1、| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | BRITISH STANDARD BS EN 12973:2000 The Euro
2、pean Standard EN 12973:2000 has the status of a British Standard ICS 03.100.40 NO COPYING WITHOUT BSI PERMISSION EXCEPT AS PERMITTED BY COPYRIGHT LAW Value managementThis British Standard, having been prepared under the direction of the Management Systems Sector Committee, was published under the au
3、thority of the Standards Committee and comes into effect on 15 June 2000 BSI 06-2000 ISBN 0 580 35686 8 BS EN 12973:2000 Amendments issued since publication Amd. No. Date Comments National foreword This British Standard is the official English language version of EN 12973:2000. The UK participation
4、in its preparation was entrusted to Technical Committee DS/1, Dependability and terotechnology, which has the responsibility to: aid enquirers to understand the text; present to the responsible European committee any enquiries on the interpretation, or proposals for change, and keep the UK interests
5、 informed; monitor related international and European developments and promulgate them in the UK. A list of organizations represented on this committee can be obtained on request to its secretary. Cross-references The British Standards which implement international or European publications referred
6、to in this document may be found in the BSI Standards Catalogue under the section entitled “International Standards Correspondence Index”, or by using the “Find” facility of the BSI Standards Electronic Catalogue. A British Standard does not purport to include all the necessary provisions of a contr
7、act. Users of British Standards are responsible for their correct application. Compliance with a British Standard does not of itself confer immunity from legal obligations. Summary of pages This document comprises a front cover, an inside front cover, the EN title page, pages 2 to 61 and a back cove
8、r. The BSI copyright notice displayed in this document indicates when the document was last issued.EUROPEAN STANDARD NORME EUROPENNE EUROPISCHE NORM EN 12973 April 2000 ICS 03.100.40 English version Value Management Management par la valeur Value Management This European Standard was approved by CEN
9、 on 7 October 1999. CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references concerning such national standards
10、may be obtained on application to the Central Secretariat or to any CEN member. This European Standard exists in three official versions (English, French, German). A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the C
11、entral Secretariat has the same status as the official versions. CEN members are the national standards bodies of Austria, Belgium, Czech Republic, Denmark, Finland, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland and United Kin
12、gdom. EUROPEAN COMMITTEE FOR STANDARDIZATION COMIT EUROPEN DE NORMALISATION EUROPISCHES KOMITEE FR NORMUNG Central Secretariat: rue de Stassart, 36 B-1050 Brussels 2000 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No. EN 12973:2000 EPa
13、ge 2 EN 12973:2000 BSI 06-2000 Contents Page Foreword . 4 Introduction. 6 1 Scope 8 2 Normative references . 8 3 Terms and definitions 8 4 The principles of Value Management 9 4.1 Key principles10 4.2 Value objectives in Value Management dynamics.11 4.3 Requirements 11 4.3.1 Framework11 4.3.2 Attitu
14、des of mind and knowledge12 4.4 The Concept of Value13 4.4.1 Value .13 4.4.2 Need14 4.4.3 Functions15 4.4.4 Resources.16 4.4.5 Value comparison 16 4.5 The Value Management Approach16 5 The application of Value Management .17 5.1 Application of the principles.18 5.2 The Value Management Framework21 6
15、 Value Management methods and tools 26 6.1 A selection of methods commonly used in Value Management .26 6.2 Specific Value methods and tools 26 6.2.1 Value Analysis (VA)26 6.2.1.1 Presentation.26 6.2.1.2 Value Analysis and Value Management27 6.2.2 Functional Analysis (FA)27 6.2.2.1 Presentation.27 6
16、.2.2.2 Functional Analysis and Value Management 27 6.2.3 Function Cost (FC) .28 6.2.3.1 Presentation.28 6.2.3.2 Function Cost and Value Management .28 6.2.4 The Functional Performance Specification (FPS).28 6.2.4.1 Presentation.28 6.2.4.2 The Functional Performance Specification and Value Management
17、29 6.2.5 Design to Cost (DTC) / Design to Objectives (DTO)29 6.2.5.1 Presentation.29 6.2.5.2 Design to Cost and Value Management29Page 3 EN 12973:2000 BSI 06-2000 Annex A (informative) Methods and tools to be used within Value Management.30 A.1 Specific Value methods and tools 30 A.1.1 Value Analysi
18、s (VA) .30 A.1.1.1 Presentation.30 A.1.1.2 Detailed description30 A.1.2 Functional Analysis (FA) .38 A.1.2.1 Presentation.38 A.1.2.2 Detailed description39 A.1.3 Function Cost (FC) 47 A.1.3.1 Presentation.47 A.1.3.2 Detailed description48 A.1.4 The Functional Performance Specification (FPS)49 A.1.4.
