SIST EN 1325:2014
(Main)Value Management - Vocabulary
Value Management - Vocabulary
EN 1325 defines language for optimising performance and productivity by using Value Management. This standard defines terms on Value Management (VM). This standard aims to: - promote and define common language for Optimising Performance and Productivity by using Value Management; - define the main terms of the “Value Management (VM), Value Analysis (VA), Function Analysis (FA)” field; - define names for important methods and tools; - establish a single source for generic terms; - create accessible language for international communication; - publish useful definitions for specialists and non specialists; - clarify differences which may exist in language where a word in common use is used to signify a specific meaning in Value Management; - reduce the risk of inconsistency between standards applied internationally.
Value Management - Wörterbuch
Diese Norm legt die Sprache für die Verbesserung von Leistung und Produktivität unter Verwendung von Value Management fest. Diese Norm definiert die Begriffe zum Value Management (VM). Diese Norm beabsichtigt:
- die allgemeine Sprache für die Optimierung von Leistung und Produktivität unter Verwendung von Value Management zu fördern und festzulegen;
- die grundlegenden Begriffe des Begriffsfeldes
- Value Management (VA), Wertanalyse (WA), Funktionen-analyse (FA)“ zu definieren;
- die Bezeichnung für wichtige Methoden und Instrumente festzulegen;
- einen einzigen Ausgangspunkt für grundlegende Begriffe zu schaffen;
- eine für die internationale Kommunikation verwendbare Sprache zu schaffen;
- sinnvolle Festlegungen für Fachleute und Laien zu veröffentlichen;
- zur Klärung möglicher, sprachlicher Unterschiede beizutragen, wenn ein Wort des allgemeinen Sprachgebrauchs zur Bezeichnung eines speziellen Sachverhaltes im Value Management verwendet wird;
- das Risiko der Widersprüchlichkeit zwischen den verschiedenen, international verwendeten Normen zu vermindern.
Management de la valeur - Vocabulaire
La présente Norme définit le langage permettant de maximiser les performances et la productivité au moyen
du Management par la valeur.
La présente Norme définit les termes relatifs au Management par la Valeur (MV).
La présente Norme a pour objet :
- de promouvoir et définir un langage commun permettant de maximiser les performances et la
productivité au moyen du Management par la valeur ;
- de définir les principaux termes du domaine du « Management par la Valeur (MV), Analyse de la
Valeur (AV), Analyse Fonctionnelle (AF) » ;
- de définir les noms applicables aux méthodes et outils importants ;
- d’établir une source unique pour les termes génériques ;
- de créer un langage accessible pour la communication internationale ;
- de publier des définitions utiles pour les spécialistes et les non spécialistes ;
- de clarifier les éventuelles différences de langage lorsqu’un terme d’usage courant est utilisé pour
désigner un terme spécifique dans le domaine du Management par la valeur ;
- de réduire le risque d’incohérence entre les normes appliquées au niveau international.
Upravljanje vrednosti - Slovar
Standard EN 1325 določa jezik z namenom optimizacije delovanja in produktivnosti pri uporabi Upravljanja vrednosti. Ta standard določa pogoje za uporabo programa Upravljanje vrednosti (VM). Cilji tega standarda so: - spodbujanje in opredelitev skupnega jezika za optimizacijo delovanja in produktivnosti z uporabo programa Upravljanje vrednosti; - opredelitev osnovnih izrazov področja "Upravljanje vrednosti (VM), Analiza vrednosti (VA), Funkcijska analiza (FA)"; - opredelitev imen ključnih metod in orodij; - vzpostavitev enotnega vira za splošne izraze; - ustvarjanje jezika, primernega za mednarodno sporazumevanje; - objava uporabnih definicij za strokovnjake in laike; - razjasnitev razlik, ki morda obstajajo v jeziku, ko beseda, ki se uporablja v splošnem jeziku, označuje določen pomen v Upravljanju vrednosti; - zmanjšanje tveganja neskladnosti med standardi, ki se uporabljajo na mednarodni ravni.
