1、 AmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAls AGuidelines for Value EngineeringMarch 2010 2010, by American Association of State Highway and Transportation Officials. All rights reserved. This book, or parts thereof, may not be reproduced in any form without written permission
2、of the publisher. Printed in the United States of America.Publication Code: VE-3ISBN: 978-1-56051-463-3 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.AmericAn AssociAtion of stAte HigHwAy And trAnsport
3、Ation officiAls iAmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAlsExecutive Committee 20092010 OfficersPresident: Larry “Butch” Brown, MississippiVice President: Susan Martinovich, NevadaSecretary/Treasurer: Carlos Braceras, UtahRegional RepresentativesRegion I Joseph Marie, Connect
4、icut Gabe Klein, District of ColumbiaRegion II Dan Flowers, Arkansas Mike Hancock, KentuckyRegion III Nancy J. Richardson, Iowa Thomas K. Sorel, MinnesotaRegion IV Paula Hammond, Washington Amadeo Saenz, Jr., TexasImmediate Past President: Allen Biehler, PennsylvaniaExecutive Director: John Horsley,
5、 Washington, DC 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.ii guidelines for VAlue engineering 2008 Value Engineering Technical CommitteeState MemberCalifornia Troy TusupDelaware Ray PetrucciFHWA Je
6、ffrey ZaharewiczFlorida Kurt LieblongIowa Mark KerperKansas James DietzelMinnesota Nancy YooMissouri Tom AllenNew Jersey Richard JaffeNew Mexico Carlos RuizNew York Michael MariottiNorth Carolina Wayne JohnsonOntario MOT Stephen HolmesRhode Island Peter HealeyUtah Patrick CowleyVirginia Ron GarrettW
7、ashington Terry BerendsWest Virginia Jason Foster 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.AmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAls iiiContents1.0 EXECUTIVE SUMMARY 1Bene
8、fits of a Value Engineering Program 1Position Statement 2Critical Success Factors 2Executive Support 2Program Management 2Workshop Execution 2Emerging Trends 2Cost Savings from the Construction Industry 32.0 INTRODUCTION AND BACKGROUND 5What Is Value Engineering? 5History of Value Engineering 5Devel
9、opment of Federal Value Engineering Requirements 6AASHTO Value Engineering Background 7History of Value Engineering Technical Committee 7Benefits of a Value Engineering Program 7State Assistance 8Website/Internet 83.0 ELEMENTS OF A STATE VALUE ENGINEERING PROGRAM 9Management Support 9Value Engineeri
10、ng Policy 9Value Engineering Program Managers 9Consultant Services 10Sustaining the Program 10Program Marketing 10Training 10AASHTO Value Engineering Conferences 11Continuous Improvement and Process Linkages 124.0 PRE-CONSTRUCTION VALUE ENGINEERING FOR PROJECTS 13Pre-Study Activities 13Project Selec
11、tion 13Scheduling the Value Engineering Study 14Team Structure 14Team Leader 14Team Members 14Study Activities 15Information 15Function Analysis 16Creative 16Evaluation 16Development 16Presentation 16Post Study Activities 17Resolution/Implementation Process 175.0 CONSTRUCTION VALUE ENGINEERING 19Val
12、ue Engineering Proposals by Contractors 19Benefits 19Value Engineering Change Proposals 20Review Process 20Securing and Maintaining Contractor Participation 206.0 DESIGNBUILD VALUE ENGINEERING 23Incorporation of Value Engineering into DesignBuild 237.0 PROGRAM MANAGEMENT 25Performance Measures 25Rep
13、orting Results 25Recommendation Status 25Tracking Pending Recommendations 25Internal/External Program Reporting 26APPENDIXLIST OF RESOURCES 27A1. Value Engineering Publications 27A2. Value Engineering 28 2010 by the American Association of State Highway and Transportation Officials.All rights reserv
14、ed. Duplication is a violation of applicable law.AmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAls 11.0 EXECUTIVE SUMMARYBENEFITS OF A VALUE ENGINEERING PROGRAMThe American Association of State Highway and Transportation Officials (AASHTO) recognizes the need for the prudent use of
15、resources and revenues while providing a quality transportation program. Value engineering (VE) is a function-oriented technique that has proven to be an effective management tool for achieving improved design, construction, and cost-effectiveness in various transportation program elements. Data col
16、lected by the Federal Highway Administration indicates that the return on investment can exceed 100:1.States that have active VE programs have realized additional benefits beyond design improvements and cost savings including: An opportunity for stakeholders to participate in the process Improvement
17、 of standards and policies Responsiveness to stakeholder priorities and improved communication amongst stakeholders participating in studies Accelerated incorporation of new materials and construction techniques Employee satisfaction from participation in agency decisions Increased skills obtained f
