7 Advantages of a Cylinder Vacuum Cleaner

In 2012, Bryden Wood and GlaxoSmithKline started working together to try and come up with a different approach to pharmaceutical capital projects.

They observed that workers had to wear heavy personal protective equipment (PPE) to enter a certain room.They asked themselves, ‘What if we imagined a scenario in which we didn’t need the chemical that makes the PPE necessary?’ Although it was beyond the scope of construction, they realised that wearing PPE for eight hours a day is hot and difficult, uncomfortable and inefficient, at odds with the values of the enterprise.

In the end everyone agreed that it would be ideal to eliminate the hazardous chemical.This focus on the workers’ experience typifies the comprehensive and multifaceted approach of Design to Value.Conversing and collaborating to the point where imagination expands is the work of Design to Value..

The process must be evolutionary – you have to have conversations and see where they take you.This stands in stark contrast to the way most firms operate today with a set process and series of protocols, and a very clear agreement on stage gates and deliverables.

In Design to Value, design phases are described by broad questions documented into the problem statement and value drivers.

For example, the problem statement might ask: ‘Can the problem be solved and significant value created in a financially viable way?’ The specific design work and deliverables would then be focused purely on answering the question at hand, which means that some areas of analysis and design would be progressed well beyond historical stage-gate levels, whereas others might not be progressed at all.. And these conversations often return to asking the.Aiming to introduce manufacturing capability into GSK’s Parma site for Fostemsavir (a life-saving HIV drug for patients with limited or no other treatment options available), this project’s brief was ambitious.. To maintain supply while the drug was in development and clinical trials, GSK had to build and commission a brand new facility in a shorter timeframe than had ever been achieved before.. As lead designer, Bryden Wood formed a collaborative team with external partners and client representatives to capture functional requirements in “Chip” models that could be rapidly configured to allow many design options to be evaluated in a short time..

The ability to undertake rapid digital optioneering was particularly important as forecast demand volumes were uncertain and clinical manufacturing requirements for the drug were still being developed during the design phase.We developed a capacity model in-house to inform decisions around unit operations and scale..

The final design concept was deliberately simple.Process spaces were housed on a single level, raised above the ground to meet flood protection requirements.