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Index
Accounting, relationship of, to value anal-
ysis, 224-228
Adhesives, 187
Advanced techniques, 299-312
Aesthetic value [see Function( s ), aes-
thetic]
Aesthetic values higher, costs lower, 2,
229
After-the-fact value appraisal, 276
All cost is for function, 2 5 3 0
Alternatives:
a t lower cost, 111-113
selection of, 60, 30.5312
Aluminum, 189
relative cost of, 203
Analysis step, job plan, 55
Appearance design, relation of, to value
analysis, 229
Application to various business activities,
278-282
Art, 267
Assembly:
centering support and pin, 163-167
motor plate pointer, 113
Assembly ( Cont. ) :
of parts, buy, spend my money this
way?, 158-159
Assigned problem solutions, 337
Assignments, problems for, 330-336
Attitude, cooperative, qualifications for,
269
Available functional products:
not used for various reasons, 130-132
utilize vendors, 130-141
Avoid generalities, 88-92
Ballplayer, 207
Basic step (see Steps, basic)
Before or after the fact?, 231
Begg, George, 313
Behavior, sacrificial, 207
Beliefs:
management, supporting competitive
value decisions, 222
of managers: control decisions, 221-223
"good performance must have, good
costs automatic?," 221
 Best source of information, use only, 99-
101
Blacksmith, specialty tools of, 147, 162
Blast, 103, 107, 108, 110
create, refine, techniques of, 102-1 13
example of, 106, 108
Blocked, mentally, by good work of past,
213
Bolts :
example of, 105
heavy trunion, example of, spend my
money this way?, 156
J: discussion of, between managers, 218
specialty process, example of, 147
Book, this, how to use, xvii
Boss pressure, motivates managers, 284
Brackets :
sized, later bent, 238
using vendors' specialty process, 150
Brain, better use of, 1
Brass and bronze rod and sheet, relative
cost of, 201
Brass and bronze wire, relative cost of,
202
Breathing, getting good value like?, 253
Bryan, G. L., 308
Business:
how correctly is value analysis orga-
nized for?, 288
how effectively is value analysis operat-
ing?, 289
how well is the organization suited to?,
288
loss of, through partial overheads, 341-
350
the motivation, 283
Businesses, organization for:
large, 257
small, 256
smallest, 255
Buy or make (see Make-or-buy decisions)
Bytheway, Charles W., 299
Calf, Path of, xviii
Car starting, complete plan and action
essential for, 52
Carpenter, specialty tools of, 147
Case studies:
can we scrap the scrap?, 235
concrete for $50,00&what is the func-
tion?, 26
Case studies ( Cont. ) :
conduct electric current in steel?, 6
contacts that were lost, 239
control, temperature-sensitive, 151
controller, the electric, 111
creative step reduces cost 80%, 57
crystal or window glass?, 92
danger of embarrassment is more force-
ful than restored market volume,
219
dealing with time and value, 12
develop specific information, 91
did the vendor contribute?, 237
do it like an Indian, 122
evaluate a single function, 32
evaluate three functions, 33
evaluating function in analysis step, 56
FAST diagram used, parts reduced
from nineteen to four, 304-308
fear of embarrassment is more forceful
in decision making than ending
company loss, 219
fear of embarrassment is more forceful
in decision making than a profit
on the iob.
, , 220
increased dollar yield per man-hour of
cost-reduction work, 232
interacting functions, 36
is the value $60 per thousand, or is it
$1 per thousand? 126
it won't work, 119
it's patented, 241
job plan used on electrical contact,
59-62
lower costs may mean doing it the
right way, 248
management problem, buy or build
factorv.
