Volume 27, No. 6
June 2002
President's Message
SAVE International and International Value Management investigating reciprocity
agreement on certification
By Russ Brzezinski, CVS, CME
President
Phone: 414/425-7690
Fax: 414/425-9833
E-mail: russbrzezinski@cs.com
SAVE International has promoted the value methodology worldwide through
membership, international affiliates, chapters and so forth. The society now has
another opportunity to promote VM by investigating a reciprocity agreement on certification with another
country--the United Kingdom.
At their meeting May 4, 2002, in Denver, the certification board voted to pursue this reciprocity agreement
with appointed individuals from SAVE International and the UK, investigating possible developments.
This joint effort with the UK group, International Value Management (IVM), could lead to a composite with
the European Union (EU), which is being organized under a VE European Governing Board (EGB).
SAVE International has been trying for nearly 10 years to pull together one unified front for value
methodology, and this might be the way to do it. Leading the effort for SAVE International will be Jerry
Kaufman, along with Jim Rains, Mike Jefferyes and Bernie Dull.
We are taking a cautious but negotiable approach based on differences in each of our certification
designs. These actions to advance the value methodology and SAVE International will be updated as
things develop.
Contact me for more information: phone 414-425-7690; fax 414-425-9833; or e-mail
russbrzezinski@cs.com.
Exec Files
Society initiating plans to improve services and further boost membership
By John L. Robinson, PE, CVS
Executive Vice President
Phone: 816/220-1105
Fax: 816/220-3050
E-mail: john@rsrsolutions.com
As the new SAVE International executive vice president, I would like to take this opportunity to introduce
myself briefly to society members.
I have been in value engineering for the past 17 years, and I am one of very few in this society who
actually started my professional career in a value engineering office. I became involved with SAVE
International when I volunteered for a steering committee to establish the MO KAN DO Chapter in the
Kansas City area. I owe a great deal to SAVE International, and I look forward to the opportunity to give
back to the society and the people who have contributed to my career and my business.
I am encouraged about the next few years. SAVE International's energetic and creative board of directors
is actively developing plans to improve member services, increase membership and improve the financial
position of the society. In the next several months I will continue to give you progress reports on these
plans. At this time, I will share with you a few of the initiatives that the board is working on.
One initiative, still in the early planning stage, is the development of a Corporate Advisory Committee,
which will solicit financial support from corporations interested in using SAVE International's resources to
enhance their value programs. These corporations also may be given a collective voice on the SAVE
International board for their contribution.
Another initiative that the society is pursuing through the SAVE International certification board is
certification reciprocity with European value societies International Value Management (IVM) and the
European Governing Board (EGB). This initiative will further advance SAVE's position in the global value
community. (See President's Message.) As SAVE International executive vice president, I will be
interfacing with the certification board to ensure that the interests of the society are considered in the
certification board's decisions.
Last, an initiative that I am most excited about, Kathy Bethany, VP-Membership, is pursuing the
development of a subscription-based team member database. This searchable database will provide
access to a collection of individuals who are interested in participating in value studies. This initiative will
provide a new service to our members and, in the process, will attract new members to the society.
There is much hard work ahead for this volunteer workforce, so please be patient and supportive. If you
have additional thoughts about the above initiatives, please contact me. I would be delighted to hear from
you.
Feature Articles

UNIFORMAT II for increased VE team performance

The FASTbone method: Using a Fishbone diagram to develop a FAST (Function Analysis
System Technique) diagram
UNIFORMAT II for increased VE team performance
By Robert P. Charette, PE, CVS
Concordia University, Montreal, Canada
E-mail: charette@uniformat.com
The interview portion of this article is reprinted with permission from the Architectural Engineering Institute
of the American Society of Civil Engineers. The interview first appeared in AEI's newsletter, The Team,
Volume 3, Issue 3, Fall 2000, conducted by The Team staff with Robert Charette, co-chairman of the
ASTM Building Economics Subcommittee Task Group that developed UNIFORMAT II. The author made
slight modifications to update material.
Value engineers can increase VE team performance if owners require that early design estimates and
project descriptions (specifications) be based on a function-oriented classification of building elements
and related sitework known as UNIFORMAT II, an Association for Testing and Materials (ASTM)
International standard designated as E-1557.
