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FERGUS HARRADENCE

Deputy Director, Construction, Department for Business,

Energy & Industrial Strategy

TRANSFORMING OUR RESEARCH BASE: COLLABORATIVE PROJECTS SHOWCASE

ALISON NICHOLL

Head of Constructing Excellence, BRE

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DR HUDA DAWOOD

Senior Research Associate, Teesside University

PUTTING PEOPLE AT THE HEART OF FUTURE SOCIAL HOUSING DESIGN AND MANUFACTURE

PROFESSOR PAUL VAN SCHAIK

Professor of Psychology, Teesside University

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THE PROBLEM

• Social-housing occupants have limited choice over their living environment

• Social-housing providers focus on low cost

• User experience is not systematically addressed in social-housing designExisting work on requirements and design takes a technology-driven ‘deficit approach’: fixing problems rather than fulfilling human needs

• Occupants’ quality of living environment may be compromised

v The project addresses the lack of a systematic and theoretical approach to incorporating user experience (UX) research, tools and models to support social housing design

• Social-housing occupants are more likely to experience fuel poverty

v The project also focuses on occupants’ understanding and experience of energy systems

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THE PLAN

1. Conduct a systematic literature review to identify design parameters that are relevant for housing andinfluence occupants’ UX

2. Conduct a systematic literature review to identify occupants’ user needs, convert these into requirementsand establish their relevance

3. Develop a theoretical design matrix as a basis for subsequent data collection

4. Conduct semi-structured interviews with social housing providers and social housing design architects

5. Conduct semi-structured interviews and an online survey with housing occupants

6. Refine the design matrix mapping of UX factors onto design parameters

7. Verify the design matrix with stakeholders

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THE BENEFITS

• Policy-makers

Ø Inform RIBA guidance on POW related to earlier project development stages

Ø Influence house building standards, through RIBA and housing associations

• Industry

Ø Enhance quality of living environment and wellbeing, and post-occupancy operation assessment

Ø Reduce maintenance costs; improve energy performance and operation of assets

Ø Improve client brief and prioritisation of user requirements

Ø Improve quality and safety in off-site modular construction

• Academics

Ø Design matrix to clarify factors that contribute to enhanced quality of living environment and wellbeing

Ø Identify and prioritise social housing design parameters (e.g. interior/exterior space, lighting)

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THE RESULTS: DESIGN MATRIX

Source: Moghimi et al. (2018)

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Attributes: the how-question

Values: the why-question

Consequences:

the what-question

THE RESULTS: DESIGN MATRIX

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THE RESULTS: MILESTONES

• Report on the design parameters and UX factors from interviews and surveys with occupants and construction professionals

• Short paper on the design matrix

Ø informed by literature review and

Ø interviews and surveys of occupants and construction professionals

• Conference paper on the verification of the design matrix

• Journal paper and final report of the project

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DR GRANT MILLS

Associate Professor, UCL

CHALLENGING SPACE FRONTIERS IN HOSPITALS

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THE PROBLEM

This project aims to develop capabilities to increase the productivity, scalability and faster delivery of hospital theatre projects. Existing innovative manufactured, volumetric, component and traditional solutions will be challenged by comparison with spacecraft system manufacture to advance understanding of fast-moving technologies, airtight assembly, logistics, innovation and integration.

• To research the presumption for offsite in healthcare building and advance DfMA

• To explore the capabilities, business models and incentives for accelerated pathways to offsite building manufacture and delivery

• To understand how manufactured, volumetric, component and traditional solutions can be found for this complex setting – then to deliver efficiencies and increased quality (Bryden Wood, 2017)

• To challenge existing frontiers by drawing a comparison with spacecraft system manufacture. Both use advanced fast-moving technologies, both require air tightness, both are spatially complex, and have challenging assemblies and logistics - requiring significant levels of building services innovation and integration

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Image: North Bristol NHS Trust

