, to define the reason for the existence of a
product or its components
 Creative And Speculative Techniques, for generating new
alternatives, and
 Measurement Techniques, for evaluating the value of present and
future concepts.
 Value engineering should not be confused with modern or
traditional cost reduction analyses; it is more comprehensive. Based
on function analysis, the process concentrates on a detailed
examination of utility, rather than on a simplistic examination of
components and component cost.
 The improvement of value is attained without any sacrifice in
Quality, Reliability or Maintainability.
The philosophy of VE is implemented through a systematic rational
process consisting of a series of techniques, including
 Function Analysis, to define the reason for the existence of a
product or its components
 Creative And Speculative Techniques, for generating new
alternatives, and
 Measurement Techniques, for evaluating the value of present and
future concepts.
 Value engineering should not be confused with modern or
traditional cost reduction analyses; it is more comprehensive. Based
on function analysis, the process concentrates on a detailed
examination of utility, rather than on a simplistic examination of
components and component cost.
 The improvement of value is attained without any sacrifice in
Quality, Reliability or Maintainability.

4. Value Engineering
The term ‘Value Analysis’ is used interchangeably, here with the term
‘Value Engineering’ (VE). Traditionally, VE has been used to refer to the
design stage, whereas VA has been used to refer to an existing product
A product or service is generally considered to have good value if that
product or service has appropriate performance and cost, It can almost
be said without any hesitation that, by this definition, value can be
increased by either increasing the performance or decreasing the cost.
More precisely:
 Value is always increased by decreasing costs (while, of course,
maintaining performance).
 Value is increased by increasing performance, if the customer has
needs and wants, and is willing to pay for more performance.
The term ‘Value Analysis’ is used interchangeably, here with the term
‘Value Engineering’ (VE). Traditionally, VE has been used to refer to the
design stage, whereas VA has been used to refer to an existing product
A product or service is generally considered to have good value if that
product or service has appropriate performance and cost, It can almost
be said without any hesitation that, by this definition, value can be
increased by either increasing the performance or decreasing the cost.
More precisely:
 Value is always increased by decreasing costs (while, of course,
maintaining performance).
 Value is increased by increasing performance, if the customer has
needs and wants, and is willing to pay for more performance.
What is Value?What is Value?
4Vinay Tiwari-2016
The term ‘Value Analysis’ is used interchangeably, here with the term
‘Value Engineering’ (VE). Traditionally, VE has been used to refer to the
design stage, whereas VA has been used to refer to an existing product
A product or service is generally considered to have good value if that
product or service has appropriate performance and cost, It can almost
be said without any hesitation that, by this definition, value can be
increased by either increasing the performance or decreasing the cost.
More precisely:
 Value is always increased by decreasing costs (while, of course,
maintaining performance).
 Value is increased by increasing performance, if the customer has
needs and wants, and is willing to pay for more performance.
The term ‘Value Analysis’ is used interchangeably, here with the term
‘Value Engineering’ (VE). Traditionally, VE has been used to refer to the
design stage, whereas VA has been used to refer to an existing product
A product or service is generally considered to have good value if that
product or service has appropriate performance and cost, It can almost
be said without any hesitation that, by this definition, value can be
increased by either increasing the performance or decreasing the cost.
More precisely:
 Value is always increased by decreasing costs (while, of course,
maintaining performance).
 Value is increased by increasing performance, if the customer has
needs and wants, and is willing to pay for more performance.

5. Value Engineering
The Value Analysis Job PlanThe Value Analysis Job Plan
In the job plan, the problems are recognized and faced, with the
functions to be accomplished clearly in mind.
In the job plan, the problems are recognized and faced, with the
functions to be accomplished clearly in mind.
Information step, information surrounding the problem
area is intensively and extensively procured
Information step, information surrounding the problem
area is intensively and extensively procured
Analysis step, it is thoroughly analyzed for meaning and
sense of direction
Analysis step, it is thoroughly analyzed for meaning and
sense of direction
5Vinay Tiwari-2016
Analysis step, it is thoroughly analyzed for meaning and
sense of direction
Analysis step, it is thoroughly analyzed for meaning and
sense of direction
Creativity step, the essential creative work is doneCreativity step, the essential creative work is done
Use Preliminary Judgments, Select the approaches that
show so much promise than it is believed. They should be
thoroughly studied, extended and judged
Use Preliminary Judgments, Select the approaches that
show so much promise than it is believed. They should be
thoroughly studied, extended and judged
Evaluation, This phase is a feasibility and cost analysis
phase.
Evaluation, This phase is a feasibility and cost analysis
phase.

6. Value Engineering
Information step
•What is to be accomplished?
•What is it that the customer really needs or wants?
•What are the desirable characteristics with respect to size, weight,
appearance, durability, etc.?What is known? What is believed?
•What is done? Where? By whom? When? At what cost?
•What are the service factors?
•What are the maintenance factors?
•What are other customer factors?
•Why was it done this way? When? What changes?
•Why were changes done? Why not other changes?
•What are marketing, engineering, manufacturing, purchasing,
inventory and all other factors?
Information step
•What is to be accomplished?
•What is it that the customer really needs or wants?
•What are the desirable characteristics with respect to size, weight,
appearance, durability, etc.?What is known? What is believed?
•What is done? Where? By whom? When? At what cost?
•What are the service factors?
•What are the maintenance factors?
•What are other customer factors?
•Why was it done this way? When? What changes?
•Why were changes done? Why not other changes?
•What are marketing, engineering, manufacturing, purchasing,
inventory and all other factors?
The Value Analysis Job PlanThe Value Analysis Job Plan
6Vinay Tiwari-2016
Information step
•What is to be accomplished?
•What is it that the customer really needs or wants?
•What are the desirable characteristics with respect to size, weight,
appearance, durability, etc.?What is known? What is believed?
•What is done? Where? By whom? When? At what cost?
•What are the service factors?
•What are the maintenance factors?
•What are other customer factors?
•Why was it done this way? When? What changes?
•Why were changes done? Why not other changes?
•What are marketing, engineering, manufacturing, purchasing,
inventory and all other factors?
Information step
•What is to be accomplished?
•What is it that the customer really needs or wants?
•What are the desirable characteristics with respect to size, weight,
appearance, durability, etc.?What is known? What is believed?
•What is done? Where? By whom? When? At what cost?
•What are the service factors?
•What are the maintenance factors?
•What are other customer factors?
•Why was it done this way? When? What changes?
•Why were changes done? Why not other changes?
•What are marketing, engineering, manufacturing, purchasing,
inventory and all other factors?

