INDUSTRY RESTRUCTURING PROFESSIONAL BODIES


and wasteful. Some suggest that this is because main contractors like to keep it that way. But whoever is to blame, it is up to all of us in the industry to reform our own discordant practices. We urgently need to harmonise our working practices so that initial design development takes on board feedback from facilities management, which assumes the role of ‘operational engineering’. Research and development must also become embedded in design to receive and process operational outputs to best effect. Similarly, advances in manufacturing innovation and methods need to be fed to designers. Design thereby becomes intrinsically determined by what works in practice and the improvements that are available. In turn this will lead to designs being aimed at maximising offsite factory pre-construction and incorporating operational engineering requirements. As a result, the project’s construction is largely a process of logistics for the timely onsite assembly of pre-tested modules of the systems and their commissioning in collaboration with operational engineering


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Figure 2 helps to illustrate this process. Three developments not currently in


general use, or even in the teaching and training in our industry, are essential for reform to take place. These are: to introduce ‘design for manufacture’; to promote the appreciation and skills of operational


engineering; and, crucially, to adopt building information modelling (BIM) at the heart of the whole process. Achieving an effective, joined-up sector,


when progressed into the creation of a new buildings engineering industry (BEI), would enable us not only to


Present discordant practice Disjointed


Design Team (Consultants)


Confrontational Wasteful


FM


Site Construction (Constructors)


Suppliers (Manufacturers)


In-house and out-sourced maintenance


Figure 1


April 2012 CIBSE Journal 21


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