Examensarbetet har utförts på Swegon AB i Kvänum som utvecklar, tillverkar och säljer klimatanläggningar för inomhusbruk. Ledningen vill se en mer strukturerad hantering av de kostnadsreduceringsarbeten som Swegon utför på sina produkter. Swegon arbetar med kostnadsreducering genom att använda metoden VAVE (Value Analysis/Value Engineering). Uppdraget som gavs var att reducera rörliga kostnader på sortimentet Compact och för att klara detta vara koordinatorer i en VAVE. I uppdraget ingick även en granskning av metoden samt att lämna förbättringsförslag som leder till att både deltagare och ledning blir nöjda med arbetssättet. Åtgärderna som bör genomföras går främst ut på att minska resurser som krävs för att utföra en VAVE. Detta uppdrag resulterade i två frågeställningar: 1. Vilka förändringar kan hittas med VAVE, som minskar rörliga kostnader vid tillverkning av Compact-aggregat?   2. Finns det förbättringar som kan implementeras i Swegons VAVE?   För att besvara frågeställning ett krävs det fullt deltagande vid förberedelse inför workshopen och under workshopen. Något som inte har genomförts är deltagande efter workshopen då det hamnar utanför examensarbetets ram. För att besvara frågeställning två krävs en analys av metoden VAVE, jämförelser med liknande metoder och teorier och egna erfarenheter från den genomförda VAVEn. Intervjuer, observationer och dokumentstudie har utförts för att få den kunskaps som krävs för att besvara frågeställningarna.   Resultatet av arbetet är förslag på åtgärder som kan införas för att minska de rörliga tillverkningskostnaderna för Compact-sortimentet med hela 12,3 %. Åtgärderna består främst av omkonstruktion och byte av befintliga komponenter. De åtgärder som ger störst besparingar planeras att ta längre tid än tolv månader vilket resulterade i ett projekt som kommer att genomföras i framtiden när resurser är tillgängliga. Resultatet är även en förbättrad version av VAVE där överflödiga moment har plockats bort samt moment som kan förbättra resultatet har lagts till eller ändrats. De moment som har plockats bort är protypbyggnation innan workshop, relationsmatris och paretodiagram. De moment som har lagts till eller ändrats är produktspecifikation, kundkrav, produktkalkyl, utvärdering och presentation av workshop.   Vidare arbete som kan vara lämpligt är att undersöka resultatet av den nya versionen av VAVE genom att utföra den ett antal gånger och jämföra resultaten med Swegons nuvarande version. / This assignment was performed at Swegon AB in Kvänum, a company that develops, manufactures and sells indoor air conditioning systems. The head management was looking for a more structured method when trying to reduce costs on their products. When constructing a cost reduction evaluation, Swegon uses the VAVE method (Value analysis/Value engineering). The assignment was to reduce the variable costs on Swegons Compact assortment, as well as being coordinates in a VAVE-evaluation. Furthermore the assignment also included a review of the VAVE method and submitting suggestions on improvements that could be made to reduce costs at the same time as both employees and management are satisfied. The measures to be made are focused on reducing the costs of constructing a VAVE evaluation. This resulted in two questions: 1. What changes could be made by using VAVE that would reduce variable costs when manufacturing the Compact products? 2. Are there any improvements to be implemented in Swegons VAVE? To answer question one, full participation was needed both when preparing the workshop and during the workshop. As participation after the workshop are outside the frames of the assignment, that was left out. To answer question two, a thorough investigation of the VAVE method was needed, as well as a comparison to similar methods and experiences from the carried out VAVE. Interviews, observations and document analysis were also done in order to answer the questions in the best way possible. As a result, the assignment suggests implementations that would reduce the variable manufacturing costs on the Compact assortment by as much as 12.3%. The measures are focused on reconstruction and change of existing components. Measures giving the highest savings are estimated to run over more than 12 months and therefore resulted in a project that will be carried out in the future when resources are available. The assignment also resulted in an improved version of VAVE where unnecessary steps are removed and elements that can enhance the results are added or changed. The removed steps is make a prototype before the workshop, relationship matrix and pareto chart. The added or changed steps is product specification, customer demands, cost breakdown, evaluation and presentation of the workshop. Suggestions on further work in this area would be to evaluate the results of the new version of VAVE, by using it multiple times and then compare it to the version that Swegon currently uses.

Abstract It starts to use Value Analysis / Value Engineering (VA/VE) in USA, but it is enhanced & glorified in Japan. It¡¦s obvious that VA/VE has contributed to adding profit for the past 50 years. Not only VA/VE, Industry Engineering (IE) and Quality Control (QC) are called as the three main management technologies of business, but also VA/VE is considered an efficient instrument of reducing cost. VA/VE is introduced to Mainland China later than Taiwan, but the achievements in Mainland China are more brilliant than Taiwan. It has introduced VA/VE to Taiwan for 30 years. It is popular to be utilized in Construction Industry and the Construction Engineering of Government, but most of small and middle size enterprises are not active in introducing VA/VE. It is to be regretted. It had found most of the issued cases for VA/VE are subjected to construction engineering. There are just few cases subjected in other industries. And the related papers focus on discussing the construction industry, it is hard to find discussing in other provinces especially in target costing, purchasing, service, business process and value chain. They just existed the theories, but lacked of real issuing from VA/VE. It found the theories just emphasize the individual flow. They didn't associate with the whole value chain and lack of combining with other reducing cost methods. They often fail in popularizing VA/VE, because they can't catch the key successful factors adequately. For the above reason, the study reviews the regarded papers, and regulates the references to find the comparison of carrying out situation in the world. Then it will direct to study the application and development of VA/VE in the Taiwan transportation industry. Firstly, it will examine the achievement of pushing VA/VE in the study case of individual company. Then, it will indicate the key successful factors and the future perspectives of VA/VE action from the experience. Finally, it will provide conclusion and suggestion in the end of this study. It will supply the company in every industry a whole and systematic basis of developing VA/VE no matter what new product developed in certain or full stages. This study will show the following results: 1. You can find the theory and method of using VA/VE in transportation industry from this study especially in target costing, customer satisfaction, service, business process reengineering and value chain. If you can use VA/VE well, you will promote the effect of cost reduction. You can find VA/VE has provided a popular measurement and method in this study and make the customer value connect to competitive strategy, product design, product manufacture and supplier procedure. You can combine VA/VE with other methods, for example target costing, tear down, business process reengineering etc, to make more value of customer and less cost of manufacture. 2. This study provides a whole real company case to show VA/VE effect. It can give the other companies for reference when they want to use VA/VE. It will reduce the groping time and error risk. 3. This study provides a VA/VE management structure and a management cycle in pushing VA/VE for the transportation vehicle industry, in order to ensure that every procedure can be carried out and obtain expected effect. 4. This study has summed up 10 key successful ways and future perspectives from the case study in pushing VA/VE. It will give the other companies for reference in promoting the VA/VE effect and opportunity of success. The main purpose is what we want to remind all the Taiwan industries to concern about "Value Management" that has been a new trend of the world.