7. Value Engineering
Get all pertinent information on costs, quantities, vendors, drawings,
specifications, planning cards and manufacturing methods data, as well
as actual samples of parts and assemblies, where practicable.
In the case of new products, secure all available information: all design
concepts, preliminary sketches and drawings, preliminary cost
estimates, etc.
Get all pertinent information on costs, quantities, vendors, drawings,
specifications, planning cards and manufacturing methods data, as well
as actual samples of parts and assemblies, where practicable.
In the case of new products, secure all available information: all design
concepts, preliminary sketches and drawings, preliminary cost
estimates, etc.
The Value Analysis Job PlanThe Value Analysis Job Plan
7Vinay Tiwari-2016
Get all pertinent information on costs, quantities, vendors, drawings,
specifications, planning cards and manufacturing methods data, as well
as actual samples of parts and assemblies, where practicable.
In the case of new products, secure all available information: all design
concepts, preliminary sketches and drawings, preliminary cost
estimates, etc.
Get all pertinent information on costs, quantities, vendors, drawings,
specifications, planning cards and manufacturing methods data, as well
as actual samples of parts and assemblies, where practicable.
In the case of new products, secure all available information: all design
concepts, preliminary sketches and drawings, preliminary cost
estimates, etc.

8. Value Engineering
Analysis step
In the analysis step, extensive essential “function” thinking is developed.
Functions are “evaluated” and problem setting is made precise;
functions are separated for single study and then they are grouped as
needed for best solutions.
•What are the meanings? What is the total problem? What are the
individual problems?
•The reasonable goals and plans? What are the key problems to be
solved first?
•What solutions, seem reasonable? What end result is reasonable?
•What steps—first, second, third, etc. are indicated?
•What additional information is required?
•What unlisted assumptions are being made?
Analysis step
In the analysis step, extensive essential “function” thinking is developed.
Functions are “evaluated” and problem setting is made precise;
functions are separated for single study and then they are grouped as
needed for best solutions.
•What are the meanings? What is the total problem? What are the
individual problems?
•The reasonable goals and plans? What are the key problems to be
solved first?
•What solutions, seem reasonable? What end result is reasonable?
•What steps—first, second, third, etc. are indicated?
•What additional information is required?
•What unlisted assumptions are being made?
The Value Analysis Job PlanThe Value Analysis Job Plan
8Vinay Tiwari-2016
Analysis step
In the analysis step, extensive essential “function” thinking is developed.
Functions are “evaluated” and problem setting is made precise;
functions are separated for single study and then they are grouped as
needed for best solutions.
•What are the meanings? What is the total problem? What are the
individual problems?
•The reasonable goals and plans? What are the key problems to be
solved first?
•What solutions, seem reasonable? What end result is reasonable?
•What steps—first, second, third, etc. are indicated?
•What additional information is required?
•What unlisted assumptions are being made?
Analysis step
In the analysis step, extensive essential “function” thinking is developed.
Functions are “evaluated” and problem setting is made precise;
functions are separated for single study and then they are grouped as
needed for best solutions.
•What are the meanings? What is the total problem? What are the
individual problems?
•The reasonable goals and plans? What are the key problems to be
solved first?
•What solutions, seem reasonable? What end result is reasonable?
•What steps—first, second, third, etc. are indicated?
•What additional information is required?
•What unlisted assumptions are being made?

9. Value Engineering
•Are the assumptions now valid?
•What solutions does it make sense to search for?
•Approximately what savings or benefits might each of the best
approaches bring?
•Exactly what parts of the problem or overall problems should we seek,
for better solutions, at first?
•What specific needs, when well met by better solutions, would
“unlock” beneficial solutions for the project?
•Are the assumptions now valid?
•What solutions does it make sense to search for?
•Approximately what savings or benefits might each of the best
approaches bring?
•Exactly what parts of the problem or overall problems should we seek,
for better solutions, at first?
•What specific needs, when well met by better solutions, would
“unlock” beneficial solutions for the project?
The Value Analysis Job PlanThe Value Analysis Job Plan
9Vinay Tiwari-2016
•Are the assumptions now valid?
•What solutions does it make sense to search for?
•Approximately what savings or benefits might each of the best
approaches bring?
•Exactly what parts of the problem or overall problems should we seek,
for better solutions, at first?
•What specific needs, when well met by better solutions, would
“unlock” beneficial solutions for the project?
•Are the assumptions now valid?
•What solutions does it make sense to search for?
•Approximately what savings or benefits might each of the best
approaches bring?
•Exactly what parts of the problem or overall problems should we seek,
for better solutions, at first?
•What specific needs, when well met by better solutions, would
“unlock” beneficial solutions for the project?
Creativity step
Einstein said that, when there is a problem to be solved: “Creativity is
more important than knowledge.” Having acquired understanding and
information.
The application of various techniques, to generate every possible
Creativity step
Einstein said that, when there is a problem to be solved: “Creativity is
more important than knowledge.” Having acquired understanding and
information.
The application of various techniques, to generate every possible

10. Value Engineering
solution to the overall problem involved, to the part of problem, and to
the individual problems.
To derive the fullest benefit from our creative power, we must now
encourage free use of imagination.
It is useful to consider the human mind, as containing certain knowledge
in bits or pieces, and having an ability to bring these diverse knowledge
bits, which have never before appeared in the “same mental picture”,
together into one focus, long enough to consider.
“What benefits to my present project might result, if I combined them in
the solution?”
By this concept, creativity is maximized if the individual is in possession,
of
(a) the knowledge bits required to deal with the task at hand, and
solution to the overall problem involved, to the part of problem, and to
the individual problems.
To derive the fullest benefit from our creative power, we must now
encourage free use of imagination.
It is useful to consider the human mind, as containing certain knowledge
in bits or pieces, and having an ability to bring these diverse knowledge
bits, which have never before appeared in the “same mental picture”,
together into one focus, long enough to consider.
“What benefits to my present project might result, if I combined them in
the solution?”
By this concept, creativity is maximized if the individual is in possession,
of
(a) the knowledge bits required to deal with the task at hand, and
The Value Analysis Job PlanThe Value Analysis Job Plan
10Vinay Tiwari-2016
solution to the overall problem involved, to the part of problem, and to
the individual problems.
To derive the fullest benefit from our creative power, we must now
encourage free use of imagination.
It is useful to consider the human mind, as containing certain knowledge
in bits or pieces, and having an ability to bring these diverse knowledge
bits, which have never before appeared in the “same mental picture”,
together into one focus, long enough to consider.
“What benefits to my present project might result, if I combined them in
the solution?”
By this concept, creativity is maximized if the individual is in possession,
of
(a) the knowledge bits required to deal with the task at hand, and
solution to the overall problem involved, to the part of problem, and to
the individual problems.
To derive the fullest benefit from our creative power, we must now
encourage free use of imagination.
It is useful to consider the human mind, as containing certain knowledge
in bits or pieces, and having an ability to bring these diverse knowledge
bits, which have never before appeared in the “same mental picture”,
together into one focus, long enough to consider.
“What benefits to my present project might result, if I combined them in
the solution?”
By this concept, creativity is maximized if the individual is in possession,
of
(a) the knowledge bits required to deal with the task at hand, and

