Construction business has moved a long way from Milton’s‘the only purpose of business is business’ with many seeking to adopt more of a socially responsible approach, sometimes through choice, more often through client driven procurement requirements. But can businesses rooted in capitalism really morph into something that drives a more responsible sector, one that embraces a collaborative, sharing, responsible economy?
In boardrooms and executive suites around the world, business leaders – those people who are truly leading and not just managing their companies – are writing a new chapter of capitalism.
The new chapter seeks to preserve (and expand) the gains in quality of life, longevity, health and well-being and prosperity that are the best results of this economic system while working to ensure that those benefits are universally shared and they do not come at the expense of the Earth’s vast – but finite – natural resources.
The next chapter of capitalism is where the performance of the private sector is in harmony with the progress of society.
The test for the ‘next chapter in capitalism’ will be when social metrics such as CSR, Community Engagement, Sharing, Responsible and Restorative Sustainability, gain a place on the construction board room agenda equal to or over riding the historic cost and profit metrics.
And, as John Friedman questions who will write this next question in capitalism, so we should ask who will write the next chapter in construction business.
The UK Living Building Challenge Collaborative met this week at Squire Patton Boggs in Leeds and saw construction professionals, architects, landscape architects, software vendors, sustainability experts and representatives from Leeds Beckett University discuss Standard V3 and the future of the UK Collaboratives.
Martin Brown gave an inspiring introduction to version 3.0, launched earlier in the year, covering the standards principles, petals and key imperatives. This was followed with a great discussion on the Living Building Challenge and relevance in the UK sector.
Martin emphasised that the Challenge is ‘A visionary path to a regenerative future’. Whereas other standards are focused on doing ‘less bad,’ the Living Building Challenge is based on the philosophy of doing more good, that is, restorative sustainability. We should no longer be satisfied with creating buildings that have negative impacts however small they may be, but look to create buildings, structures, and communities that contribute back to the environment and nature.
The Living Building Challenge uses a less technical, but more powerful, softer language than most standards, and puts topics such as beauty, education and biophilic design back into the equation.
Many present commented that a welcomed aspect was the inclusion of ‘health, happiness, beauty, nature’ within the standard.
Indeed the standard uses a metaphor of a flower, with seven petals, each of which comprises of several imperatives, 20 in total. All of these must be met in order to obtain full certification and the status of a Living Building. We heard there are currently 201 registered projects worldwide.
We are currently the only collaborative in the UK, however, we will be sharing this status with London due to launch in the spring and interest is growing elsewhere across the country.
During 2015 we will explore each of the Petals individually through workshops which will be held on the second Wednesday of each month, before the Green Vision evening and half day sessions. The timetable will be:
February 11th – Place
March 11th –Water
April 22nd – Energy
May 13th – Health and Happiness
June 10th – Materials
July 8th – Equity
Aug – Beauty and Education
To drive these workshops, we are looking for ‘champions’ to head each ‘petal’. If you feel that you are an expert on any of the standard areas, or passionate about specific imperatives, or just want to get involved please send us an email at CKEEvents@leedsbeckett.ac.uk
We will also deepen the relationship with projects interested in registering and pursuing certification. And the exciting news here is that we have one potential project ready to register and other in development. Other activities will include design competitions, project charrette support, and a UK overlay to the International Standard with terminology, regulations and standards appropriate to the UK sector.
We are also compiling a library of UK building case studies that illustrate Living Building Challenge concepts. If you are aware of any projects, your own perhaps that addresses any of the standard imperatives or philosophies please do let us know for inclusion into our library.
We look forward to you joining our Collaboratives and getting involved, with your projects perhaps, in this exciting new era for built environment sustainability.
As Martin has said many times, ‘it’s time to heal the future’…
Combining Lean Construction thinking (in the shape of Last Planner approaches) and BIM (Building Information Management) on construction projects can enable big reductions on time, cost, waste and stress, and in doing so improve profits, capability, staff wellbeing and reputation.
My recent ‘Lean BIM’ lecture at Leeds Beckett, explored and discussed with case studies, how achieving the 30% construction strategy cost saving target is within reach.
Lean thinking and last planner approaches should be seen as collaborative working preparation for BIM. Both share similar aims – ‘producing the right product at the right time in the right quantity for the customer and to produce exactly what you need and nothing more’.
Here are 6 of the many compelling reasons for adopting ‘Lean BIM’ …
BIM in conjunction with lean construction (ie Last Planner approaches) can get construction activity closer to the Honda expression of “everything we do … goes into everything we do” (Currently only 40-60% of what we do in construction goes into what we do, ie what we get paid for or hand over to our customers).
BIM, like lean construction thinking forces us to focus on the end game first, understanding client value and pulling that value through design and construction.
BIM, like Last Planner will reduce firefighting and stress on project management team.
BIM will drive lean and predictable programming and material sequencing.
BIM will streamline the supply value stream for materials, enabling just in time supply, adding value and reducing unnecessary costs.
BIM will greatly assist in improving information flow and communications, between project partners and supply chain. Techniques such as the TQM / Toyota ‘5 whys‘ repeatedly shows communication as the root cause of many if not all costly problem
However, embracing both BIM and Lean has a number of essential pre-requisites, for example
BIM and Lean construction both need construction leadership at organisation and at project level.
Contractor core processes (eg design and construction) need to be shaped around Lean Thinking and BIM requirements.
BIM Is a people collaboration mindset. Even on BIM projects, approaches such as last planner are essential to ensure people (the last planner) involvement in project short-term planning and improvement, and
Early contractor and supply chain involvement with strong collaborative culture must be in place.
“The construction aspects of projects is the easy bit – “a doddle” … The harder, more complex bit is the collaborative working ‘glue’ that surrounds the design, build and operation of the facility, whether BIM is used or not” John Lorimer (In PPP Publication)
The planning chart / infographic below was produced as part of the ConstructCO2 support tools to enable projects to reduce construction phase carbon emissions. It provides a visual check box for use at project planning stage as to what actions, initiatives and approaches will be taken to reduce carbon, and to achieve the project carbon target.