Page 205 - Design for Six Sigma for Service (Six SIGMA Operational Methods)

176 Chapter Seven

Some of the factors covered in the preparation of the final recommendation
and report are listed here:
1. Plan the proposal to cover all the facts. Do not skip an important consid-
eration on the basis that it can be considered later. Do not plan surprises.
2. Justify the recommendation on both technical and economic grounds.
Show the risk involved, as well as the rewards, and the cost to verify the
idea, as well as total lifetime program costs such as design and devel-
opmental expenses, capital investments necessary for buildings, and tools.
3. Indicate the effect on corporate profit, competitive position, or other
important factors.
4. Discuss the proposal with people who will be affected by the idea.

7.7 Implementation Phase

7.7.1 Introduction
The objective of a value-engineering study is the successful incorporation
of recommendations into the product or operations. However, a successful
project often starts back at the beginning. Each project must be thoroughly
analyzed to determine its potential for benefit and the probability of
implementation. This is as important as the knowledge and skill required to
apply the system to attain successful results.
An excellent idea is worthless unless it can be properly implemented. If it is
not implemented, no one will obtain the benefit. It must also be implemented
in the manner intended. Unfortunately, there have been many cases on record
where the idea could not be implemented because of the high cost to make
the change. There are other cases where the recommendations were not
properly understood and implementation resulted in increased cost. This
often results in disillusionment or the feeling that value engineering does not
work for our problems. Actually in most cases, the real problem was that the
problem was not properly diagnosed. It was not that value engineering does
not work; it was inefficient preliminary analysis and preparation.

It does not seem reasonable to expend the effort and funds required to make
a value study without first having done the necessary work to assure that the
project is practical, that it can be implemented, and that the necessary funds
and work force will be available.
Selection of projects is a part of the entire value-engineering imple-
mentation process. Many times management will assume that any project