Such a classification facilitates the understanding of a project by all stakeholders and the preparation of
function-cost models, thus saving significant time and effort for all disciplines. Its use also makes possible
very productive workshops at the early schematic design phase, providing a higher ROI than at the
subsequent design development phase. This occurs because specifications and estimates with an
identical UNIFORMAT II structure provide comprehensive design and cost information for all building
elements. Life cycle costing, energy analysis, sustainability and operating budgets also can be initiated
rather than deferred, thus increasing potential life cycle costing savings.
In the interview that follows, Robert Charette explains the approach and the benefits resulting from the
application of UNIFORMAT II in the building design process. It refers to Web sites from which the
National Institute of Standards and Technology (NIST) UNIFORMAT II Report 6389, co-authored by the
writer, may be downloaded.
A one-hour Internet seminar on "Project Design Management for Specifications and Estimates with
UNIFORMAT II" is now available. This seminar can be presented to numerous sites simultaneously, as
was recently done with Team Focus members Michael Thompson (Newcastle Upon Tyne, UK), Scot
McClintock, CVS (Syracuse, N.Y.) and Martyn Phillips, CVS (Edmonton, Alberta, Canada). The overall
consensus is that the UNIFORMAT II approach creates more productivity in VE workshops, encouraging
clients to incorporate it in their project delivery system.
Q: What is UNIFORMAT II?
Charette: UNIFORMAT II is an ASTM standard classification of building elements and related sitework
designated as E1557. Elements are also at times referred to as assemblies or building systems. In project
management terms, UNIFORMAT II could be considered as the project Work Breakdown Structure
(WBS) for buildings and related sitework projects.
Q: Why did you get involved in the development of the UNIFORMAT II standard?
Charette: During 20 years as a value engineering facilitator, I always found it difficult to obtain wellstructured data at the beginning of a project. The format and quality of estimates and specifications varied
extensively. This had a detrimental effect on VE workshops and also design team communications,
coordination and productivity. It became evident that a standard classification of building elements could
help resolve this problem by providing a common framework to present and exchange data among design
team members and other stakeholders. This approach would also greatly facilitate the project manager's
team coordination task.
Q: How did UNIFORMAT II come about?
Charette: The original UNIFORMAT was developed for the General Services Administration (GSA) and
the American Institute of Architects (AIA) in 1972, primarily to standardize estimates and facilitate cost
analysis and cost control. In 1988, ASTM Building Economics Subcommittee E06.81 formed a task group
that included GSA, CSI, R.S. Means and the DOD Tri-Services to update UNIFORMAT and have it
approved as a standard that is currently designated as E1557-97. Many other applications have since
been developed for the classification in addition to estimating--e.g., schematic phase project descriptions
in accordance with CSI Practice FF/180, and building condition evaluation reports for which a standard is
being developed.
Q: What changes were incorporated in UNIFORMAT II?
Charette: UNIFORMAT II is a more comprehensive classification with additional elements, particularly for
mechanical, electrical, and sitework. The specificity of a building can be defined more precisely with 80
elements in lieu of 59. The sitework classification with 28 elements in lieu of 6 is well-suited for small to
medium civil works projects such as parks and campuses.
Q: What need does UNIFORMAT II fulfill in the building industry?
Charette: The building industry has lacked a common framework for the exchange of data that links all
phases of a building life cycle. UNIFORMAT II fulfills this need. The classification makes possible the flow
of data among programs, projects and studies because the elements are all numbered the same and are
defined the same.
Q: What will the building professional find of interest in the new NIST UNIFORMAT II report?
Charette: The report includes tables of building and sitework elements, and a 20-page description of
elements. It explains how UNIFORMAT II is used for specifications and estimates during facilities
programming and design, and the relationship with MasterFormat. Examples are provided of elemental
design estimates and preliminary project descriptions recommended by CSI for the schematic design
phase. Other applications are listed, as well as sources of elemental cost and engineering data and a
suggested level 4 to expand the classification
Q: What is the relationship of UNIFORMAT II to MasterFormat?
Charette: The UNIFORMAT II Classification is based on building elements and well-adapted to design
estimates, cost control and schematic phase project descriptions as recommended by CSI. MasterFormat
is a product classification adapted to construction specifications and contractor estimates. The two are
complementary in that one is primarily for design and the other for construction.
Q: What is the impact of UNIFORMAT II on the AE profession?
