Process engineering and MMC: a Design to Value approach

We’re all colleagues and we’re encouraged to go out there and be proactive.'.

They need to understand that the standard processes are comfortably wrong: everyone feels comfortable about them but they produce the wrong answer, and that is because the path is predefined.. Once the values of a project are established, diagramming begins.Visual language is key to articulating this.

For instance, a client might express that they need a space to do.X process in, which needs to be near a space that can handle Y process, which needs to be next to something else essential but perhaps seemingly unrelated, and they all need to have good light and be highly adaptable.For this, a diagram to spatially explore how this might work is a key tool for communication and design.

Once all the stakeholders can understand and visualise the connections, designing a physical space unfolds.Function comes first.. To purchase this book, visit.What came to me was not a revelation but a simple remembering.

Only three weeks ago I was involved in a webinar and I remember saying “Design to Value represents an ‘and’ rather than an ‘or’…”.

The reason why it seems so hard to take choices which will protect us in the longer term is that we believe that to do so will lessen or lives, our livelihoods, our success in the short term.The starting point, and where we must begin in order to truly maximise the benefits that P-DfMA and MMC make possible, is to rework our core processes (design, procure, construct, operate) around a central, driving principle: process-led design.

In other words, we must begin with the manufacture and assembly process in mind.Innovation doesn’t respect discipline or sector boundaries.

It needs to sit across the entire operation.We are interested in increasing quality, productivity, timeliness and cost effectiveness.