Chairman Warner Cambridge

c/o ECIS Group LLC

13 FIndabed Estates

Wallfaulka County, VA 60002

Date:         August 28, 2018

To:             Mr. Warner Cambridge

 

Cc:             Karen Weiner DVAC Person-Cox

                  Exec Vice Pres Mr. Laden Holtz, ECIS Group LLC

Subject:     Final VA Study Report (Task Order 6789)

                  District #12, Quality Lift Improvement

                  Wallfaulka County, VA

Dear President Cambridge:

This final report summarizes the results and events of the study conducted on April 9, 2016 at Person Laden Pavilion with ECIS Group Venture Capital Investors.  This report concludes the VA study for 2017-18.

If you have any questions or comments concerning this report, please do not hesitate to contact our office at 1 Person Court, Eastern Pavilion Center, Chicago, Illinois 60290.

Sincerely,

Person-Cox Value Analysis Consultant

Avon C. Person, PMP, Ph.D.

AVON C. PERSON – PMP, Ph.D.   /   PERSON-COX CONSULTANTS, LLC

Stephen Ernest C. Cox, PMP, CAPM, MSB

STEPHEN ERNEST C. COX – PMP, CAPM, MSB    /     PERSON-COX CONSULTANTS, LLC

 

 

Final value study analysis for Serta Mattress

 

 

TABLE OF CONTENTS

 

 

Summary Report                                                                                p. 4

Alternatives                                                                                          p. 7

Project Information                                                                       p. 13

Project Analysis & Evaluation                                                   p. 15

VA Process                                                                                          p. 28

 

Summary Report.

Our showrooms are museums of contemporary art, which exhibits room-size installations created on-site. This organization has supported just over 300 design engineers since 1977 through its world-renowned commercial program.  Our mattress factory’s mission is to serve as a research and development facility for artists and designers from around the world whose aim is to provide explementary comfort to the various forms of the human body. Each piece spans the entire human anatomy, shape and each design are specifically made to enhance relaxation; which, make our mattress service & warranty the best in the country. There are 16 permanent designs and a number of potential exhibits shown throughout the year. During each cycle of exhibits, there are various programming for which is relevant to the subject matter of featured contours, including limited stay programs for our resort clientele and vacation home packages. Designers are encouraged to explore different ways to use our mattress space through various art mediums and push their creativity. With such a wide demographic, our mattresses carry international recognition for designers from various industries of comfort to be explored.  Our anticipated project costs for all elements of the project are currently estimated at $105,500,000 annually.

PROJECT PURPOSE AND NEED

The purpose of this task was to somehow improve the filtering and searching capability of our mattress factory’s design elements most arguably found among client concern for enhancements; which, contains contact information for distribution centers, ad agencies, and vacation client club members (i.e. vacation resort exchange groups). It is difficult to collect data without the support of these stakeholders; therefore, database service upgrades have provided needed informatics for communication upgrades for the right type of coding entries and confidential e-mail information. For example, if an e-mail needs to be sent about compliance ratings, it is difficult to filter through entries and grab all the e-mail addresses for the pertinent member type without the coding informatics in place. This allows for products rating as “inactive” to indicate that product design changes are warranted immediately and notification must follow accordingly via e-mail setup. To prevent sending erroneous action e-mail, the coding must first be modified by adding the code extension to the established coding. To expand the functionality of the current system in order to target the appropriate people for specific events, the best option is full upgrades to the Perfect Sleeper Mattresses & Pro 9, including the purchase of software for database management, product fabrics & threading supplies.  The server maintenance and support for future upgrades will be managed in house through support division.

VA STUDY TIMING

Other than the standard gallery viewings available to the public, our mattresses have a wide variety of design embed programs to educate and expose comfort to the community. The timing for this study is to occur within the first quarter months of January through April of the current year (2017).  Data compiled in this period will be derived from a few of these programs listed as follows:

Artstall –  a program that holds workshops on the first and third Saturdays of each month when visitors get to participate in art-making activities that pertain to the current exhibits of the designers in-residence. The workshop is free with admission to the museum.

Community TeleLab – takes place each summer and features designers and faculty from various fine art disciplines, who lead hands-on art workshops for local youth.  TeleLab is offered for Pittsburgh youth, ages 14-18 in which professional designers instruct students in art sculpting for “shapes” and creating their own paradigms. There are also various scholarships available for students who qualify.

YouthWorks program – aims towards low-income and at-risk youth 17-22 years old. Participants get the chance to work part-time at our mattresses in the education department teaching workshops or helping organize the youth programs. Every time a new visiting artist unveils his/her new exhibition, pertinent workshops and lectures are offered to complement the artwork. Our mattresses also work with local schools to offer guided tours and programs that work into students’ curriculums. Many of the youth programs offered are divided between age groups and encourage the students to create their own art. Currently the Education Department caters to over 16,000 people every year.

VA STUDY OBJECTIVES

Primary objectives of this study to provide a solution that will provide reduced returns, complaints, and increased sales as indicative through regional database with an easier process of filtering and accessing information such as obtaining the e-mail addresses of registered subscribers. The evidence of change can be seen through the elimination of double-work and re-entering existing information via the database system and supports. Staff members experiencing easier and more productive functionalities, while dealing with the database, will indicate the success of this effort.  There is no current example to compare this upgraded version to, therefore it is extremely vital to maintain accurate results for future modifications as needed, dealing with newer information and sorting. We are excited and anticipate the added modification will eliminate major issues regarding retrieving and storing data. By upgrading, there will be a set protocol of how to code entries as visitors, members, donors, etc. The codes used to retrieve data will be properly documented and distributed for all staff members to use as reference.

This outcome, once the software is installed, can most definitely be sustained especially since the purchase of the upgrade includes technical support and as long as the museum is diligent about installing future upgrades, they won’t have to pay the full price for future versions. Because the upgrades are included in the software package, electronic reminders to upgrade are standard and will aid in prompting the staff to install the upgrade.  By creating this initiative to upgrade software and tackle IT problems more aggressively, there is a better opportunity to improve current design features and push for competitive product warranties.

KEY PROJECT ISSUES  

Key drivers, constraints, or issues included in this study are considered below.  The VA study is intended to identify these as needed improvements.  The project Issues can be grouped into several categories. These include but are not limited to, the moment the entered information is inputted as data.  Redundancy, if it occurs, is reduced to interaction between the point of sale systems and the database which is corrected upon entering information immediately. Because of this, it is less difficult for marketing to maintain statistical reports on what is being managed and maintained as point of purchase inventories, how often things are purchased, rates of returns and customer information.