18、rom team participation Improved constructability Reduced environmental impacts Reduced schedule Reduced risk Improved operationsFY 2008 FY 2007 FY 2006 FY 2005 FY 2004Number of VE studies 382 316 251 300 324Cost of VE Studies Plus Administrative Costs $12.34 Mil $12.54 Mil $8.15 Mil $9.8 Mil $7.67 M
19、ilEstimated Construction Costs of Projects Studied $29.60 Bil $24.81 Bil $21.53 Bil $31.58 Bil $18.7 BilTotal Number of Recommendations 2978 2861 1924 2427 1794Total Value of Recommendations $6.57 Bil $4.60 Bil $3.06 Bil $6.76 Bil $3.04 BilNumber of Approved Recommendations 1308 1233 996 1077 793Val
20、ue of Approved Recommendations $2.53 Bil $1.97 Bil $1.78 Bil $3.19 Bil $1.12 BilReturn on Investment 205:1 157:1 219:1 325:1 145:1Table 1-1. Summary of Past VE Savings Federal-Aid Highway Program 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Dupl
21、ication is a violation of applicable law.2 guidelines for VAlue engineering Position statementTo improve design excellence and achieve efficient cost and quality control, it is AASHTOs position that:Each member state should establish an ongoing VE program. The challenges of rising costs and diminish
22、ed resources are addressed through the application of VE prin-ciples and practices in project development, construction, traffic operation, maintenance, and other appro-priate areas. Guidelines are provided to member organizations to promote and assist in broad acceptance and use of VE with the prov
23、ision of flexibility to adapt to individual needs.This document provides guidelines for establishing and administering VE programs. It is the intent of these guidelines to assist state DOTs in developing a successful VE program, to promote the acceptance and use of VE, and assure compliance with Fed
24、eral VE requirements, while allowing maximum flexibility to each state. CRITICAL SUCCESS FACTORSExecutive SupportA firm commitment of resources and support by executive management is the most important element for assuring the success of a VE program. Value engineering is a process that must be beli
25、eved in and supported to realize results. All levels of management must understand and support value engineering through fostering a climate that encourages participation on studies and welcomes and accepts ideas from VE studies. An organization that is open to change and innovation will welcome VE
26、and have a successful program.Program ManagementA state VE program requires development of a policy directive describing where, when, how, and to what specific areas of work the VE effort should be directed. There should be clear objectives, timelines, follow-up actions, review, and feedback.For opt
27、imum results in the project development phase, VE should be performed: Early in the planning-design process to maximize potential product improvement and cost savings. On high-cost and/or complex projects.VE programs within the state organization should be actively managed, closely monitored, evalua
28、ted, and modified to assure the programs effectiveness.Workshop ExecutionEach workshop should follow either the Federal Highway Administration (FHWA) or SAVE International VE job plan. The VE team leader must be trained in both the value methodology and team facilitation with strong leadership and c
29、ommunication skills. Multi-disciplined teams unrelated to the project with positive attitudes and a willingness to investigate new ideas have the most success. EMERGING TRENDSFlexibility in highway design, design/build, context sensitive solutions, accelerated construction technology transfer, road
30、safety audits, practical design, and risk analysis are all emerging techniques that share the goal of improving projects. Each of these techniques has been developed to help change the design and project management paradigms. Integrating value engineering with these techniques will generate opportun
31、ities to use the creative power of VE to add value through project improvement. 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.AmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAls 3COST SA
32、VINGS FROM THE CONSTRUCTION INDUSTRYIn addition to performing VE during the development and design of a project, VE principles can also be applied during the construction of the project through Value Engineering Change Proposals (VECPs). A VECP program to encourage contractors to develop constructio
33、n VE proposals allows the state to benefit from a contractors design and construction ingenuity, experience, and ability to work with new techniques. These are also referred to as Cost Reduction Incentive Proposals (CRIPS) in some states. Some important elements of a successful, ongoing VECP program
34、 are: Processing of proposals must be kept simple and done so as not to delay the contractors construction schedule. Cost savings are shared between the contractor and the implementing agency. Change proposals become the property of the state and the concept may be used on future projects. Change pr