Charette: UNIFORMAT II now makes it possible to standardize within the profession the reporting format
for design estimates and schematic phase preliminary project descriptions. This also applies to
performance specifications, building condition evaluation, monte carlo risk analysis, capital replacement
budgets and reserve funds. Building data for all applications recorded in a consistent, common, uniform
standardized elemental classification structure will facilitate the exchange of information among all
stakeholders for the planning and design of building projects and increase productivity. It should be noted
that GSA and the states of Kansas, Massachusetts and Washington have adapted UNIFORMAT to a
range of applications, and that the Design-Build Institute of America offers conceptual estimating
seminars based on UNIFORMAT II.
Q: How can members become involved in the UNIFORMAT II standards development process?
Charette: They can join through the ASTM Web site (www.astm.org) and request membership in
Subcommittee E06.81 on Building Economics.
Q: How can AEI members obtain a copy of NIST Report 6389 and additional information on
UNIFORMAT II?
Charette: The report can be downloaded from the NIST Web site http://www.bfrl.nist.gov/oae/oae.html or
at www.uniformat.com. Printed copies may be obtained from the National Technical Information Service
(NTIS). An abstract of the E 1557 standard may be downloaded from www.astm.org.
For information about Internet, video, and onsite UNIFORMAT II seminars, contact Robert Charette, PE,
CVS, at charette@uniformat.com.
The FASTbone method: Using a Fishbone diagram to develop a FAST (Function
Analysis System Technique) diagram
By Damon M. Littlefield, PE
Phone: 434/385-4390
E-mail: damon.littlefield @nolenfrisa.com
There are several references that fully describe the Function Analysis System Technique (FAST) and its
primary importance to the value methodology. However, the practitioner may need a tool that helps
identify the functions which become part of the FAST diagram. The Cause and Effect diagram commonly
used in the quality improvement process may be that tool. The combination of the two methods is termed
the FASTbone method.
Cause/Effect diagrams/analysis
The Cause/Effect analysis is a systematic way of looking at a specific effect (or problem) and identifying
the potential causes that create or contribute to the effect/problem. Such analyses help teams solve
problems by identifying the potential root causes of a problem.
Cause/Effect diagrams also are known as fishbones (because of their shape) or Ishikawa diagrams (after
inventor, Dr. Kaoru Ishikawa, the Japanese quality control statistician). The format is designed to show
meaningful relationships between an effect and its potential cause.
Cause/Effect diagrams are drawn to sort out and relate the interactions among the factors affecting a
process, product, service or system.
Cause/Effect diagrams also are used to systematically analyze cause/effect relationships and identify
potential root causes of a problem.
How to Use Cause/Effect diagrams
1. Define the problem (effect) clearly and objectively.
2. Define the major categories of possible causes. Use generic and/or specific branches. A few generic
categories to consider are:
Data and Information Systems
Environment
Machines
Maintenance
Materials (Remember: DE5MPT)
Measurements
Methods
People
Training
3. Construct the diagram showing the problem as an "effect" in a box and major categories as "feeders" to
the effect box. The "effects" to be analyzed for root causes often are identified using a Pareto analysis.
4. Brainstorm possible causes within major categories and position these to feed into related categories.
Each cause may be broken down further into subcauses that are driving the causes.
5. Analyze each cause to focus on more specific causes and subcauses.
6. Using consensus and/or multivoting, identify the likely root causes--ones that require action.
7. Gather data to verify the most likely root cause(s). Again, the Pareto diagram is a good way to display
this data.
8. Proceed to follow the quality improvement process to properly address corrective
actions/improvements.
Function Analysis System Technique (FAST) diagrams
FAST is a technique that uses diagrams in defining the relationship and interrelationships of the functions
of a system. This diagram technique is function-oriented, rather than time-oriented. Each function is
described using an active verb and a measurable noun.
The FAST diagram is a powerful value technique that accomplishes the following:
1. Shows the specific relationship of all functions to each other.
2. Tests the validity of the functions.
3. Deepens the VM team's understanding of the problem to be solved.
4. Enables a multidisciplinary team to understand the system thoroughly and quickly.
5. Establishes an excellent foundation for creativity.
6. Assists in proposal target selection by clearly showing the functions that have the highest cost (time or
money) or those that may not be essential, i.e., on the critical path.