.. 72
mounting holes for perforated sheet
steel, 148
only one supplier, 101
pivot -in,. 63-66
problem setting, 48
published data used to evaluate func-
tion, 38
red pointer and red ink, 2
specialty product simplified it, 132
springs, the three, 142
timer, the, 180
Underwriters' won't allow it, 120

Case studies ( Cont. ) :
unmeaningful costs can bankrupt the
business, 98-99
value analysis applied to hospital ser-
vices and expenses, 78-81
value analysis of a community service,
84-86
value analysis techniques certainly can-
not improve the value of 10,000
bolts, 20
Castings, 185, 190
Cause-and-effect relationships, obscure,
allow decisions injuring value, 21 1
Champions :
coaching of, concept, xvi, 1
prizefighting and golf, 2
Change, 206
abhored by environment, 214
Check, 16, follow rules?, 160
City government, value analysis program
in a, 82-84
Clamp, small, example of, would 1 spend
$20,000 of my money this way?,
158
Clamp bar as example of blast, create, re-
fine, 107
Company president's quotation, 259
Comparison, evaluate functions by, 40
Competence, specialized, sources of, 184-
187
Components, functional, available, 134-
136
Confidence, how to secure, in measure-
ments of value, 4 2 4 4
Construction industry, use of value en-
gineering in, 313-329
architects and engineers, understand-
ing their activities, 314
contractors, understanding their ac-
tivities, 315
costs, total cost concept, 327
examples (see Examples, construc-
tion industry)
function costs diagrammed, 318
functional approach, use of 316
functions, naming and evaluating,
317
items requiring search, inputs, and
investigation, 326
life cycle, 321, 324
locating high yield areas, 319
Index 355
Construction industry, use of value engi-
neering ( Cont. ) :
obstacles, overcoming, 324
owners, understanding status of, 315
unfunctioning costs, why so much?,
314
value engineering: definition of, 313
effective, where must be done, 326
how to use, 316
when in life cycle, 321-324
waste, ending paperwork, 324
Consultation:
manufacturing, 280
purchasing, 281
sales, 278
Contacts, lost, 239
Control, temperature-sensitive, 151
Cooperative attitude, qualifications, 269
Copper, relative cost of, 202
Copper conducting bus, lower costs
brought embarrassment, 220
Cost:
added by decisions based on: normal
practice, 210
policy, 209
similar actions, 209
sound general criteria, 208
traditional criteria, 208
added by engineering accumulated
misconceptions, 234
added by engineering knowledge limi-
tations, 234
added by "feelings," 212
added by obscure cause-and-effect
relationships, 21 1
added by a system that does not secure
information, 210
all is for function, 2 5 3 0
decision, 98, 341-350
of function, variation with concepts,
materials, and product compo-
nents. 183
lower, does not mean lower quality,
247
relative: of aluminum, 203
of brass and bronze rod and sheet,
201
of brass and bronze wire, 202
of copper, 202
knowledge, 197-203
of machine speeds, 198
 356 Index
Cost, relative ( Cont. ) :
of operation speeds, 199
of stainless steel, 200
of steel in miscellaneous forms, 200
unnecessary, 5
of sized bracket, later bent, 238
Cost-reduction:
increased effectiveness of, 230-232
and value analysis, 230-232
versus value analysis, 231
Costs:
essentialness of, 20
get all available, 93
good, may mean good quality, 247
high, result in: engineering concept, 15
engineering detail work, 15
management organization, 14
manufacturing concept, 15
manufacturing operation, 15
marketing concept, 14
purchasing and procurement work,
15
how to get, 19-20
lower, may mean doing it the right
way, case study, 248
make-or-buy decisions, 97, 98, 227
make-versus-make decisions, 227
meaningful, essential, 93-96, 226
normal make-up, 93-96
overhead, using partial, 97-98
unmeaningful, obscure vital facts, 98-
99
Cover, dust, 113
Covered-wagon train, 207
Create, 103, 107, 109, 110, 113-116
blast and refine, 102-113
Creativity, use of real, 113-116
Creativity step of job plan, 56
Creep, 341-350