By bridging the point of sale and database systems, the staff can gather better statistics on where to focus marketing resources more. Through this effort our mattress factory and delivery services can better service clients and our mission of showcasing our products.  Due to the time saved by moving information electronically, as opposed to transferring information into a document, customer service focus time is better controlled by time keepers and allows us to place greater insights to developing our completive base.

Stakeholder Issues Regarding present updates presents valuable novel insights that may be helpful for careful selection of stent size for contemporary design-based model mattresses. Such information is especially critical in reducing customer concerns over mattress conditions of padding, threading, and fabrics.

In reference to project growth and warranty expansion, overexpansion to larger oversized market studies may be required to ensure full extent of proposed distribution settings.

Value Team Issues – Concerning this project staff expect changes to support marketing department’s finesse in catering to improved customer satisfaction rates and services.  Modifications specifically addressed by the right members give insight into how popular or successful specific contour styles sell compared to instore competitive designs and exhibits.  Data solutions provide marketing information for retail distributorship expansion fees.

 

Alternatives.

This text is intended to discuss and summarize the key conclusions and observations made by the VA team during the course of its analysis of the project.  What did we learn and what led us to alternatives that were developed?

VA ALTERNATIVE STUDY RESULTS

After the stakeholders have had an opportunity to review the alternatives identified by the VA team, the team leader conducts an implementation meeting to discuss the alternatives and resolve appropriate action for each VA alternative.  If necessary, any other VA report edits requested by the representatives are also made by the VA team leader and a final report is issued.

This implementation meeting helps to ensure that savings or process improvements are not lost due to lack of communication and that those VA alternatives that are accepted are properly integrated into the project design. The accepted alternatives are designs which are considered artesian.  These indicate there are no current example to compare this upgraded version to, therefore it is extremely vital to maintain accurate results for future modifications as needed, dealing with newer information and sorting. We are excited and anticipate the added modification will eliminate major issues regarding retrieving and storing data. By upgrading, there will be a set protocol of how to code entries as visitors, members, donors, etc. The codes used to retrieve data will be properly documented and distributed for all staff members to use as reference.

This outcome, once the software is installed, can most definitely be sustained especially since the purchase of the upgrade includes technical support and as long as the museum is diligent about installing future upgrades, they won’t have to pay the full price for future versions. Because the upgrades are included in the software package, electronic reminders to upgrade are standard and will aid in prompting the staff to install the upgrade.  By creating this initiative to upgrade software and tackle IT problems more aggressively, there is a better opportunity to improve current design features and push for competitive product warranties.  Each accepted alternative with an estimated reduction in schedule of 1 month and the other with a reduction in schedule of 3 months – the combination of the two is anticipated in a 2-month schedule reduction if they were to impact the same phase of the project. An explanation for this adjustment is required. Also include any other information pertinent to the project’s future as a result of the VA study.

 

Alternative No. and Description Initial Cost
Savings
LCC
Savings
Change in Schedule Change in Performance

 

Software K14Aa ALT-A $1,000,000 $500,000 12 months -1 %

Shared software database and inhouse monitoring subscriptions presented by the Kick-Off Meeting scheduled for Maui, HI and available drawings and cost estimates.

Alternative No. and Description Initial Cost
Savings
LCC
Savings
Change in Schedule Change in Performance

 

Software B14Bb ALT-B $1,890,000 $500,000 12 months +2.5 %

shared software database and inhouse monitoring subscriptions presented by the Kick-Off Meeting scheduled for Maui, HI and available drawings and cost estimates.

Comparison of Value – Baseline Concept and VA Strategies

Net Effect of Accepted VA Alternatives

Strategy Description Initial Cost
Savings
LCC
Savings
Change in Schedule Change in Performance Value
Change
Accepted VA Alternatives
CELLULAR BIOS
$41,000,000 $500,000,000 36 months +100% +64 %

Note:  Because the cost data depicted above represent savings due to CELLULAR BIOS PRODUCT, a full cost projected is listed in parentheses in additional report pending patent approvals and SEC Investment Reports!

Rejected VA Alternatives classified under Software package B14Bb ALT B – Reason for Rejection:

Resurfaced padding rejected 1557 VA alternatives REDO PADDING MATERIAL REPORT TO SUPPLIER request supplier provide a reason for the excellent-quality materials

Border threading unwinding rejected 1558 VA alternatives REDO THREAD LOAD/TYPE REPORT TO SUPPLIER and provide a reason for the excellent quality materials

Stained materials rejected 1589 VA alternatives REDO FABRICS/TYPE REPORT TO SUPPLIER and provide a reason for the excellent quality materials

PADDING TOO THIN rejected 1590 VA alternatives REDO COTTON LOAD/TYPE REPORT TO SUPPLIER and provide a reason for the excellent quality materials

PADDING POCKETED rejected 1600 VA alternatives REFACE LOAD/TYPE REPORT TO SUPPLIER and provide a reason for the excellent quality materials

 (required).

Rejected Alternative Nos: 1557, 1558, 1589, 1590, 1600 & Title:  Reason for Rejection

VA TEAM PARTICIPANTS  

Identify the study participants, including the VA study team members and key contacts such as the DVAC, Project Manager, and other key stakeholders as required that played a role in supporting the study.

Always list the DVAC under Key Contacts, even if he or she did not have the opportunity to attend the VA study. (This also applies to Local Assistance projects.) In the list of Key Project Contacts, only list those individuals that have decision-making authority.

VA Study Team DIV #12

Participant ECIS Group LLC. Title
  1. Sherridan
Client Org Coordinator
K. Weiner Client Org Member
L. Cole Client Org FINANCE
M. Corbane Client Org GM
R. Zuckerland Client Org STAFF
L. Kirkland Client Org. MARKETING

Key Project Contacts DIV #18

Participant ECIS Group LLC. Title
T. Wright Client Org. GM
J. Cleveland Client Org. GM
T. Stephenson Client Org. District 18/Member
H. Walker

 

Client Org. Coordinator
S. Cleveland Client Org. ADMIN

 

WE’RE GONNA CHALLENGE THE COMPETITION!  What good is there in business if you can’t show the market you have superior quality products? Let’s offer our clients our superior product and let them show our competitors the difference that makes to the bottom line.  Our mattresses mold to the contours of your body for personalized support and both materials absorb movement. Plus, these soft, flexible, resilient mattresses are long lasting because they can be turned regularly. Our foam and latex mattresses come with stretchable, knitted ticking on top that boosts point-elasticity, relieving stress on your hips, shoulders and neck.  Here’s the deal that will break modest banks, let the client
Try it for 365 days for a full refund!  We can promise they’ll enjoy it for the next 25 years, so let’s back it up with a replacement guarantee or exchange it and try another FREE. Once you’ve found the perfect one for you, we provide a 25-year limited warranty. Promote our ‘Love it or leave it’ policy and the limited 25 year warranty.

