The Dyson blog: Design to Value and the Environmental Emergency

I didn’t fancy A-levels and I didn’t fancy tech college so I went straight into a job and I did day release...

The problem statement pinpoints the gap between the existing state and the desired state (of a company, a site, a process) and defines the core values that will drive the project.This, of course, runs counter to how many architects and engineers work today.

Normally in design and construction, a client hires an architect with a predefined brief in hand.The very descriptor –brief– points to a system that diminishes the basis of a project, marginalising it to a minor, condensed idea rather than an expansive and radial statement of purpose.Design to Value, on the other hand, asks that clients rather approach every project with a question, or set of problems, to be solved – not a directive.

The architect’s role is to define the core problem and then to find innovative solutions.. To purchase this book, visit.In this episode of our Built Environment Matters podcast, Jaimie Johnston MBE catches up with Brett Rogers, CEO of construction supply chain company, Katalyst DI.. Click the 'play button' above to listen in, or read our 5 Key Takeaways from this episode below.... 1.When we integrate supply chain data into the design and construction process, we unlock the possibility of Tesla-like margins.. ‘Normal’ design is usually a linear process, with bespoke supply chains engaged at a late stage.

However, as large serial clients adopt more standardised designs to improve efficiency on construction projects, the benefit of getting closer to supply chain partners is becoming clear..

Collecting even simple information about lead times, inventory, and production status helps to identify potential supply problems and enables owners to make more informed decisions.In some cases these issues will be covered by regulations and can therefore impact health and safety or quality compliance.

Further considerations include containment and contamination control, building security and opening times (e.g.for 24/7 lab operations), shared lab functions (e.g.

washrooms or stores), and IP sensitivities – with the size and type of life science business or tenant a driving factor in how these are managed.In all cases, a lab design should be developed as soon as possible, with material and personnel flows and relevant zonings mapped out across all lab and common areas to identify any potential issues.. 8.