It needs to sit across the entire operation.
At the moment, however, this isn’t really possible, because we don’t have a clear set of rules.We have too many non-interoperable systems and ecosystems.
Our current decisions are based on cost, rather than value and outcomes.Initial capital costs and whole-life costs will always be important, but all of the various value metrics and value drivers need to be considered alongside them..Therefore, another solution which might evolve in the process of transforming construction would be the creation of a digital marketplace.
Such a scenario would stipulate certain quality and ethical thresholds for supplier participation.It could be similar to an Amazon model, but with products, sub-assemblies and systems supporting and providing value-driven data.
The data would reflect jobs supported, social value delivered, net-zero carbon emissions facilitated, safety promoted, as well as compliance with regulations and standards..
Staying focused: collaboration, disruption & diversification.So we have to ask certain key questions from the outset, like: what’s the least amount of material that could possibly be used to build an asset?
What’s the smallest number of times that asset could be touched or processed by people?How productive can those people be?.
Our goal with P-DfMA is lean construction.We want to remove anything which doesn’t add value.