SAVE International CVS - Certified Value Specialist

The correct sequence is shock, defensive retreat, acknowledgement, adaptation to change . In Value Methodology, proposed alternatives often challenge existing assumptions, designs, ownership positions, or organizational habits. Therefore, resistance to change must be anticipated and managed as part of facilitation, presentation, and implementation. The CVS study material places team building and facilitation knowledge within the areas of team dynamics, consensus building, habits, attitudes, creativity roadblocks, and effective presentation. ( )

The first reaction to significant change is usually shock , where stakeholders are surprised or unsettled by the proposed departure from the current approach. This is followed by defensive retreat , where individuals may protect the original concept, defend prior decisions, or resist the implication that improvement is possible. The next stage is acknowledgement , where stakeholders begin to recognize the validity of the new information, value alternative, or improvement opportunity. Finally, adaptation to change occurs when the organization accepts the revised direction and begins integrating it into practice. This aligns with VM implementation guidance, where accepted alternatives must be planned, committed to, tracked, and embedded into the organization. ( )

References/topics: VM Facilitation and Team Dynamics; Change Management Strategies; Presentation Phase; Implementation Activities; Team Dynamics.

The correct answers are A, D, and E . A “conditionally accepted” VM proposal is not rejected, but it is also not fully approved for immediate implementation. It requires follow-up before final acceptance. Therefore, the Implementation Meeting documentation must clearly record what action is required , who is responsible , and when the final decision will be made .

This aligns directly with SAVE’s VM Job Plan logic. The Development Phase requires the team to prepare implementation requirements, including initial cost, life-cycle cost, implementation cost, risk, uncertainty, and schedule impact. It also requires an implementation plan containing the proposed schedule, team assignments, and management requirements. ( UW Courses ) The Presentation Phase then seeks concurrence and commitment from management, and the written report confirms the implementation plan accepted by management. ( UW Courses ) During Post-Study, assignments are made to complete tasks associated with the approved implementation plan. ( UW Courses )

Grammar changes are editorial, not implementation-control information. VM team disagreements may be noted internally if relevant, but they are not the typical required record for conditional acceptance.

References/topics: Implementation Phase; Presentation Phase; Post-Study Activities; Implementation Plan; VM Proposal Follow-Up.

The correct answers are C and D . The end-of-workshop presentation is part of the Presentation Phase , whose objective is to obtain concurrence and commitment from the designer, project sponsor, and management to proceed with implementation. SAVE’s VM Job Plan identifies Presentation Phase activities as presenting an oral report, preparing the written report, and obtaining implementation commitments. ( UW Courses )

Therefore, the level of management involvement directly affects scheduling because the presentation must be arranged when the decision-making body, sponsor, designer, and appropriate managers are available. The standard states that the VM team presents recommendations to the decision-making body and uses interactive discussion to obtain approval or direction for more information. ( UW Courses )

The number of VM proposals developed also affects scheduling because more proposals require more time for explanation, supporting data, benefit analysis, cost/schedule impacts, risks, and implementation requirements. The Development Phase requires each proposed alternative to include technical data, cost and performance data, schedule impact, and implementation planning before presentation. ( UW Courses )

Team size and general participant count may affect logistics, but they are not the primary scheduling drivers for the formal final presentation.

References/topics: Presentation Phase; Development Phase; VM Proposals; Management Commitment; Implementation Planning.

The correct answers are B and C . When a VM study team has little or no experience with function analysis, the facilitator should introduce the concept through simple demonstration and participative learning. SAVE guidance identifies Function Analysis as the foundation of Value Methodology and explains that functions are expressed in two-word active verb / measurable noun form to describe what work is being performed. ( ) Showing an example of function analysis helps the team see how physical items are translated into functional language before applying the method to the study subject.

Having the team identify functions of items in the room is also effective because it creates a low-risk practice exercise. The SAVE study material provides simple item-based examples such as a table performing “Support Weight” and a screwdriver performing “Transmit Torque,” which directly supports this teaching approach. ( ) This builds confidence before moving to more complex project functions.

Option A is not preferred because preparing the FAST diagram in advance removes team discovery, ownership, and consensus-building. Option D is incorrect because functions must first be identified before they can be classified, analyzed, or evaluated; function analysis is defined as the process of defining, classifying, and evaluating functions. ( )

References/topics: VM Facilitation; Team Learning; Function Analysis Phase; Function Identification; FAST Introduction.

The correct answer is B. $12,000 . This question asks only for the repair and replacement costs of Car B , not the full life-cycle cost. Therefore, the initial purchase price of $50,000 and the fuel cost data are irrelevant for this specific calculation. The only repair/replacement item listed for Car B is tires every two years at $2,000 .

The service life is 12 years . Since tires are replaced every 2 years , the number of replacement cycles is:

12 years ÷ 2 years = 6 replacement cycles

The total repair and replacement cost is therefore:

6 × $2,000 = $12,000

Option A. $6,000 would represent only three tire replacements, which does not cover the full 12-year service life. Option C. $10,000 would represent five replacements; that approach would exclude the final two-year replacement interval, but this question’s wording asks for costs for the service life , so the full 12-year period is counted. Option D. $4,000 covers only two replacement cycles and is clearly incomplete.

In the Evaluation Phase, the CVS candidate must separate initial cost , annual operating cost , and periodic repair/replacement cost before performing life-cycle calculations. This question isolates the periodic replacement-cost component only.