Customer, pleasing the, by aesthetic func- Disciplined thinking (see Thinking, dis-
tions, 28
Decision costs, 97-98
( See also Make-or-buy decisions )
Decision environment, 205-223
requiring vast consideration, 206
subjective, 210-221
time required to improve, 206
Decision makers:
injured by embarrassment, 208
injury is real, 207
Decision makers ( Cont. ) :
motivated by: emphasis, 286
measurement of action, 286
measurement of lack of action, 286
minimum-personal-loss environment,
286
recognition, 286
understanding of failure, 286
must accept personal risk, 206
must cause change, 206
Decision making, shades of gray in, 210
Decision process, understanding of, quali-
fications for, 271
Decisions:
always influenced, often controlled by
feelings, 212
cost added by, based on: normal prac-
tice, 210
policy, 209
similar actions, 209
sound general criteria, 208
traditional criteria, 208
determining profits, not made by profit-
measured people, 211
by management, percentage of, in
error, 241
by professional people, percentage of,
in error, 241
unwelcome, required, 208
Defense, adequate, at lower cost, 11
Dell'isola, A. J., 314, 326
Designs, grow like Topsy, 102
Development planning step, job plan, 58
Development step, 166
Diagrams, FAST, 301
Dials, metal, patented, 241
Difference, vast, between eueybody-does-
it and specialist-does-it, 255
Directories, industrial, 136-137
ciplined )
Dixon, Robert L., 341
Dust cover. 113
Edison, Thomas, 206
Electrical contact, job plan for, 59-62
Electrical terminals, 174
Effect on other work of business, 224-
252
Effective organization for value work,
253-266

Embarrassment:
cause of, 215, 217
caused by: past knowledge, 220
previous actions, 219
comfortable to avoid, 215
decision makers injured by, 208
fear of: controls decisions, 218-221
more forceful than ending company
loss, 219
more forceful than restored market
volume, 219
how to avoid, 215
injures decision makers, 208
from manager, minimizing, 218
Emphasis :
by management, results determined by,
240
motivates: decision makers, 286
value technique users, 285
Engineering:
integration, 279
performance by measurement, value by
judgement factor, 233
relationship of, to value analysis, 232-
236
value appraisal, 279
value consultation, 279
training, 279
work content applied to, 279
Engineering decisions, costs added by:
accumulated misconceptions, 234
limited knowledge, 234
Environment:
abhors change, 214
action, low fear of embarrassment, 217
compared to valve system, 214
decision (see Decision environment )
hazardous to new, 213
may be unsafe mentally for the "new,"
213
minimum-personal-loss as motivation:
of decision makers, 286
of managers, 284
subjective, but objective decisions re-
quired, 210-221
Essential qualifications and training of
value analysts and engineers, 267-
273
Evaluation, of ideas, 309-312
matrix, 310
Index 357
Evaluation, of ideas ( Cont. ) :
quantitative, by function rating grid,
309
Everyone's business does not get com-
petitive value, 254
Examples :
adjustment screw, searching for spe-
cialized product, 138, 139
asbestos paper, 117
blast, create, refine, 106, 108, 109
bracket using vendors' specialty pro-
cesses, 150
bulkhead-penetration project, 115
buy parts, or assembly?, spend my
money this way?, 158
clamp: bar as example of blast, create,
refine, 107
would I spend $20,000 of my money
this way?, 158
construction industry: aircraft parking
apron, 321
buried conductors, 318
changes, typical, 328
conduit, changed, 319
door canopies, 316
ending nonproduction service costs,
324
foundation plan, 321
parking payment, 316
pier deck, 321
summary sheet, typical, 329
walk-through tunnel, 316
costs exist but are not provided, 96
customer wants use and aesthetic func-
tions, 46
decision costs, out-of-pocket costs in
make-or-buy decisions, 97-98
ending roadblocks, 117-1 18
gyros, 125
hand wheel, 156
handle for machine tool adjustments,
145
heat-transfer enclosure, 124
heavy trunion bolts, spend my money
thk way?, 156
hub-and-shaft assembly, spend m!/
money this way?, 157
