1、Designation: E1699 13E1699 14Standard Practice forPerforming Value Engineering (VE)/Value Analysis (VA) ofProjects, Products and Processes1This standard is issued under the fixed designation E1699; the number immediately following the designation indicates the year oforiginal adoption or, in the cas
2、e of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This practice covers a procedure for defining and satisfying the functions of a project, pr
3、oduct, or process (hereafter referredto as focus of study). Projects include construction of commercial and residential buildings and other engineered systems.2Products include components, systems and equipment.3 Processes include procurement, materials management, work flow,fabrication and assembly
4、, quality control, and services.1.2 A multidisciplinary team uses the procedure to convert stakeholder constraints, needs, and desires into descriptions offunctions and then relates these functions to resources.1.3 Examples of costs are all relevant costs over a designated study period, including th
5、e costs of obtaining funds, designing,purchasing/leasing, constructing/manufacturing/installing, operating, maintaining, repairing, replacing and disposing of theparticular focus of study (see Terminologies study. E631 and E833). While not the only criteria, cost is an important basis forcomparison
6、in a VE/VA study. Therefore, accurate and comprehensive cost data is an important element of the analysis.1.4 This is a procedure to develop alternatives that meet the functions of the focus of study. Estimate the costs for eachalternative. Provide the owner/user/stakeholder with specific, technical
7、ly accurate alternatives which can be implemented. Theowner/user/stakeholder selects the alternative(s) that best satisfies their constraints, needs and desires.1.5 Apply this practice to an entire focus of study, or to any subsystem/element thereof. The user/owner/stakeholder can utilizethe VE/VA p
8、rocedure to select the element or scope of the study.2. Referenced Documents2.1 ASTM Standards:4E631 Terminology of Building ConstructionsE833 Terminology of Building EconomicsE917 Practice for Measuring Life-Cycle Costs of Buildings and Building SystemsE1369 Guide for Selecting Techniques for Treat
9、ing Uncertainty and Risk in the Economic Evaluation of Buildings and BuildingSystemsE1557 Classification for Building Elements and Related SiteworkUNIFORMAT IIE1765 Practice forApplyingAnalytical Hierarchy Process (AHP) to Multiattribute DecisionAnalysis of Investments Related toBuildings and Buildi
10、ng SystemsE2013 Practice for Constructing FAST Diagrams and Performing Function Analysis During Value Analysis StudyE2103E2103/E2103M Classification for Bridge ElementsUNIFORMAT II3. Terminology3.1 Definitions: For definitions of general terms related to building construction used in this practice,
11、refer toTerminology E631;and for general terms related to building economics, refer to Terminology E833.1 This practice is under the jurisdiction of ASTM Committee E06 on Performance of Buildings and is the direct responsibility of Subcommittee E06.81 on BuildingEconomics.Current edition approved No
12、v. 1, 2013April 1, 2014. Published November 2013May 2014. Originally approved in 1995. Last previous edition approved in 20102013 asE1699 10.E1699 13. DOI: 10.1520/E1699-13.10.1520/E1699-14.2 Projects also include analytical studies that provide the technical basis for standards development or ident
13、ify alternative means for achieving organizational objectivesand research and development activities that support the deployment of new products and processes.3 Typical construction-related products for each product type are: (1) componentsstructural steel members; (2) systemsfire protection systems
14、 such as sprinklers; and(3) equipmentmotorized vehicles for excavation and earthmoving, and transporting, lifting, and placing materials and components.4 For referencedASTM standards, visit theASTM website, www.astm.org, or contactASTM Customer Service at serviceastm.org. For Annual Book of ASTM Sta
15、ndardsvolume information, refer to the standards Document Summary page on the ASTM website.This document is not an ASTM standard and is intended only to provide the user of an ASTM standard an indication of what changes have been made to the previous version. Becauseit may not be technically possibl
16、e to adequately depict all changes accurately, ASTM recommends that users consult prior editions as appropriate. In all cases only the current versionof the standard as published by ASTM is to be considered the official document.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West
17、Conshohocken, PA 19428-2959. United States13.2 Definitions of Terms Specific to This Standard:3.2.1 value, nAn expression of the relationship between function and resources, where function is measured by theperformance requirements of the customer and resources are measured in cost for materials, la
