Ben Vickery and Paul Hyett have established themselves across their profession and industry as ‘thought leaders’ contributing extensively to debate and the development of ideas through their writing, lecturing, public speaking, panel discussions and teaching, and through video and podcast interviews. Here are a series of articles published over recent years.
WAF 48b: Lessons from Pharmacists
My daughter-in-law, a pharmacist, was aghast when I explained how the construction industry operates, particularly in the context of ‘Design and Build’ and our lax controls pertaining to specification, quality, monitoring, and control. So, with the publication of the Grenfell Inquiry’s Phase 2 report on 4 September, I thought it useful to view our culture and protocols through the lens of her industry – one that also carries enormous responsibilities in terms of product design, specification and application.
Based in a major teaching hospital and research centre, her team prepare complex medications – not the sort you routinely pick up against your family G.P.’s prescription. Hers is the world of serious therapeutics, often concocted in very small batches particular to the needs of one specific patient: usually within her own hospital, sometimes in other hospitals, occasionally an outpatient.
Some of Lizzie’s most challenging work is in paediatrics; tiny little mites for whom dosage, content and strength can be a life-or-death issue. But irrespective of the utilisation of a product, or the role of any individual during the various stages of production, the same absolute rigour applies across the entire process.
It starts with team admission: every task is defined and allocated and only those properly trained, qualified, and registered for that task are admitted. And then only within the remit of that qualification. There are no exceptions to this rule. None. Compare that to our industry with its lack of training and qualification amongst so many of its trades and installation personnel.
Next comes method: every process is pre-defined and planned. Conditions for successful execution are established at the outset and maintained through to completion. No short-cuts are contemplated. No compromises are tolerated. Compare that to our industry….
Throughout all this is control: this is established and maintained with an awesome rigour and to the most exacting of standards. Checking and re-checking is systematic at every stage and sub-stage. Even the checking regimes are checked and re-checked. All with a diligence akin to that of the aviation world. Compare that to our industry…
Finally, accountability: sign-off is always attributable to one person whose responsibility is underpinned by absolute authority. Compare that to our industry….
Against her background of professional rigour, you won’t be surprised to learn that my daughter-in-law was shocked – seriously shocked to the point of being speechless – when I explained how today’s British building industry still works. You know the stuff, but let me recount my summary:
Since the abandonment of traditional procurement and the advent of D+ B contracting which is now routine for all but the smallest domestic jobs, architects (together where appropriate with other design consultants) are routinely ‘novated’ and come under the day-to-day direction of construction managers.
I explained that such ‘managers’ rarely understand the design processes that they are managing, and all too often don’t understand the construction processes either. Yet under them the architect’s authority has been severely undermined, particularly in areas of final material and component selection, and the inspection of work in progress on site. I advised that architects are often not retained during construction, and that even when they are their site inspection visits are routinely restricted in number and scope, whilst their authority to condemn sub-standard work, or report it to the client, is normally barred under the terms of their engagement.
I reported that one ‘client-side’ project manager (a QS by training) once opined early in the delivery phase of one of our projects that ‘the further architects were kept from site the better’. I kid not!
I expounded on the quality problems by confirming that aside from plumbing and electrics, there is barely any kind of apprenticeship or formal training scheme for builders’ trades. And rarely any qualification, certification, or registration system: as beggars belief, complex installation work (for example the cladding system to a high-rise building) is frequently, indeed usually, carried out by people with no formal training.
But that was the least of it: I then explained the sub-contracting arrangements that extend supply chains causing breaks to both lines of authority and accountability, producing conditions in which those who finally generate the design information for a cladding system, and those who install it, may be both unqualified and unsupervised in their work.
We can further compare our industry’s culture and training with that of nurses when administering drugs: Gizella, a specialist in paediatrics, told me of her profession’s checklist of ‘the six principal rights’: right drug, right dose, right route (oral/intravenous etc.), right time, right patient, right documentarian. If such a checklist had been applied to the Grenfell Tower over-cladding work, non-code-compliant insulation would not have been installed, the correct cavity barriers would have been installed in all the positions required, and the documentation would have been consistent.
I tried to explain to Lizzie that we do have good D+B firms that take their responsibilities seriously, but that was to no effect. Coming from a highly disciplined, highly structured and highly accountable industry and profession, she had heard enough. Her response should be a wake-up call for us all:
She was astonished that our industry allows, nay promotes, the passing of responsibility ‘down line’ without any proper regard for briefing or day-to-day supervision. She couldn’t believe that people with no proper qualifications or training are allowed to install, fix, cover over and cover up work that has not been seen, checked, and re-checked before being properly signed off by anyone with bona fide understanding of the task in hand, the standards to be met, and the codes to be complied with.
As reported above, the pharmaceutical industry has got all this pretty well sorted, although Lizzie emphasised that they continue to strive for further improvements. Indeed, we don’t have to look any further than the pharmaceutical industry to find a complete ‘oven ready’ operational system that would be instantly applicable and appropriate our industry.
Under it four key rules would apply:
1) Products, components, and materials would, wherever appropriate (for example, within walling systems) be tested and certified in the combinations in which they are to be used prior to final selection and delivery.
2) Clear, written instructions regarding assembly and installation of all products, components and materials would be mandatory. Such instructions would have to be strictly complied with and ANY deviation to product, material, or component affecting its composition or installation would have to be pre-approved by the designer and/or manufacturer.
3) ONLY trained, qualified and certified personnel would be allowed to install any product, component, material, or system that has life safety significance. Yes, that would mean that a compartment wall, or a fire door, or a cavity barrier could only be erected or installed by a trained qualified and certified person.
4) All work would be systematically benchmarked at the outset of each construction stage or process to establish base standards and, thereafter, systematically inspected and signed off against that benchmark by a person certified as competent to so inspect before the work is ‘covered up’.
All sounds obvious, doesn’t it? Sure. So why don’t we do it?
The reason is simple: there has never been the will within, or any meaningful authority upon our industry. It employs 2.3 million people and has a £281 billion turnover representing 6% of our national economic output, yet it has, for too long, resisted reform.
It must be made to radically transform and then conform to reasonable expectation. Some of the framework for such reform was laid in the reports of Dame Judith Hackitt and Paul Morrell who, at invitation of government reported, respectively, on the Building Regulations and Fire Safey, and on the Construction Product Testing Regime. Now, as of 4 September with the publication of the Grenfell Inquiry Phase 2 recommendations, the country and its construction industry have a clear roadmap for change.
If we adopt just a smidgen of the culture and protocols of the pharmaceutical industry in pursuit of that change, our industry would be transformed beyond expectation.
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