Image: Mars 2020 rover assembly at NASA JPL Image: NASA

Image: Offsite Solutions

Digitally enabled systems integration is highly advanced in space-craft engineering. Manufacture in clean and controlled environments. Systems engineering across all interfaces to maximise efficiencies. Large-scale and sensitive logistics. Common standards for design, assembly, testing, verification, etc…

THE PROBLEM

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Royal Shrewsbury Hospital (RSH), as part of a £1.7million investment during 2017/18The Royal Liverpool hospital, £500million 2019 (following Carillion's Collapse)

New scanner liftScanner temporary stored in courtyard

Scanner being loaded

New equipment not fully commissionedBeneficial occupation

THE PROBLEM

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THE PLAN

• Investigate twelve advanced theatre projects to understand the sectors existing capability and supply network involvement – e.g.: § Bryden Wood - Circle (reduction in programme (20%), cost (28%) and standardisation (79%). § McAvoy - Northumbria (fully integrated mechanical ventilation, heating and cooling systems). § Elliott - King’s College Hospital (delivered 24 weeks). § Howorth delivered for Oswestry orthopaedic a barn operating theatre (Howorth innovation in

ultra-clean canopies and associated lighting, air handling units, ductwork and controls).

• Undertake six in depth case study projects to understand the diversity of innovation and integration capabilities (e.g. ways to procure advanced design for manufacture, digitally-enabled integration and evaluate innovative models of procurement).

• Run a scenario planning workshop to advance understanding of the opportunities for scaling modern hospital manufacturing.

• Package a new approach for use by the collaborators and national open-source resources (including key principles, process and tools) will be made available to scale the impacts within the wider construction sector.

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THE BENEFITS

Advanced Design and MMC (such as Bryden Wood, AML and Hassel). Articulate client requirements, agree standards and develop capabilities for advanced hospital specific design platforms, kit of parts and configurators. Share innovative capabilities, stimulate open sourcing and establish supply network integration to reduce risk and increase innovation.

Advanced Engineering, Asset Management and Advanced Manufactures (such as Howorth, Hulley and Kirkwood and Elliot). Attract investment in enhanced customer-centric solutions and create a pipeline for repeatable projects. Define multi-generational innovation stretch targets. Grow the market with multiple manufacturer standardisation, simplified assembly and so reduced cost / waste.

Healthcare Policy, Innovative Hospital Services and Users (such as NHS improvement, Nottingham University Hospital). Definition of the capabilities and requirements to define, rationalise and optimise an advanced hospital platform for DfMA. Economies of scale and scope, IP and open sourcing recommendations. Case study evidence showing existing capabilities and articulating of advanced challenges and opportunities.

[Design-manufacture workshop 30th July, launch of SEISMIC 11th July]

[Review of NHS FT business cases, Cranfield space system integration 30th

July]

Working with clinical areas and associated colleges, technical challenges (e.g. sealing and vibration)

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0 10 20 30 40 50 60 70 80

ISIGHTTHE CROFT SHIFA HEALTH CENTRE

SHROPSHIRE COMMUNITY HEALTH NHS TRUSTBIRMINGHAM COMMUNITY HEALTHCARE NHS FOUNDATION TRUST

DERBYSHIRE COMMUNITY HEALTH SERVICES NHS FOUNDATION TRUSTSOMERSET PARTNERSHIP NHS FOUNDATION TRUST

SOUTHERN HEALTH NHS FOUNDATION TRUSTWILL ADAMS NHS TREATMENT CENTRE

NUFFIELD HEALTH, CAMBRIDGE HOSPITALLIVERPOOL WOMEN'S NHS FOUNDATION TRUST

ROYAL PAPWORTH HOSPITAL NHS FOUNDATION TRUSTKIMS HOSPITAL (NEWNHAM COURT)

