We need to replace our entire global, fossil fuel based energy infrastructure by 2050.
Research suggested that many of these values had been achieved..There is no doubt that there is complexity in the world.
There are competing beliefs, experiences, traditions and thus there are no perfect designs, no perfect solutions, however there is always the opportunity for great processes and great outcomes.Within change and complexity, we cannot hope to reach these aspirations by simply sticking with tradition.We must like Tevye, flex, weigh things up and at times dispense completely with the way things were done.
Guided by the value-we-can-create and the values-we-hold-to, we can constantly change the way we come together to find solutions to problems.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..It’s important to stay flexible.
Using Chips enabled the success of the Parma project, and structural modelling also enabled design simplification and a quicker timescale.The project was completed in just 18 months and awarded ISPE facility of the year.. We also successfully created something we called a Factory in a Box pharmaceutical facility.
It was built with eight Ghurkas from components delivered in shipping containers.The Design for Manufacture and Assembly (DfMA) project answered an important question for large companies wondering how to build high-quality facilities in emerging markets, quickly and efficiently, with varied local capability.