Innovation in Construction A Project Life Cycle Approach

After finalising the design, the project team lookedfor a cost effective solution that could deliver thesustainability and quality requirements. Based onthe previous work by the architect, they decided toapply MMC and the closed panel timber frame was theinnovative solution to speed up the process andachieve sustainability. Product innovation is only onecomponent of the IVC in the construction supply chain theresponsibility of which lies with the suppliers. However,the implementation requires joint effort by the client,designer, contractor, suppliers, and subcontractors. Theproject team ensured the successful implementation ofMMC through a series of process innovations includingJIT delivery and lean construction.Conversion of Ideas:Idea generation is only useful if the ideas are thenput into practice. In this respect, all project membersshared the same values and had strong commitment toinnovation and high quality. Extensive workwas previously undertaken to examine constructionprocesses and incorporate elements within theesign that facilitate construction. To help ensure theseprinciples are put into practice the project teamidentified that the maximum benefits of MMC wouldonly be achieved through the application of leanprinciples and spent considerable effort to apply thoseprinciples. JIT delivery was another solution to catch upwith the quick construction as a result of MMC. ‘Toolboxtalks’ were initiated with the workforce of thevarious supply chain partners to ensure requirements wereproperly implemented on site.However, the domain is not limited to universityaccommodation; the same principles can now beapplied to deliver successful housing and commercialbuilding projects.The university acknowledged the significance ofsustainability and wanted to diffuse this among thestudents. The necessary infrastructure was put in placeby the architect and the whole process was achievedthrough successful partnering. Delivering a cost effectivesustainable project, all partners try to push the industryto adopt same principles.Performance measurement should also be seen as anenabler for the diffusion of project innovations. Themonitoring regime provides the evidence of thesuccess (or failure) of the various innovations, whichin turn supplies the supporting information needed tojustify ongoing use. It is notable that the BMS has raisedthe awareness of students in terms of sustainabilityand has become an integral component of their dailylives. Cost savings are reflected into the rents that wasan additional benefit for the students. Students nowshare their experiences with their friends and families tospread the idea of eco-friendly environments.The drivers, inputs, processes, enablers, barriers,outcomes, and lessons learnt are examined for differentinnovative activities throughout the project in the tableon the following page.The university played a key role in establishinganother partnership, GreenLancaster, the aim of whichwas to help departments across campus promote anddeliver environmental initiatives. A competition waslaunched by GreenLancaster to promote and incentivisereduced water, gas and electricity usage, and reward thetownhouses with the lowest resultant carbon footprint.This is achieved by the BMS that constantly monitors thecarbon footprint based on the utility use.Diffusion of Solutions:The successful diffusion of new innovations is thethird element of the IVC that is achieved through theclient’s drive to become a leader in eco-friendly universityaccommodation. Much of the concept itself has beenbased on work previously developed by the projectpartners in the area of social housing. Theproject is recognised as a best practice in its field; someuniversities are planning to adopt similar schemes.31