Until recent years the term ‘value engineering’ within the construction industry has been used by engineers to add genuine value to a proposed concept. For example, optimising spatial layout can increase rental yields. Or by identifying alternative servicing arrangements the building height can be adjusted, resulting in additional net floor space and substantially reduced material costs.
But according to Stantec Director, Alasdair MacKerron, the current economic environment of rising prices and worker shortages, has seen the sector come under increased pressure to cut back, strip out and pare down design to achieve project financial viability. And as a result, value engineering is now more about meeting a cost plan by way of reduction of what is there.
“Whilst it’s understandable that clients and contractors want to minimise risk and to hasten the speed of return on investment, it’s not always the optimal strategy – for either our buildings or our communities” said Alasdair. “Whilst it might achieve a welcome decrease in costs in the short term, this approach to value engineering can result in durability concerns and – in the worst cases – increased incidence of defects, calling into question the long term sustainability of our built environment.
“My fear is that we look back in 10-20 years’ time at the buildings under design and construction in this challenging period to see durability issues arising precisely because of the value engineering decisions being made now.”
So what is the answer?
“In my opinion, the value engineering process should encompass the design scheme at a holistic level – to drive efficiencies in design and construction approach, whilst delivering quality, sustainable buildings that will stand the test of time.
“To achieve this, we need a change in mindset around our approach to design and procurement practises that considers how structures are created, as well as fulfilling a project’s functional and performance needs. Getting the right people involved early in the process more often results in decisions being focused on achieving a quality outcome, and that begins with the initial planning of the architecture.”
Alasdair asserts that collaboration is key, requiring the involvement of multiple players at the early planning and design stages. Architects, contractors, design engineers, and contractor’s peer review engineers, all have a contribution to make in defining project risk and identifying potential supply chain constraints and procurement bottlenecks. “We all bring critical knowledge to the table, and should test each other on the decisions being made” he says.
“A more mature and collaborative approach is the important thing, to ensure clients have clarity around their project and fully understand the cost impacts that early design decisions can have as the project unfolds.
“Clients play a vital role in this process,” says Alasdair, “we can assist them to understand which aspects of a design contribute proportionately to the overall cost, but they must make educated judgements based on the value they attach to each element.
“Quality, longevity and flexibility should be core elements in the value engineering vocabulary so that needless expense can still be targeted while retaining function, limiting embodied and operational carbon emissions and achieving durability for the longer term.
“The ultimate goal is that we produce quality buildings that last.”