11. Value Engineering
(b) the mental ability to readily join diverse, unrelated bits of knowledge
into one temporary picture.
To accomplish the functions that the customer wants, for half or a third
of the historical or expected cost and at less than the competitor’s cost,
a situation must be created in which the necessary creative idea and
essential knowledge are blended extensively and intensively. creativity
step are:
•Three to ten people are optimum.
•Defer all judging. This will be much more difficult than expected.
Use preliminary judgment
Select the approaches that show so much promise than it is believed.
They should be thoroughly studied, extended and judged.
Evaluation This phase is a feasibility and cost analysis phase.
(b) the mental ability to readily join diverse, unrelated bits of knowledge
into one temporary picture.
To accomplish the functions that the customer wants, for half or a third
of the historical or expected cost and at less than the competitor’s cost,
a situation must be created in which the necessary creative idea and
essential knowledge are blended extensively and intensively. creativity
step are:
•Three to ten people are optimum.
•Defer all judging. This will be much more difficult than expected.
Use preliminary judgment
Select the approaches that show so much promise than it is believed.
They should be thoroughly studied, extended and judged.
Evaluation This phase is a feasibility and cost analysis phase.
The Value Analysis Job PlanThe Value Analysis Job Plan
11Vinay Tiwari-2016
(b) the mental ability to readily join diverse, unrelated bits of knowledge
into one temporary picture.
To accomplish the functions that the customer wants, for half or a third
of the historical or expected cost and at less than the competitor’s cost,
a situation must be created in which the necessary creative idea and
essential knowledge are blended extensively and intensively. creativity
step are:
•Three to ten people are optimum.
•Defer all judging. This will be much more difficult than expected.
Use preliminary judgment
Select the approaches that show so much promise than it is believed.
They should be thoroughly studied, extended and judged.
Evaluation This phase is a feasibility and cost analysis phase.
(b) the mental ability to readily join diverse, unrelated bits of knowledge
into one temporary picture.
To accomplish the functions that the customer wants, for half or a third
of the historical or expected cost and at less than the competitor’s cost,
a situation must be created in which the necessary creative idea and
essential knowledge are blended extensively and intensively. creativity
step are:
•Three to ten people are optimum.
•Defer all judging. This will be much more difficult than expected.
Use preliminary judgment
Select the approaches that show so much promise than it is believed.
They should be thoroughly studied, extended and judged.
Evaluation This phase is a feasibility and cost analysis phase.

12. Value Engineering
Miles Mudge Fallon Dell’Isola General Service
Administration
1 Information Selection Information Information Orientation
2 Analysis Information Analytic Speculative Information
3 Creativity Function Creative Analytical Function
Various Value Analysis Job PlanVarious Value Analysis Job Plan
12Vinay Tiwari-2016
4 Judgment Creation Evolution Proposal Creative
5 Development Evaluation Presentation Judicial
6 Investigation Implementation Development
7 Recommendation Presentation
8 Implementation
9 Follow-Up

13. Value Engineering
Creativity & The Creative ProcessCreativity & The Creative Process
The creativity phase in a value analysis program is most important.
Creativity is the development of ideas, new to an individual, not
necessarily new to someone else. It is creativity that leads to the
discovery of alternative designs, methods, systems or processes that will
accomplish the basic function at minimum cost.
Analysis of function through the use of creativity is the root of VE.
Two general approaches to problem solving:
 The Analytical approach- The aim of analytical approach is to arrive
at the final solution through a standard step by step procedure &
 The Creative approach-the creative approach banks on the idea-
generating ability of the problem solver & his ability to embark on
the best out of a number of possible solutions.
The creativity phase in a value analysis program is most important.
Creativity is the development of ideas, new to an individual, not
necessarily new to someone else. It is creativity that leads to the
discovery of alternative designs, methods, systems or processes that will
accomplish the basic function at minimum cost.
Analysis of function through the use of creativity is the root of VE.
Two general approaches to problem solving:
 The Analytical approach- The aim of analytical approach is to arrive
at the final solution through a standard step by step procedure &
 The Creative approach-the creative approach banks on the idea-
generating ability of the problem solver & his ability to embark on
the best out of a number of possible solutions.
13Vinay Tiwari-2016
The creativity phase in a value analysis program is most important.
Creativity is the development of ideas, new to an individual, not
necessarily new to someone else. It is creativity that leads to the
discovery of alternative designs, methods, systems or processes that will
accomplish the basic function at minimum cost.
Analysis of function through the use of creativity is the root of VE.
Two general approaches to problem solving:
 The Analytical approach- The aim of analytical approach is to arrive
at the final solution through a standard step by step procedure &
 The Creative approach-the creative approach banks on the idea-
generating ability of the problem solver & his ability to embark on
the best out of a number of possible solutions.
The creativity phase in a value analysis program is most important.
Creativity is the development of ideas, new to an individual, not
necessarily new to someone else. It is creativity that leads to the
discovery of alternative designs, methods, systems or processes that will
accomplish the basic function at minimum cost.
Analysis of function through the use of creativity is the root of VE.
Two general approaches to problem solving:
 The Analytical approach- The aim of analytical approach is to arrive
at the final solution through a standard step by step procedure &
 The Creative approach-the creative approach banks on the idea-
generating ability of the problem solver & his ability to embark on
the best out of a number of possible solutions.

14. Value Engineering
The Creative ProcessThe Creative Process
1. Orientation: Problem definition and decision on the path to be taken.
2. Preparation: Information gathering and fact-finding.
3. Ideation: Production of alternative solutions to the problem.
4. Incubation: Sorting and combining the information and slowing the
pace to invite illumination.
5. Synthesis: Bringing the ideas to gather into a complete whole.
6. Verification: Evaluation of the proposed solution or resulting ideas
1. Orientation: Problem definition and decision on the path to be taken.
2. Preparation: Information gathering and fact-finding.
3. Ideation: Production of alternative solutions to the problem.
4. Incubation: Sorting and combining the information and slowing the
pace to invite illumination.
5. Synthesis: Bringing the ideas to gather into a complete whole.
6. Verification: Evaluation of the proposed solution or resulting ideas
14Vinay Tiwari-2016
1. Orientation: Problem definition and decision on the path to be taken.
2. Preparation: Information gathering and fact-finding.
3. Ideation: Production of alternative solutions to the problem.
4. Incubation: Sorting and combining the information and slowing the
pace to invite illumination.
5. Synthesis: Bringing the ideas to gather into a complete whole.
6. Verification: Evaluation of the proposed solution or resulting ideas
1. Orientation: Problem definition and decision on the path to be taken.
2. Preparation: Information gathering and fact-finding.
3. Ideation: Production of alternative solutions to the problem.
4. Incubation: Sorting and combining the information and slowing the
pace to invite illumination.
5. Synthesis: Bringing the ideas to gather into a complete whole.
6. Verification: Evaluation of the proposed solution or resulting ideas
Creative TechniquesCreative Techniques
1. Brainstorming 6.Attribute Listing
2. Gordon 7.Evaluation Comparison
3. Check listing 8.Phillips 66 Buzz Session
4. Synectics 9.Crawford Slipwriting
5. Morphological Analysis Using Idea Stimulators
1. Brainstorming 6.Attribute Listing
2. Gordon 7.Evaluation Comparison
3. Check listing 8.Phillips 66 Buzz Session
4. Synectics 9.Crawford Slipwriting
5. Morphological Analysis Using Idea Stimulators

