LOR INFOWORKS 2 - Flipbook - Page 9
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LOR DfMA:
Declan McGeeney Q&A
Laing O’Rourke’s Head
of UK Infrastructure
talks about our DfMA
journey, and what
the future holds
How different would the
business be if it hadn’t adopted
and pioneered DfMA?
To be a leader of innovation and
excellence in the industry, you have
to actually lead. Had we not invested
heavily in our DfMA agenda, we would
now be following. We have seen the
rest of the construction industry steadily
adopt the off site agenda over the last
10 years. We have been able to increase
our productivity through better use of
technology and reducing our reliance
of on site labour at a time of skills
shortages in the sector as a result
of our 70:60:30 approach.
What else is happening within
off site manufacturing in the
construction industry?
We are seeing a steady increase
in the use of off site elsewhere in the
industry. Skills shortages for delivering
work in a traditional manner and the
need to increase productivity are
leading to more and more off site
content across the various sectors.
DfMA is now a common term that is
used in the industry. The Construction
Leadership Council, the Institution of
Civil Engineers and all the government
departments are engaged in the
agenda. EIP welcomes many visitors
keen to see off site manufacturing in
action (pictured right - Ray O’Rourke
with Mark Carney, Governor of
the Bank of England, and MP, John
Mann). The wider supply chain is
investing, innovating and developing
off site solutions in order to ensure they
can differentiate themselves from
their competitors.
What is the future of DfMA
at Laing O’Rourke?
DfMA will continue to grow and
mature. I remember 10 years ago,
when we started our journey, how
difficult it was to get everyone on
board with the plan. As with any
cultural change, it took a while for
the DfMA approach to land with
the various teams. I feel now that
it is instinctive and embedded
in how we go about our business.
We will continue to innovate
and develop new sector solutions.
Our investment in our proposed new
advanced manufacturing facility and
volumetric housing solution continues,
at great pace. This will be a game
changer, fully underpinning our
‘Deliver 2025’ strategy to be seen as
the recognised leader for innovation
and excellence in the construction
industry. Not only that, but we will also
continue to work with our supply chain
partners to ensure we are maximising
the off site approach across the whole
of the sector, to the benefit of all.
What does the future of
construction look like to you?
Very exciting. I came into the industry
24 years ago, and there has been
massive progress in how we go about
delivering projects since. If we continue
to push the boundaries going forward,
then this is a very exciting industry to be
in. Imagine what we can do once we
fully embrace digitalisation! I want all
people coming into the industry to be
able to have the same opportunities
that I’ve had. I have taken great pride
in being involved in building exciting
projects and teams over the years,
and it is key that we continue this
legacy for the young people joining
in the future. This means more work
on health and well-being, diversity
and inclusion is required. It won’t
be easy, but it will be worth it.
To be a leader of innovation and excellence in the industry
you have to actually lead. Had we not invested heavily
in our DfMA agenda, we would now be following.
Crown House Technologies
Manufacturing (CHtM)
DfMA is not restricted to concrete
products. Some of the UK’s largest,
most complex, innovative,
mechanical and electrical
plant has been developed
and manufactured by a team
of specialists based in our
CHtM facility, in Oldbury,
in the West Midlands.
For almost two decades, CHtM
has refined off site manufacturing
systems to produce and quality
inspect building services
components such as plant rooms
and mega-risers in a controlled
factory setting before being
transported to site ready for
on site assembly.
In summer 2019, CHtM produced
its largest mega-riser section.
Working from meticulously
designed digital models, the
150-tonne mega-riser was put
into production 16 weeks before
delivery – all planned for a justin-time approach. Using a more
traditional form of construction,
a mega-riser of this scale and
complexity would take 18 weeks
to install. This was in place within
seven days.
Watch our Henry Royce
Institute mega-riser video on the
Laing O’Rourke channel.