PROPOSED VA ALTERNATIVES

Alternative No. & Description Initial Cost Savings LCC
Savings
Change in Schedule Performance
Change
Value
Change
1557 – Padding $21,500,000 $100,000 12 months +5 % +18 %
1558 Threading $4,000,000 $380,000 12 months +28 % +58%
1589 Stain Guard ($200,000) $150,000 12months +62% +100%
1590 Thinness ($475,000) $270,000 12 months +24% +94 %
1600 Pocketing ($110,000) $100,000 12 months +12% +100 %

Note:  Because the cost data depicted above represent savings, a number in parentheses represents a cost increase.

OTHER CONSIDERATIONS (See Preliminary Report).

Identify and describe in as much detail as possible the Other Considerations (sometimes referred to as Design Suggestions) generated by the VA team for consideration by the Project Team.  IMPORTANT: Other Considerations are NOT VA alternatives that simply lack either quantifiable cost data and/or adequate time to perform a cost analysis/comparison. Nor are they VA alternatives that offer $0 cost savings upon analyzing cost data.

Other Considerations are general in nature:

  • Idea No. 1 Foam Shape Molding 
  • Foam and latex mattresses mold to the contours of your body for personalized support and both materials absorb movement. Plus, these soft, flexible, resilient mattresses are long lasting because they can be turned regularly. Our foam and latex mattresses come with stretchable, knitted ticking on top that boosts point-elasticity, relieving stress on your hips, shoulders and neck. 
  • Idea No. 2 Nylon threading packages are the suggested, upgrade uses search quality levels as Zweigart & Sawitski fabric threads, Vaupel & Heilenbeck linen band threads and Madeira stranded cottons (floss threads) for all our mattress productions, with the occasional addition of specialist threads or fibers. In addition to supplying kits, we will post fabric, supplied in fat quarters, long quarters, half meters or meters. Generally, even weave fat quarters measure 50 x 70cm and Aida 50 x 60cm
  • Idea No. 3 Stain Resistant Soft Fabric Treatments Crypton is proud to include Nanotex® and its patented solutions to our robust lineup of fabric technologies Crypton is proud to include Nanotex® and its patented solutions to our robust lineup of fabric technologies.  Nanotex has been providing performance finishes for contract upholstery, offering a menu of options including stain resistance, odor resistance, and a liquid barrier called Durablock.  Altering the fiber at the nano level, this menu of options allows the designer the freedom to choose their textile and add the performance benefits desired for their specification.  Widely integrated into the apparel industry, Nanotex offers 11 unique protective formulas using nanotechnology, transforming the molecular structure of fibers to create fabrics that offer unsurpassed performance and comfort. By working at the nano-scale, these textile enhancements provide amazing functional improvements without changing the natural characteristics of the fabric, like hand and drape. Plus, since these technologies permanently bond with the individual fibers of the fabric, their durability is unsurpassed.  Nanotex has been providing performance finishes for contract clients, offering a menu of options including stain resistance and liquid barrier treatments as Durablock.  Altering the fiber at the nano level, this menu of options allows the designer the freedom to choose textile and add the performance benefit threading as desired for their specification.
  • Idea No. 4 Padding THICKNESS add support Gel Fiber Filled to every sized Mattresses.  Cooling 100% Polyester Gel Fiber Fill Feels Just Like Down and Provides A Much-Needed Cushiony Layer to Any Bed for Increased Comfort Comprised Of 100% Natural Cotton 233 Thread Count 100% Hypoallergenic Allergy Free Shell for Worry Free Comfort with a Luxurious Touch Signature Baffle Box Construction Keeps Gel Fiber Fill in Place and Prevents Movement for A Consistently Even Layer of Padding Night in and Night Out.

Purchase with Confidence. Made by Allied Essentials, A World Leader in the Manufacture of Quality Downs and Their Blends Based in California.

 

Project Information.

The project information is intended to give summary and background of events, circumstances, and conditions as follows Key to the VA process.  It is the function analysis techniques used during the Function Phase: Postural distortion is the ultimate required function of all SERTA MATTRESS PRODUCTS.

In the development stage of the protocol, a local chiropractor was brought in on two different occasions to train the research assistant to correctly identify the spinous processes used in the study. Upon arrival in the lab, the details of the subject’s participation were reviewed and they were given a consent form to sign, which had also been approved by the institutional review board. Each participant changed into hospital pajama bottoms with no top. While each participant was lying prone on a padded chiropractic adjusting table, the research assistant palpated the subject’s spine to identify and mark on the overlying skin the positions of the tips of the spinous processes of T1, T4, T6, T8, T12, L1, L4, and the first sacral tubercle (S1). An ultra-fine permanent black marker was used to make a small “x” as the identifying mark.

Analyzing the functional requirements of a project is essential to assuring an owner that the project has been designed to meet the stated criteria and its need and purpose.  With tax season in full swing, you may be thinking about how you’re going to spend that highly anticipated refund. While you want to be practical with your refund and put it to good use (like adding it to a savings account or using it to pay off a credit card), Mattress Firm has a few ways you can treat yourself without wasting your tax refund or feeling that dreaded buyer’s remorse.

The analysis of these functions in terms cost, performance, through our examination of the SERTA MATTRESS Designer Collection a rating of no less than 73 is determined to provide the ultimate satisfaction in meeting all the required needs of client stakeholders within the industry identified by this report.  (See file report: SERTA MATTRESS  Judging Ideas Due 4102018  WEIGHTED.xlsx).

time, and risk is a primary element in a VA study, and through our examination of the SERTA MATTRESS Designer Collection a significant rating for a life cycle cost greater than $725 per annum is determined by researchers to be excessive and may require product recall due to failed Quality standards by manufacturer’s specification (See file report: SERTA COST FunctionLogicDiagram.xlsm). 

 

PROJECT DESCRIPTION (See Preliminary Report).

Involves identifying and listing creative ideas.  During this phase, the VA team participates in a brainstorming session to identify as many means as possible to provide the necessary project functions.  Judgment of the ideas is not permitted in order to generate a broad range of ideas. 

The idea list includes all of the ideas suggested during the study.  These ideas should be reviewed further by the project team, since they may contain ideas that are worthy of further evaluation and may be used as the design develops.  These ideas could also help stimulate additional ideas by others.