General Information
Relations
Standards Content (Sample)
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.Upravljanje vrednosti - SlovarValue Management - WörterbuchManagement de la valeur - VocabulaireValue Management - Vocabulary03.100.40Raziskave in razvojResearch and development01.040.03Storitve. Organizacija podjetja, vodenje in kakovost. Uprava. Transport. Sociologija. (Slovarji)Services. Company organization, management and quality. Administration. Transport. Sociology. (Vocabularies)ICS:Ta slovenski standard je istoveten z:EN 1325:2014SIST EN 1325:2014en,fr,de01-junij-2014SIST EN 1325:2014SLOVENSKI
STANDARDSIST EN 1325-2:2004SIST EN 1325-1:20001DGRPHãþD
SIST EN 1325:2014
EUROPEAN STANDARD NORME EUROPÉENNE EUROPÄISCHE NORM
EN 1325
March 2014 ICS 01.040.03; 03.100.40 Supersedes EN 1325-1:1996, EN 1325-2:2004English Version
Value Management - Vocabulary - Terms and definitions
Management par la valeur - Vocabulaire - Termes et définitions
Value Management - Wörterbuch - Begriffe This European Standard was approved by CEN on 3 February 2014.
CEN members are bound to comply with the CEN/CENELEC Internal Regulations which stipulate the conditions for giving this European Standard the status of a national standard without any alteration. Up-to-date lists and bibliographical references concerning such national standards may be obtained on application to the CEN-CENELEC Management Centre or to any CEN member.
This European Standard exists in three official versions (English, French, German). A version in any other language made by translation under the responsibility of a CEN member into its own language and notified to the CEN-CENELEC Management Centre has the same status as the official versions.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre:
Avenue Marnix 17,
B-1000 Brussels © 2014 CEN All rights of exploitation in any form and by any means reserved worldwide for CEN national Members. Ref. No. EN 1325:2014 ESIST EN 1325:2014
EN 1325:2014 (E) 2 Contents Page Foreword .3 Introduction .4 1 Scope .5 2 Terms and definitions .5 2.1 General terms related to value .5 2.2 General terms for value management .8 2.3 Terms related to core methods of value management .9 Annex A (normative)
Alphabetical index . 17 Bibliography . 19 SIST EN 1325:2014
EN 1325:2014 (E) 3 Foreword This document (EN 1325:2014) has been prepared by Technical Committee CEN/TC 279 “Value management - Value analysis, functional analysis”, the secretariat of which is held by AFNOR. This European Standard shall be given the status of a national standard, either by publication of an identical text or by endorsement, at the latest by September 2014 and conflicting national standards shall be withdrawn at the latest by September 2014. Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights. This document supersedes EN 1325-1:1996 and EN 1325-2:2004. The main technical change compared to the previous versions is the updating of the terms and definitions. According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following countries are bound to implement this European Standard: Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom. SIST EN 1325:2014
EN 1325:2014 (E) 4 Introduction This European standard defines terms for Value Management (VM), to develop consistent language for use in optimising performance and productivity for organizations, projects, products, and services. Value Management is founded on the concept of value and on the functional based approach. Value Management approaches and methods are used on the general management level of companies and organizations, for the development of products and services, or to work out the optimised solution of many kinds of industrial and organizational problems. The concern of these approaches and methods for the end purposes, or functions, of the matter examined, and their search for the optimisation of these functions in relation to the means, resources or expenditures which are necessary for their attainment, are very important factors of the overall efficiency and competitiveness of companies and organizations. European Standards are being developed to promote unified concepts and the highest level of expertise and efficacy in the European countries. In order to achieve a common way of practice of these methods, and a common understanding of the standards it is essential to define and standardise in a vocabulary standard the precise meaning of the specialised terms which are used. If the standards on Value Management methods which are just now being developed require a correction or adaptation of terms and definitions then this will be taken into account by a revision of this standard. SIST EN 1325:2014
EN 1325:2014 (E) 5 1 Scope This European Standard defines language for optimising performance and productivity by using Value Management. This European Standard defines terms in Value Management (VM). This European Standard aims to: — Promote and define common language for Optimising Performance and Productivity by using Value Management; — Define the main terms of the “Value Management (VM), Value Analysis (VA), Function Analysis (FA)” field; — Define terms for important methods and tools; — Establish a single source for generic terms; — Create accessible language for international communication; — Publish useful definitions for specialists and non specialists; — Clarify differences which may exist in language where a word in common use is used to signify a specific meaning in Value Management; — Reduce the risk of inconsistency between standards applied internationally. 2 Terms and definitions For the purposes of this document, the following terms and definitions apply. NOTE When a term, which is defined in this vocabulary, is used in the definition of another term, it is printed in bold type. 2.1 General terms related to value 2.1.1 value