19、1 Presentation.49 A.1.4.2 Detailed description49 A.1.5 Design to Cost (DTC)/Design to Objectives (DTO).55 A.1.5.1 Presentation.55 A.1.5.2 Detailed description55 A.2 Other methods and tools 60Page 4 EN 12973:2000 BSI 06-2000 Foreword This European Standard has been prepared by Technical Committee CEN
20、/TC 279, Value management - Value analysis, functional analysis, the Secretariat of which is held by AFNOR. This European Standard shall be given the status of a national standard, either by publication of an identical text or by endorsement, at the latest by October 2000, and conflicting national s
21、tandards shall be withdrawn at the latest by October 2000. According to the CEN/CENELEC Internal Regulations, the national standards organizations of the following countries are bound to implement this European Standard: Austria, Belgium, Czech Republic, Denmark, Finland, France, Germany, Greece, Ic
22、eland, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland and the United Kingdom. The aim of this standard is to present, define and explain Value Management (VM) and to introduce the basic concepts of the methods and tools most commonly used in its application. Hi
23、storical background: Value Management is a style of management that has evolved out of previous methods based on the concept of value and functional approach. These were pioneered by Lawrence D. Miles in the 1940s and 50s who developed the technique of Value Analysis (VA) as a method to improve valu
24、e in existing products. Initially Value Analysis was used principally to identify and eliminate unnecessary costs. However it is equally effective in increasing performance and addressing resources other than cost. As it evolved the applications of VA widened beyond products into services, projects
25、and administrative procedures. At the same time other methods and management techniques based upon the concepts of value and function have evolved such as Design to Cost (DTC) and Functional Performance Specification (FPS). The standard is primarily addressed to three groups of customers: - senior e
26、xecutives seeking to enhance value for their organization and satisfaction for their customers by using the concepts of Value and Function as the basis for making decisions; - all those involved in the formal application of Value Management methods within specific projects including generalists and
27、specialists; - all those involved in Value Management development or training. It has been structured so that the introduction outlines why Value Management is relevant to management. Section 4 explains what Value Management is and Section 5 introduces how Value Management should be applied (see Fig
28、ure 1).Page 5 EN 12973:2000 BSI 06-2000 VALUE MANAGEMENT (VM) INTRODUCTION AND SCOPE THE PRINCIPLES OF VALUE MANAGEMENT Relevance to the Top Manager Key principles Requirements The concept of Value The VM Approach THE APPLICATION OF VALUE MANAGEMENT APPLICATION OF THE PRINCIPLES Management Style Hum
29、an Dynamics Environmental considerations Methods and Tools VALUE MANAGEMENT FRAMEWORK Value Culture VM Policy VM Programme VM Study VM Training VALUE MANAGEMENT METHODS AND TOOLS VM METHODS AND TOOLS: INFORMATIVE ANNEX A Specific Value Methods and Tools Other Methods and Tools Figure 1 Structure of
30、this document The European Standard on Value Management has been developed to promote unified concepts, common practice and the highest levels of expertise and efficacy throughout Europe. This standard represents a development from previous Value Analysis standards. It integrates the pre-standardiza
31、tion work, sponsored by the European Commission, with the standardization work of CEN/TC 279 and refers in particular to the standard EN 1325 “Value Management, Value Analysis, Functional Analysis vocabulary“, of which Part 1 “Value Analysis and Functional Analysis“ has been published.Page 6 EN 1297
32、3:2000 BSI 06-2000 Introduction The concept of Value relies on the relationship between the satisfaction of many differing needs and the resources used in doing so. The fewer resources used or the greater the satisfaction of needs, the greater the value. Stakeholders, internal and external customers
33、 may all hold differing views of what represents value. The aim of Value Management is to reconcile these differences and enable an organization to achieve the greatest progress towards its stated goals with the use of minimum resources. Value Management is a style of management, particularly dedica
34、ted to motivate people, develop skills and promote synergies and innovation, with the aim of maximizing the overall performance of an organization. VM provides a new way to use many existing management methods. It is consistent with Quality Management. Value Management has been proven effective in a