15. Value Engineering
Creative Evaluation-The Comparison Check-ListCreative Evaluation-The Comparison Check-List
15Vinay Tiwari-2016

16. Value Engineering
Value Engineering Idea Generation Check-ListValue Engineering Idea Generation Check-List
3-dimensional matrix which involves all
possible combinations of 5 materials, 7
designs & 5 manufacturing methods.
The designer should select the best
combination from these 175
alternatives. As shown in Fig. 1
Similar matrices can be constructed for
various features of a product.
Obviously, some combinations in the
matrix are completely useless. We only
need the best idea among the long list
of alternatives.
3-dimensional matrix which involves all
possible combinations of 5 materials, 7
designs & 5 manufacturing methods.
The designer should select the best
combination from these 175
alternatives. As shown in Fig. 1
Similar matrices can be constructed for
various features of a product.
Obviously, some combinations in the
matrix are completely useless. We only
need the best idea among the long list
of alternatives.
16Vinay Tiwari-2016
3-dimensional matrix which involves all
possible combinations of 5 materials, 7
designs & 5 manufacturing methods.
The designer should select the best
combination from these 175
alternatives. As shown in Fig. 1
Similar matrices can be constructed for
various features of a product.
Obviously, some combinations in the
matrix are completely useless. We only
need the best idea among the long list
of alternatives.
3-dimensional matrix which involves all
possible combinations of 5 materials, 7
designs & 5 manufacturing methods.
The designer should select the best
combination from these 175
alternatives. As shown in Fig. 1
Similar matrices can be constructed for
various features of a product.
Obviously, some combinations in the
matrix are completely useless. We only
need the best idea among the long list
of alternatives.
Fig. 1

17. Value Engineering
Value Engineering Idea Generation Check-ListValue Engineering Idea Generation Check-List
In each product category, there are usually special areas where cost
reduction is particularly fruitful.
The design engineer should consult the records of cost reduction and
product improvement. Value engineering case, study can be used for
the same purpose. The following list is representative of the questions
the designer may have in mind while finalizing a design:
In each product category, there are usually special areas where cost
reduction is particularly fruitful.
The design engineer should consult the records of cost reduction and
product improvement. Value engineering case, study can be used for
the same purpose. The following list is representative of the questions
the designer may have in mind while finalizing a design:
17Vinay Tiwari-2016
In each product category, there are usually special areas where cost
reduction is particularly fruitful.
The design engineer should consult the records of cost reduction and
product improvement. Value engineering case, study can be used for
the same purpose. The following list is representative of the questions
the designer may have in mind while finalizing a design:
In each product category, there are usually special areas where cost
reduction is particularly fruitful.
The design engineer should consult the records of cost reduction and
product improvement. Value engineering case, study can be used for
the same purpose. The following list is representative of the questions
the designer may have in mind while finalizing a design:
1. Can a material change improve the product performance?
2. Can lubricants and catalysts improve the performance of the product?
3. Should the appearance of the product be associated with major
sports or cartoon figure?
4. Can a colour change make the product more attractive (e.g. day-glow
colour, chrome plating, glowin- the-dark paints, ultraviolet colour, and
reflective paints)?
1. Can a material change improve the product performance?
2. Can lubricants and catalysts improve the performance of the product?
3. Should the appearance of the product be associated with major
sports or cartoon figure?
4. Can a colour change make the product more attractive (e.g. day-glow
colour, chrome plating, glowin- the-dark paints, ultraviolet colour, and
reflective paints)?

18. Value Engineering
Value Engineering Idea Generation Check-ListValue Engineering Idea Generation Check-List
5. Should fragrants be added to the product?
6. Would a change in surface texture improve the appeal of the
product?
7. Can the product be made with a special click sound to demonstrate
positive engagement?
8. Where two components join or interact? Can the male and female
components be interchanged?
9. Can the handles and buttons be repositioned to improve man
machine interaction?
10. Can the order of operation, direction of cut, or direction of
movement be improved?
11. Should the product be made foldable?
12. Can miniaturization lead to low cost production?
13. Are all the components and manufacturing processes standard?
5. Should fragrants be added to the product?
6. Would a change in surface texture improve the appeal of the
product?
7. Can the product be made with a special click sound to demonstrate
positive engagement?
8. Where two components join or interact? Can the male and female
components be interchanged?
9. Can the handles and buttons be repositioned to improve man
machine interaction?
10. Can the order of operation, direction of cut, or direction of
movement be improved?
11. Should the product be made foldable?
12. Can miniaturization lead to low cost production?
13. Are all the components and manufacturing processes standard?
18Vinay Tiwari-2016
5. Should fragrants be added to the product?
6. Would a change in surface texture improve the appeal of the
product?
7. Can the product be made with a special click sound to demonstrate
positive engagement?
8. Where two components join or interact? Can the male and female
components be interchanged?
9. Can the handles and buttons be repositioned to improve man
machine interaction?
10. Can the order of operation, direction of cut, or direction of
movement be improved?
11. Should the product be made foldable?
12. Can miniaturization lead to low cost production?
13. Are all the components and manufacturing processes standard?
5. Should fragrants be added to the product?
6. Would a change in surface texture improve the appeal of the
product?
7. Can the product be made with a special click sound to demonstrate
positive engagement?
8. Where two components join or interact? Can the male and female
components be interchanged?
9. Can the handles and buttons be repositioned to improve man
machine interaction?
10. Can the order of operation, direction of cut, or direction of
movement be improved?
11. Should the product be made foldable?
12. Can miniaturization lead to low cost production?
13. Are all the components and manufacturing processes standard?

19. Value Engineering
Value Engineering Idea Generation Check-ListValue Engineering Idea Generation Check-List
14. Can the number of components be reduced to improve strength and
decrease assembly?
15. Is the packaging and labelling of the product appropriate in terms of
cost and function?
14. Can the number of components be reduced to improve strength and
decrease assembly?
15. Is the packaging and labelling of the product appropriate in terms of
cost and function?
19Vinay Tiwari-2016

20. Value Engineering
Cost Reduction Through Value Engineering Case Study On
Tap Switch Control Assembly
Cost Reduction Through Value Engineering Case Study On
Tap Switch Control Assembly
The VE study carried out on Tap Switch Control Assembly used on
distribution transformers, Fig. 2
The objectives of study were to bring down cost, simplify design & find
an alternative to high cost material, without detriment to quality and
reliability.
The VE study carried out on Tap Switch Control Assembly used on
distribution transformers, Fig. 2
The objectives of study were to bring down cost, simplify design & find
an alternative to high cost material, without detriment to quality and
reliability.
20Vinay Tiwari-2016
The VE study carried out on Tap Switch Control Assembly used on
distribution transformers, Fig. 2
The objectives of study were to bring down cost, simplify design & find
an alternative to high cost material, without detriment to quality and
reliability.
The VE study carried out on Tap Switch Control Assembly used on
distribution transformers, Fig. 2
The objectives of study were to bring down cost, simplify design & find
an alternative to high cost material, without detriment to quality and
reliability.
Fig. 2