measure which expresses how well an organization, project, or product satisfies stakeholders’ needs in relation to the resources consumed
Figure 1 — The concept of value SIST EN 1325:2014
EN 1325:2014 (E) 6 Note 1 to entry: Value informs assessment (or judgement) of solutions: it is an index of relevance, constituting a decision-making support. The concept is relevant to all possible scenarios and can also include a decrease of negative impacts with constant services, through an increase of services, innovative approaches, and integrating an increase in the services with the reduction of negative impacts. Note 2 to entry: Value is relevant for any type of object: tangible or non tangible product, service, process, organization. Note 3 to entry: All the combinations of increase / reduction of the provided services and the consumed resources are possible, subject to yielding an improvement of the general result. An approach of « cost reduction » does not improve value when it entails a reduction of the provided services which is not controlled or an increase of the negative consequences. Note 4 to entry: Satisfaction of need can be assessed only with regard to reference functions which define the supposed needs or provided services and constraints to be met. This logic fundamentally distinguishes the value management approach from any other approach of optimisation, design or more generally of problem solving. Note 5 to entry: According to the subject of the project, it is relevant to consider satisfaction (or contributions) from a point of view wider than the reference functions defining the provided services, and being possibly linked to: — positive effects for the environment, social, or broader economy; — gains and advantages for the parties involved in the project; — uncertainties as to what benefits, foreseen or not (upside potential) may be required or achieved; and — uncertainties in the balance of risks and opportunities. Note 6 to entry: According to the subject of the project, such as where the environment comprises human beings the notion of “consumption of resources”, due to its more general meaning, can bring a relevant way to evaluate a proposal. It is possible to consider, as for the perceived advantages, the consequences from more global points of view and from various timescales, comprising: — the consequences on the environment of the subject or of the stakeholders (economic, social, ecological consequences, etc.); — the identification and the assessment of the resources at stake to cover risks and opportunities associated with choices (market scenario risks and opportunities, possibilities and constraints of the fulfilment of the requirements, project risks and opportunities, risks and opportunities of evolutions of the environment, even of the needs, etc.); — the uncertainties as to resources which may be consumed, constrained, or present, foreseen or not, balancing upside potential and risk; — uncertainties in balance of risks and opportunities. Note 7 to entry: When making an assessment of value some organizations may examine the global perspective as well as the organizational perspective. This implies that, in addition to stakeholders need and consumption of resources, positive and negative impacts beyond the interests of the stakeholders should be considered. 2.1.2 stakeholder person or organization which has an interest in and influence on a product at any time during its life cycle 2.1.3 customer person or organization who has the potential to be a user or enquirer of a product at any time during its life cycle SIST EN 1325:2014
EN 1325:2014 (E) 7 2.1.4 user person or organization for which the product is designed and which exploits at least one of its functions at any time during its life cycle Note 1 to entry: A user can be an external or internal customer. 2.1.5 product result of activities or processes, any goods, process, service, system, strategy or organization Note 1 to entry: A product can include service, hardware, processed materials, software or a combination thereof. Note 2 to entry: A product can be tangible (e.g. assemblies or processed materials) or intangible (e.g. knowledge or concepts), or a combination thereof. Note 3 to entry: A product can be either intended (e.g. offering to customers) or unintended (e.g. pollutant or unwanted effects). [SOURCE: EN ISO 9000:2005, EN ISO 14024:2000] 2.1.6 constraint characteristic result or design feature which is made compulsory or has been prohibited for any reason, with no alternative possibility being left Note 1 to entry: Constraints are generally restrictions on the choice of solutions in a value study. Note 2 to entry: The constraints can result from laws, from standards, from the demand of the market. These elements contribute to the characterisation of the functions. It is wise to record the relationship between them and the functions to which they apply (traceability). Note 3 to entry:
Given the importance which the constraints can have on the definition of the product, it is good practice to justify any specified constraint. Note 4 to entry:
To facilitate the reading of the results of the Function Analysis, constraints can be included in a particular section of the FNE. 2.1.7 cost expenditure incurred on, or attributable to, a given product Note 1 to entry: Cost is expressed in terms of money expended by one or more stakeholders. 2.1.8 need what is necessary for or desired by the user Note 1 to entry: A need can be declared or undeclared; it can be existing or potential. 2.1.9 resources everything that is required to satisfy the needs Note 1 to entry: Resources include not just cost (both long and short term) but also time, materials and other inputs, whether physical such as materials or abstract such as intellectual property, sustainability and social impact. Note 2 to entry: Resources used include initial cost plus operation costs plus other considerations such as influence on environment SIST EN 1325:2014
EN 1325:2014 (E) 8 2.1.10 life cycle
time interval from product inception until its removal from use and disposal Note 1 to entry: Life cycle encompasses evolution undergone by a product studied in the course of time, from its conceptualisation to its withdrawal. 'Withdrawal' should be understood as the final elimination of the product beyond its withdrawal from service. Note 2 to entry: Examination of life cycle may consider product usage conditions which may be encountered including scenario planning, risk assessment, transport, handling, storage, intended duration of use and other factors. 2.1.11 life situation
product usage condition (for transport, handling, storage, maintenance, various applications, etc.) with the respective occurrences and duration 2.2 General terms for value management 2.2.1 value management
VM style of management, particularly dedicated to motivating people, developing skills and promoting synergies and innovation, with the aim of maximising the overall performance of an organization Note 1 to entry: Applied at the Corporate perspective, Value Management relies on a value culture taking into account value for both stakeholders and customers. At the operational perspective (including project oriented activities), it implies in addition the use of appropriate methods and tools. Note 2 to entry: Value Management can also be considered as a framework within which methods and tools are deployed to improve performance. Terms for core tools are defined in this standard. 2.2.2 value culture attitude, awareness and sufficient knowledge of what the concept of value represents for an organization and its stakeholders and of the factors that may affect this value Note 1 to entry: It includes an appropriate knowledge of available methods and tools and an awareness of managerial and environmental conditions which enable Value Management to flourish. Note 2 to entry: It includes the examination of organizational behaviours and climate. Note 3 to entry: Value Management approaches address both Management by Value, whereby the concepts of function and value are taken fully into account in management and decision-making, and Management of Value, which is aimed at the successful completion of projects through the use of one or more value management methods.
[SOURCE: Value Management Handbook] 2.2.3 value management programme planned and structured array of activities which enables the development, implementation and maintenance of Value Management policy in a sustainable manner Note 1 to entry: VM is deployed as a framework within an organization, as specific programmes, as projects and as discrete studies within projects. SIST EN 1325:2014
EN 1325:2014 (E) 9 2.2.4 Roles 2.2.4.1 value manager person who is responsible for planning, organizing, supervising, and implementing a Value Management Programme or value management study 2.2.4.2 enquirer person or organization in search of a product and which is responsible for issuing the Functional Performance Specification, with a view to its purchase or acquisition and use by itself or by others 2.2.4.3 designer
designer-producer entity responsible for the design of a product and sometimes of its providing Note 1 to entry: The designer/designer - producer is either an external organization, or a department from the same organization as the enquirer. Note 2 to entry: In certain sectors a designer is called ‘consulting engineer’ or ‘architect’. 2.2.4.4 project owner entity responsible for the definition of the need and for the specified objective, which procures the management of the project, the selection of the designer(s), pilots the action, and assures, and finances the activity 2.3 Terms related to core methods of value management Terms related to Core Methods of Value Management are defined below. Guidance on deployment and use of these methods is given in separate standards. Core methods include: — Function Analysis; — Function Cost; — Functional Performance Specification; — Value Analysis and Value Engineering; — Design to Cost and Design to Objective. 2.3.1 function analysis
FA process that describes completely the functions and their relationships, which are systematically characterised, classified and evaluated Note 1 to entry: The function structure is a part of the result of Function Analysis. Note 2 to entry: Function Analysis covers two approaches: the Functional Need Analysis (or External Function analysis) and the Technical Function Analysis (or Internal Function analysis). SIST EN 1325:2014
EN 1325:2014 (E) 10 Note 3 to entry: Function Analysis combines problem definition on the one hand (FNA/FNE), and the technical functions and the inter-relations of the components and finally the potentialities of the solution in the mind on the other hand (TFA); furthermore it provides a common understanding. 2.3.1.1 function effect of a product or of one of its constituents Note 1
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