Chip Thinking®️ brings everyone together.
Being in the construction industry we can see how we can make playing the fiddle on the roof safe.. Maybe what we need to do is ask the fiddle player why they are there, what is their purpose and what do they need.The answers to these questions may open up a whole new level of understanding..
Professor John Dyson spent more than 25 years at GlaxoSmithKline, eventually ending his career as VP, Head of Capital Strategy and Design, where he focussed on developing a long-term strategic approach to asset management..While there, he engaged Bryden Wood and together they developed the Front End Factory, a collaborative endeavour to explore how to turn purpose and strategy into the right projects – which paved the way for Design to Value.He is committed to the betterment of lives through individual and collective endeavours.. As well as his business and pharmaceutical experience, Dyson is Professor of Human Enterprise at the University of Birmingham, focussing on project management, business strategy and collaboration.. Additionally, he is a qualified counsellor with a private practice and looks to bring the understanding of human behaviour into business and projects.. To learn more about our Design to Value philosophy, read Design to Value: The architecture of holistic design and creative technology by Professor John Dyson, Mark Bryden, Jaimie Johnston MBE and Martin Wood.
Available to purchase at.Design to Value evolved gradually and intuitively – and holistically.From designing the brief to considering how elements should be delivered on site to how best to engage the supply chain to how to repurpose existing technology – these things were always central to the Design to Value thinking, even before being labelled as such.. Design to Value purports that the front-end of the project needs to focus on developing data to support decision making at all stages of a meandering process – where each decision step is influenced by the one before.
This has to be done on a project-by-project basis because decisions vary accordingly, demanding different amounts and kinds of work and design elements.
Fundamental questions of viability and value must be asked early and answered using data-driven modelling and schematics..The only way we can do this effectively is by analysing the process.
For example, the size and quantity of raw materials needed to produce the required volume of product will determine the size of the warehouse.The maximum throughput of the equipment that is used will determine how many pieces of equipment are needed to process the volume.
The degree of process automation will determine how many human operatives will be needed along with the associated offices, meeting rooms, tea points and toilets.Every aspect of the process can be used to inform facility design.. Clients will often approach us with a pre-determined idea of what their project should look like.