inapplicable standard materials, do not
use, 153
inapplicable standard products, do not
use, 154
 Examples ( Cont. ) :
J bolts, specialty processes for, 147
job plan progression, 170
of knowing function value, as guide to
effort, 41
labor and material costs only, are pro-
vided, 96
the linkage, 124
machined parts, spend my money this
way?, 159
Navy bulkhead penetration, 115
no costs, 96
paperwork, 324
pole piece tolerances, 127-129
pulley, use of basic steps, steps of
job plan, and acceIerators, 171
radar spot locator, 109
research, growth, and maturity of
product, 8
spacer hub, specialized products, 139
squirted-in self-vulcanizing rubber-like
gaskets, 115
stainless-steel nipple, 118
standardize the packing?, avoid over-
standardizing, 155
stud, spacer, 172
system procedure, 163-167
temperature control, 16
thin nut, specialized product, 140
tube support gasket, vendors' specialty
process, 150
undercut screw, vendors' specialty
process, 149
use of for pulley, basic steps, steps of
job plan, and results accelerators,
171
use standards:
a process detail, 153
a specialty product, 152
a standard product, 152
Experience, qualifications, 270
Fear of embarrassment:
more forceful in decision making than
profit, 220
more forceful than ending company loss,
219
Feelings:
always influence, often control deci-
sions, 212
how to change, 213
Fence manufacturers, what can they do?,
case study, 122
Forging, lower costs brought embanass-
ment, 219
Fowler, Theodore C., 299
Function( s ) :
aesthetic, 2-3, 25-26, 28, 37, 229
analysis of, 2, 28, 37
customers' wants, 25
classifying basic or secondary, 29
evaluation of, 3 1 4 4
by comparison, 32, 40-42
using published data, 38, 184
FTouP, 47
case study, 48
how to quantify, 27
identifying, 45
interacting: case study, 36
evaluation of, 35
naming, identifying, and clarifying,
26-27
rating grid, quantitative evaluation of
ideas, 309
separate, 46
sub-, 47
unifying, with its specifications, 28
use, customers' wants, 25
value of, as guide or measure, 42-44
verb-noun naming, 27
Function analysis system technique
( FAST), 299-308
case study, parts, reduced from 19 to 4,
304-308
cost allocation, 304
critical path determination, 302
how to use, 300
logic, function determination, 300
scope, determination of, 302
supporting function determination, 302
"why" and "how" logic, 301
Function-cost relationships, 182
Function-property relationships, 38
Functional components, available, 134-
136
Functional materials:
available, 133-136
locating in directories, 136-137
Functional products:
available, 132-136
utilization of, 130-141
classes of, 132

Functional products ( Cont. ) :
locknut as example of, 140
not used for various reasons, 130-132
and processes, locating at professional
society meetings, 137
specialized, assuring vendor success,
138
Functional supplies available, 135-136
Functional understanding in marketing
concept, 14
Garratt, Arthur, 305
Gasket, squirted-in self-vulcanizing, ven-
dors' specialty processes for, 150
Gear sleeve, case study, higher quality,
half the cost, 248
Generalities:
avoiding, 88-92
ending, 89-90
examples of, 88
"Generality" stoppers, examples of:
electrical terminals, 174
spring locating parts, 175
weld supports, 176
Get a dollar sign on key tolerances, 125-
129
Glass, crystal or window, 92
Glass cover, "only one supplier," 101
Golfer, champion, 14
Goodwill Industries, value analysis of
service of, 84-86
Government, city, how to start value
analysis program for, 82
projects selected, 83
steps taken, 83
typical results, 83
Graves, Dr. Ralph, 213
Gray, shades of, in decision making, 210
Group functions, 47
Growth stage of a product, 7, 8
Guidance, utilize good, from the past, 66
Guidance by manager in the job plan, 67
Guide, function value becomes, 42
Hand wheel, spend my money this way?,
example of, 156
Heat-transfer enclosure, example of, 124
History of a product, cycles of, 7, 8
Horse, 225
Index 359
Hospital services and expenses, case
study, 78-81
House, farm, periodic growth, example
of, 102
.