THE WALTON CENTRE NHS FOUNDATION TRUSTISLE OF WIGHT NHS TRUST

WESTON AREA HEALTH NHS TRUSTTHE CHRISTIE NHS FOUNDATION TRUST

SOUTH TYNESIDE NHS FOUNDATION TRUSTEAST CHESHIRE NHS TRUST

HARROGATE AND DISTRICT NHS FOUNDATION TRUSTAIREDALE NHS FOUNDATION TRUST

HOMERTON UNIVERSITY HOSPITAL NHS FOUNDATION TRUSTYEOVIL DISTRICT HOSPITAL NHS FOUNDATION TRUST

NORTHERN DEVON HEALTHCARE NHS TRUSTPOOLE HOSPITAL NHS FOUNDATION TRUST

LIVERPOOL HEART AND CHEST HOSPITAL NHS FOUNDATION TRUSTSHEFFIELD CHILDREN'S NHS FOUNDATION TRUST

TAMESIDE AND GLOSSOP INTEGRATED CARE NHS FOUNDATION TRUSTJAMES PAGET UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

WYE VALLEY NHS TRUSTGEORGE ELIOT HOSPITAL NHS TRUST

NORTH MIDDLESEX UNIVERSITY HOSPITAL NHS TRUSTTHE ROYAL MARSDEN NHS FOUNDATION TRUST

THE ROTHERHAM NHS FOUNDATION TRUSTBEDFORD HOSPITAL NHS TRUST

SOUTH WARWICKSHIRE NHS FOUNDATION TRUSTTHE ROYAL ORTHOPAEDIC HOSPITAL NHS FOUNDATION TRUST

ROYAL NATIONAL ORTHOPAEDIC HOSPITAL NHS TRUSTWHITTINGTON HEALTH NHS TRUST

DORSET COUNTY HOSPITAL NHS FOUNDATION TRUSTSOUTHPORT AND ORMSKIRK HOSPITAL NHS TRUST

THE HILLINGDON HOSPITALS NHS FOUNDATION TRUSTMID CHESHIRE HOSPITALS NHS FOUNDATION TRUST

GATESHEAD HEALTH NHS FOUNDATION TRUSTTHE QUEEN ELIZABETH HOSPITAL, KING'S LYNN, NHS FOUNDATION TRUST

MILTON KEYNES UNIVERSITY HOSPITAL NHS FOUNDATION TRUSTTHE ROBERT JONES AND AGNES HUNT ORTHOPAEDIC HOSPITAL NHS FOUNDATION TRUST

KETTERING GENERAL HOSPITAL NHS FOUNDATION TRUSTTHE PRINCESS ALEXANDRA HOSPITAL NHS TRUST

BARNSLEY HOSPITAL NHS FOUNDATION TRUSTBOLTON NHS FOUNDATION TRUST

CHESTERFIELD ROYAL HOSPITAL NHS FOUNDATION TRUSTWEST SUFFOLK NHS FOUNDATION TRUSTCROYDON HEALTH SERVICES NHS TRUST

DARTFORD AND GRAVESHAM NHS TRUSTQUEEN VICTORIA HOSPITAL NHS FOUNDATION TRUST

WALSALL HEALTHCARE NHS TRUSTWEST HERTFORDSHIRE HOSPITALS NHS TRUST

GREAT ORMOND STREET HOSPITAL FOR CHILDREN NHS FOUNDATION TRUSTROYAL SURREY COUNTY HOSPITAL NHS FOUNDATION TRUST

TORBAY AND SOUTH DEVON NHS FOUNDATION TRUSTALDER HEY CHILDREN'S NHS FOUNDATION TRUST

BLACKPOOL TEACHING HOSPITALS NHS FOUNDATION TRUSTLUTON AND DUNSTABLE UNIVERSITY HOSPITAL NHS FOUNDATION TRUST

KINGSTON HOSPITAL NHS FOUNDATION TRUSTTAUNTON AND SOMERSET NHS FOUNDATION TRUST

GREAT WESTERN HOSPITALS NHS FOUNDATION TRUSTSALISBURY NHS FOUNDATION TRUST

MEDWAY NHS FOUNDATION TRUSTCOUNTESS OF CHESTER HOSPITAL NHS FOUNDATION TRUST

SHERWOOD FOREST HOSPITALS NHS FOUNDATION TRUSTROYAL UNITED HOSPITALS BATH NHS FOUNDATION TRUST

THE ROYAL BOURNEMOUTH AND CHRISTCHURCH HOSPITALS NHS FOUNDATION TRUSTASHFORD AND ST PETER'S HOSPITALS NHS FOUNDATION TRUST

