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Value Engineering and Management Society of South Africa (VEMSSA)

Welcome to the VEMSSA Group page.

This group focuses on Value Engineering Value & Management in South Africa.



To be the Representative Body of the Value Methodology (Value Engineering / Value Management) in South Africa.


To be the preferred Professional Body of Value Engineering / Value Management Specialists and the Cornerstone of Value Engineering / Value Management support in Southern Africa


SAVE International, the world controlling body for the VE profession, describes Value Engineering as:

‘a function-orientated, systematic team approach to provide value in a product, system or service. Often, this improvement is focussed on cost reduction, however, other improvements such as customer-perceived quality and performance are also paramount in the value equation.  VE techniques can be applied to any product, system or service in any kind of business or economic sector, including industry, government, construction and service’.

All of the elements contained above provide an accurate reflection of what we have come to expect of Value Engineering practice. In order to obtain better insight into the intrinsic benefits of VE, we will expand here on some of the unique highlighted elements of this approach, differentiating it from other widely used improvement disciplines such as Theory of Constraints (TOC) and Keptner Tregoe (KT).

  • Firstly, the word Engineering in VE does not refer to the traditional disciplines of engineering but rather to the innovative thought process necessary for engineering superior decisions. Depending on the subject this may, or may not, require the input of engineers. In order to overcome this often misunderstood title many VE practitioners today have adopted the more generic title of Value Management to describe the same process. Whether you favour a description that includes engineering or management is really of little academic importance.
  • What is, however, indisputable to every VE practitioner is the function-orientated focus. It is within this unique element that the VE ‘magic’ is to be found. Identifying the functions that must be performed is the core process of Value Engineering, and then to place them in perspective, either by applying a FAST diagram (to establish sequence) or a numerical evaluation (to establish priorities). Function definitions, using just a verb and a noun, define precisely what must be done. They also conveniently provide a powerful springboard for the creative thought process when developing lower cost alternatives.
  • VE follows asystematic approach through adoption of a well structured Job Plan comprising several phases of analytical and creative thought processes in their proper order. It is pointless developing solutions until the current state of affairs is clearly, and functionally, defined and understood by all.
  • The quality of VE decision making is a direct result of the caliber and experience of the multi-disciplined team members assigned to the task. Relying heavily on group dynamics this approach ensures that the subject is examined from all points of view, often including the customer and/or supplier. Eight to twelve members comprise the ideal size team although up to as many as thirty participants may occasionally be required in order not to exclude any important stakeholders from the process.
  • All of this Value Engineering effort is directed at optimizing the Value Equation; with Value being the relationship of functionality to cost. In some cases value is enhanced when more function is accomplished, and in other cases when cost is reduced. Often the best value improvement results in more function at lower cost.

These results can only be successfully achieved by following a structured approach that systematically defines and evaluates functions and through the collective wisdom of the multi-faceted team seeks out creative alternatives; and that is the business practice known as Value Engineering.

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