35、oposals should not compromise any essential design criteria or preliminary engineering commitments. Change proposals cannot be the basis for a contract claim. The implementing agency has the option to reject, with good justification, contractors proposals. It is essential that all VE team recommenda
36、tions and contractor proposals be fairly reviewed and expeditiously evaluated for implementation. 2010 by the American Association of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law. 2010 by the American Association of State Highway and Tr
37、ansportation Officials.All rights reserved. Duplication is a violation of applicable law.AmericAn AssociAtion of stAte HigHwAy And trAnsportAtion officiAls 52.0 INTRODUCTION AND BACKGROUNDWHAT IS VALUE ENGINEERING?Generations of VE users have found it to be a multidisciplinary, systematic tool that
38、is very useful for identifying, analyzing, and solving problems. By carefully examining each component of an undertaking, VE helps to find new and better ways of doing things. It can be used in building highways, constructing factories, designing office procedures, and even in purchasing the family
39、automobile.Value Engineering combines creative and analytical skills to improve value. VE is unique from other problem solving techniques because of function analysis. The purpose of this guideline is to support VE.Value engineering is also known as value analysis, the value methodologies, and value
40、 planning.HISTORY OF VALUE ENGINEERINGVE was developed during World War II by Lawrence Miles of General Electric. Seeking a way to make the most efficient use of war-limited funds and raw materials, Miles devised a team-oriented technique that determines the objective of a project, service, or proce
41、ss; analyzes functions; and examines each step for ways to increase efficiency and to cut costs and completion time. After Miles development of the VE process, several agencies realized the benefits and began to implement the process on its existing parts and further developing the process with conc
42、eptual designs. In 1954, the U.S. Navy, Bureau of Ships became the first agency to apply this analysis process to major construction projects.In 1959, the Society of American Value Engineers (SAVE) was established in Washington, D.C., to unite practitioners and promote the growth of value engineerin
43、g. The Society changed its name to SAVE International in 1997. The Society officially defined value engineering as “the systematic application of recognized techniques which identify the function of a product or service, establish a value for that function, and provide the necessary function at the
44、least overall cost. In all instances, the required function should be achieved at the lowest possible life-cycle cost consistent with requirements and/or performance, maintainability, safety, and aesthetics.”During the 1970s, escalating construction and maintenance costs, combined with reduced reven
45、ues, led to an increased interest in value engineering by state and federal transportation agencies. California and Florida became the first two states to use value engineering in their highway programs. VE is now a practice used in most transportation departments in the U.S. 2010 by the American As
46、sociation of State Highway and Transportation Officials.All rights reserved. Duplication is a violation of applicable law.6 guidelines for VAlue engineering DEVELOPMENT OF FEDERAL VALUE ENGINEERING REQUIREMENTSCongress became interested in VE applications to highway projects in the late 1960s. After
47、 a series of hearings, Congress included a provision in the 1970 Highway Act (later codified Section 106 of Title 23, U.S.C.) which permitted the U.S. Secretary of Transportation to require value engineering, or other cost-reduction analyses, on proposed federal-aid highway projects on any federal-a
48、id system.In 1973, the Federal Highway Administration (FHWA) assigned a VE Coordinator in Washington, D.C. to administer the VE program and to lead that agencys efforts to stimulate interest in value engineering. Shortly thereafter, a workshop in “Value Engineering for Highways” was developed with f
49、unding provided by the National Highway Institute (NHI). NHI has taught VE courses continuously since 1975.Congress extended the federal value engineering role in the National Highway Systems Act of 1995. This act included a value engineering provision (later codified in Section 106 of Title 23, U.S.C.) requiring the Secretary to “establish a program to require states to carry out a value engineering analysis for all projects on the National Highway System with an estimated total cost of $25,000,000 or more.” FHWA published its regulation, Title 23 Pa
