There is a saying that “There was so much writing on the wall, the wall fell down.” For the construction and building services industry, this contains an uncomfortable nugget of truth.
There has been enough writing on the wall for some time to make unmistakably clear what our priorities as an industry should be – if we are to deliver what our customers and society want for the future.
Most would agree that the overriding objective is to deliver high quality lean, green buildings that are good for occupants and the environment. The debate that rages, of course, is how best to achieve this.
As an industry, we have legislation and standards coming out of our ears. Much of this, I hasten to add, is needed and welcome, particularly new benchmarks on sustainability and contractual fairness.
However, while you can legislate to set and control standards, it is a fact of life that you cannot legislate to make people more co-operative or collaborative in their approach.
I believe there is a key to unlocking the means to deliver the high quality, green buildings we need for the future. It doesn’t require Acts of Parliament or a new British Standard. It is simply this: effective and timely sharing of information.
How many problems arise during the course of a complex project because of missing or incorrect information? How much time and money is wasted because those with essential information do not communicate it in a timely fashion to those who need it?
Effective communication is an absolute pre-requisite to delivering on budget, on spec’ buildings. I have seen first hand the power of this approach in the remarkable project team relationships formed in our own Modular Engineering business.
Here, in order to deliver offsite manufactured modular building services, designs have to be scrutinised and reconciled before a length of pipe is ordered or a joint made. Problems have to be identified and thoroughly worked through before a boot lands on-site.
This requires incredible levels of co-operation and information sharing between the client, contractor and supplier. To observe this process at work is eye-opening, and highlights what can be achieved when the shared goal is clear.
The result of this collaborative approach is costs reduced by up to 30 per cent, shorter lead times, higher quality, reduced waste and happier clients and occupants. I believe it provides a model for the way forward – not only for building services, but for the construction industry as a whole.