7. Provides an excellent format to present the VM team's proposals.
The functions are arranged logically into a FAST diagram following these FAST guidelines:
1. Show the scope of the problem under study by two vertical dashed lines: one to the extreme left and
one to the extreme right of the diagram. Everything that lies between the two scope lines is defined as the
problem under study.
2. Every FAST diagram will have a "critical path of functions" going from left to right across the scope
lines.
3. On that critical path, place (left to right) only the higher order function, basic function and required
secondary functions, as they are determined.
4. The higher order function will lie on the critical path line to the immediate left of the left scope line.
5. The basic function will always lie on the critical path line to the immediate right of the left scope line.
6. All required secondary functions on the critical path line will lie to the right of the basic function.
7. All other secondary functions that the product/service/system performs will lie either above or below the
critical path of functions. These functions can be required secondary, aesthetic or unwanted functions.
8. If a secondary function "happens at the same time" and/or "is caused by" some function on the critical
path, the function is placed below that critical path function.
9. If a secondary function "happens all the time," and the product/service/system is doing its work (e.g.,
aesthetic functions), it is placed above the critical path functions to the extreme right of the scope near the
right scope line.
10. If there are specific "design objectives" (e.g., assure safety) to be kept in mind as the FAST diagram is
constructed, they are placed above the basic function to the extreme left of the scope near the left scope
line and are shown in dashed boxes.
11. To determine whether or not the proper arrangement and relationship of functions along the critical
path has been created, then two logic test questions must be met: "How?" and "Why?"
12. Using the "How?" test, we ask the question of any function: "How do I (active verb) (measurable
noun)?" The function answer should lie to the immediate right. Every function to the immediate right
should logically answer the "How?" test. If it does not, a function has been described improperly, has
been excluded or has been placed wrong.
13. The "Why?" test works in the same way but in the opposite direction. We ask the question: "Why do I
(active verb) (measurable noun)?" The answer should be in the function to the immediate left and should
read: "So that I can (active verb) (measurable noun)." The answer must be logical.
14. Normally only "essential functions" should be of concern when constructing a FAST diagram, although
they can be expanded for a more detailed examination.
15. All functions that lie on the critical path must take place in order to accomplish the basic function. All
other functions of the FAST diagram are subordinate to the critical path function and may or may not have
to take place to accomplish the basic functions.
16. Functions can then be analyzed for their individual costs (time or money) to locate the high-cost
items.
The FASTbone method
The FASTbone method can be used to help a VM team get a clear picture of the higher order function.
First, clearly identify the higher order function. That is the product/service/system that is your attainable
goal.
Second, use the fishbone diagram to define all functions, data/information and design objectives that are
related to the higher order function. This analysis should lead to the identification of the basic function,
required secondary functions, ancillary secondary functions and design objectives.
Third, using the FAST diagram methodology, establish the critical path of functions.
Fourth, use the "How?" and "Why?" logic tests to verify that the critical path is logical.
The Appendix includes some examples of Cause/Effect diagrams, FAST diagrams and FASTbone
diagrams:
Cause/Effect outlines diagram
Cause/Effect photocopy diagram
FAST guidelines diagram
State Prison System FAST diagram
Mousetrap FAST diagram
Mousetrap FASTbone diagram
Structural engineering FASTbone diagram
Impact to the functional phase
By initiating the FAST diagram development with a Cause/Effect analysis/diagram, the practitioner can
create an overall view of the problem/process/system. Many of the causes and effects listed may not
necessarily be functions, but they have varying degrees of influence on the critical path of functions. This
FASTbone method establishes a starting point to help generate a large amount of causes and effects that
can then be formalized into the critical path of functions using the techniques of FAST diagrams.
Value management of buildings and building systems
Typically, the value management of buildings and building systems involves only the "method" part of the
FASTbone. However, keep in mind the other facets of the higher order function/effect/problem. If we
eliminate the other parts, then we may not be looking at the whole problem/cause/effect and may not
determine a functional, practical, economical or reasonable result. Since all of these groups can be
determined rather quickly in the analysis, it is best to keep all of the causes/effects within the initial
formulation of the FASTbone diagram.
Impact on the creative phase
It is obvious that the basic framework of the cause/effect diagram could be used during the creative
phase to help generate ideas pertaining to the major categories:
Data and Information Systems
Environment
Machines
Maintenance
Materials (Remember: DE5MPT)
Measurements
Methods
People
Training
Using the above major categories to generate ideas will ensure that the majority of the possible solutions
are identified.