PROJECT DESIGN EXCEPTIONS (See Preliminary Report).

Person-Cox requires the listing of all known project design exceptions at the time of the VA study. If there were none, enter “None” in either or both of the categories – Analyzing the functional requirements of a project is essential to assuring an owner that the project has been designed to meet the stated criteria and its need and purpose.  With tax season in full swing, you may be thinking about how you’re going to spend that highly anticipated refund. While you want to be practical with your refund and put it to good use (like adding it to a savings account or using it to pay off a credit card), Mattress Firm has a few ways you can treat yourself without wasting your tax refund or feeling that dreaded buyer’s remorse.

Mandatory Design Exceptions

Advisory Design Exceptions

INFORMATION PROVIDED TO THE VA TEAM (See Preliminary Report).

Key drivers, constraints, or issues included in this study are considered below.  The VA study is intended to identify these as needed improvements.  The project Issues can be grouped into several categories. These include but are not limited to, the moment the entered information is inputted as data.  Redundancy, if it occurs, is reduced to interaction between the point of sale systems and the database which is corrected upon entering information immediately. Because of this, it is less difficult for marketing to maintain statistical reports on what is being managed and maintained as point of purchase inventories, how often things are purchased, rates of returns and customer information.

PROJECT COST ESTIMATE (See Preliminary Report).

Growth & development expansion of current and new market distributors for entire regions in North America for 2018. Described project element(s) are as follows, shared software database and inhouse monitoring subscriptions presented by the Kick-Off Meeting scheduled for Maui, HI and available drawings and cost estimates. Be as descriptive and specific as possible, but only include those elements that are relevant to the alternative concepts are currently being proposed as follows. 

 

 

Project Analysis & Evaluation.

We have provided in this discussion what was learned during the process of function analysis.  Highlight any observations made concerning the FAST diagram here as well.  Along with the cost model from the cost estimate this presentation                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                        is included with the Project Information section of this report, which organizes major construction elements or trade categories, the original estimated costs, and 16% of total project cost for items clearly show the cost drivers for the project and VA team’s study. 

We have provided in this discussion learned assumptions that are derived from the development of the cost model and analysis of this estimate of costs.

Include the Random Function Determination matrix developed for the project. Make sure that functions are concise VERB + NOUN abridgments. It is standard to identify function cost, performance, and schedule/time relationships.

 

Our challenge is to develop expansion programs throughout all established retail area service centers with artistically designed contour mattresses. 

  • in the Metro area, locate emerging markets
  • replace supplier obsolescing materials
  • establish database inhouse system
  • promote sustainable-work training level through education & social training.
  • complete annually beginning 2017
  • project a profitable financial outlook 2017 greater than 15% current volume records

 

Performance Improvements

This table is used by Person-Cox HQ for internal measurement and monitoring of their VA Program and for reporting performance statistics to FHWA. Identify if each alternative improved one or more of the performance areas identified in this chart. The same performance areas are used for all Person-Cox VA studies, regardless of their applicability. If the alternative did not impact a performance area or reduced it, leave it blank. If it was improved, then enter “Improved” as appropriate.  Only the six standard Person-Cox performance attributes shown in the table below are to be documented. Person-Cox does not require reporting of the performance of any other attributes utilized in this study.

(See previous section for Alternative details)

Summary of Proposed VA Alternative Performance Improvements

 

Alt. No. Mainline Operations Local Operations Maintainability Environmental Impacts Construction Impacts Project Schedule
1.0 Improved Improved Improved Improved Improved Improved
2.1 Improved Improved Improved Improved Improved Improved
2.2 Improved Improved Improved Improved Improved Improved

 

Summary of Accepted VA Alternative Performance Improvements

The project Issues can be grouped into several categories. These include but are not limited to, the moment the entered information is inputted as data.  Redundancy, if it occurs, is reduced to interaction between the point of sale systems and the database which is corrected upon entering information immediately. Because of this, it is less difficult for marketing to maintain statistical reports on what is being managed and maintained as point of purchase inventories, how often things are purchased, rates of returns and customer information

Alt. No. Mainline Operations Local Operations Maintainability Environmental Impacts Construction Impacts Project Schedule
A Improved Improved Improved Improved Improved Improved

 

After the stakeholders have had an opportunity to review the alternatives identified by the VA team, the team leader conducts an implementation meeting to discuss the alternatives and resolve appropriate action for each VA alternative.  If necessary, any other VA report edits requested by the representatives are also made by the VA team leader and a final report is issued.

This implementation meeting helps to ensure that savings or process improvements are not lost due to lack of communication and that those VA alternatives that are accepted are properly integrated into the project design.

Responses prepared by:                                                                                                                                     Date:  July 19, 2017

Disposition:                                                                    ACCEPTED

Validated Initial Cost Savings:                                $1,500,000

Validated LCC Savings:                                              $8,400,000

Project Development Support Cost Savings:    $600,000

Validated Change in Schedule:                              24 months

Validated Change in Performance:                      +24%

If Alternative is Rejected: Idea was accepted and alternative rejected pending further review reported for validation by Parson’s & Cox review pending

Technical Feasibility: This report focuses on the mattress industry impact for the United States global manufacturer Case Serta Sleepers.  Their targeted concern to improve manufacturability of their product is geared to challenge competitors through their warrantee incentives and quality design. They provide company profile, product picture and specifications, product capacity, price, costs, revenue, and contact information. The mattress industry development trends and analysis along with marketing channels and distribution satisfaction reviews. There are more than 171 statistical trends to gather and collect data on matters affecting this industry and serve as a viable source of guidance and direction for companies engaged in this industry.

Validated Performance:  A major component of the analysis of the baseline concept is Value Metrics, which seeks to assess the elements of cost, performance, time, and risk as they relate to project value. The key performance attributes identified for the project should be listed in the table to the right and developed thoroughly in later sections of this report.

This text is intended to discuss and summarize the key conclusions and observations made by the VA team during the course of its analysis of the project.  What did we learn?  What led us to the alternatives that were developed?

Implementable Portions:  Alternative Concept should be implemented to remain competitive in the market industry. Provide an in‑depth narrative about the Baseline and Alternative Concepts and thorough analysis of the Alternative’s advantages and disadvantages, etc.  For instance, if you listed “Reduces required retaining wall maintenance” in the Advantages above, it is critical to expand on this comment and describe why and how in this section. The Discussion section is intended to PROVE to project stakeholders, owners, and Project Team that this alternative should be implemented.