SURREY AND SUSSEX HEALTHCARE NHS TRUSTNORTH TEES AND HARTLEPOOL NHS FOUNDATION TRUST

THE DUDLEY GROUP NHS FOUNDATION TRUSTBIRMINGHAM WOMEN'S AND CHILDREN'S NHS FOUNDATION TRUST

EAST AND NORTH HERTFORDSHIRE NHS TRUSTNORTHERN LINCOLNSHIRE AND GOOLE NHS FOUNDATION TRUST

UNIVERSITY HOSPITALS OF MORECAMBE BAY NHS FOUNDATION TRUSTWARRINGTON AND HALTON HOSPITALS NHS FOUNDATION TRUST

CALDERDALE AND HUDDERSFIELD NHS FOUNDATION TRUSTCOLCHESTER HOSPITAL UNIVERSITY NHS FOUNDATION TRUST

MAIDSTONE AND TUNBRIDGE WELLS NHS TRUSTAINTREE UNIVERSITY HOSPITAL NHS FOUNDATION TRUST

BURTON HOSPITALS NHS FOUNDATION TRUSTNORTHAMPTON GENERAL HOSPITAL NHS TRUST

SHREWSBURY AND TELFORD HOSPITAL NHS TRUSTSALFORD ROYAL NHS FOUNDATION TRUST

STOCKPORT NHS FOUNDATION TRUSTIPSWICH HOSPITAL NHS TRUST

LEWISHAM AND GREENWICH NHS TRUSTMOORFIELDS EYE HOSPITAL NHS FOUNDATION TRUST

ROYAL BROMPTON & HAREFIELD NHS FOUNDATION TRUSTEPSOM AND ST HELIER UNIVERSITY HOSPITALS NHS TRUST

EAST SUSSEX HEALTHCARE NHS TRUSTBRADFORD TEACHING HOSPITALS NHS FOUNDATION TRUST

NORTH CUMBRIA UNIVERSITY HOSPITALS NHS TRUSTSOUTHEND UNIVERSITY HOSPITAL NHS FOUNDATION TRUST

BASILDON AND THURROCK UNIVERSITY HOSPITALS NHS FOUNDATION TRUSTTHE ROYAL WOLVERHAMPTON NHS TRUST

ROYAL DEVON AND EXETER NHS FOUNDATION TRUSTMID ESSEX HOSPITAL SERVICES NHS TRUSTROYAL CORNWALL HOSPITALS NHS TRUST

WIRRAL UNIVERSITY TEACHING HOSPITAL NHS FOUNDATION TRUSTWRIGHTINGTON, WIGAN AND LEIGH NHS FOUNDATION TRUST

BUCKINGHAMSHIRE HEALTHCARE NHS TRUSTCITY HOSPITALS SUNDERLAND NHS FOUNDATION TRUST

ROYAL LIVERPOOL AND BROADGREEN UNIVERSITY HOSPITALS NHS TRUSTROYAL BERKSHIRE NHS FOUNDATION TRUST

ST HELENS AND KNOWSLEY HOSPITAL SERVICES NHS TRUSTNORTHUMBRIA HEALTHCARE NHS FOUNDATION TRUST

WORCESTERSHIRE ACUTE HOSPITALS NHS TRUSTBARKING, HAVERING AND REDBRIDGE UNIVERSITY HOSPITALS NHS TRUST

WESTERN SUSSEX HOSPITALS NHS FOUNDATION TRUSTDONCASTER AND BASSETLAW TEACHING HOSPITALS NHS FOUNDATION TRUST

LONDON NORTH WEST UNIVERSITY HEALTHCARE NHS TRUSTCHELSEA AND WESTMINSTER HOSPITAL NHS FOUNDATION TRUST

UNIVERSITY HOSPITALS BRISTOL NHS FOUNDATION TRUSTLANCASHIRE TEACHING HOSPITALS NHS FOUNDATION TRUST

COUNTY DURHAM AND DARLINGTON NHS FOUNDATION TRUSTMID YORKSHIRE HOSPITALS NHS TRUST

EAST LANCASHIRE HOSPITALS NHS TRUSTNORFOLK AND NORWICH UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

HAMPSHIRE HOSPITALS NHS FOUNDATION TRUSTSANDWELL AND WEST BIRMINGHAM HOSPITALS NHS TRUST

ROYAL FREE LONDON NHS FOUNDATION TRUSTST GEORGE'S UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