Conclusion
By taking a comprehensive look at all of the causes/effects, the high order function, its basic function, and
the critical path of functions can be better defined and, therefore, better analyzed.
The FASTbone method is a powerful tool for developing and formalizing a FAST diagram.
Bibliography
Hudson, James W. Function Analysis System Technique (FAST) Diagramming. Radford, Va.: Module II
Seminar, March 2000. James W. Hudson & Associates, P.O. Box 399, 7430 Miller Lane, Spotsylvania,
Va. 22553-0399.
Monograph: Function Analysis Systems Technique--The Basics. Northbrook, Ill.: SAVE International, 60
Revere Drive, Suite 500, Northbrook, Ill. 60062, (847) 480-1730, (847) 480-9282 fax, e-mail:
value@value-eng.org, Web site: http://www.value-eng.org.
Monograph: Function Logic Models. Northbrook, Ill.: SAVE International, 60 Revere Drive, Suite 500,
Northbrook, Ill. 60062, (847) 480-1730, (847) 480-9282 fax, e-mail: value@value-eng.org, Web site:
http://www.value-eng.org.
Monograph: Function: Definition and Analysis. Northbrook, Ill.: SAVE International, 60 Revere Drive,
Suite 500, Northbrook, Ill. 60062, (847) 480-1730, (847) 480-9282 fax, e-mail: value@value-eng.org, Web
site: http:// www.value-eng.org.
Monograph: Function Relationships--An Overview. Northbrook, Ill.: SAVE International, 60 Revere Drive,
Suite 500, Northbrook, Ill. 60062, (847) 480-1730, (847) 480-9282 fax, e-mail: value@value-eng.org, Web
site: http://www.value-eng.org.
Munro, Bruce. Cause-and-Effect Diagrams/Analysis. Roanoke, Va.: Quality Excellence Workshop, May
1995. Argyle Associates, Inc., 49 Locust Avenue, New Canaan, Conn., 203.966.7015.
The FASTbone method: Appendix
Conference 2002 News
42nd Annual SAVE International Conference highlights
By Rod Curtis, CVS
Interactions Editorial Director
E-mail: curtisr@pbworld.com
Your roving reporter is just back from Denver, having attended the 42nd Annual SAVE International
Conference. I chose to drive from Phoenix because that way no one would make me take my laptop out
of its case! It was a nice trip and a great conference. The Adam's Mark is a fine downtown facility located
right next to the 16th Street pedestrian mall. The journey home included some stunning Rocky Mountain
scenery, marred only by one wrong turn on a certain forest road (don't ask!).
For those members who could not attend the conference, I've highlighted some of the functions below:
Business Meeting
Approximately 65 members attended the Business Meeting on Sunday evening. Outgoing President
Laurie Dennis presented her annual report. Dave Wohlscheid, VP-Finance, reported that total revenues
for last year were $438,000, significantly exceeding expenses of $393,000.
Net assets now are $66,000, creating a better situation than this time last year, but Wohlscheid indicated
that we should shoot for net assets equal to six months' normal expenditures. We're not there yet. Also,
he noted that the society's budget will now be posted on the Web site, in response to suggestions from
some members. Watch for this soon.
Wohlscheid also estimated that the new management firm's fees will be somewhat less than they are
currently, but he cautioned that both the existing contract and the new one include a retainer plus fees for
various services. It is not possible to be definitive on total costs until it is decided which services the
society requests.
There was an interesting discussion regarding six-sigma methodology--not the subject you might expect
at the Business Meeting. John Koga moved that SAVE International investigate the possible adoption of
six sigma as a value management tool, with the possibility of the society becoming a certifying body.
Mike Cook, who had given a seminar on the six-sigma methodology earlier that weekend, gave attendees
at the Business Meeting a brief summary of six sigma. Ted Fowler, always a stickler, asked if it involved
function. Answer: Not in the way VM does. After a lively discussion, the delegates agreed by a show of
hands to an investigation (only) of the possibilities regarding six-sigma methodology.
President's Reception
The President's Reception offered great food and a fine networking opportunity. And the ragtime piano
playing by member John Sankey was fabulous.
