Deferring CapEx, delivering predictability.
Adrian La Porta., viewers will gain insights into how Bryden Wood is not only anticipating the future needs of society but actively responding to them with innovative solutions.. Join us on this journey where Bryden Wood is creating a space not just for technological innovation, but for the meeting of minds eager to solve the world's most complex problems..
This video is an invitation to explore the power of integrated design and to see firsthand how Bryden Wood is turning the challenges of today into the opportunities of tomorrow.Over the last few years I have spent much of my time working on and thinking about projects in the very front end.Working to try and ensure that the purpose, value proposition and mission of companies is clearly expressed in the projects they decide to commission.Trying to do this well requires a different engagement with a client organisation.
Not one of waiting for a specification or brief, but one of asking searching questions, being curious, and, at times, challenging.There is a great deal of evidence that demonstrates that these approaches lead to projects which conceive of value well beyond normal experience..
The working assumption generally held in the pharmaceutical industry is that beyond the formulation of an accepted project concept, iterative and questioning approaches offer less value and maybe pose risks in later design stages.
Therefore, the approach is to decide on a single concept to integrate the engineering structurally in an EPCM type contract and to focus purely on deliverables..She notes that the MOJ programme was a great kickstarter and remains a valuable reference point..
When comparing construction’s journey to the evolution of other sectors, such as aerospace and automotive, we find clear examples of the progression that’s possible when shifting from a bespoke and artisan product, to a focus on standardised processes, mass production and mass customisation.Although the construction industry often objects to such comparisons on the basis of being different, the fact is there are tremendous similarities.
In reality, we have much to learn from the other sectors who have progressed successfully down this path ahead of us.. Sully recalls that work on the MOJ project included a certain amount of culture shock, and says there was a chasm that needed bridging in order to bring together the fantastic capabilities of both the manufacturing and construction industries.Now that this new model of working is finally becoming a reality, we need to push forward, focusing our efforts on proving the benefits, propagating the methodology, and enabling it to spread across the sector.