SADC54 57883146B SADC 54 过程控制PC卡 ABB
演员，或真正有益的选择。有时评估
将受到时间、预算或偏见的限制。假设或计算中偶尔会出现未检查的错误。防止失望的好方法是
良好的培训和责任团队的良好经验。
1.3价值工程
价值分析或价值工程（VE）描述了一种高度复杂的分析过程，其起源于装备
二次世界大战的短缺。为了维持和增加战争相关产品的产量，通用电气公司的工程师开发了一种有组织的方法来识别设备或系统提供的主要功能或服务。然后他们看着
当前的解决方案，看看它是否真正以简单和具成本效益的方式实现了目标，或者是否有一种替代方法可以以更简单、成本更低或更高的方式完成工作
暖通空调工程基础：1部分
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暖通空调工程基础：1部分3
这是一种持久的方式。价值工程过程的结果现在已经渗透到我们的生活中，而且这些技术在商业中无处不在。以我们改进的汽车构造方法、家用电器等为例。甚至更新的技术，如
与电视和计算机有关的技术已通过以下方式得到改进：
个人和组织在挑战
现状是不充分或成本太高。
阿尔方索·德尔·伊索洛通常被认为是
将价值工程引入建筑行业，该行业定义包括暖通空调系统。戴尔“伊索洛都”写道
书“1”并领导研讨会，建立了
价值工程在建筑和工程公司的实践
以及遍布全国的客户办事处。
有一个全国性的专业协会，称为SAVE（协会）
美国价值工程师），总部位于乔治亚州士麦那。这个
社会证明并支持那些对价值工程过程的原则和实践感兴趣和承诺的人。
建筑中的价值工程假设了一个问题。它可以
可以是广泛的关注点，如系统，也可以是狭义关注点
例如设备或部件。价值工程过程攻击了现状
分为四个阶段。
1.收集信息。清楚简洁地确定关注项目的目的。然后收集与性能、组成、预期寿命、资源使用、建造成本、构成其职责的因素等相关的信息，
以及用于呈现信息的表格。确定成本高的领域
制造和运行。了解项目的一般情况和
细节
2.开发替代方案。首先问一个问题，我们是否需要
这件事，这项服务？或者我们是习惯还是传统？
如果需要该功能，那么询问，我们还可以如何实现
目标相同吗？我们是否可以合理地降低我们的期望，或者可以接受地降低我们努力的程度？我们能否消除多余的材料（使其更轻或更小）？我们能换一个少一点的吗
昂贵的组装？我们能消除一部分装配劳动吗？我们可以将一系列多尺寸单元标准化为几个吗
组件？
在这个阶段，我们学会了不去批评，不去评价，因为“疯狂”产生了“赢家”不要对你不感兴趣的事情感到沮丧
要有创造力，思想开放。把想法写下来。
3.评估备选方案。
SADC54 57883146B SADC 54 过程控制PC卡 ABB
SADC54 57883146B SADC 54 过程控制PC卡 ABB
actors, or the truly beneficial alternative. Sometimes the evaluation
will be clouded by constraint of time, budget, or prejudice. Occasionally there is an error in assumption or calculation that goes unchecked. The best defense against disappointment is the presence of
good training and good experience in the responsible group.
1.3 Value Engineering
Value analysis or value engineering (VE) describes a now highly sophisticated analytical process which had its origins in the materiel
shortages of World War II. In an effort to maintain and increase production of war-related products, engineers at General Electric developed an organized method of identifying the principal function or service to be rendered by a device or system. Then they looked at the
current solution to see whether it truly met the objective in the simplest and most cost-effective way, or whether there might be an alternative approach that could do the job in a simpler, less costly, or more
HVAC Engineering Fundamentals: Part 1
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HVAC Engineering Fundamentals: Part 1 3
durable way. The results of the value engineering process now permeate our lives, and the techniques are pervasive in business. Consider our improved automobile construction methods, home appliances, and the like as examples. Even newer technologies such as
those pertaining to television and computers have been improved by
quantum leaps by individuals and organizations challenging the
status quo as being inadequate or too costly.
Alphonso Dell’Isolo is generally credited as being the man who
brought value engineering to the construction industry, which industry by definition includes HVAC systems. Dell’Isolo both ‘‘wrote the
book’’1 and led the seminars which established the credibility of the
practice of value engineering in architectural and engineering firms
and client offices across the land.
There is a national professional society called SAVE (Society of
American Value Engineers), headquartered in Smyrna, Georgia. The
society certifies and supports those who have an interest in and commitment to the principles and practices of the VE process.
Value engineering in construction presumes an issue at hand. It can
be a broad concern such as a system, or it can be a narrow concern
such as a device or component. The VE process attacks the status quo
in four phases.
1. Gather information. Clearly and succinctly identify the purpose(s) of the item of concern. Then gather information related to performance, composition, life expectancy, use of resources, cost to construct, the factors which comprise its duty, etc. Make graphs, charts,
and tables to present the information. Identify areas of high cost in
fabrication and in operation. Understand the item in general and in
detail.
2. Develop alternatives. First ask the question, Do we even need
this thing, this service at all? Or are we into it by habit or tradition?
If the function is needed, then ask, How else could we accomplish the
same objective? Could we reasonably reduce our expectation or acceptably reduce the magnitude of our effort? Could we eliminate excess material (make it lighter or smaller)? Could we substitute a less
expensive assembly? Could we eliminate an element of assembly labor? Could we standardize a line of multisize units into just a few
components?
In this phase, we learn not to criticize, not to evaluate, for the ‘‘crazies’’ spawn the ‘‘winners.’’ ‘‘Don’t be down on what you are not up on.’’
Be creative and open-minded. Keep a written record of the ideas.
3. Evaluate the alternatives.
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