18、bor, and time required to accomplishthat function.3.2.2 value engineering (VE), nThe application of value methodology to projects, products, and processes for the purpose ofachieving the essential functions at the lowest life-cycle cost consistent with the required performance, reliability, quality,
19、 andsafety (syn. value analysis (VA).3.2.3 value methodology, na systematic processprocedure used to improve the value of a project/product/process byexamining its functions and resources using analytical, creative, and evaluation techniques.3.2.3.1 DiscussionThe process,procedure, normally conducte
20、d in a collaborative and multi-disciplined team workshop format, includes: (1)information phase; (2) function analysis phase; (3) creative phase; (4) evaluation phase; (5) development phase; and (6)presentation phase. The processprocedure is referred to as the job plan.4. Summary of Practice4.1 This
21、 practice outlines the procedures for developing alternatives to a proposed design that best fulfill the needs andrequirements of the owner/user/stakeholder of the focus of study. The practice shows how to identify the functions of the focusof study; develop alternatives to fulfill its functions; an
22、d evaluate the alternatives in their ability to satisfy defined criteria.5. Significance and Use5.1 Use of this practice increases performance; maintains/improves schedule; maintains/enhances quality within budget;provides a more efficient use of resources; reduces risk; and enhances safety or effec
23、tiveness, or both. may increase performancein one or more areas including: cost control; resource allocation; schedule management; quality control; risk management; orsafety. Perform VE/VAas early as possible in the life cycle of the focus of study, and anytime conditions change, to allow greatestfl
24、exibility and effectiveness of any recommended changes. However, VE/VA may be performed at any time during the planning,design, and implementation phases of a project, product, or process.5.2 The most Most effective applicationapplications of VE/VA isare early in the design phase. Changes or redirec
25、tion in thedesign can be accommodated without extensive redesign at this point, thereby saving the owner/user/stakeholders time andmoney.5.3 Projects Related to the Construction of Buildings and Other Engineered Systems:5.3.1 During the earliest stages of design, refer to VE/VAas value planning. Use
26、 the procedure to analyze predesign documents,for example, program documents and space planning documents. At the predesign stage, perform VE/VA to define the projectsfunctions, and to achieve consensus on the projects direction and approach by the project team, for example, the owner, the designpro
27、fessional,5 the user, and the construction manager. By participating in this early VE/VA exercise, members of the project teamcommunicate their needs to the other team members and identify those needs in the common language of functions. By expressingthe project in these terms early in the design pr
28、ocess, the project team minimizes miscommunication and redesign, which are costlyin both labor expenditures and schedule delays.5.3.2 Also perform VE/VA during schematic design (up to 15 % design completion), design development (up to 45 % designcompletion), and construction documents (up to 100 % d
29、esign completion). Conduct VE/VA studies at several stages of designcompletion to define or confirm project functions, to verify technical and management approaches, to analyze selection ofequipment and materials, and to assess the projects economics and technical feasibility. Perform VE/VAstudies c
30、oncurrently withthe user/owners design review schedules to maintain the project schedule. Through the schematic design and design developmentstages, the VE/VA team analyzes the drawings and specifications from each technical discipline. During the constructiondocuments stage, the VE/VAteam analyzes
31、the design drawings and specifications, as well as the details, and equipment selection,which are more clearly defined at this later stage.5.3.3 AVE/VAstudy performed at a 90 to 100 % design completion stage, just prior to bidding, concentrates on economics andtechnical feasibility. Consider methods
32、 of construction, phasing of construction, and procurement. The goals at this stage of designare to minimize construction costs and the potential for claims; analyze management and administration; satisfy stakeholder needs;and review the design, equipment, and materials used.5.3.4 During constructio
33、n, analyze value analysis change proposals (VACP)/value engineering change proposals (VECP) of thecontractor.6 VACPs/VECPs reduce the cost or duration of construction or present alternative methods of construction, without5 This practice uses the term design professional to encompass the cognizant t
