Abstract
Value Analysis (VA), as it was originally conceived, was defined and applied as a cost cutting tool, in order to make products more competitive. That short scope was early identified as limiting further developments and applications of the concept, by its initial pathfinder, if no extra effort was made to take the concept into other levels of management and, consequently, of business. The many different and alternative applications of the concept and of its original methodology have taken many professional practitioners and scholars to theorize and apply new concepts and methods. We can find a tremendous number of different learning exercises and theoretical evolution from that work, but that has not yet answered many aspirations regarding the initial concept of value and value analysis. This paper aims at bringing a new and more comprehensive understanding to professional practitioners, scholars, trainers and students, about some major concepts and applied methodologies in the disciplines of Value Management (VM), Value Analysis (VA) and Value Engineering (VE).
Highlights
There is a wide view among professional practitioners and scholars of the application of some managerial tools in the field of Value Management (VM)
As this article is not aiming at doing any comparison of function analysis methods, like the ones just mentioned above which are well documented in existing literature, it is appropriate to leave this issue for later discussion when I revise some concepts in the discipline of value analysis
Going back to Miles’s [1] initial question: “what do we really have in Value Analyses?”, we may conclude that it goes far beyond the simple “cost cutting” objective that served the creation of value analysis
Summary
There is a wide view among professional practitioners and scholars of the application of some managerial tools in the field of Value Management (VM) This is part of the concept of Value Analysis (VA) in itself, which leaves the application of the methodologies up to individual criteria with enough freedom for its adaptation to contexts and objectives. Despite the benefits of such freedom in the application of the methods and tools in the disciplines of Value Management, Value Analysis, and Functional Analysis (FA), such “liberty” has led to settled variations in the practice of some of those methods This reality can be found in many papers presented in different professional conferences across continents and in some existing literature, especially in given examples of real applications.
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