21. Value Engineering
1. The Problem
Transformer is one of the major products manufactured in a wide range,
in national and international markets. In order to improve market and
continue to have profit in the high inflation world, VE study was carried
out on “TAP SWITCH CONTROL ASSEMBLY”, used on distribution and
power transformers. The main function of this unit is to facilitate the
adjustment of turn ratio of primary to secondary windings of the
transformer.
1. The Problem
Transformer is one of the major products manufactured in a wide range,
in national and international markets. In order to improve market and
continue to have profit in the high inflation world, VE study was carried
out on “TAP SWITCH CONTROL ASSEMBLY”, used on distribution and
power transformers. The main function of this unit is to facilitate the
adjustment of turn ratio of primary to secondary windings of the
transformer.
21Vinay Tiwari-2016
1. The Problem
Transformer is one of the major products manufactured in a wide range,
in national and international markets. In order to improve market and
continue to have profit in the high inflation world, VE study was carried
out on “TAP SWITCH CONTROL ASSEMBLY”, used on distribution and
power transformers. The main function of this unit is to facilitate the
adjustment of turn ratio of primary to secondary windings of the
transformer.
1. The Problem
Transformer is one of the major products manufactured in a wide range,
in national and international markets. In order to improve market and
continue to have profit in the high inflation world, VE study was carried
out on “TAP SWITCH CONTROL ASSEMBLY”, used on distribution and
power transformers. The main function of this unit is to facilitate the
adjustment of turn ratio of primary to secondary windings of the
transformer.
2. The Objective
The objectives of this study were to bring down cost, simplify design,
and to find alternatives to high cost material, without detriment to
quality and reliability.
2. The Objective
The objectives of this study were to bring down cost, simplify design,
and to find alternatives to high cost material, without detriment to
quality and reliability.

22. Value Engineering
3. The Team
As value engineering is inherently a team task, a group was formed
consisting of personnel from all disciplines, such as Design,
Manufacturing, Quality Assurance, Marketing and Value Engineering to
achieve the set goal. Team members were given training to enable them
to use value engineering techniques more effectively and meticulously
during the study.
3. The Team
As value engineering is inherently a team task, a group was formed
consisting of personnel from all disciplines, such as Design,
Manufacturing, Quality Assurance, Marketing and Value Engineering to
achieve the set goal. Team members were given training to enable them
to use value engineering techniques more effectively and meticulously
during the study.
4. The Methodology
The value engineering study was carried out in a systematic and
organized way, as per VE job plan, consisting of
1. Information phase 6. Recommendations
2. Functional analysis phase 7. Implementation
3. Function-cost-worth analysis
4. Creative phase
5. Evaluation phase
4. The Methodology
The value engineering study was carried out in a systematic and
organized way, as per VE job plan, consisting of
1. Information phase 6. Recommendations
2. Functional analysis phase 7. Implementation
3. Function-cost-worth analysis
4. Creative phase
5. Evaluation phase
22Vinay Tiwari-2016
4. The Methodology
The value engineering study was carried out in a systematic and
organized way, as per VE job plan, consisting of
1. Information phase 6. Recommendations
2. Functional analysis phase 7. Implementation
3. Function-cost-worth analysis
4. Creative phase
5. Evaluation phase
4. The Methodology
The value engineering study was carried out in a systematic and
organized way, as per VE job plan, consisting of
1. Information phase 6. Recommendations
2. Functional analysis phase 7. Implementation
3. Function-cost-worth analysis
4. Creative phase
5. Evaluation phase

23. Value Engineering
4.1 Information Phase
In this phase, team members collected all the relevant information
about the items under study. The study of drawings, material
specification, design, processes cost, procurement and quality problems,
as also in-house and field complaints was made in detail.
The tap switch control assembly is a subassembly used in all distribution
and power transformers. It is often required to change the turn ratio of
primary to secondary windings of transformers, to adjust for the voltage
drop in a feeder or main supply as also to match the varying
requirements of load.
The simplest arrangement for ratio adjustment was to bring taps from
one or both windings to terminals of selector switch (tap switch). This
can be operated by an insulated shaft brought out through an “oil tight
gland” mounted on the side of the transformer tank.
4.1 Information Phase
In this phase, team members collected all the relevant information
about the items under study. The study of drawings, material
specification, design, processes cost, procurement and quality problems,
as also in-house and field complaints was made in detail.
The tap switch control assembly is a subassembly used in all distribution
and power transformers. It is often required to change the turn ratio of
primary to secondary windings of transformers, to adjust for the voltage
drop in a feeder or main supply as also to match the varying
requirements of load.
The simplest arrangement for ratio adjustment was to bring taps from
one or both windings to terminals of selector switch (tap switch). This
can be operated by an insulated shaft brought out through an “oil tight
gland” mounted on the side of the transformer tank.
23Vinay Tiwari-2016
4.1 Information Phase
In this phase, team members collected all the relevant information
about the items under study. The study of drawings, material
specification, design, processes cost, procurement and quality problems,
as also in-house and field complaints was made in detail.
The tap switch control assembly is a subassembly used in all distribution
and power transformers. It is often required to change the turn ratio of
primary to secondary windings of transformers, to adjust for the voltage
drop in a feeder or main supply as also to match the varying
requirements of load.
The simplest arrangement for ratio adjustment was to bring taps from
one or both windings to terminals of selector switch (tap switch). This
can be operated by an insulated shaft brought out through an “oil tight
gland” mounted on the side of the transformer tank.
4.1 Information Phase
In this phase, team members collected all the relevant information
about the items under study. The study of drawings, material
specification, design, processes cost, procurement and quality problems,
as also in-house and field complaints was made in detail.
The tap switch control assembly is a subassembly used in all distribution
and power transformers. It is often required to change the turn ratio of
primary to secondary windings of transformers, to adjust for the voltage
drop in a feeder or main supply as also to match the varying
requirements of load.
The simplest arrangement for ratio adjustment was to bring taps from
one or both windings to terminals of selector switch (tap switch). This
can be operated by an insulated shaft brought out through an “oil tight
gland” mounted on the side of the transformer tank.