Project Development Delivery Impacts:  By bridging the point of sale and database systems, the staff can gather better statistics on where to focus marketing resources more. Through this effort our mattress factory and delivery services can better service clients and our mission of showcasing our products.  Due to the time saved by moving information electronically, as opposed to transferring information into a document, customer service focus time is better controlled by time keepers and allows us to place greater insights to developing our completive base.

Other CommentsHighlight issues/concerns for the Project Team or technical personnel considerations. If there is a Technical Review session during the VA Study, use this space to relate the comments of the reviewers as to the technical feasibility of the Alternative Concept. It is acceptable to paraphrase reviewer comments, and it is not necessary to identify the commenter.

 

Initial Cost Savings: 36%
LCC Savings: 18%
Change in Schedule: -0.08%
Performance Change: +11.3%
Value Change: +57%

Description of Baseline Concept:  Growth & development expansion of current and new market distributors for entire regions in North America for 2018. Described project element(s) are as follows, shared software database and inhouse monitoring subscriptions presented by the Kick-Off Meeting scheduled for Maui, HI and available drawings and cost estimates. Be as descriptive and specific as possible, but only include those elements that are relevant to the alternative concepts are currently being proposed as follows.

Description of Alternative Concept:  Customer service compliance rates reduction by value of VA Study Team recognition. 35% upward change to the baseline concept described above is expected as a minimal forecast. It is anticipated that results will yield and demonstrate strong market relevance and superior change due to targets of specific competitors of the mattress industry.

Advantages: Alternative Concepts will produce better customer service packages and response related to complaints will be reduced or eliminated, verified by new tracking system and documenting the “extra-step” taken on behalf of our client!

  • lower customer complaint
  • improve customer satisfaction
  • expand district sales routes
  • outperform competitors

 

Disadvantages:

  • disadvantageous learning curve ode to new hired positions
  • potential multi-million-dollar upfront cost against competition
  • Timed delayed in economic development
  • Design element breakdown

Discussion:  Alternative Concept should be implemented to remain competitive in the market industry. Provide an in‑depth narrative about the Baseline and Alternative Concepts and thorough analysis of the Alternative’s advantages and disadvantages, etc.  For instance, if you listed “Reduces required retaining wall maintenance” in the Advantages above, it is critical to expand on this comment and describe why and how in this section. The Discussion section is intended to PROVE to project stakeholders, owners, and Project Team that this alternative should be implemented.

Technical Review Comments:  Highlight issues/concerns for the Project Team or technical personnel considerations. If there is a Technical Review session during the VA Study, use this space to relate the comments of the reviewers as to the technical feasibility of the Alternative Concept. It is acceptable to paraphrase reviewer comments, and it is not necessary to identify the commenter.

Project Management Considerations:  What will the PM have to do to implement this alternate concept? Also, how are the PM’s continuing responsibilities affected by implementing this alternative?

Discussion of Schedule Impacts:  Describe how implementing the Alternative Concept will impact the project schedule. Be specific as to the phases, activities, etc., to be impacted. While you are welcome to provide exact durations for every potential impact, it is not always possible. Therefore, if necessary, estimate lengths of time based on your best judgment and expertise.

Discussion of Risk Impacts:  Describe how the Alternative Concept will address existing risks and/or opportunities, as well as any new risks/opportunities introduced by implementing this Alternative. It is possible for an alternative to simultaneously address an existing risk and introduce a new one. In this case, discuss the trade-offs and demonstrate why it is still good practice to implement the Alternative Concept.

 

 

Performance Assessment

Include a table discussing the rationale for the Alternative Concept’s performance ratings shown
in the chart above. Describe any improvements or degradations in performance to the Baseline Concept that would be created by implementing the VA Alternative.

 

Performance Attribute Rationale for Change in Performance
Performance Attribute 1 Sales expansion outside northern boundary; increased startup costs by 22% unacceptable for initial phase
Performance Attribute 2 Software Database; increased response time by 2% acceptable for initial phase
Performance Attribute 3 Art Designer; increased sales response by 12% acceptable for initial phase
Performance Attribute 4 Supplies; improve sales response by 28% acceptable for initial phase

Baseline Concept Sketch

Provide a visual depiction of the Baseline Concept. This could include plans/drawings, hand-drawn sketches, photos, or figures. Scale and precision are not required, though it is encouraged if it is available. Please limit the area to that which is relevant to the Alternative Concept. Make sure this is legible and reproducible.

VA Alternative Concept Sketch

Provide a visual depiction of the Alternative Concept. This could include marked-up plans/drawings, hand-drawn sketches, photos, or figures. Scale and precision are not required, though it is encouraged if it is available. Make sure this is legible, reproducible, and annotated or highlighted to clearly communicate the change.

Assumptions and Calculations:  What was assumed in order to develop the cost impact of this VA alternative? Provide assumed quantities, unit costs, calculations (to show unit costs or quantities), and/or activities that must be (or must not be) performed. This enables development alternative and the cost estimate/comparison, as shown on the “Initial Cost Estimate” on the following page.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Initial Cost Estimates

Calculate initial cost savings estimates using order‑of‑magnitude comparisons.

Life-Cycle Cost Estimates

Perform a life-cycle cost analysis if the relevant information is available and there is a high likelihood
that life-cycle cost savings can be realized by implementing the VA Alternative.

 

SUMMARY OF ANALYSIS  

The analytical tools used to study the project.

  • Key Project Factors
  • Cost Model
  • Function Analysis
  • Value Metrics
  • Risk Analysis

KEY PROJECT FACTORS

The first day of the VA study typically includes meetings with the project stakeholders and a site visit.  Summarize below the key project issues and site visit observations identified during these sessions.

Project Issues (Stakeholders)

  • Investment Capital for 2018
  • Distribution expansion
  • Asset Liability Protection

VA Team Project Issues and/or Site Visit Observations

Identify the VA Team’s observations and remarks related to the project and site visit.

  • Designs
  • Competitive Warranty
  • Customer Outreach

COST MODEL

A cost model from the cost estimate is presented in the Project Information section of this report, which organizes major construction elements or trade categories, the original estimated costs, and 16% of total project cost for items clearly show the cost drivers for the project and VA team’s study. 

We have provided in this discussion learned assumptions that are derived from the development of the cost model and analysis of this estimate of costs.

Cost Model

Include any histograms or other related charts or analysis of the cost estimate.

