Successful cost management and value engineering in construction is based on accurate and early estimations of cost, and this book is the quickest route to creating a cost plan from scratch. The budgeting system described in this book will help the reader to: document project scope at a level that provides excellent cost control at design stage establish the parameters of potential sites before selecting one determine the amount of financing needed before deciding to bid on a project make a detailed and robust building project budget determine the rental rate necessary to see if a building project will be marketable The technique used is a parametric cost system, not the square foot cost system used by most who quote an up-front building cost. To help calculate the parameter quantities and price them as quantified, this book comes with 5 electronic templates to calculate program scope; i.e. space, configuration, HVAC loads, plumbing and electrical. It also includes: the author s parametric cost database and cost template to prepare the construction estimate a soft cost template to price out all related program costs, convert them to a monthly cash flow, incorporate financing costs and then reveal the final budget an operation and maintenance annual cost template to calculate those variable and fixed costs necessary to run the building and then convert the result into the necessary rental rate to capitalize all costs The spreadsheets, data, advice, and templates, are all introduced through a detailed case study, placing everything in an easy to understand practical context. This will prove an invaluable guide not only for estimators and cost engineers, but also developers, clients, and architects.

Lean Six Sigma (LSS), Design for Six Sigma (DFSS), and Value Engineering (VE) have a proven track record of success for solving problems and improving efficiency. Depending on the situation, integrating these approaches can provide results that exceed the benefits of each individual approach. Value Engineering Synergies with Lean Six Sigma: Combining Methodologies for Enhanced Results describes how to integrate these dynamic tools to achieve unprecedented improvements and break down the organizational stovepipes that can occur when different offices are assigned responsibility for different problem-solving methods. The book identifies opportunities where readers can integrate these approaches to go beyond what is currently possible with the individual approaches. Explaining the VE methodology, it supplies a high-level discussion of LSS and DFSS. Next, it compares VE with LSS and identifies the different opportunities for synergies that can provide your organization with a competitive edge. Includes detailed LSS-VE cross-reference charts Contains product- and process-oriented VE material designed for LSS black belt training Provides a list of the most commonly used LSS, DFSS, and VE tools The authors describe VE and LSS in a way that is different from, but consistent with, the current literature. To facilitate comparison, the book graphically depicts VE and LSS and maps the two tools into one another to provide you with a clear understanding of the circumstances and types of problems where integrating these techniques will be most effective. The ideas and synergies presented in this book can help industry professionals and those in government accelerate the adoption of efficiencies in their operations.

Lean Six Sigma (LSS), Design for Six Sigma (DFSS), and Value Engineering (VE) have a proven track record of success for solving problems and improving efficiency. Depending on the situation, integrating these approaches can provide results that exceed the benefits of each individual approach. Value Engineering Synergies with Lean Six Sigma: Combining Methodologies for Enhanced Results describes how to integrate these dynamic tools to achieve unprecedented improvements and break down the organizational stovepipes that can occur when different offices are assigned responsibility for different problem-solving methods.

The book identifies opportunities where readers can integrate these approaches to go beyond what is currently possible with the individual approaches. Explaining the VE methodology, it supplies a high-level discussion of LSS and DFSS. Next, it compares VE with LSS and identifies the different opportunities for synergies that can provide your organization with a competitive edge.

• Includes detailed LSS-VE cross-reference charts
• Contains product- and process-oriented VE material designed for LSS black belt training
• Provides a list of the most commonly used LSS, DFSS, and VE tools

The authors describe VE and LSS in a way that is different from, but consistent with, the current literature. To facilitate comparison, the book graphically depicts VE and LSS and maps the two tools into one another to provide you with a clear understanding of the circumstances and types of problems where integrating these techniques will be most effective. The ideas and synergies presented in this book can help industry professionals and those in government accelerate the adoption of efficiencies in their operations.

The Sixtymile Formation, a 60-m-thick red-bed unit at the top of the late Precambrian Chuar Group, crops out at three places in the Chuar syncline in the eastern Grand Canyon. Its base is marked by a transition from gray marine shale to red sandstone. The Sixtymile was deposited in the deepening trough of the north-trending Chuar syncline during and as a consequence of regional uplift, tilting, and large-scale block faulting. Folding to form the Chuar syncline occurred in response to faulting on the parallel-trending Butte fault, about 1 km to the east. About 3.2 km of structural relief was developed across the Butte fault, principally during deposition of the lower member of the Sixtymile Formation. Landslide debris shed from the upthrown block on the east constitutes a major part of the material in the lower member. Conglomeratic strata of the upper member of the Sixtymile were deposited after the last increment of subsidence on the Chuar syncline, indicating that deposition of the Sixty mile Formation spanned the time of the structural disturbance. The folding and faulting are part of a regional structural episode that here is called the Grand Canyon orogeny, an event that signaled the end of deposition of strata of the Grand Canyon Supergroup and the beginning of a long interval of erosion. The age of the Grand Canyon orogeny is estimated at about 830 m.y., inferred from an evaluation of maximum and minimum reset K-Ar ages reported for the 1,100-m.y.-old Cardenas Lavas of the Unkar Group. In age and structural style, the Grand Canyon orogeny appears generally correlative with the East Kootenay orogeny of British Columbia, which separates the Purcell (Belt) and Windermere Supergroups. By analogy, strata of the Chuar Group below the Sixtymile Formation are correlated with strata of the upper part of the Belt Supergroup, and conglomeratic strata of the Sixtymile deposited after the structural episode are correlated with conglomeratic strata of the Windermere that unconformably overlie the Belt.