24. Value Engineering
This case study mainly concentrates on oil tight gland assembly (tap
switch control assembly) consisting of 13 items, as shown in Fig.
The cost details of each item and its material specification are given in
Annexure A.
This case study mainly concentrates on oil tight gland assembly (tap
switch control assembly) consisting of 13 items, as shown in Fig.
The cost details of each item and its material specification are given in
Annexure A.
4.2 Functional Analysis Phase
The results of a value engineering exercise, generating good alternatives
for achieving the desired functions at optimum cost, mostly depends on
how well the functional analysis is done. The functional requirement of
the tap switch assembly as a whole is analyzed and recorded as below:
4.2 Functional Analysis Phase
The results of a value engineering exercise, generating good alternatives
for achieving the desired functions at optimum cost, mostly depends on
how well the functional analysis is done. The functional requirement of
the tap switch assembly as a whole is analyzed and recorded as below:
24Vinay Tiwari-2016
4.2 Functional Analysis Phase
The results of a value engineering exercise, generating good alternatives
for achieving the desired functions at optimum cost, mostly depends on
how well the functional analysis is done. The functional requirement of
the tap switch assembly as a whole is analyzed and recorded as below:
4.2 Functional Analysis Phase
The results of a value engineering exercise, generating good alternatives
for achieving the desired functions at optimum cost, mostly depends on
how well the functional analysis is done. The functional requirement of
the tap switch assembly as a whole is analyzed and recorded as below:
Verb Noun Basic/Secondary
Facilitates Tap Change Basic
Transmits Rotation Basic
Prevents Leakage Basic
Indicates Position Secondary
Facilitates Locking Secondary
Prevents Rusting Secondary
Further, the details of the
functions of each component in
the Assembly were analyzed and
listed (Annexure B).
Further, the details of the
functions of each component in
the Assembly were analyzed and
listed (Annexure B).

25. Value Engineering
25Vinay Tiwari-2016

26. Value Engineering
26Vinay Tiwari-2016

27. Value Engineering
4.3 Functional-Cost-Worth Analysis
In this phase, the team found the worth of each item of the
subassembly. After identifying the desired functions of each item, the
team established the worth of each item, depending on its essential
function. While establishing the worth, the definition of value, i.e., the
lowest price one has to pay to reliably accomplish a given function, was
used as the basis. The estimated worth was also based on other factors
such as: (a) state of art, (b) the accuracy of the available information, (c)
thoroughness of the functional analysis of the item, (d) an uncommon
amount of commonsense, and (e) the experience and subject
knowledge of team members.
Critically examining the present design, the following points can be
made:
1. The basic function of oil-tight gland (switch boss assembly) is to
prevent oil leakage and provide support to the spindle (shaft).
4.3 Functional-Cost-Worth Analysis
In this phase, the team found the worth of each item of the
subassembly. After identifying the desired functions of each item, the
team established the worth of each item, depending on its essential
function. While establishing the worth, the definition of value, i.e., the
lowest price one has to pay to reliably accomplish a given function, was
used as the basis. The estimated worth was also based on other factors
such as: (a) state of art, (b) the accuracy of the available information, (c)
thoroughness of the functional analysis of the item, (d) an uncommon
amount of commonsense, and (e) the experience and subject
knowledge of team members.
Critically examining the present design, the following points can be
made:
1. The basic function of oil-tight gland (switch boss assembly) is to
prevent oil leakage and provide support to the spindle (shaft).
27Vinay Tiwari-2016
4.3 Functional-Cost-Worth Analysis
In this phase, the team found the worth of each item of the
subassembly. After identifying the desired functions of each item, the
team established the worth of each item, depending on its essential
function. While establishing the worth, the definition of value, i.e., the
lowest price one has to pay to reliably accomplish a given function, was
used as the basis. The estimated worth was also based on other factors
such as: (a) state of art, (b) the accuracy of the available information, (c)
thoroughness of the functional analysis of the item, (d) an uncommon
amount of commonsense, and (e) the experience and subject
knowledge of team members.
Critically examining the present design, the following points can be
made:
1. The basic function of oil-tight gland (switch boss assembly) is to
prevent oil leakage and provide support to the spindle (shaft).
4.3 Functional-Cost-Worth Analysis
In this phase, the team found the worth of each item of the
subassembly. After identifying the desired functions of each item, the
team established the worth of each item, depending on its essential
function. While establishing the worth, the definition of value, i.e., the
lowest price one has to pay to reliably accomplish a given function, was
used as the basis. The estimated worth was also based on other factors
such as: (a) state of art, (b) the accuracy of the available information, (c)
thoroughness of the functional analysis of the item, (d) an uncommon
amount of commonsense, and (e) the experience and subject
knowledge of team members.
Critically examining the present design, the following points can be
made:
1. The basic function of oil-tight gland (switch boss assembly) is to
prevent oil leakage and provide support to the spindle (shaft).

28. Value Engineering
2. Item 12, “Switch boss”, is welded to the transformer tank. It is bigger
in size, because it has to accommodate brass plug which has lesser
worth (see Fig.2).
3. Item No. 13, “Plug” is made out of brass. Its function is to position the
oil seal. The cost of the brass plug is about 40% of the total cost of the
subassembly. When compared to its basic function, the worth of the
plug is much less.
4. The stopper provided on anodized aluminum plate is made out of
brass material to resist corrosion.
5. Spindle is machined in order to get smooth surface where the oil seal
comes into contact with it.
With the above information the team members analyzed function cost
worth of each item of the subassembly and arrived at the value gap in
each item, as given in Annexure C.
2. Item 12, “Switch boss”, is welded to the transformer tank. It is bigger
in size, because it has to accommodate brass plug which has lesser
worth (see Fig.2).
3. Item No. 13, “Plug” is made out of brass. Its function is to position the
oil seal. The cost of the brass plug is about 40% of the total cost of the
subassembly. When compared to its basic function, the worth of the
plug is much less.
4. The stopper provided on anodized aluminum plate is made out of
brass material to resist corrosion.
5. Spindle is machined in order to get smooth surface where the oil seal
comes into contact with it.
With the above information the team members analyzed function cost
worth of each item of the subassembly and arrived at the value gap in
each item, as given in Annexure C.
28Vinay Tiwari-2016
2. Item 12, “Switch boss”, is welded to the transformer tank. It is bigger
in size, because it has to accommodate brass plug which has lesser
worth (see Fig.2).
3. Item No. 13, “Plug” is made out of brass. Its function is to position the
oil seal. The cost of the brass plug is about 40% of the total cost of the
subassembly. When compared to its basic function, the worth of the
plug is much less.
4. The stopper provided on anodized aluminum plate is made out of
brass material to resist corrosion.
5. Spindle is machined in order to get smooth surface where the oil seal
comes into contact with it.
With the above information the team members analyzed function cost
worth of each item of the subassembly and arrived at the value gap in
each item, as given in Annexure C.
2. Item 12, “Switch boss”, is welded to the transformer tank. It is bigger
in size, because it has to accommodate brass plug which has lesser
worth (see Fig.2).
3. Item No. 13, “Plug” is made out of brass. Its function is to position the
oil seal. The cost of the brass plug is about 40% of the total cost of the
subassembly. When compared to its basic function, the worth of the
plug is much less.
4. The stopper provided on anodized aluminum plate is made out of
brass material to resist corrosion.
5. Spindle is machined in order to get smooth surface where the oil seal
comes into contact with it.
With the above information the team members analyzed function cost
worth of each item of the subassembly and arrived at the value gap in
each item, as given in Annexure C.