Opening session
A great crowd of about 200 answered the opening bell. After a very nice invocation by VPCommunications Herman Goodwin, brief remarks came from some attendees from Japan, Taiwan, Korea
and Hungary, and VP-Education Joe Otero presented an "imaginary FAST diagram."
The keynote speaker, General Robert Flowers, commander and chief of engineers for the Corps, gave an
entertaining and informative presentation, including a little test for some of the Corps personnel in the
audience. They were challenged to give a "30-second commercial for the Corps." Gene Degenhardt was
one of the Corps reps who passed the test. Apparently this was an open-book quiz because Gene was
observed reading his response from a card in his wallet.
A quote from Flowers' presentation: "How does VE fit into the new Corps? Perfectly!"
Technical programs and forums
The conference offered 35 programs and forums. The ones I attended were very rewarding. The
Certification Forum was well attended. It wasn't as controversial as had been expected. Some of the
controversial items had been removed from the list, which was still in progress when published in May
Interactions.
Luis Venegas pointed out that the changes to the certification process will be in effect June 1, but there
will be a transition period from then until September 1. Those certifying or recertifying during this
transition may use either the existing or the new requirements. Note: The certification board is looking for
an administrator. Watch Interactions for more information about this (paid) opportunity.
The Member Forum called for extracurricular effort, because it was held Monday evening after the regular
program. Approximately 50 attendees were present, delaying their dinners to discuss a number of
membership issues. VP-Membership Kathy Bethany led this forum. An action plan was generated. Watch
for a report from Bethany in an upcoming issue of Interactions.
The DOD Forum revealed problems with top management support in some areas--but certainly not all:
"We are losing high-level support and momentum." The 2002 annual report and awards activities were
dropped.
Monday's luncheon featured tributes to Dale Daucher and Bill Lenzer. As most members know, Dale
suffered a stroke last year and is now recuperating in a long-term care facility near his home in Virginia.
Dale's wife, Janice, and their two daughters attended the conference and acknowledged the tribute.
Unfortunately, Bill Lenzer is ill and will be stepping down from his positions as VP-International and
chairman of the board of the Miles Value Foundation. Rich LaRuffa accepted the award for Bill. Rich
indicated that Bill welcomes e-mails.
Francine Constantineau, Sol Mendelsohn, James Rains and Jill Woller were named fellows of the society
in recognition of their significant accomplishments and contributions to SAVE.
Tuesday morning's opening session featured a fine presentation (and world-class slides) by Ki Won Lee,
vice president of Samsung. Lee discussed the evolution of his company from its beginning in 1969 to the
present ($500 million revenue then, $27 billion now).
Samsung uses the term "value innovation" to describe its approach to VM, and they have formed an
Advanced Institute of Technology to pursue value innovation activities. The company is active in 46
countries and now has a real-time online network to help them manage this far-flung enterprise. Lee
made a specific call for assistance from SAVE International members.
Tuesday's luncheon featured a short talk and handouts by Hussein Al-Abbad of Saudi Aramco, detailing
the commitment his company has made to VM. Saudi Arabia has become a major player on the
international VM scene.
Mary Ann Lewis, representing the National Capital Chapter, reported on some inside-the-beltway action:

The Office of Management and Budget has declined to update Circular A131.

Members will receive an e-mail shortly from the National Capital on the subject of political action.

The Congressional Reception will return--after a few years off--about one year from now.
Those are the highlights that your roving reporter picked up on. If you didn't make it this year, do try for
next year. It will be held near Phoenix (Scottsdale) where I live and labor. A great time for all is
guaranteed.
Watch for more conference news in July Interactions.
Chapter News

Greater Michigan Chapter announces student contest winner

San Diego Chapter Web site and chapter activities going strong
Greater Michigan Chapter announces student contest winner
By Shannon Moscone
Chapter Effectiveness Chairperson and Secretary
E-mail: shannon.moscone@trw.com
Congratulations to Daniel Thomas, student at Wayne State University, the winner of the Greater Michigan
Chapter's Student Design and Build Contest.
The First Annual Student Design and Build Contest was held April 9, at the monthly chapter meeting, and
what fun took place--as a matter of fact, it was "egg-cellent."
During the past few months, Greater Michigan Chapter members Jim Bolton, Shannon Moscone and
Clevon Sparks visited local universities around the metro-Detroit area promoting the contest, which was
developed to spread the value methodology and encourage students to use it in a fun way.