FUNCTION ANALYSIS

FUNCTIONAL DETERMINANTS
PROJECT ELEMENT FUNCTION  COST PERFORMANCE TIME RISK
PHONE MGT

SOFTWARE

CUSTOMER SERVICING $150K CURRENT DAILY +0.08%
LOGISTICAL TRANSPORT $1,000k PENDING MONTHLY 0%
COMMUNITY ART FABRICATION $275k CURRENT MONTHLY +12%

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

FAST Diagram

VA Process:

The Person-Cox VA Process involves 16 activities needed to accomplish a SUCCESSFUL VA study, organized in three parts:  Pre-study, VA Study, and Report.  Integral to Person-Cox’s VA Process is the Value Metrics process.  Value Metrics offers the cornerstone of the Person-Cox VA Process by providing a systematic and structured means of considering the relationship of a project’s performance and cost as they relate to value. 

Value Analysis has traditionally been perceived as an effective means for reducing project costs.  This paradigm only addresses one part of the value equation, oftentimes at the expense of the role that VA can play with regard to improving project performance.  Project costs are fairly easy to quantify and compare; performance is not.

Project performance must be properly defined and concurred by the stakeholders at the beginning of the VA study.  The performance attributes and requirements developed are then used throughout the study to identify, evaluate, and document alternatives.  This process, Value Metrics, emphasizes the interrelationship between cost and performance and can be quantified and compared in terms of how they contribute to overall value.

Value Metrics provides a standardized means of identifying, defining, evaluating, and measuring performance.  Once this has been achieved, and costs for all VA alternatives have been developed, measuring value is straightforward.

Value Metrics can improve VA studies by:

  • Building consensus among project stakeholders (especially those holding conflicting views)
  • Developing a better understanding of a project’s goals and objectives as they relate to purpose and need
  • Developing a baseline understanding of how the project is meeting performance goals and objectives
  • Identifying areas where project performance can be improved through the VA Process
  • Developing a better understanding of an alternative concept’s effect on project performance
  • Developing a deeper understanding of the relationship between performance and cost in determining value
  • Using value as the basis for selecting the best project or design concept

The following provides an overview of the Person-Cox approach to VA.  The Person-Cox VA Study Activity Chart at the end of this narrative identifies the steps in each activity, which are detailed as follows.

PRE-STUDY

Meaningful and measurable results are directly related to the pre-study work performed.  Depending on the type of study, all or part of the following information needs to be determined during the pre‑study phase:

  • Clear definition of the current situation and study objectives
  • Identification of study team members
  • Identification of project stakeholders
  • Definition of how stakeholders are impacted by the project
  • Identification of key issues and concerns
  • Identification of project’s performance requirements and attributes
  • Status of project cost estimate
  • Project data gathered to be distributed to VA team

In preparation for the VA study, the team leader confers with owners and stakeholders to outline the VA Process, initiate data gathering, refine project scope and objectives, structure the scope and team members and technical specialists, and finalize study plans.  Specific deliverables are provided.

Following the initial planning meeting, the team leader reviews the data collected for the project and develops a cost model.  The team leader also consults with the technical specialists to prepare them for the VA study.

 

VA STUDY

The VA Job Plan guides the VA team in their search to enhance value in the project or process.  Person-Cox follows a seven-phase VA Job Plan:

  1. Information Phase
  2. Function Phase
  3. Speculation Phase
  4. Evaluation Phase
  5. Development Phase
  6. Presentation Phase
  7. Implementation Phase

Information Phase

At the beginning of the VA study, the design team presents a more detailed review of the design and the various systems: This study provided an objective, biomechanical comparison of four “top of the line” mattresses from four different manufacturers using two different measurements. One, which has been used in other studies, was pressure distribution patterns—evaluating maximum pressures generated by an individual lying supine on the mattresses. The other was a novel approach developed specifically for this study—quantifying the degree of spinal distortion induced when in the side posture position. Eighteen normal adult males of similar height but in three different weight groups were tested using both of these approaches on each of four mattresses. As expected, greater maximum pressure directly related to subject’s weight group and was greater in the pelvic compared to the thoracic region. One mattress did induce significantly lower maximum pressures than the other three in both the pelvic and thoracic regions. Spinal distortion was not reliably different across the four mattresses in five of the seven spine regions evaluated. However, at the T1/T3 and the T6/T8 spinal segments, inconsistent but statistically significant separation between some mattresses has been observed and are thus recommended for promotion of the patented CELLULAR BIOS product line.

CELLULAR BIOS PATENT PENDING

This includes an overview of the project: Beds come in a wide variety of sizes, styles, quality, and cost. They also have many uses. Parsons’ (1972) classic and extensive paper covering all aspects of beds and their environment listed uses included: watching TV, reading, sexual activity, sitting, and sleeping. However, out of all of the many uses of the bed, during the course of everyday living in industrialized western cultures virtually everyone spends more Time Resting sleeping in a bed than in any other single activity in life. In spite of this, as Parsons pointed out over 30 years ago, it remains true to this day that the literature regarding the objective evaluation of mattresses is sparse. Most of the identified studies that have dealt with objective measurements were concerned with the healing of wounds or the prevention of bed sores for those who are bedridden. Since pressure is a major factor in the development of such sores (Defloor and De Schuijmer, 2000), those papers evaluated mattresses on the basis of pressure levels generated by the person lying on the bed and/or by the number or severity of bed sores (Bale et al., 1999; Knowles and Horsey, 1999; Shelton et al., 1998).

its various requirements, which further enhances the VA team’s knowledge and understanding of the project. 

The project team also responds to questions posed by the VA team: issues of comfort or functionality for individuals with special needs. Collier (1996) considered several factors such as nutritional status, skin condition, and weight as they relate to comfort while Evans et al. (2000) studied the comfort of beds for individuals with pressure ulcers. Functionality, as in ease of repositioning individuals, has also been studied in conjunction with comfort and the ability to relieve interface pressure in the evaluation of a single type of mattress (Beldon, 2002). Buckle and Fernandes (1998) found no significant associations between comfort ratings and peak body contact pressures, suggesting that multiple factors are involved in determining comfort. Furthermore, Goetz et al. (2002) found no consistent correlation between interface pressures and body mass index.

Price et al. (2003) conducted a pilot study using adult out patients with chronic pain and found that the use of an inflatable mattress overlay led to improvements in sleep and pain reduction. Kovacs et al. (2003) evaluated mattress firmness through a randomized controlled trial and found that a mattress of medium firmness reduced pain and disability in adult patients with chronic but non-specific low back pain.