"How might w e . . ," creativity, 114
Hub:
spacer, specialized product, example
of, 139
steel, 111
Hub-and-shaft assembly, spend my
money this way?, example of, 157
Human factors, 13
Human relations, 205-223
Human toil, elimination of, 10
Ideas, quantitative evaluation of, 305-312
Identifying and overcoming roadblocks,
116-121
Identifying functions, 45
Imagination, qualifications, 268
Incredible reality, the, 218-221
Indoctrination of management, work
content, 274
Industrial stylist, 2-3
Information, use from best source only,
99-101
Information step of job plan, 54
Initiative, high degree, qualifications, 268
Injury to decision makers is real, 207
Integration:
developing understanding, in the en-
vironment, 275
engineering, 279
manufacturing, 280
measure, value work, 292
purchasing, 281
of research and developnlent with em-
phasis on military contracts, 261-
265
sales, 278
Interacting functions [see Function( s ),
interacting]
Interest in value essential, 270
Inventory. avoid accun~ulating,208
Job plan, 53-66, 167
analysis step, 55
creativity step, 56
development planning step, 58
360 Index
Job plan (Cont.) :
information step, 54
interrelation of steps, 167
judgement step, 58
manager guidance points, 67
progression, 170
suggestion sheet, 62
in use, 165-167
value analysis, 53
Johnson, Warren A., 84
Joy-stick control mounting, 109
Judgement step of, job plan, 58
Kirksite, roadblock ending, 119
Knowledge:
associated with costs, 181-184, 197-
204
benefits of, to research, sooner, 261
diverse, required, 179
finding the required, 179
fund, form and constitution, 182-184
nature of, 179
only 25% of available, used on a task,
122
qualifications, 268
reach of, 179
relative cost, 197-203
and skill of vendors: embarrassment
limits use of, 143
how suppliers organized, 143-145
how to search for, 144-146
how to use, 141-146
reasons for not being used, 141-142
utilize and pay for, 141-146
special, 178-204
specialists, two years ahead, 122
specialized, use of industry specialists
to extend, 121-125
specific product and process, 187-197
type of, required, 179
Lawyers, 178
Learning, tests of, 294
Linkage, example of, 124
Locknut, high-temperature, specialized
product, example of search, 140
Loss, personal:
minimizing risk of, 215-218
suffered by good men, 217
Machining costs, relative, 198
Make-or-buy decisions, 72, 97-98, 209-
210,227, 341-350
case study, 237
costs of, 227
parts or assembly?, 158
Make-versus-make decisions, costs for,
227
Management:
indoctrination of, work content, 274
relationship of value analysis to, 239
Management beliefs, competitive value
decisions supported by, 222
Management-decision-type problems, set-
ting and solving, 70
Management decisions, percentage of, in
error, 241
Management problems:
solving, precise setting for, 71
types of, 70, 74
Management process, understanding,
qualifications for, 271
Managers:
accountable for earnings, structure
under, 259
beliefs of, are the "master key," 221-
223
conversation may limit profit, 214
criticism by, may keep high costs, 217
guides for, 222
n~otivationof, 284
by boss pressure, 284
by minimum-personal-loss environ-
ment, 284
by necessity, 284
by recognition, 285
Manufacturing:
how value analysis helps, 237
integration, 280
relationship of, to value analysis, 236-
237
value appraisal, 280
value consultation, 280
value training, 281
work content applied to, 280
Marketing:
assisted by value analysis, 250
relationship of, to value analysis, 249
Material-cost relationships, 38
Materials:
functional, available, 133-136

Materials ( Cont. ) :
new, impact of, 13
specialty, 196
Maturity stage of a product, 7, 8
Measurement(s ), 287-294
of action, managers motivated by, 286
fair, value analysis technique users
motivated bv. ,, 285
of job plan by manager, 67
lack of, in value work, 11
of lack of action, decision makers
motivated by, 286
of value analysis organization, 287-292
how correctly set up, 288
how effectively operating, 289
how well suited, 288
how well understood, 287
miscellaneous factors, 291
of value work, 292-294
integration, 292
value appraisal, 292
value consultation, 293
value training, 294
(See also Measures)
Measures :
function values as, 42
how to make, 4 2 4 4
Men, tests of, 295
Miles, Robert, xv
Miller, G. A., 308
"Mind-setting," xviii, 72-73
"Mind tuning," essential preliminary step
in, 53, 72-73
Minimizing risk of personal loss, 215-218
Money, what determines how to spend?,
156
would I spend mine this way?, 155-
161
Motivation, 283-287
business, 283
