To assist state DOTs in the application of VE, the AASHTO Task Force on Value Engineering, originally organized in 1985, has developed the publication, Guidelines for Value Engineering, already cited. Portions of the publication[22] are summarized in Arts. 10.2.1 through 10.2.6. The AASHTO value engineering technical committee maintains a useful website, www. wsdot. wa. gov/partners/AASHTOVE. Also, a VE engineering conference is sponsored every 2 years.
AASHTO has taken the position that every member state should establish an ongoing VE program to improve design excellence and achieve cost and quality control. VE is seen as a means for addressing the problem of rising costs and diminishing resources through applications in many areas such as project development, construction, traffic operations, and maintenance.
10.2.1 Elements of a Successful VE Program
AASHTO suggests the following as important elements of a successful VE program:
• A firm commitment of resources and support by executive management is the most important element for ensuring the success of a VE program.
• All levels of management must understand and support VE.
• A state VE program requires the development of a policy directive describing where, when, how, and to what specific areas of work the VE effort should be directed.
• It is essential to provide some degree of VE training and program familiarization at every level within the state organization.
• For optimal results in the project development phase, VE should be performed as follows:
Early in the planning-design process to maximize potential product improvement and cost savings.
On high-cost and/or complex projects.
By a multidisciplinary team of professionals trained in VE techniques.
• A value engineering change proposal program to encourage contractors to develop construction VE proposals allows the state to benefit from a contractor’s design and construction ingenuity, experience, and ability to work through or around bureaucratic restrictions. Some important elements of a successful, ongoing VECP program are the following:
Processing of proposals must be kept simple and done quickly.
Cost savings are shared with the contractor.
Change proposals become the property of the state, and the concept may be used on future projects.
Change proposals should not compromise any essential design criteria or preliminary engineering commitments.
Change proposals cannot be the basis for a contract claim. The state agency has the option to reject, with good justification, contractors’ proposals.
• It is essential that all VE team recommendations and contractor proposals be fairly reviewed and expeditiously evaluated for implementation.
• VE techniques can also be used to improve productivity in other areas of a state’s transportation program, including traffic operations, maintenance processes, procedures and operations, standard plans and specifications, and design criteria and guidelines.
• VE programs within the state organization should be closely monitored, evaluated, and modified to ensure the program’s effectiveness.
It is also emphasized that understanding and support of VE by top management are the most important factors in a successful VE program. Such support is needed initially to ensure adequate funding for training of staff and establishment of the program. Once the VE program is established, the continuing active involvement of top management is needed to create and maintain positive attitudes.
