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1.

In the above process, it highlights the missing links or the functions, which have been
overlooked.
2. FAST diagramming demonstrates that the problem has been thoroughly analysed by
the team and helps in persuading the decision makers to accept the VE team
recommendations.
FAST Diagram for Pen
PART
Head
Cylinder

Tail
Rings(Front & Back)
Cap
Refill Control Flow
Ink in Refill

FUNCTION
Position refill
Locate refill
Provide grip
Protect refill
Improve aesthetic
Show ink-level
Support refill
Help location
Protect tip
Facilitate carrying
Contain ink
Make marks

REMARKS

Serration on cylinder
Carry name & logo
Transparency

Projection on cap

Looking at the FAST diagram, Sachin murmured, I never thought that poor little pen is
doing so many things.
Neither did I. agreed Parag, but now I think Prashant has to put costs against each part so
that our FAST Cost Diagram gets ready,
Here I put the costs and our diagram is ready.
Now I think we must find out alternative means to achieve our means at lesser costs.
recalled Shalini.
Lets have brainstorming on this, so that we will be able to generate a lot of ideas in short
time. agreed Prashant.
Yes. Even Tanaka suggested the same technique. If I recall, he named this phase as Creation
Phase.

IDEA STIMULATORS CREATION PHASE:


As opposed to negative attitudes and mental blocks, what is needed is appositive
approach with an inquiring mind. An inquiring mind is never satisfied with things as they are.

It is always seeking ways to make things better, and do things better. It assumes that anything
and everything can be improved.
Intensive questioning and searching precedes the creative phase in VE. Some of the
questions that are actually Idea Stimulators are listed below:
What is the item?
What is the basic function?
Is the function really required?
Can it be fulfilled in any other way/
What is the cheapest method of providing this function?
Which are the secondary functions?
Are they really necessary?
Can they be eliminated or combined?
Can the essential function be provided by any other existing part?
Can it be simplified?
Is it overdesigned?
What are competitors using or doing?
Are specific finish and tolerances really necessary?
Is right process being used for the required volume?
There can be many more additions to this list. But is important is important is that the
team should delve deep and spare no question to understand all about the item and its
functions, so that the brain starts forming ideas of alternate methods to provide the functional
requirements at this stage itself.
Taking out his notepad Prashant told his colleagues, In fact the entire success of our project
depends on this phase. So lets be as imaginative as possible. Shalini, we start with you.
Come on, shoot.
First Shalini, then Sachin and one by one everybody started and Prashant noted down each
idea. After about two hours they all were thoroughly exhausted. They decided to meet after
two days.
How many ideas do we have Prashant? asked Parag.
Well, quite a few. But I think we will have to evaluate each on the basis of Cost and
Savings. Replied Prashant

Not just that, Prashant. In the Evaluation Phase, along with costs and savings we do check
whether it will perform the basic function and meet all the requirements. Added Sachin.
Then they put each alternative to the acid test of four criteria and finally came down to first
short list of four alternatives. They were listed below in Prashants note pad.
1. Eliminate head and make it part of cylinder
2. Eliminate tail and make it part of cylinder
3. Eliminate rings
Everybody was looking at Parag, the design man. He told his team members, Out of option
number one and two we will have to choose any one as we cant do both. And Rings are
something we should have eliminated long back.
I prefer option number one to two. If we eliminate the Tail and enlarge the Cylinder we
might face some problems in manufacturing. Whereas, eliminating the Head is quite simpler.
Shalini.
I think we must properly document our proposals and submit it to Lalaji. Sachin suggested.
Our recommendation should be substantiated with financial and operational details as well.
Parag.
Definitely, I recall Tanaka told us that top management understands language of money. And
in Recommendation Phase we will submit the proposal for change, reason for change, new
investments and annual savings. Replied Prashant.
The group got busy into preparing the report that included:
A. Designed change suggested
B. Reason for change
C. Additional expenditure required (for new die, advertising expenses etc.)
D. Savings (cost of rings, elimination of one process etc.)
The group fixed up an appointment with Lalaji. Lalaji was pleased to learn that team has
completed the project. He made a suggestion to invite Tanaka for presentation. That was
gladly accepted.
Presentation went on very well. Lalaji accepted all the recommendations.
Congratulations. A delighted Tanaka said to the team you have really done a great job.
Now comes the most crucial point: the Implementation Phase. Many good projects have
failed at this stage.
You never mentioned this point. Queried Prashant.
I did not want to discourage you at the training stage itself.
Then how do we ensure success.
First list down all the activities. Then put the time required for each. You can even prepare a
PERT chart. And remember you fail or succeed as team. Therefore do not commit a mistake

of allocating one person to one activity: make the whole team responsible for each activity
and success will be yours.
Next day they all gathered and prepared a PERT chart. The total time for all activities was
three weeks. Some of the main activities listed were:
A. Design modifications
B. Fabrication of a new die.
C. New advertisement campaign
D. Trial production runs
I think we must meet every three days to monitor the progress. Suggested Shalini.
Everybody agreed.
Three weeks later Lalaji called Tanaka, Thank you Tanaka. Two days back we had a
successful trail run. And next week our pens will reach the retailers.
Oh, great! I have been watching your advertisement.
Thanks once again for completion of project.
I am afraid Lalaji, you have not finished the project as of yet. You have still to do the last
phase of our exercise.
Which is that.
This is Audit and Follow Up Phase. You will have to compare the actual with that of
expected. You may not be able to do it now, but sooner or later you will have to do it. And
remember, now you will have to do it yourself.
Lalaji nodded his head in agreement.
Lalaji had not been in any Management school and so had not learned on obnoxious habit of
getting money without working with hands, so he did everything himself.

SUMMARY OF JOB PLAN:


No
.
1.

Phase

Descriptions/Comments

Orientation

To create awareness and learn the methodology of tool.


Training sessions for all supervisory and managerial staff on VA and
VE.
Exposures to techniques like ABC, Pareto etc. for selection of project.
Formation of team consisting of experts from various functions.

2.

Information

To collect all the information pertaining to the project(product)


Work can be divided among team members.

3.

Function

To develop FAST diagram


Start from basic function and probe further with WHY? And HOW?
List down all the function for all the parts.

4.

Creation

To develop alternate means to achieve these functions.


Brainstorming sessions to generate ideas.

5.

Evaluation

To do cost- benefit analysis and arrive at optimum choice.


Check whether the alternative suggested performs

6.

Recommendation

To submit the details about the proposed changes with financial


implications. Report includes proposed changes, reasons for changing,
new investments and annual savings.

7.

Implementation

To execute the proposed/ accepted changes.


List down all the activities and fix up the time frame for each.
Make the entire team responsible for all the activities.

8.

Audit/ Follow up

To compare the actual results with that of expected.


Can be done only after complete execution of the project
Responsibility of top management alone

APPLICATION OF VALUE ANALYSIS:


Many a times designers specify particular tolerance limits in the name of quality but
actually such a rigid specification does not add any value to the customer. Secondly rigid
specification calls for sophisticated machines with difficult production process. VA/VE
exercise helps in fixing or analysing the design tolerances, which in turn helps in simplifying
the processes.
In the life cycle of product, VA exercise is carried out at the maturity stage. Functional
analysis done at that stage helps to position in the same product in different niches by just
varying the proportion of Use and Aesthetic functions.
It is abundantly clear that analysis rests on the sole principle of eliminating everything
that is non-value adding. It can be applied to almost everything, not only products, process
systems and services but also to your life, enriching it by eliminating all activities that do not
add value.

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