SHEFFIELD TEACHING HOSPITALS NHS FOUNDATION TRUSTHEART OF ENGLAND NHS FOUNDATION TRUSTUNITED LINCOLNSHIRE HOSPITALS NHS TRUST

UNIVERSITY COLLEGE LONDON HOSPITALS NHS FOUNDATION TRUSTPORTSMOUTH HOSPITALS NHS TRUST

FRIMLEY HEALTH NHS FOUNDATION TRUSTUNIVERSITY HOSPITALS PLYMOUTH NHS TRUST

NORTH BRISTOL NHS TRUSTEAST KENT HOSPITALS UNIVERSITY NHS FOUNDATION TRUST

BRIGHTON AND SUSSEX UNIVERSITY HOSPITALS NHS TRUSTYORK TEACHING HOSPITAL NHS FOUNDATION TRUST

UNIVERSITY HOSPITALS COVENTRY AND WARWICKSHIRE NHS TRUSTHULL AND EAST YORKSHIRE HOSPITALS NHS TRUST

UNIVERSITY HOSPITAL SOUTHAMPTON NHS FOUNDATION TRUSTSOUTH TEES HOSPITALS NHS FOUNDATION TRUST

DERBY TEACHING HOSPITALS NHS FOUNDATION TRUSTCAMBRIDGE UNIVERSITY HOSPITALS NHS FOUNDATION TRUST

PENNINE ACUTE HOSPITALS NHS TRUSTUNIVERSITY HOSPITALS BIRMINGHAM NHS FOUNDATION TRUST

GUY'S AND ST THOMAS' NHS FOUNDATION TRUSTIMPERIAL COLLEGE HEALTHCARE NHS TRUST

NORTH WEST ANGLIA NHS FOUNDATION TRUSTKING'S COLLEGE HOSPITAL NHS FOUNDATION TRUST

OXFORD UNIVERSITY HOSPITALS NHS FOUNDATION TRUSTUNIVERSITY HOSPITALS OF NORTH MIDLANDS NHS TRUST

UNIVERSITY HOSPITALS OF LEICESTER NHS TRUSTNOTTINGHAM UNIVERSITY HOSPITALS NHS TRUST

BARTS HEALTH NHS TRUSTLEEDS TEACHING HOSPITALS NHS TRUST

THE NEWCASTLE UPON TYNE HOSPITALS NHS FOUNDATION TRUSTMANCHESTER UNIVERSITY NHS FOUNDATION TRUST

Chart Title

THE RESULTS

• Existing hospital standards are not encouraging innovation (HBN 26 published in 2004) and academic evidence is not being translated into design

• The scale of the market warrants investment. There may be 267 theatre refurbishments, 250 new traditionally built theatres and 33 new theatres using offsite/modular construction (circa ~ £0.5 billion)

• The public and private sector must work together to deliver innovation. The public sector has improved traditional delivery (time, cost, safety, defects and satisfaction). The private sector has developed integrated supply chain solutions.

3212 theatres

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THE RESULTS

• Interdisciplinary design capabilities are needed at component and sub-assemblies level

• Advanced cluster teams are required to manage interfaces and integrate walls, ceilings and floor (e.g. panels, finishes, doors, windows and controls, ceiling frame, medical gas pendants, ventilation, general and operating lights, operating tables, imaging equipment and robots)

• Significant benefits could result from developing interoperability in components and sub-assemblies across a range of project situations (e.g. new build and refurbishment).

