This allows us to work with clients to standardise procurement, through a prearranged supply chain with stockholding, if necessary, of pre-agreed capital plant and equipment.

Trudi Sully was involved with the effort to bring manufacturing into that process as part of her work with the MTC.She notes that the MOJ programme was a great kickstarter and remains a valuable reference point..

When comparing construction’s journey to the evolution of other sectors, such as aerospace and automotive, we find clear examples of the progression that’s possible when shifting from a bespoke and artisan product, to a focus on standardised processes, mass production and mass customisation.Although the construction industry often objects to such comparisons on the basis of being different, the fact is there are tremendous similarities.In reality, we have much to learn from the other sectors who have progressed successfully down this path ahead of us.. Sully recalls that work on the MOJ project included a certain amount of culture shock, and says there was a chasm that needed bridging in order to bring together the fantastic capabilities of both the manufacturing and construction industries.

Now that this new model of working is finally becoming a reality, we need to push forward, focusing our efforts on proving the benefits, propagating the methodology, and enabling it to spread across the sector.In order to fully drive the change we’re seeking, we need to start delivering real projects.

That’s when we’ll really start getting the level of information we can use and build upon for best effect..

The Forge, London.throughput and timing data, such as processing times of stations, speed of conveyors and speed of cranes..

The data itself was not hard-coded into the model and instead read from an external data file, which made running multiple simulations for differing parameters a rapid process.. Several different scenarios were simulated in the model that were made up from combinations of options.This included different production schedules and whether transport timings were included, to test sensitivity of the system to these inputs.

We also added scenarios for a +/- 20% variation on process timings (for example, the welding stations), using a triangular distribution.. We defined key outputs to measure performance of the system, including schedule completion time (i.e.how long it took to manufacture all trusses in the schedule) and average daily throughput, for comparison against expected market demand.