Here you have people working in new circumstances, each with their own business imperatives, and yet the government was able to get the public and private sector together to create this document, to galvanise industry and achieve that level of buy-in.
We need to really, fully understand the goal, and then explore ideas around that.This process drives maximum value solutions.. Chip Thinking®️ transforms construction projects.
We use a range of different tools and techniques to help guide this process: modelling, data analytics and discrete event simulation.However, one of the most transformative is a process called Chip Thinking®️, which arose from a desire to link different data sets when modelling.Normally, a project’s data is segmented by department: finance, engineering, logistics...
The people working in these areas, and even the people who understand the project as a whole, are separated from each other.Chip Thinking®️ brings everyone together.
It looks at a process from end to end, whether that be a manufacturing process, or a people-driven process, like a hospital.
This process is broken down into spaces where key parts of value are added.The book poses questions to the designer: Do we really spend the time to look carefully at the purpose?
Are we working to find and deliver the client’s purpose and do we accept that narrowing down on that outcome can only come from constant iterations and evolution of understanding?The idea that the purpose and objective can be captured in a document and then a design team (human-intelligent-machine) can simply deliver it, is as frightening as the robot childminder.. For Design to Value the rules should be:.
Altruism – the aim should be to maximise the value to the client, understanding the underlying purpose.Uncertainty – the problem statement and value drivers should remain uncertain.