Watch: Industrialisation’s role in a sustainable future

An architect wouldn’t request a generator of a custom capacity for a particular project, she says, because no one is going to decide that a manufactured product ought to be manufactured to a different capacity.. We don’t need to know many DfMA principles surrounding generators because they are productised, she says.

Circle Birmingham Hospital.and Rehabilitation project.

She has been involved in the design from conception, contributing to the improvement in quality of the internal spaces for patients, staff and visitors.Thanks to her expertise in healthcare architecture, she has primarily focused on refining the internal layout of the hospital, through the ongoing engagement of stakeholders and user groups from Circle hospitals.. Martina has led the team through the construction stage for Circle Birmingham, with a design, management and coordinating role on the project which involves dealing with clients, contractors and external consultants.She is also involved in the detail design of the hospital’s rehabilitation expansion of the project, overseeing the design process and the interference with the hospital scheme currently on site.. Martina is also involved in Healthcare projects for the MoJ (as part of the current Prisons Estate Transformation Project), and compliance checks for medical facilities in Europe and Asia.Jami leads the ‘Central Logic’ approach at Bryden Wood, and her work sits at the intersection between Architecture,.

Design for Manufacture and Assembly (DfMA).and Digital Innovation.. Jami’s simultaneous involvement with our.

, Creative Technologies and Integrated Design teams allows her to straddle the virtual and real worlds, and to push the boundaries of traditional architectural design.

She delivers solutions that combine cutting-edge approaches to.This would allow time for the Design Sprints to deliver the integrated design to the required definition at the end of the study..

The design sprints themselves were appropriately segmented, cognisant of the fact that the final sprint should be quicker as more of the outstanding questions would have been generically answered..Many of the deliverables (3.)

could be sequenced traditionally and could be tracked.The trick was that as far as possible they should be de-linked from Integration Strategy E.g.