29. Value Engineering
29Vinay Tiwari-2016

30. Value Engineering
4.4 Creative Phase
The poor value (hidden cost) areas, identified earlier, were subjected to
brain storming, to find out alternative ways of accomplishing the
functions. Criticisms and evaluation are avoided in the brain storming
session, to prevent the premature death of potentially good ideas. Even
wild ideas were noted down in line with basic VE principles.
During the brain storming session, a large number of ideas were
generated for each item to perform the same function. Help was taken
from experts who were involved in similar design and process. Vendors
were contacted to contribute alternative ideas. In all, 35 ideas were
generated for items of the subassembly, these are listed in Annexure D.
4.4 Creative Phase
The poor value (hidden cost) areas, identified earlier, were subjected to
brain storming, to find out alternative ways of accomplishing the
functions. Criticisms and evaluation are avoided in the brain storming
session, to prevent the premature death of potentially good ideas. Even
wild ideas were noted down in line with basic VE principles.
During the brain storming session, a large number of ideas were
generated for each item to perform the same function. Help was taken
from experts who were involved in similar design and process. Vendors
were contacted to contribute alternative ideas. In all, 35 ideas were
generated for items of the subassembly, these are listed in Annexure D.
30Vinay Tiwari-2016
4.4 Creative Phase
The poor value (hidden cost) areas, identified earlier, were subjected to
brain storming, to find out alternative ways of accomplishing the
functions. Criticisms and evaluation are avoided in the brain storming
session, to prevent the premature death of potentially good ideas. Even
wild ideas were noted down in line with basic VE principles.
During the brain storming session, a large number of ideas were
generated for each item to perform the same function. Help was taken
from experts who were involved in similar design and process. Vendors
were contacted to contribute alternative ideas. In all, 35 ideas were
generated for items of the subassembly, these are listed in Annexure D.
4.4 Creative Phase
The poor value (hidden cost) areas, identified earlier, were subjected to
brain storming, to find out alternative ways of accomplishing the
functions. Criticisms and evaluation are avoided in the brain storming
session, to prevent the premature death of potentially good ideas. Even
wild ideas were noted down in line with basic VE principles.
During the brain storming session, a large number of ideas were
generated for each item to perform the same function. Help was taken
from experts who were involved in similar design and process. Vendors
were contacted to contribute alternative ideas. In all, 35 ideas were
generated for items of the subassembly, these are listed in Annexure D.
4.5 Evaluation Phase
The alternative ideas suggested during the creative phase were refined
and analyzed with a view to ascertain, whether they could achieve the
desired functions.
4.5 Evaluation Phase
The alternative ideas suggested during the creative phase were refined
and analyzed with a view to ascertain, whether they could achieve the
desired functions.

31. Value Engineering
31Vinay Tiwari-2016

32. Value Engineering
This was carried out in two stages: In the first stage, all suggestions were
studied and those which could not be adopted because of quality,
reliability or other basic reasons were eliminated, & the others were
shortlisted.
In the second stage, the ideas shortlisted after first evaluation were
critically studied and discussed with the concerned personnel, for
feasibility and practicability of production. Thus, the ideas were further
shortlisted and assigned for feasibility ranking matrix. For judging the
ideas, the following designs were considered:
A Function
B Cost
C Maintainability
D Quality and reliability
E Space
This was carried out in two stages: In the first stage, all suggestions were
studied and those which could not be adopted because of quality,
reliability or other basic reasons were eliminated, & the others were
shortlisted.
In the second stage, the ideas shortlisted after first evaluation were
critically studied and discussed with the concerned personnel, for
feasibility and practicability of production. Thus, the ideas were further
shortlisted and assigned for feasibility ranking matrix. For judging the
ideas, the following designs were considered:
A Function
B Cost
C Maintainability
D Quality and reliability
E Space
32Vinay Tiwari-2016
This was carried out in two stages: In the first stage, all suggestions were
studied and those which could not be adopted because of quality,
reliability or other basic reasons were eliminated, & the others were
shortlisted.
In the second stage, the ideas shortlisted after first evaluation were
critically studied and discussed with the concerned personnel, for
feasibility and practicability of production. Thus, the ideas were further
shortlisted and assigned for feasibility ranking matrix. For judging the
ideas, the following designs were considered:
A Function
B Cost
C Maintainability
D Quality and reliability
E Space
This was carried out in two stages: In the first stage, all suggestions were
studied and those which could not be adopted because of quality,
reliability or other basic reasons were eliminated, & the others were
shortlisted.
In the second stage, the ideas shortlisted after first evaluation were
critically studied and discussed with the concerned personnel, for
feasibility and practicability of production. Thus, the ideas were further
shortlisted and assigned for feasibility ranking matrix. For judging the
ideas, the following designs were considered:
A Function
B Cost
C Maintainability
D Quality and reliability
E Space

33. Value Engineering
Each of these design criteria was given a weightage factor. This was
carried out as follows: Each of the above criteria was compared with
others, and depending on their relative importance, three categories
were formed, viz. major, medium, & minor. A score of 3, 2 and 1
respectively was assigned to each of the levels. The details are as
follows:
Weightage analysis Points
Major difference 3
Medium difference 2
Minor difference 1
Each of these design criteria was given a weightage factor. This was
carried out as follows: Each of the above criteria was compared with
others, and depending on their relative importance, three categories
were formed, viz. major, medium, & minor. A score of 3, 2 and 1
respectively was assigned to each of the levels. The details are as
follows:
Weightage analysis Points
Major difference 3
Medium difference 2
Minor difference 1
33Vinay Tiwari-2016
Each of these design criteria was given a weightage factor. This was
carried out as follows: Each of the above criteria was compared with
others, and depending on their relative importance, three categories
were formed, viz. major, medium, & minor. A score of 3, 2 and 1
respectively was assigned to each of the levels. The details are as
follows:
Weightage analysis Points
Major difference 3
Medium difference 2
Minor difference 1
Each of these design criteria was given a weightage factor. This was
carried out as follows: Each of the above criteria was compared with
others, and depending on their relative importance, three categories
were formed, viz. major, medium, & minor. A score of 3, 2 and 1
respectively was assigned to each of the levels. The details are as
follows:
Weightage analysis Points
Major difference 3
Medium difference 2
Minor difference 1
B C D E Score
A B2 A2 A1 A3 6
B B2 B1 B3 8
C D2 C2 2
D D3 5
E 1
Paired ComparisonPaired Comparison Example. Note that the function A and quality D are
closely connected with the weightage factor 3.
Example. Note that the function A and quality D are
closely connected with the weightage factor 3.
Weight For Each CriterionWeight For Each Criterion
A Function 6
B Cost 8
C Maintainability 2
D Quality & reliability 5
E Space 1