of decision makers, 286
four categories of, 283
measurement, tests for, 283-298
of value analysis technique users, 285
Nail, example of, 104
Necessity:
force of, 284
managers motivated by, 284
New, environment hazardous to, 213
Index 361
Nipple, stainless steel, example of, 118
Now, why better solutions to value (cost)
problems?, 7
Nut:
double, example of, 107
thin, specialized product, example of,
140
Operation speeds, relative-cost data,
table, 199
Orders, writing separate, 208
Organization for value work:
with four or more consultants, 257
one-man setup, 256
for smallest and smaller businesses, 255
structuring, 258
three-man setup, 257
two-man setup, 256
from viewpoint of: the interrelations
of value analysis men, 253-258
overall business, 253-255
the relationship of value engineering
men and management, 253-260
Overheads, partial, use of, 97-98, 341-
350
Overlap, problem-setting and problem-
solving, 50
Parts, machined:
follow rules or buy for half, example
of, 159
spend my money this way?, 159
Past, utilize good guidance from, 66
Past good work as cause of mental block,
213
Patented product:
case study, 241
as roadblock, example of, 118
People, optimum number of:
for analysis step, 55
for creative step, 57
for development planning step, 58
for information step, 54
for judgement step, 58
Performance capability of product, 6
Performance-capability already in-house,
now value-capability also required,
253
Performance-oriented work, 9, 10, 253
Personality, qualifications, 269
 362 Index
Pins:
pivot, case study, 63-66
spiral, tempered steel, case study, 132
Plan.. com~leteis essential. 52
Plate, back, case study, increased cost-
reduction yield, 232
Plumber, 178, 267
Pointer, red, 2-3
Pole piece tolerance, example of, 127-
129
Potentiometer, 110
Problem-setting system, 45, 70-86
case study, 48
in job plan, 55
management-type, 72-73
and problem-solving overlap, 50
Problem solutions, 337-340
Problem-solving system, 2, 51-69, 77-86
and problem-setting overlap, 50
Problems :
for assignment, 330-336
class-1, class-2, or class-3, 55
complex and creative, 114
management-type, 70
procedures for using, 330
Procedure, system, example of, 163-167
Procedures to locate unrecognized prob-
lems, 4
Processes :
new, impact of, 13
specialty, 189-195
of vendors, how to find and use
profitably, 151
specialty casting, 147
Product, cycle of the history of a:
growth stage, 7
maturity stage, 7-8
research and development stage, 7
Products:
functional, available, 132-136
new, impact of, 1 3
specialized, search for, examples of,
138-141
specialty, 195
of vendors, steps in locating, 141
Profit, 222
decisions determining, not made by
profit-measured people, 211
limited by manager's conversation, 214
Property-material relationship, 38
Pulley, progression of steps for, 171
Purchasing:
aided by value analysis, 241, 242
buyer must be kept informed, 243
integration, 281
relationship of, to value analysis, 241-
247
practices pertinent to: commitments,
245
interdepartment reIations, 246
sources of supply, 245
vendor relations, 245
value analyst: cooperative ground-rules
for, 244-247
work not done by, 243
value appraisal, 281
value training, 282
Qualifications :
belief in importance of value, 270
cooperative attitude, 269
experience, 270
high degree of initiative, 268
imagination, 268
knowledge, 268
personality, 269
self-organization, 269
and training, 267-273
an understanding of management and
decision processes, 271
for value analysts and engineers, 267
Quality, safety, features, no reduction in,
17, 247
Quality control and value analysis:
joint opportunities for, 249
relationship of, 247, 249
Quality versus cost, two misconceptions
of, 247
Quantitative evaluation of ideas, 305-312
Quantity-capability for weapons, 264
Questionnaire, is value analysis being
used?, 296-298
Questions, the five, 18
Quotation, company president's, 259
Reality, the incredible, 218-221
Recognition as motivation:
for decision makers, 286
for managers, 285
for value technique users, 285
Refine, 103,108, 109
blast, create, 102-113
 Index 363

Refrigerator: Sales ( Cont. ) :

case study, 48 value consultation, 278
control, case study, 49 value training, 279
Relations, human, 205-223 work content applied to, 278
Relationship of value analysis: Screen, motor, case study, 36
to all business activities, 224-252 Screws:
to appearance design, 229 adjusting, search for specialized pro-
to cost-reduction, 230-232 duct, 138-139
to management, 239 example of, 104
to manufacturing, 236 #, 8 ., with # 6 head. 120
