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"Value Add Practices" includes value planning (VP), value engineering (VE), and value analysis (VA). VM is utilized by the electronics fields, engineering disciplines, aerospace, automotive and construction corporations, and progressively in the service industries. VM techniques have been proven feasible in all types of construction, architectures, offshore oil and gas rigs, private sector industry to governmental agencies. 

With adequate manufacturing/engineering services it's essential build in value add practices and incorporate them into better business practices. Value Stream Mapping (VSM) has been the tool of use by many process-based personnel looking to evaluate where value is being added to a product or even taken away. Additionally, a "Project Execution Plan" (PEP) can also be used to evaluate value add practices and their impact on customer satisfaction. This plan should setup: 

a series of meetings/interviews;

a series of client (or stakeholder) feedback-based reviews; 

attendees should be clients, investors, and stakeholders;

the purpose and timing of the reviews. 

This type of preoperational planning and analysis can increase return on investment (ROI) and create higher levels of customer satisfaction.

Information Flows

Weekly order

Monthly order



Production Control

Material flows

Phase I

Phase II

Phase III

Phase IV

VSM Phases .jpg
VSM Phases .jpg

Production lead time =

Processing time =

Lead time ladder

This binary approach allows an Executive to see the company process is either contributing value or creating waste. From there better "Standard Operating Procedures" (SOP) can be developed to not only to boost compliance, but raise quality, and create more efficient throughput.

This creates a naturally operating corporate culture with innate multi-tasking capabilities with a greater emphasis on quality. Higher quality procedures with intrinsic compliance harnesses compliance as impetus for great levels of company performance thus leading to greater product value. Thus creating a cyclical action of feedback, quality development, better product creation, and higher customer investment.


Quality: Meeting all the client's expectations before final delivery.

"Maximum value" is derived from achieving a mandated level of quality at the cheapest price (i.e. capitalistic setup). Or it can be the highest level of quality that can be achieved for a specified cost.


Or, at the minimum, an optimal compromise between the two aforementioned variables. Therefore, VM is the process to acquire the maximum value on a value scale ascertained by the client. VM is also about cost reduction and waste elimination.

"Life-cycle costing" is a fundamental component of VM. It is a methodized action used to deal with all the considerations of the cost of ownership based on the anticipated life-span of a project or product. It's important that adequate financial backing with proper risk management mitigation is taken with these considerations:

Investment costs: deployment site costs, design fees, legal fees (patenting), assembly costs, tax considerations development grants and available liquid funding acquisition.

Energy costs: electricity, heat, steam, air, nuclear, or whatever energy resource is readily available.

Operational and maintenance costs: these includes preventive & predictive maintenance, repair/replacement services, insurance rates, and other over-head costs.

Depreciation Factor: machines, vehicles, components and other items tend to lose monetary value over time.

And with all these considerations value must still be enhanced and with hybrid funding it's even more achievable as demonstrated in the chart below:

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Without value nothing sells: with ascribed projected value anything can sell. Here at ISS we are dedicated to Value Management Services (VMS) for taking our clients into a more profitable future.

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