34、echnical authority for a project, product, or process.6 For federal contracts, VACP is referred to as Value Engineering Change Proposal (VECP).E1699 142reducing performance or acceptance. To encourage the contractor to propose worthwhile VACPs/VECPs, the owner and thecontractor share the resultant s
35、avings when permitted by contract.5.4 Products:5.4.1 Perform VE/VA during concept development to provide a mechanism to analyze the essential attributes and developpossible alternatives to offer the best value. Evaluate technical requirements of each alternative to determine effects on totalperforma
36、nce and costs. Identify areas of high cost/high-cost sensitivity and examine associated requirements in relation to itscontribution to effectiveness. Utilize VE/VA to constructively challenge the stated needs and recommend alternatives and ensurethat user requirements are well founded.5.4.2 Perform
37、VE/VA during preliminary design to analyze the relevance of each requirement and the specifications derivedfrom it. Critically examine the cost consequences of requirements and specifications to determine whether the resultant cost iscomparable to the worth gained. Further analyze high-cost, low per
38、formance or high risk functions and the identification ofalternative ways of improving value.5.4.3 Perform VE/VAduring detail design to identify individual high-cost, low performance, or high risk areas to facilitate earlydetection of unnecessary costs in time to take corrective action. Establish ma
39、intenance plans to ensure that the design processincorporates logistic requirements and cost considerations, including reliability, maintainability, spares, and obsolescence.Analyzehow suppliers can help reduce costs. Look for opportunities to simplify the design for operational usemake the product
40、easierto operate and maintain.5.4.4 Perform VE/VA during production to develop alternative designs to meet functional needs. Apply VE/VA to evaluate andimprove manufacturing processes, methods, and materials. Leverage opportunities for VE/VAwhen: recent developments indicatea potential opportunity f
41、or performance improvement or cost reduction, or both; the future use of the product depends on significantreduction in production costs; and new manufacturing technology or new materials become available.5.4.5 Perform VE/VA during operations to study the operation, maintenance, and other logistics
42、functions.5.4.6 Encourage the contractor to propose worthwhile VACPs/VECPs, VACPs/VECPs that satisfy owner needs, where theowner and the contractor share the resultant savings when permitted by contract.5.5 Processes:5.5.1 Perform VE/VA during process design to analyze the value of each requirement
43、and the process steps derived from it.Critically examine the cost consequences of requirements to determine whether the resultant cost is comparable to the performancegained. Further,Further analyze high-cost functions and the identification of alternative ways of achieving the same result withgreat
44、er value (better performance, lower cost, or both).5.5.2 Perform VE/VA during process implementation. VE/VA challenges the need for data collection and test and use cases.VE/VAsupports the testing process by challenging the amount of fidelity needed and determining cost effective ways of conductingt
45、ests. Look for opportunities to simplify the process design for operational use.5.5.3 Perform VE/VA during process operations. Apply VE/VA to evaluate and improve process flow, increase processthroughput, and eliminate process bottlenecks. Leverage opportunities for VE/VA when: recent organizational
46、 changes indicate apotential opportunity for value improvement; initial incentives for process improvement or reduced cost, or both are no longerapplicable; and new technology to improve productivity become available.5.5.4 Encourage the contractor to propose worthwhile VACPs/VECPs, VACPs/VECPs that
47、satisfy owner needs, where theowner and the contractor share the resultant savings when permitted by contract.5.6 The number and timing of VE/VA studies varies for every focus of study. The owner/user/stakeholder, the designprofessional, and the value methodology expert determine the best approach j
48、ointly. A complex or expensive focus of study, or adesign that will be used repeatedly, warrants a minimum of two VE/VA studies, performed before the design is developed andduring design development.6. VE/VA Team6.1 The VE/VA Study Team Leader (VSTL) plays a key role in the success of a VE/VA study
49、and is responsible for managingall aspects of the effort. A VSTL needs training in VE/VA and experience as a team member, leader, or facilitator on previousstudies. Seek a person with strong leadership, management, and communications skills.76.2 The size and composition of the VE/VA team depends on the focus of study and the stage of completion being reviewed.6.3 If warranted, the VE/VA team should consider a separate VE/VA Study Team Facilitator (VSTF). The role of the VSTF isto assist the VSTL by leading each workshop session in accordance with the overall VE/V