to marketing, 249 undercut, vendors' specialty process,
to purchasing, 241-247 149
to quality control, 247-249 Search for information, how to, 19
Research and development: Search for specialized product, example
better answers sooner, 264 of, 138-141
decision criteria performance, time, and Self-organization, qualifications, 269
cost, 262-264 Seminar, an effective 40-hour, 272
improved solution for, using value en- Separate functions, 46
gineering, 263 Service-type problems, typical, 77
landing craft gasoline tanks, example Services :
of, 264 community, case study, 84
more benefit from in-house knowledge, grow like Topsy, 102
261 hospital, 78-81
organization for, 264 how to proceed to the finished task, 82
90% of product cost in areas of known how to start, 82
technology, 264 paper work, example of, 324
understanding the problem, 262 problem setting, 77
using the problem solving system, 261 problems: case study of hospital ex-
Research stage of a product, 7, 8 pense, 78-81
Responsibility to management for suitable disciplined thinking for, 78
costs, 240 solving, 77
Results accelerators, listing of, 87-88 progression of value analysis work, 82
Right way, doing it, high quality, low Setting and solving:
cost, 249 management-decision-type problems, 70
Risk of personal loss, minimizing, 215- services problems, 77
218 Sheet, suggestion:
Roadblocks : electrical contact, 62
causes of, 125 for job plan, 62
common, listing of, 117 Shelly, M. W., 308
identifying and overcoming, technique Shepard, R. N., 308
of, 18, 116-121, 174-176 Solutions, better:
case study, 119-120 to assigned problems, 337-340
by industry specialists, 125 to value problems, 7
Underwriters', example of, 119 Spacer stud, evaluation of functions of,
Rules, follow, or buy for half, 159 33-35
Rules, follow, or write checks for l e , 160 Special knowledge required, 178-204
Specialists, industry, save money to use
where needed, 121-125
Sales: case study, learn what they can do,
integration, 278 122
value appraisal, 278 heat transfer, example of, 124
364 Index
Specialists, industry ( Cont. ) :
linkage, example of, 124
locating, 121
not used because: "am expected to
solve my own problems," 123
"may mean delay," 124
of pride of authorship, 123
of various reasons, 123-124
not used if only better costs are
needed, 123
Specialized competence:
listing of, 184-187
sources of, 185-187
Specialized knowledge, 178-204
using industry specialists to extend,
121-125
Specialty materials, 196
Specialty processes, 189-195
steps in utilizing, of vendors, 148-149
types of, 146
utilizing, 146-152
Specialty products, 195
Specific product and process knowledge,
187-197
"Specifics," get into, 91
Spring-locating parts, 175
Springs, case study, 142
Standards :
know availability and cost, 154
utilize applicable, 152-155
Status as motivation of value analysis
technique users, 285
Steel:
miscellaneous forms, relative cost of,
table, 200
sheet, perforated, case study, 148
silicon, scrap, case study, 235
stainless, relative cost of, table, 200
Step, development, 166
Steps:
basic, interrelation of, 167
first, identify the function, 164,
168
second, evaluate the function by
comparison, 164, 169
third, cause value alternatives to
be developed, 165, 169
of job plan, 53-58
of system, three basic, 163
Stoppers, 116-121
unsuspected, 17
Stoppers ( Cont. ) :
(See a2so "Generality" stoppers; Road-
blocks )
Structuring organization, 258
Stud, spacer, 217
progression of steps, 173
Subfunctions, 47
Subjective coloring:
environment prevents objective deci-
sions, 210-221
objective situation obscured by, 210
Subjectivity of various men, 210
Suggestion sheet, 62
Suppliers, only one, 101
Support as motivation of value analysis
technique users, 285
Surgeon, 178, 267
Switch blade, evaluation of function,
using published data, 38
System(s), xv, xvi, 51-52, 162-177
good, containing everything the task
requires, 51
for locating: and dealing with un-
suspected stoppers, 17
unsuspected areas of high cost, 14
problem-setting, 45, 70-86
problem-solving, 2, 51-69, 77-86
telephone, as example of complete
system, 51
using the, basic steps for, 163-174
which does not secure information,
adds cost, 210
Tank, gasoline:
evaluation of, 32
for landing craft, 264
Tax specialist, 254
Teaching, some not capable of, 295
Techniques:
selection of, 166
some for everyone, 255
Telephone as a complete system, 51
Terminals, electrical, application of job
plan, 168-170
Tests, 294-298
of men, 295
of work being done, 296-298
