Construction Innovation Hub. )
This included understanding the design space which would bring together modular design coordination between process blocks and utilities, whole plant build sequence, process scale and duplication; and the evolution of the ‘platform’ that would meet the business needs in the future.The approach we took for this was to plan a time of iteration between process, engineering, systemisation, and business focused expertise, assessing the Last Responsible Moment for drawing this activity to a close.
This would allow time for the Design Sprints to deliver the integrated design to the required definition at the end of the study..The design sprints themselves were appropriately segmented, cognisant of the fact that the final sprint should be quicker as more of the outstanding questions would have been generically answered..Many of the deliverables (3.)
could be sequenced traditionally and could be tracked.The trick was that as far as possible they should be de-linked from Integration Strategy E.g.
the fundamentals of a process P&ID or a Functional Specification are not linked to the scale of the process or its capacity..
The coordination of key interactions (4.)The Platform Engineering (P-DfMA) Solution described above and the simplification of processes resulting from this design, enable much simpler and standardised interactions between customers and producers and between the various producers that make up the supply chain to deliver these buildings.
This allows us to achieve the scale and speed of refurbishments that are required..Significant amounts of the design are simpler and can be done much more quickly by a wide range of designers.
The components that make up the built solution can be mass produced by existing manufacturing supply chains.Significant parts of the assembly process can be done by non-nuclear construction supply chain, much more quickly, and decoupled from the nuclear parts of the building.