Some efforts have been made using electromyographic (EMG) activity levels of lumbar erector spinae muscles while lying supine on a mattress (Derman et al., 1995). However, this was oriented toward distinguishing between use of a lumbar body support and lying directly on the mattress rather that distinguishing between mattresses. It has also been noted that care must be taken in interpreting the meaning of comparisons of mattresses when performance indices are used because it is possible for a biased study to “tailor-make” a performance index in such a manner as to cause any chosen mattress to rank the best (Bain et al., 2003).

The project’s performance requirements: In an effort to study normal individuals in good health, Koul et al. (2000) monitored medical residents sleeping on two types of mattresses. It was determined that sleeping on a foam mattress was associated with the appearance of backache that was relieved after using a regular cotton mattress. Defloor (2000) measured interface pressures with healthy volunteers lying in different positions on two different kinds of mattresses and found that a Tempur polyethylene–urethane mattress induced 20–30% lower pressures than a standard hospital mattress, attributes are:

Mattresses

Four different “top of the line” queen sized SERTA mattresses from four different major manufacturers were tested, one at a time, by each participant. The specific mattresses used were Perfect Contour Extraordinaire Dorchester by King Koil (King Koil Licensing Company, Inc. Hinsdale, IL) labeled as A in this study; Beautyrest Calibri Firm by Simmons (Simmons Company, Atlanta, GA) labeled as B; Posturepedic Afton Plush by Sealy (Sealy Corporation, Trinity, NC) labeled as C; and Perfect Sleeper Southdale by Serta (Serta, Inc. Itasca, IL) labeled as D. Due to limited space in the lab, the same box spring (from King Koil) was used for all four mattresses. It was assumed that the box spring under the mattress would not make a significant difference in the measurements obtained in this study.

The research design for this study was structured to eliminate bias on the part of participants or investigators. Accordingly: (1) mattresses were covered with form-fitting sheets and were identified only by the label they were given (i.e., A, B, C, and D), (2) participants as well as individuals performing the tests were blinded as to which label corresponded to which mattress until data collection was complete, and (3) those involved with analysis of the data were similarly blinded until the analysis was completed.

Function Phase

Key to the VA Process is the function analysis techniques used during the Function Phase: Postural distortion is the ultimate required function of all SERTA MATTRESSAES.

In the development stage of the protocol, a local chiropractor was brought in on two different occasions to train the research assistant to correctly identify the spinous processes used in the study. Upon arrival in the lab, the details of the subject’s participation were reviewed and they were given a consent form to sign, which had also been approved by the institutional review board. Each participant changed into hospital pajama bottoms with no top. While each participant was lying prone on a padded chiropractic adjusting table, the research assistant palpated the subject’s spine to identify and mark on the overlying skin the positions of the tips of the spinous processes of T1, T4, T6, T8, T12, L1, L4, and the first sacral tubercle (S1). An ultra-fine permanent black marker was used to make a small “x” as the identifying mark.

Analyzing the functional requirements of a project is essential to assuring an owner that the project has been designed to meet the stated criteria and its need and purpose.  With tax season in full swing, you may be thinking about how you’re going to spend that highly anticipated refund. While you want to be practical with your refund and put it to good use (like adding it to a savings account or using it to pay off a credit card), Mattress Firm has a few ways you can treat yourself without wasting your tax refund or feeling that dreaded buyer’s remorse.

The analysis of these functions in terms cost, performance, through our examination of the SERTA MATTRESS Designer Collection a rating of no less than 73 is determined to provide the ultimate satisfaction in meeting all the required needs of client stakeholders within the industry identified by this report.  (File report:  

Time Resting and Risk Qualities is a primary element in a VA study, and through our examination of the SERTA MATTRESS Designer Collection a significant rating for a life cycle cost greater than $725 per annum is determined by researchers to be excessive and may require product recall due to failed Quality standards by manufacturer’s specification (File report:

 

 

 

Speculation Phase

The Speculation Phase involves identifying and listing creative ideas.  During this phase, the VA team participates in a brainstorming session to identify as many means as possible to provide the necessary project functions.  Judgment of the ideas is not permitted in order to generate a broad range of ideas. 

The idea list includes all of the ideas suggested during the study.  These ideas should be reviewed further by the project team, since they may contain ideas that are worthy of further evaluation and may be used as the design develops.  These ideas could also help stimulate additional ideas by others.

Evaluation Phase

The purpose of the Evaluation Phase is to systematically assess the potential impacts of ideas generated during the Speculation Phase relative to their potential for value improvement.  Each idea is evaluated in terms of its potential impact to performance, cost, Time Resting, and Risk Qualities.  Once each idea is fully evaluated, it is given a total rating number.  This is based on a scale of 1 to 3, as indicated by the following rating index:

  These ratings represent the subjective opinion of the VA team regarding the potential benefits of the concepts in order to prioritize them for development.
3 = Major Value Improvement
 
 
2 = Minor Value Degradation Concept results in a minor cost or performance improvement at the expense of the other.
2 = Moderate Value Degradation Concept reduces cost but creates an very good degradation to performance.
1 = Major Value Degradation Concept is not technically feasible or does not meet project need and purpose.

Ideas rated 1 to 2 are developed further and those found to have the greatest potential for value improvement are documented in the VA S section of this report.  A more refined definition of what a 3 rating is (Major Value Improvement, etc.) will be developed by the team leader and team for each study. The rationale for why ideas were rated highly but not developed as alternatives is documented in the Idea Evaluation section of the report. 

Development Phase

During the Development Phase, the highly rated ideas are expanded and developed into VA alternatives.  The development process considers the impact to performance, cost, Time Resting, and Risk Qualities of the alternative concepts relative to the baseline concept.  This analysis is prepared as appropriate for each alternative, and the information may include a performance assessment, initial cost and life‑cycle cost comparisons, schedule analysis, and an assessment of risk.  Each alternative describes the baseline concept and proposed changes and includes a technical discussion.  Sketches and calculations are also prepared for each alternative as appropriate. 

Presentation Phase

The VA study concludes with a preliminary presentation of the VA team’s assessment of the project and VA alternatives.  The presentation provides an opportunity for the owner, project team, and stakeholders to preview the alternatives and develop an understanding of the rationale behind them. 

Implementation Phase

After the stakeholders have had an opportunity to review the alternatives identified by the VA team, the team leader conducts an implementation meeting to discuss the alternatives and resolve appropriate action for each VA alternative.  If necessary, any other VA report edits requested by the representatives are also made by the VA team leader and a final report is issued.

This implementation meeting helps to ensure that savings or process improvements are not lost due to lack of communication and that those VA alternatives that are accepted are properly integrated into the project design.

