Integral value engineering in design

Construction industry clients demand certainty in project cost, quality and time. The inability of traditionally composed design teams to consistently deliver this suggests that their expertise is sometimes inadequate. As clients become more dynamic in the next millennium, they are likely to demand greater certainty when construction projects are implemented to support frequent revisions in their short term function. By establishing a collaborative working framework it is proposed that supply chains can be better managed to identify and design out potential problems using integrated, collaborative design processes. This proposal is being investigated by the Integrated Collaborative Design (ICD) research project, a collaboration of AMEC Construction, Loughborough University and eleven supply organisations, supported by the EPSRC and DETR through the IDAC Link programme. Focusing on one component of the ICD project, this paper reviews existing, reactive, value engineering methods and by identifying their inadequacies establishes the need for an integrated approach. A value management context is described which integrates value engineering into continuous design processes. The paper discusses the opportunities for utilising supplier design expertise by modelling design process information flows. It also identifies potential cultural barriers to the use of design processes incorporating integral value engineering techniques and describes the linkage to other ICD components that are addressing these issues

Construction value management revisited: the designer's role

Value management is well established in construction. The method provides a structured, documentable consideration of project stakeholders to ensure that projects are required, framed to satisfy values and sufficiently supported by all stakeholders to ensure successful completion. A variety of construction-specific value management methods exist and many UK design management contractors offer the practice to clients as a structured method of considering the role of each project in adding value to clients’ business activities. Value management in construction has grown from the manufacturing sector, but historical review suggests it was extrapolated verbatim, with limited revision for construction application. The soundness of this foundation is examined. The paper reviews the extent to which designers are currently provided with mechanisms to consider stakeholder values during the project stages when most design output is produced. Integral Value Engineering is proposed to continuously relate ongoing design activity to the project values current at the time of each design task’s completion. The paper describes a toolbox of value-adding tools that provide project designers with methods of structuring design activity to relate technical design solutions to stakeholder values. Development of the toolbox as a web-based resource is reviewed, and its supporting role confirmed by validation exercises. The paper concludes by establishing the need for all designers in the supply chain to be provided with methods of structuring their problem solving processes to address value delivery, and the suitability of the value-adding toolbox to them. Future work must develop means of actively maintaining a shared understanding of values throughout project progression, providing a framework and objective for ongoing design activity

A problem-solving approach to value-adding decision making in construction design

Purpose – To illustrate the use of a Value Adding Toolbox by construction industry designers when addressing customer value expectations using problem solving. Design/methodology/approach – Focused literature review establishes the need for construction industry design solutions to deliver customer value and a Value Adding Toolbox is proposed in response. Case studies validate Toolbox use and one illustrative example is provided. Interviews with prospective Toolbox users identify barriers to adoption and inform a recommended approach to organisational adoption. Findings – The Toolbox is found to be effective at helping construction designers to solve technical design problems with regard to customer expectations of value. However, designers are found to be initially reluctant to adopt the new tool. Organisation learning is therefore required to establish the importance of customer value satisfaction as a prerequisite to Toolbox adoption by designers. Originality/value – This paper provides a useful insight into the practical application of problemsolving tools by construction designers to better understand customer needs