Students were asked to design and build a device to move an egg as far as possible, without breaking it,
across the meeting room floor with the least amount of materials listed on the contest form.
Contest rules stated that the device could be started with only the movement of one finger, the egg could
not be touched during the launch or delivery, and the device had to be prepared for use in no longer than
a 15-minute time period.
The grading system of the contest depended on 1) performance, 2) creativity, 3) craftsmanship and 4)
project self-evaluation. Thomas's performance was outstanding--his device traveled 25.5 feet. Of the long
list of allowed materials, Thomas built his slingshot car using only three pencils, eight inches of masking
tape, four paperclips, four rubber bands, two corks, 54 square inches of aluminum foil and two inches of
foam.
The estimated retail cost of his device was only $2.21. He scored very high in creativity. As part of the
craftsmanship, the device had to be sturdy and robust. Thomas proved this by running his device over
and over (without having to fix or replace any parts).
He gave a presentation of his "slingshot car" as part of the project self-evaluation section. He explained
how he utilized functional analysis techniques, described the process used to design it, and touched on
difficulties that arose while designing it.
The grand prize included a trip to the 42nd Annual SAVE International Conference in Denver.
San Diego Chapter Web site and chapter activities going strong
By Ron Tanenbaum
Chapter President
E-mail: ronald.tanenbaum@ame.com
Chapter Web site going strong
The San Diego Chapter continues to enjoy an active membership. The chapter has a number of things
going on that it wishes to share with others. First is our Web site. If you have not taken the time to visit it,
please do so at www.sdsave.zzn.com.
Nils Persson, the chapter Web manager, continually updates the site and finds creative ways to improve
its presentation. The chapter truly is grateful to Persson for his efforts and contributions. We plan to bring
digital cameras to more chapter events, so that we can feature pictures of our activities and members on
the Web site.
Chapter activities
Activities this past winter included a meeting at the Sundt Construction Corporation to discuss their value
engineering of a Bachelor Enlisted Quarters Building they constructed at Camp Pendleton. As an
introduction to the session, Ron Tanenbaum presented a summary of what value engineering consists of
and the steps normally followed in the process.
The contractors present found the summary most interesting, and they began to accept that, even though
their value engineering process has a number of similarities with our Job Plan, what they really are doing
is cost cutting. The session ended with a most interesting presentation by Sundt personnel about how
they used VECP in their project, along with an expression of interest in learning more about the SAVE
International value engineering process.
Recently the chapter submitted the Chapter Effectiveness documentation to the society for award
consideration. We also are actively preparing the documents for 2003 submission. Our committee chair,
Allen Hilliker, CVS, has been instrumental in this effort.
We also are offering services to SAVE International in the review and revision of the criteria for the
Chapter Effectiveness Award, as we feel there is significant room for improvement that would generalize
the process and open opportunities for more chapters to submit.
In pursuing interests to provide the local community with support from the chapter, members have offered
pro bono services to the city of Oceanside. The city wants to build an expansion to the Oceanside
Museum of Art and is seeking the San Diego Chapter's guidance on producing the highest-quality facility
that meets the functions of the museum while staying within the allocated budget for the project. This
should be a fun-filled and cultural effort for members.
Upcoming events
Upcoming events include a general session where members will present their most interesting value
engineering case histories, an abbreviated VECP seminar, a tour of the Olivenhain Roller Compacted
Concrete Dam, currently under construction, and the chapter's second annual golf outing.
We are exploring the possibility of offering value engineering courses at San Diego State University.
SAVE International provides considerable support for such courses, including free textbooks for students
and teaching materials for the professor.
George Bartolomei, CVS-Life, currently is working with the University of Hawaii on developing such a
program. Ron Tanenbaum is in the process of arranging a meeting with the dean of engineering at SDSU
to discuss the possibility of value engineering courses being offered at that school also. Progress reports
will be posted in future issues of Interactions.
Finally, you will be hearing a lot about the 2003 SAVE International annual conference scheduled to take
place in Scottsdale, Ariz., next year. The San Diego Chapter has joined with the Arizona Chapter to
support SAVE International in planning and organizing this event. Keep your eye on Interactions for more
information in the future, and plan to attend the event in sunny Arizona next June.
