Improve the Efficiency of an Office Space According to Value Engineering - Internal Partitions for Example
Abstract
The design of office spaces offers a great development in the world. Where the orientation towards flexible space, So that the interior design adapts to the needs of users. Due to the high costs of implementation, a cost-effective methodology has to be adopted when preparing Alternatives, focusing on both quality and cost criterions.
The study is looking at alternatives to internal partitions within a special office space in order to improve the efficiency of functional use of internal spaces according to the approach of value engineering by studying the needs of the studied element and then conducting a weight assessment of these needs according to the method adopted by the American Association of Value Engineers (SAVE) And then the percentage of participation of each need and then the Alternatives are put forward and a weight analysis of each Alternative to arrive at the quality value of it and linked to the total cost of a criterion called the value criterion, which is the result of the division of the quality criterion on the cost per Alternative and the largest value gives the best option.
يشهد تصميم الفراغات المكتبية في العالم تطوراً كبيراً, حيث التوجه نحو الفراغ المرن, بحيث يتكيف التصميم الداخلي مع احتياجات المستخدمين. وبسبب ارتفاع تكاليف التنفيذ كان لابد من اعتماد منهجية قادرة على ضبط التكاليف عند إعداد المقترحات, بحيث تركز على معياري الجودة والتكاليف في آن واحد.
تبحث الدراسة عن بدائل للقواطع الداخلية ضمن فراغ مكتبي خاص, بهدف رفع كفاءة الاستخدام الوظيفي للمساحات الداخلية وفق منهج هندسة القيمة, عن طريق دراسة احتياجات العنصر المدروس ثم إجراء تقييم وزني لتلك الاحتياجات وفق الأسلوب المتبع لدى الجمعية الدولية الأمريكية لمهندسي القيمة (SAVE), ثم التوصل لنسبة مشاركة كل احتياج, وبعدها يتم طرح المقترحات وإجراء تحليل وزني لكل مقترح وصولاً لمعرفة قيمة الجودة له وربطها بالتكلفة الإجمالية بمعيار يسمى معيار القيمة, وهو عبارة عن ناتج قسمة معيار الجودة على التكلفة لكل مقترح, والقيمة الأكبر تعطي الخيار الأفضل.
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