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On top of this, there’s the value of aesthetics and how things make us feel, as well as the value derived from doing; the personal development or learning someone might gain as a result of working on a project.

In most cases this can be addressed with special storage cabinets, fume cabinets, and good housekeeping.However, where larger quantities or more dangerous materials are used (e.g.

oxygen, or even inert materials like liquid nitrogen) this can be particularly challenging.Further complications may also arise where labs divide up previously open plan offices with new partitions, corridors, airlocks, pods, or inner rooms – further complicating egress routes.. For office to lab conversions, fire and egress strategies must be reviewed holistically with the whole building in mind.For example, neighbouring tenancies may currently rely on staff crossing through the new lab to reach a second means of escape, which might no longer be possible.

Similarly, labs in office buildings can result in additional occupancy types (‘purpose groups’ in the UK) and will therefore drive the need for additional fire compartments.. Possible solutions could include storing materials or siting labs on ground or lower floors, local gas generation (to reduce peak volumes), detection, shut-off and alarm systems, local extract or natural ventilation, and it may be necessary to divide labs up into smaller compartments to keep hazardous material quantities below acceptable limits.In the UK it can also be useful to appoint a specialist Approved Inspector rather than go through the Local Authority Building Control.

This will often accelerate the project, which is particularly important in the life science industry, and they will be more familiar with labs and specialist standards that can be more forgiving (e.g.

Of course, there are a wide range of other health, safety, and environmental regulations to incorporate, as well as the possibility of insurance or employer standards and recommendations that can, for example, dictate sprinklers even when this isn’t a legal necessity.. 9.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.