References/topics: Evaluation Phase; Life-Cycle Cost; Repair and Replacement Costs; Recurrent Cost; Cost Classification.

The correct answers are B. Maintenance, C. Production, and E. Engineering . The question is focused on how adding a new product will affect the current manufacturing process , so input must come from the functions that directly understand equipment capability, production workflow, process design, downtime risk, maintainability, tooling, tolerances, and operational constraints. SAVE’s Value Methodology Standard specifically states that VM can be applied to manufacturing processes , and that the Value Study Team should be a multidisciplinary group of experienced professionals and project stakeholders selected based on their expertise and experience with the project.

Production is essential because it understands line capacity, sequencing, labor flow, bottlenecks, cycle time, quality impact, and daily operating constraints. Maintenance is essential because a new product may require equipment changes, additional preventive maintenance, setup changes, spare parts, downtime planning, or reliability analysis. Engineering is essential because it understands product design, process capability, manufacturing methods, fixtures, tooling, specifications, and technical feasibility.

Marketing may provide market demand or customer preference input, but that is not the best answer when the question narrows the issue to the existing manufacturing process. Human resources may support staffing or training later, but it is not one of the three primary technical process stakeholders.

References/topics: Multidisciplinary Team; Stakeholder Expertise; Manufacturing Process VM; Team Composition.

1. Review information → 2. Create matrix or table → 3. List elements or components → 4. Brainstorm functions → 5. Identify basic function(s)

The correct sequence follows the Function Analysis Phase logic used in Value Methodology. The team must first review information so that the subject under study is understood before any function statements are generated. SAVE’s VMF curriculum places Random Function Identification directly within the Function Analysis Phase, after defining functions and before FAST diagramming and function-resource matrices. ( SAVE International Online Courses )

After reviewing the available data, the facilitator creates a matrix or table to organize the analysis. The team then lists the physical or process elements/components being examined. Once the elements are visible, the team can brainstorm functions using the required active verb and measurable noun format. SAVE’s Value Methodology Standard states that the Function Analysis Phase begins by identifying and defining work and sell functions using active verbs and measurable nouns, and notes that this is often called Random Function Definition . ( courses.washington.edu )

The final step is to identify the basic function(s) because basic-function classification can only be done after candidate functions have been generated. This aligns with the Standard’s sequence: define functions first, then classify them as basic or secondary. ( courses.washington.edu )

References/topics: Function Analysis Phase; Random Function Identification; Function Definition; Basic Function Classification.

The correct answer is A . The basic function is the essential purpose for which the project, product, or process exists. SAVE’s dictionary defines the basic function as the specific purpose for which the subject exists and states that it answers, “What must it do?” This is one of the most important concepts in the CVS exam because the basic function anchors function analysis, FAST diagramming, creativity, and evaluation.

Option B is incorrect because cost is a resource measure, not the basic function itself. Cost becomes meaningful only when compared with function, worth, performance, and user need. Option C is irrelevant to function. Option D may matter in procurement or schedule evaluation, but it does not define why the subject exists. A team that fails to identify the basic function often becomes trapped by existing design assumptions. For example, a wall may be assumed necessary, but the basic function might be “separate spaces,” which could be achieved by many alternatives. Function abstraction is the discipline that opens the door to value improvement.

References/topics: Basic Function; Function Classification; Function Analysis Phase.

The correct matching follows the logic of the SAVE Value Methodology Job Plan. The Information Phase establishes factual understanding of the study subject, so its controlling question is “What is it?” The SAVE VM Standard describes this phase as reviewing current project conditions and identifying study goals. The Function Analysis Phase asks “What does it do?” because the team defines the project’s functions in active verb/measurable noun form and analyzes which functions require improvement, elimination, or creation. The Creativity Phase asks “What else will do it?” because the team identifies alternative ways to perform the required functions. The Evaluation Phase asks “Will it work?” because ideas are screened against value potential, performance requirements, and resource limits. The Development Phase asks “What are the details?” because selected ideas are expanded into documented alternatives or proposals. Finally, the Presentation Phase aligns with “What if?” because decision makers must understand the implications, adequacy, risks, and value improvement opportunity before approving implementation. SAVE identifies these six phases as sequential and states that each phase provides the information needed for successful execution of the next phase.

References/topics: Value Methodology and Job Plan; Information Phase; Function Analysis Phase; Creativity Phase; Evaluation Phase; Development Phase; Presentation Phase.

The correct answer is B . FAST stands for Function Analysis System Technique. SAVE defines a FAST diagram as a graphical representation of dependent relationships of functions within a project, product, or process. The diagram uses logical relationships such as “How,” “Why,” and “When” to organize functions. It is a core Function Analysis tool because it forces the team to examine why functions exist, how they are accomplished, and which functions lie on the critical function logic path.

Option A is incorrect because schedule networks belong to project scheduling, not function modeling. Option C is wrong because cost spreadsheets may support resource analysis, but they do not show functional dependency logic. Option D is a procurement management artifact. FAST is valuable because it shifts the team from objects and components to function relationships. This enables better creativity because the team can ask, “How else can we perform this function?” rather than merely asking, “How can we make this component cheaper?”

References/topics: FAST Diagram; Function Analysis System Technique; How-Why Logic.