35、 wide range of activities. Applied at the Corporate level, Value Management relies on a value-based organizational culture taking into account Value for stakeholders and customers. At the operational level (project oriented activities), it implies in addition the use of appropriate methods and tools
36、. For a top manager to take a decision, whether this be in the definition of commercial strategy, the development of a new product or the conclusion of a financial agreement, requires a consistent approach toward addressing these issues. Value Management simultaneously addresses management goals, en
37、courages positive human dynamics, respects internal and external environmental conditions and positively provides the methods and tools for achieving results. The most visible benefits arising out of the application of VM will include: - better business decisions by providing decision makers a sound
38、 basis for their choice; - increased effectiveness by using limited time and resources to best effect; - improved products and services to external customers by clearly understanding, and giving due priority to, their real needs; - enhanced competitiveness by facilitating technical and organizationa
39、l innovation; - a common value culture, thus enhancing every members understanding of the organizations goals; - improved internal communication and common knowledge of the main success factors for the organization; - simultaneously enhancing communication and efficiency by developing multidisciplin
40、ary and multitask teamwork; - decisions which can be supported by all stakeholders. The benefits are available to providers and consumers in all sectors of society: - the industrial sector including manufacturing, construction and processing; - the services sector, both public and private; - the gov
41、ernment, health, education and other public activities.Page 7 EN 12973:2000 BSI 06-2000 The Value Management approach involves three root principles: - a continuous awareness of value for the organization, establishing measures or estimates of value, monitoring and controlling them; - a focus on the
42、 objectives and targets before seeking solutions; - a focus on function, providing the key to maximize innovative and practical outcomes. The approach allows the accomplished manager to apply the principles intuitively, particularly in addressing high level issues such as commercial strategy. Equall
43、y, all levels of management may apply the methods formally, in a team environment, to solve specific problems. Value Management embraces specific management tools which may be applied in a rigorous and systematic manner to address all manner of issues ranging from strategic goals to the design of on
44、e single component. In larger organizations, it is normal to introduce a structured framework to assist managers in applying Value Management consistently across the organization. In such organizations, individuals may have specific and well defined role functions within the process. In smaller orga
45、nizations (such as Small and Medium size Enterprises), such roles may be less well defined and an individual may effectively perform several of them as part of his duties. To achieve the universal and flexible application of Value Management throughout an organization, without losing effectiveness o
46、f the approach, requires that every member be aware of the fundamentals which drive value for that organization, and take decisions on a consistent basis. The building of a Value Management culture within the organization is fundamental. It requires training and awareness campaigns appropriate to th
47、e activities, responsibilities and accountability of the individuals. The existence of a mature value culture will change attitudes and working practices, encouraging groups to work together and reduce confrontation. The results will be reflected in a reduction of wasted and unnecessary effort and e
48、ncourage the focus of limited resources on those areas which will give the greatest value.Page 8 EN 12973:2000 BSI 06-2000 1 Scope The purposes of this standard are: - to establish a common basis for management to implement and practise Value Management; - to help team leaders and team members to pr
49、actise the methods; - to establish a basis for developing training and certifying procedures for individual competencies in Value Management; - to establish a basis for Value Management contractors to provide services; - to establish a basis for certifying companies and organizations; - to improve the quality of Value Management and stimulate innovation in its use; - to improve communication through the use of common terminology. This standard provides a guide to all managers to practise Value Management and to introduce this discipline within their organization,
