These processes then become highly repeatable, enabling greater levels of automation in construction.

At GSK, I found myself working on a pharmaceutical project in Parma.The goal was to manufacture a drug called an attachment inhibitor to benefit people with HIV and AIDS, for whom other treatments are no longer working.

The drug was in development and GSK wanted to get the product to market as quickly as possible..When trying to accelerate a product to market, it’s important not to tie things down too early.Unexpected things often happen in development, which affect the outcome.

It’s important to stay flexible.Using Chips enabled the success of the Parma project, and structural modelling also enabled design simplification and a quicker timescale.

The project was completed in just 18 months and awarded ISPE facility of the year.. We also successfully created something we called a Factory in a Box pharmaceutical facility.

It was built with eight Ghurkas from components delivered in shipping containers.If we issue the same design intent multiple times but continue to detail it in slightly different ways, the result is lots of slightly different projects, all with different supply chains.

Instead, we could save on project costs and schedules if everyone optimised around the same thing, started defining the information behind standardisation and supply chains, and began thinking of projects more like products.. 5.Only by dispelling the mystique of construction, can we reveal real value..

The construction industry needs to shift its thinking towards recognising similarity and repeatability by using repeatable components to create unique systems.. Construction companies are already operating at 100% capacity or more.Businesses aren’t competing for work, they’re trying to figure out ways to deliver all the work they already have, and how to deliver it with existing supply chain capacity and widespread skills shortage..