4th February 2021
Because of the war, there were shortages of skilled labour, raw materials and component parts.
A team headed by Lawrence Miles at G.E. looked for acceptable substitutes - they noticed that these substitutions often reduced costs, improved the product or both.
What was born out of an accident of necessity became a systematic process. They called their technique "value analysis".
“It is a primary tenet of value engineering that basic functions be preserved and not be reduced as a consequence of pursuing value improvements”
Value engineering (VE) in construction should provide more value to a client by either improving the function of a building or by reducing its cost. The term ‘VE’ can, however, often bring a sense of frustration and uncertainty which can create a rift between the participants in the project.
A lot of the negativity around value engineering could be removed if the VE process was actually intertwined into the original design process.
If VE is only considered as a last resort, then this can cause a significant level of disruption to the ‘traditional’ design and construction process. At which point frustration, and even resentment, can occur across the various stakeholders due to the fact that a significant amount of work may need to be redone.
If a more collaborative approach is taken earlier in the design process then the Clients and Architects, in close partnership with Materials Suppliers, can carry out the value engineering process in advance of engaging with Contractors.