Articles:

Our purpose is to demonstrate in a very real and everyday context how data can be made fair and open to the widest range of uses and users, while delivering a wealth of benefits, as a result of a digitised planning process, that are both immediate and long-lasting..

They realise that it's not just about understanding the how, because what Toyota are doing requires a different mindset, a different set of ambitions.Without those things, understanding the process won’t help..

The bottom line with respect to our current situation is that the world isn’t going to become any less uncertain, any time soon.The pandemic has highlighted our ability to make large, successful shifts, and to do so very quickly.Rather than resisting change out of fear of uncertainty, we should embrace it.

Let’s use the uncertainty to fuel a change in our processes and find a better way of doing things.Often it happens that opportunities have been with us all along, we were just too nervous to take them.

Now we find that our risk has increased anyway, and so we really have nothing left to lose..

If we can just expand our minds and ambition, the only thing left is to gain.. John Dyson, who works closely with Bryden Wood, is ex VP of Capital Strategy at GSK and currently Professor of Human Enterprise at the University of Birmingham.. You can also listen to John talk about Process Engineering and Design to Value on Episode 3 of our podcast, Built Environment Matters,.In other words, we must begin with the manufacture and assembly process in mind.

Innovation doesn’t respect discipline or sector boundaries.It needs to sit across the entire operation.

We are interested in increasing quality, productivity, timeliness and cost effectiveness.So we have to ask certain key questions from the outset, like: what’s the least amount of material that could possibly be used to build an asset?