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Book Review by Paul J Whitehouse

Section I – Maps of the Mind – Attitudes & Thinking

Chapter 1; some broad brush economics & productivity, which, with reference to the nature of change & human behaviours both current, at that time, & that required into the future, set the scene to position Value Engineering as the methodology best suited to the situation. Some eerie relevance to the present day remains.

Chapter 2; goes deeper into Change with simple but profound examples & warns against maintaining the status quo.

Chapter 3; talks of the brain, while some of this material may be dated, significant elements remain pertinent.
Here van Heerden begins to identify the differences between thinking & go further to celebrate those differences.

Chapter 4; some twenty pages describe the “Psychological Map” of the late Dr Clare Graves the obvious input of Dr D. E. Beck, are captured here in a very readable manner.
If you have never heard of the Psychological Map or Spiral Dynamics this is a great primer.

Chapter 5; logic & the information processing of Homo sapiens, the nature of looking back on experience & knowledge to make decisions into the future, needs/wants are put into perspective & the call for early upfront planning & a sound decision-making methodology are emphasised.
A Japanese quote; “You Westerners take decisions very quickly – but you take a long time implementing them & fixing errors.
We take a long time taking decisions, but our implementation is quick & effective.” Current relevance is obvious.

Chapter 6; the nature of the creative brain is discussed here & the relationship between creativity & function. That is Function as understood in Value Engineering terminology.

Chapter 7; interacting with a workforce less “compliant” than in the past, Value Engineering is proposed as the approach.
Value Engineering is described via the Value Think Plan, i.e. methodology steps, van Heerden states the apt process application away from the traditional “hardware workshops” & see the use of Value Engineering in the widest possible terms.

Chapter 8; information, its gathering, format, accuracy & appropriateness are critiqued, van Heerden is critical of the ‘accountant” type who typically describes information in monetary terms, usually banishing other non financial data.
Collecting data by 80:20 Pareto Principles are encouraged, with increasing information the principle becomes more relevant, practical applications are shown.

Section II – Looking to the East – the Japanese Experience

Chapter 9; comparisons between Japan & South Africa are drawn, particularly management attitudes & the industrial relations.
Visits to Japan have impressed van Heerden who, with his Value Engineering mind, he sees how the Japanese patience & acceptance of the fact, that in order to make good decisions, one requires quality information gathered in a participative manner, has led to their success.

Chapter 10; van Heerden recounts the acceptance, application & role of Value Engineering in making Japan the success it is.

Chapter 11; Japanese management & its participative nature are shown & Value principles are shown with respect to management & the social role of business.
Much discussion is taken up with Quality, with Quality Circles & their acceptance in Japan. The role & gravity of Value Engineering training in Japan is revealed.

Section III – Value Management – What is happening in South Africa & the USA?

Chapter 12; value is discussed in depth with discourse around how it changes, reference is made to effective communication via the use of Value Management

Chapter 13; the use of Value Circles in South Africa is discussed, as is how the participative Value discipline is able to stimulate both brain hemispheres.

Chapter 14; essentially a single & profound case study, a manufacturing business and organised labour, deadlocked in dispute, Value Circles were introduced, resulting in improved communication & understanding as well as reduced racial tension, & a more productive business.

Chapter 15; a case study of Value Engineering in a major mine equipment supplier, the tangible savings, creativity, communication, all leading to an improved workplace environment.

Chapter 16; Value Management in a steel manufacturing sector reflects significant tangible savings, plus intangible benefits, includes supporting graphs.

Chapter 17; comprises insights into the influence of Value Management & Value Engineering in diverse business environments.

Chapter 18; applications in the USA, makes this a “How to” chapter, the process is well described, included are graphs & several enlightening diagrams.

Conclusion; this book has been around for quite a while, however content relevance remains, it ought to be common knowledge, but there is nothing common about knowledge!
Content is good & reflects van Heerden’s sincere passion for the Value discipline.

Please note that the indicated price excludes VAT when purchased in South Africa, postal and delivery costs.