 

VA REPORT

Preliminary Report

Following the completion of the VA study, the team leader compiles the information developed during the VA study into the Preliminary Value Analysis Study Report.  This report, documenting viable alternatives, is provided to the customer within the timeframe requested (usually within two weeks).  The preliminary report also contains a VA Study Summary Report – Preliminary Findings, designed to highlight critical elements of the VA study, including detailed documentation of VA alternatives, in a concise manner for the use of parties without the opportunity to review the report in its entirety.  More details can be found in the complete preliminary report, which consists of the following documentation:  Executive Summary, VA Alternatives, Project Information, Project Analysis, Idea Evaluation, and VA Process.

Written Report – VA Implementation Action Memo

If the disposition of all VA alternatives cannot be determined at the Implementation Meeting, then a VA Implementation Action Memo is submitted.  This memo states which alternatives are accepted, which are rejected and the rationale for rejection, and which VA alternatives are conditionally accepted with further study required.  For these alternatives, the memo states what action must be completed so that a decision can be made as to the disposition of this VA alternative, when that action is expected to be completed, and who is responsible to complete this action.  If all VA alternatives are either accepted or rejected then this memo is not required.

Written Report – Final Report

Once all VA alternatives have been either accepted or rejected, the team leader updates the Preliminary Value Analysis Study Report to show the final results of the study in a Final Value Analysis Study Report.  In addition, a Value Analysis Study Summary Report (VASSR) is sent to Person-Cox HQ to permit easy documentation into the Person-Cox Annual Report to FHWA.

The following Person-Cox VA Study Activity Chart describes the activity timeline.

 

 

PERSON-COX VA STUDY GANTT CHART

 

 

 

 

Day 1 – Monday, April 16, 104 Kaanapali Shores Pl, Lahaina, HI 96761               

Kick-Off Meeting

2:00        VA Team Set-up “Welcome to Hawaii where relaxation is SEEN”

2:15        Introductions (All) and VA Agenda Review (VA Team Leader)

2:30        Project Overview (Project Manager and Engineers)

9:15        Stakeholder Issues and Concerns

9:30        Break

9:45        Performance Attributes and Requirements and Analysis of Design Alternatives

10:30     Qualitative risk analysis

4:00        Conclusion of Kick-Off Meeting

Day 2 – Tuesday, April 17, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Function Analysis/Fast Diagram

8:45        Cost/Function and Performance/Function Analysis

9:30        Team Brainstorming

12:00      Lunch

1:00        Team Brainstorming (Cont.)

4:00        Adjourn

Day 3 – Wednesday, April 18, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00         Evaluation of Ideas

12:00     Lunch

1:00        Evaluation of Ideas (Cont.), Team Assignments for Development

2:45        Review Alternative Development Process

3:00        Research and Refine Ideas

4:00        Adjourn

Day 4 – Thursday, April 19, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Research and Refine Ideas (Cont.)

10:00     Review of VA Alternatives (Technical Reviewers)

11:30     Develop and Document Alternatives

12:00     Lunch

1:00        Develop and Document Alternatives (Cont.)

4:00        Adjourn

Day 5 – Friday, April 20, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Develop and Document Alternatives (Cont.)

12:00     Lunch

1:00        Complete Alternative Development

4:00        Adjourn

Day 6 – Saturday, April 21, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Group Review and Ranking of VA Alternatives/Strategy; Presentation Preparation

10:00     Finalize Alternatives and Prepare Presentation

12:00     Lunch

1:00        Finalize Alternatives and Prepare Presentation

1:30        Presentation of VA Alternatives Meeting (Presentation of VA Study Results to Management and Stakeholders)


Day 1 – Monday, May 14, 104 Kaanapali Shores Pl, Lahaina, HI 96761                

Kick-Off Meeting

2:00        VA Team Set-up “Welcome to Hawaii where relaxation is SEEN”

2:15        Introductions (All) and VA Agenda Review (VA Team Leader)

2:30        Project Overview (Project Manager and Engineers)

9:15        Stakeholder Issues and Concerns

9:30        Break

9:45        Performance Attributes and Requirements and Analysis of Design Alternatives

10:30     Qualitative risk analysis

4:00        Conclusion of Kick-Off Meeting

Day 2 – Tuesday, May 15, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Function Analysis/Fast Diagram

8:45        Cost/Function and Performance/Function Analysis

9:30        Team Brainstorming

12:00      Lunch

1:00        Team Brainstorming (Cont.)

4:00        Adjourn

Day 3 – Wednesday, May 16, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00         Evaluation of Ideas

12:00     Lunch

1:00        Evaluation of Ideas (Cont.), Team Assignments for Development

2:45        Review Alternative Development Process

3:00        Research and Refine Ideas

4:00        Adjourn

Day 4 – Thursday, May 17, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Research and Refine Ideas (Cont.)

10:00     Review of VA Alternatives (Technical Reviewers)

11:30     Develop and Document Alternatives

12:00     Lunch

1:00        Develop and Document Alternatives (Cont.)

4:00        Adjourn

Day 5 – Monday, May 18, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Develop and Document Alternatives (Cont.)

12:00     Lunch

1:00        Complete Alternative Development

4:00        Adjourn

Day 6 – Monday, May 19, 104 Kaanapali Shores Pl, Lahaina, HI 96761

8:00        Group Review and Ranking of VA Alternatives/Strategy; Presentation Preparation

10:00     Finalize Alternatives and Prepare Presentation

12:00     Lunch

1:00        Finalize Alternatives and Prepare Presentation

1:30        Presentation of VA Alternatives Meeting (Presentation of VA Study Results to Management and Stakeholders)


 

MEETING ATTENDEES

Include the attendance and contact information for all VA Study participants. Also record the attendance of the Implementation Meeting.

Pre-
Study
Day 1 Day 2 Day 3 Day 4 Day 5 Imp Mtg Name Position/Role Parson’s & Cox Telephone E-mail
X X X X X X X April Sherridan Director Parson’s & Cox 555-584-1212 April.Sherridan @dot.com
      X X X X Leland Coal Finance Officer Parson’s & Cox 555-584-1213 Leland.Coal @ dot.com
  X X X X X X Marshall Corbane General Manager Parson’s & Cox 555-584-1214 Marshall.Corbane @ dot.com
X X X X X X X Lola Kirkland Marketing Parson’s & Cox 555-584-1215 Lola.Kirkland @ dot.com
X X X X X X X Stephanie Cleveland Administrator Parson’s & Cox 555-584-1216 Stephanie.Cleveland @ dot.com
    X X X X X Roland Zuckerland Union Coordinator Parson’s & Cox 555-584-1217 Roland.Zuckerland @ dot.com