Chapter Chat
Follow up on conference topics by sending in your ideas
By George Bartolomei, CVS
Phone: 858/271-8035
E-mail: bartolomeig@sdsave.zzn.com
The 2002 SAVE International annual conference will be history when you read this, and I'm sure there will
be plenty of topics to cover in the next few months as a result of discussions held during the leadership
and member meetings.
I hope there was good participation from those who attended and that chapter delegates, in particular,
voiced their opinions and made positive contributions to some of the directions proposed for rebates and
representation in the near future. I encourage anyone with follow-up ideas to write me, or put your
thoughts into an article for the next few issues of Interactions.
Meanwhile, I believe we all need to recognize and commend the many contributions made by the society
business office staff that has served our needs over the past 14 years. Melanie Epel has been the force
and energy behind a staff that has answered all our questions and responded so well to the many
requests we have made for a wide variety of reports and data. Kim Foster has set a standard for quick
turnaround and accurate detail whenever we have had need for membership and other information, and
Mary Novak has been a superpower in pulling together, editing and publishing material for Interactions.
This staff will be with us through July, when the society will transition to a new management firm who will
have some rather large shoes to fill. I, for one, will miss the current professional group of fine people. It
has been a pleasure working with them, and I wish each and all a bon voyage on their next journey,
wherever those next steps may take them.
Calendar
June 2002
June 12-15, 2002
Certified Module I and/or II
Location Open
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
June 26-29, 2002
Certified Module I and/or II
Portland, Oregon
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
August 2002
August 7-9, 2002
Certified Module I and/or II
Chicago, Illinois
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
August 29-30, 2002
Value Management Conference
Hobart, Tasmania, Australia
Contact: Beth Riddiford
Phone: +61 3 6234 1424
Fax: +61 3 6231 5388
E-mail: mail@conventionwise.com.au
September 2002
September 11-14, 2002
Certified Module I and/or II
Detroit, Michigan
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
September 16-20, 2002
Certified Module I
Melbourne, Australia
Phone: 303-674-6900
E-mail: classes@value-engineering.com
September 23, 2002
VE and the Manager: How to Profit from VE and Identify Optimum Results
Melbourne, Australia
Phone: 303-674-6900
E-mail: classes@value-engineering.com
September 24, 2002
The VECP: Getting the Benefits for Your Organization or Government
Melbourne, Australia
Phone: 303-674-6900
E-mail: classes@value-engineering.com
September 25, 2002
The VECP and the Contractor: Managing it and Making Sure You Get the Benefits
Melbourne, Australia
Phone: 303-674-6900
E-mail: classes@value-engineering.com
October 2002
October 1, 2002
The VECP: Getting the Benefits for Your Organization or Government
South Africa
Contact: Sam Martin, PE, CVS
Phone: 303-674-6900
E-mail: classes@value-engineering.com
October 7-11, 2002
Certified Module I
Evergreen, Colorado
Phone: 303-674-6900
E-mail: classes@value-engineering.com
October 9-12, 2002
Certified Module I and/or II
Newark, New Jersey
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
October 28-November 1, 2002
Certified Module I Workshop
Advanced Value Group LLC
Phoenix, Arizona
Contact: James A. Rains Jr., CVS
Phone: 248-496-8059
E-mail: rains_ja@msn.com
October 31-November 1, 2002
35th SJVE International VE Conference
Society of Japanese Value Engineering
Arcadia Ichigaya, Tokyo, Japan
Contact: Satoko Uesugi
Phone: +81-3-3724-9115
Fax: +81-3-3724-6425
E-mail: uesugi@sjve.org
November 2002
November 4-6, 2002
Certified Module II Seminar
Advanced Value Group LLC
Phoenix, Arizona
Contact: James A. Rains Jr., CVS
Phone: 248-496-8059
E-mail: rains_ja@msn.com
November 5-8, 2002
Certified Module II and VSTL/Facilitator
Evergreen, Colorado
Phone: 303-674-6900
E-mail: classes@value-engineering.com
November 6-9, 2002
Certified Module I and/or II
Herndon, Virginia or Washington, DC
Contact: Del L. Younker, CVS-Life
Phone: 407-497-9131
E-mail: DLYounker@aol.com
December 2002
December 2-6, 2002
Certified Module I
Evergreen, Colorado
Phone: 303-674-6900
E-mail: classes@value-engineering.com