Thinking, disciplined, xvii, 4, 53-58
analysis, 4, 55
creative, 4, 56-58
Thinking, disciplined ( C m t . ) :
four separate kinds of, 4, 54-58
information, 4, 54
judgement type, 4, 58
for services problems, 78
Thoroughness required, pivot pin case
study, 63-66
Time shortage, effect of, 11
Timer, case study, 180
Timing:
effect of, in use of value skills, 8
research and development, 262-264
for value work, 14
Tolerances :
adding cost not function, 127-129
anachronistic, various causes of, 125-
126
the designer "thought," 125
the draftsman "made sure," 125
key, get a dollar sign on, 125-129
pole piece example, 127-129
related to functions they provide, 126-
127
"standard practice," 125
Tool changes, wait twenty weeks?, 209
Tools :
special, with special knowledge, 178
specialty, and processes, 147
Training:
for all professional people, 277
amount of, required, 271
effective 40-hour seminar, 272
five essentials of, 271
qualifications, 267-273
some in the environment, 278
value, 277-278
Traits, characteristics, and experience
needed, 268-272
Transformer, radio frequency, example
of blasting, creating, and refining,
108
Tubing, copper, example of blasting, cre-
ating, and refining, 106
Understanding:
the decision environment, 205-223
developing it in the environment, 275
of failure motivates decision makers,
286
Underwriters' :
roadblock example, 119
"won't approve it," 101
Use:
the criterion would I spend my money
this way?, 155-161
industry specialists to extend special-
ized knowledge, 121-125
information from only the best source,
99-101
real creativity, 113-116
Using the system, 162-177
to reduce construction costs, 313-329
to reduce service costs, 77-86
Utilize:
applicable standards, 152-155
good guidance from the past, 66
and pay for vendor's skills and knowl-
edge, 141-146
vendor's available functional products,
130-141
Value:
aesthetic, where of prime importance,
42
[See also Function( s ), aesthetic]
belief in, importance of, qualifications,
270
better twofold task, 205
concept of, 6
considerations for improving, 11
definition of, 4-5
good, does not come naturally, 253
group, competent, time to establish,
205
importance of, 5
is relative measure, 40
maximum, 5
normal degree of, 5
obsolescence of, 13
use, of prime importance, 41
Value analysis, xvi, 2-4, 313
approach to, planned, 21-24
improves quality, 247
intensive study, 92
job plan, 53-66, 167
oversimplified, 18
questionnaire for determining if system
is being used, xvi, 296-298
 366 Index
Value analysis ( Cont. ) :
relationship of (see Relationship of
value analysis )
for whom?. xv
Value analysis technique users, motiva-
tion of:
by fair emphasis, 285
by recognition, 285
by status, 285
by support, 285
Value analyst, 267-273
as a career, 221
does not do the buyers work, 243
keeps purchasing informed, 243
point of reporting of, 258
resistance to use of, 216
( See also Value engineer)
Value appraisal:
engineering, 279
by invitation, 276
manufacturing, 280
measure, value work, 292
purchasing, 281
sales, 278
work content, 275
Value consultant, 274-281
( See also Value engineer)
Value consultation, before-the-fact, 276
engineering, 279
measure, value work, 293
work content, 276
Value engineer:
measurement of, 287-298
motivation of, 285
point of reporting of, 258
qualifications for, 267-273
Value engineering, xvii, 2, 313
work content, 274-282
Value-oriented resources, 6
Value-oriented work, 6, 9, 13
Value resources, use of, 9
Value specialist, 274
(See also Value cngineer)
Value training:
engineering, 279
Value training ( Cont. ) :
manufacturing, 281
measure of, in value work, 294
purchasing, 282
sales, 279
work content, 277
Value work:
effective organization of, 253-266
markets and jobs expanded by, 10
measurement of, 292-294
tcsts of work being done, 296
Valve system compared to decision en-
vironment. 214
Vendor relations, pnrchasing and valne
analysis, 237, 245
Vendors:
manufacturing contribution of, 237
specialized, successful work with, 138
"Warm-blood" area, 235
Weeks, George R., 78
Weld supports, 176
What ore we really trying to do?, 3, 53,
71
"Why" and "how" logic, 301
Why didn't yotc think of that before?, 217
"Winning" in business, importance of, 2
Withers, Sonia, 305
Wojciechowski, Francis Xavier, 300
Work content:
developing and understanding, 274-
282
four basic tasks, 274
indoctrination of management, 274
tests of, 294
work being done, 296-298
value appraisal, 275
value consultation, 276
for value engineer, 274-282
value training, 277
Srtm Corporation, 300