Topic
Value engineering
About: Value engineering is a research topic. Over the lifetime, 1231 publications have been published within this topic receiving 10882 citations. The topic is also known as: VE.
Papers published on a yearly basis
1 / 2
Papers
1 Jan 2008
TL;DR: In this article, the authors proposed to move beyond mere structural integration of JV or PPP work packages, to deeper relational integration of PPP teams, by guiding them towards win-win value targets through more flexible relational contracting approaches, value-focused team cultures and joint problem-solving mechanisms.
Abstract: June 23rd-25th, 2008/ PPPs are increasingly advocated for enhancing ‘value’ in selected physical and social infrastructure projects, even in financially healthy regions. However, the evidence of ‘additional value’ is as elusive as the truly integrated teams that have been targeted for many years in infrastructure projects in general. Both ‘better value’ and ‘greater integration’ are even more critical in PPP scenarios. Although more difficult to attain give the greater diversity of stakeholders, any shortfalls in these areas would undermine the fundamental premise of PPPs. The difficulties are first addressed by formulating twin strategies for (1) better defining the overall value mix (‘network value’) targeted by the many stakeholder network in any major infrastructure project in general, and (2) providing mechanisms to integrate diverse partners both organisationally and relationally, with a focus on the afore-mentioned better defined overall network value. To address the above, this paper draws on an ongoing Hong Kong based initiative towards ‘Relationally Integrated Value Networks’ (RIVANS), including outputs from a recent Workshop with industry. It also draws on a recently completed survey on the benefits from value engineering and management. Based on these thrusts and initial findings, it is proposed to move beyond mere structural integration of JV or PPP work packages, to deeper relational integration of PPP teams, by guiding them towards win-win value targets through more flexible relational contracting approaches, value-focused team cultures and joint problem-solving mechanisms. This dual focus on overall value and long-term relationships for ‘true integration’ is argued to be particularly useful in the context of, and expectations from the current generation of PPPs. In concluding, the paper also highlights the need to develop a set of guidelines for selecting and sustaining ‘winning teams’ for PPPs.
2 citations
Journal Article•
TL;DR: The paper demonstrates that the cost estimates prepared stem directly from the mining plan, metallurgical process design and engineering design philosophy and that this differs from a traditional mining company approach.
Abstract: Bateman, like other engineering contractors, carries out or participates in many studies of potential projects in the Minerals Industry. This paper aims to explain the contracting approach to feasibility studies as practiced by Bateman, particularly where this differs from a traditional mining company approach. A brief descriptionption is provided of the usual phases of a project and the types of estimate needed to proceed from one phase to the next. Possible organizational structures involving different forms of association between owner, contractor and consultants are then outlined. The bulk of the paper then demonstrates that the cost estimates prepared stem directly from the mining plan, metallurgical process design and engineering design philosophy. The steps to be followed in order to prepare a credible estimate which accurately reflects the design constraints are descriptionbed. The importance and the methodology of carrying out value engineering and of preparing contingency estimates based on a thorough risk analysis exercise are then discussed. Financial modelling techniques are descriptionbed briefly. The paper concludes with short summary case studies of two recent investigations of potential projects in Africa.
2 citations
1 Jan 2017
TL;DR: This chapter will have an overview of the detailed methodology of this tool along with a case study of the DMADV methodology.
Abstract: The DMADV methodology discussed in the previous chapter cited value engineering as an effective tool in refining the existing design of a product towards the goal of Design for Six Sigma. In this chapter, we will have an overview of the detailed methodology of this tool along with a case study.
2 citations
Journal Article•
TL;DR: In this paper, the authors combine value engineering and limits design to achieve the goal of controlling the investment at the designing stage, and optimize the structure designing according to the value engineering principles.
Abstract: The construction cost of a project depends largely on the project design,the method of limits design that widely used currently has some limitation.This paper presents that we can combine value engineering and limits designing to achieve the goal of controlling the investment at the designing stage.In the context of limits investment,we can optimize the structure designing according to the value engineering principles.In this way,we can not only control the amount of investment within a certain range,but also maximize the value of the project.
2 citations
TL;DR: In this paper, the authors put forward four efficient approaches in the design stage to control construction cost including quota design, design biding, value engineering and standardized, which is a feasible way to put forward an efficient approach in order to reduce construction cost.
Abstract: In allusion to the significance of design stage to cost control in the engineering and based on analyze present problems in the design stage, it is a feasible way to put forward four efficient approaches in the design stage to control construction cost including quota design, design biding, value engineering and standardized.
2 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
|---|---|
| 2025 | 21 |
| 2024 | 31 |
| 2023 | 34 |
| 2022 | 48 |
| 2021 | 30 |
| 2020 | 52 |