34. Value Engineering
The following shortlisted ideas for the brass plug were taken for
evaluation:
(a) M.S. cover plate instead of plug to hold oil seal
(b) Nylon plug
(c) Internal circlip to hold oil seal
(d) Handle itself as cover plate for oil seal.
The following shortlisted ideas for the brass plug were taken for
evaluation:
(a) M.S. cover plate instead of plug to hold oil seal
(b) Nylon plug
(c) Internal circlip to hold oil seal
(d) Handle itself as cover plate for oil seal.
Example. Note that the function A and quality D are
closely connected with the weightage factor 3.
Example. Note that the function A and quality D are
closely connected with the weightage factor 3.
Weight For Each CriterionWeight For Each Criterion
A Function 6
B Cost 8
C Maintainability 2
D Quality & reliability 5
E Space 1
34Vinay Tiwari-2016
The following shortlisted ideas for the brass plug were taken for
evaluation:
(a) M.S. cover plate instead of plug to hold oil seal
(b) Nylon plug
(c) Internal circlip to hold oil seal
(d) Handle itself as cover plate for oil seal.
The following shortlisted ideas for the brass plug were taken for
evaluation:
(a) M.S. cover plate instead of plug to hold oil seal
(b) Nylon plug
(c) Internal circlip to hold oil seal
(d) Handle itself as cover plate for oil seal.

35. Value Engineering
A B C D E Score Rank
Design ideas 6 8 2 5 1
a 1/6 2/6 1/2 1/5 3/3 32 IV
b 3/18 2/16 2/4 2/10 1/1 49 II
c 1/6 2/16 2/4 1/5 2/2 33 III
d 2/12 3/24 3/16 2/10 3/3 55 I
Feasibility RankingFeasibility Ranking
Note. 2/16 means score of 16 is achieved as 2 × 8 in row of a column of B. Similarly, the
shortlisted ideas for other components were also evaluated.
Note. 2/16 means score of 16 is achieved as 2 × 8 in row of a column of B. Similarly, the
shortlisted ideas for other components were also evaluated.
35Vinay Tiwari-2016
Note. 2/16 means score of 16 is achieved as 2 × 8 in row of a column of B. Similarly, the
shortlisted ideas for other components were also evaluated.
Note. 2/16 means score of 16 is achieved as 2 × 8 in row of a column of B. Similarly, the
shortlisted ideas for other components were also evaluated.
4.6 Recommendations
Based on the feasibility ranking of ideas, team members made the
following recommendations:
(a) Eliminate brass plug, and its function has to be obtained by
redesigning the handle suitably.
(b) Standard bright bars of shorter length to be used without machining
O.D. for spindle.
4.6 Recommendations
Based on the feasibility ranking of ideas, team members made the
following recommendations:
(a) Eliminate brass plug, and its function has to be obtained by
redesigning the handle suitably.
(b) Standard bright bars of shorter length to be used without machining
O.D. for spindle.

36. Value Engineering
36Vinay Tiwari-2016
Fig. 3
Refer Slide 20

37. Value Engineering
(c) Switch boss has to be redesigned to lesser width.
(d) Stopper to be redesigned with internal thread and to be made out of
aluminum rod. Figures 1 & 3 show the present and proposed designs of
the tap switch control assembly.
(c) Switch boss has to be redesigned to lesser width.
(d) Stopper to be redesigned with internal thread and to be made out of
aluminum rod. Figures 1 & 3 show the present and proposed designs of
the tap switch control assembly.
4.7 Implementations
One prototype was built, as per VE team recommendation and tested
for its performance and reliability. Based on the test results, thorough
discussions were held with the concerned department, i.e., Production
shop, Design office, Quality Assurance and Sales & Servicing, and their
comments were obtained. Five more assemblies were made as per the
proposed design and sent for field trials. After successful field trials and
ensuring that quality and reliability were unaffected, the proposed
designs were introduced in regular production.
4.7 Implementations
One prototype was built, as per VE team recommendation and tested
for its performance and reliability. Based on the test results, thorough
discussions were held with the concerned department, i.e., Production
shop, Design office, Quality Assurance and Sales & Servicing, and their
comments were obtained. Five more assemblies were made as per the
proposed design and sent for field trials. After successful field trials and
ensuring that quality and reliability were unaffected, the proposed
designs were introduced in regular production.
37Vinay Tiwari-2016
4.7 Implementations
One prototype was built, as per VE team recommendation and tested
for its performance and reliability. Based on the test results, thorough
discussions were held with the concerned department, i.e., Production
shop, Design office, Quality Assurance and Sales & Servicing, and their
comments were obtained. Five more assemblies were made as per the
proposed design and sent for field trials. After successful field trials and
ensuring that quality and reliability were unaffected, the proposed
designs were introduced in regular production.
4.7 Implementations
One prototype was built, as per VE team recommendation and tested
for its performance and reliability. Based on the test results, thorough
discussions were held with the concerned department, i.e., Production
shop, Design office, Quality Assurance and Sales & Servicing, and their
comments were obtained. Five more assemblies were made as per the
proposed design and sent for field trials. After successful field trials and
ensuring that quality and reliability were unaffected, the proposed
designs were introduced in regular production.

38. Value Engineering
Benefits of Value EngineeringBenefits of Value Engineering
Cost Benefits Rs.
a Cost of subassembly before value engineering 165.00
b Cost of subassembly after value engineering (ref. Annexure
E for cost benefit on each item)
85.00
c Saving per assembly 80.00
d Expected annual saving 96,000
38Vinay Tiwari-2016
d Expected annual saving 96,000
Other Benefits
a Simplified design
b Reduction in assembly time
c Reduction of components
d Less Inventory

39. Value Engineering
39Vinay Tiwari-2016

40. Value Engineering
Material & Process Selection in Value Engineering
Any product design today, particularly through value engineering, must
undertake a rigorous study of the materials and process possibilities i.e.
Product Parameters which included
 Process selection Factors-Shape, Size, Tolerances, Surface Finish,
Annual Volume &
 Material Selection Factors- Material requirements & Process
Characteristics.
Material & Process Selection in Value Engineering
Any product design today, particularly through value engineering, must
undertake a rigorous study of the materials and process possibilities i.e.
Product Parameters which included
 Process selection Factors-Shape, Size, Tolerances, Surface Finish,
Annual Volume &
 Material Selection Factors- Material requirements & Process
Characteristics.
40Vinay Tiwari-2016
Material & Process Selection in Value Engineering
Any product design today, particularly through value engineering, must
undertake a rigorous study of the materials and process possibilities i.e.
Product Parameters which included
 Process selection Factors-Shape, Size, Tolerances, Surface Finish,
Annual Volume &
 Material Selection Factors- Material requirements & Process
Characteristics.
Material & Process Selection in Value Engineering
Any product design today, particularly through value engineering, must
undertake a rigorous study of the materials and process possibilities i.e.
Product Parameters which included
 Process selection Factors-Shape, Size, Tolerances, Surface Finish,
Annual Volume &
 Material Selection Factors- Material requirements & Process
Characteristics.

41. Value Engineering
END
41Vinay Tiwari-2016
END