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DR MORAY NEWLANDS

Senior Lecturer, University of Dundee

DEVELOPING CONSISTENT BENCHMARKS TO DRIVE IMPROVED PERFORMANCE IN CONSTRUCTION PROJECTS

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THE CHALLENGE

“boost productivity… create good jobs… increase the earning power of people… investment in skills, industries and infrastructure”

“ ...transform the sector’s productivity through innovative technologies and a more highly skilled workforce”

BenchmarkingR&D

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THE CHALLENGE

Metrics and Benchmarks

Commonality

Existing KPIs (e.g. CITB/Glenigan)Used to monitor, not to improve

Sector Dependent?Strategic/Operational/Tactical?Identify Barriers to Adoption

Data What and where?Accessibility and usability in metrics

HOW CAN EXISTING DATA BE USED TO SUPPORT METRICS TO BENCHMARK AND IMPROVE PERFORMANCE?

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THE PLAN – 8 MONTH ENABLING PROJECT

Appoint Steering Committee: Guidance…Progress…Meetings…Feedback

Stakeholder Survey

Stakeholder Workshops

Establish Common Indicators

Pilot Study on Existing Project

Final Reporting

1 2 3 4 5 6 7 8

Review of Existing Metrics

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THE BENEFITS

Collective performance improvement

Greater understanding of metrics

Challenges of a data sharing community

Shared learning challenges

Potential for improvement in productivity

Enable larger scaleproject to focus on

improvementby using

common metrics

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PROGRESS UPDATE: MONTH 2

STEERING COMMITTEE

STAKEHOLDER INTERVIEWS/WORKSHOPS

Chair

Members§ Road§ Rail§ Airports§ Oil & Gas§ Water§ Energy

Workshop Format:

Group discussions +One-to-ones

METRICSREVIEW

Safety Time

Productivity Predictability

Quality Efficiency

Cost Waste

Data Capture Mechanism

GDPR Requirements

Format: Online survey + phone interviews

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CALL TO ACTION!

INTERESTED IN BEING A STAKEHOLDER GROUP PARTICIPANT?

Formation of the group now on-going.

Infrastructure Client Group agreed to participate.

Others…..

STAKEHOLDER GROUP

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DR ROBBY SOETANTO

Senior Lecturer, Loughborough University

DIGITAL ENABLERS FOR CONSTRUCTION TRANSFORMATION

MIKE SZCZYGIEL

Research Projects Manager, HW Communications Ltd

Courtesy of Trevor Fish

Geospatial World futureofconstruction.org

Future transformation….

Skender West

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PROBLEM / SOLUTION PATHWAYS

Common problems: low productivity, value chain fragmentation, uncertain

time and cost, poor quality

Delivery process, Business models,

Skills

Digital technologies as

enablers

Culture Structure

Economic

Social Regulation

Govt PolicyWhat are the pathways to transformed construction futures, enabled by high

payback digital technologies?DECONT

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Offsite Factory

Real time process synchronisationDowntime visibilityQuality built in to the workflowClose collaboration: offsite staff / onsite workers & between onsite workers

Data Flow Line

THE SETTING

Onsite

THE DIGITAL ENABLERS

THE BENEFITS

THE PATHWAYS

SensorsOffsite Components

Mobile Robots

IoT Networks

BIMLets

SensorsTools & EquipmentWorker (Helmets/Badges)Edge Computing

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THE PLAN

9 monthsJuly ‘19 March ‘20

Network of stakeholders/ Special Interest Group

Case study analysis for use cases

Focus groups

Interviews Workshops

Technology roadmap

Future Scenarios

Literature review

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THE RESULTS

§ Future scenarios

§ Technology roadmap

§ High payback digital technologies for a specific use case

§ Network of stakeholders

§ Long-term impacts:

• Increased trend of project performance

• Enhanced industry capacity to address TCC

We invite you to participate in DECONT. If you wish to know more, please contact: R.Soetanto@lboro.ac.uk

Courtesy: Virgin StartUp

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