Off-site construction: GBG 56

an introduction
good building guide
Charles Stirling
BRE Scotland

Building all, or some components, of buildings off site in a factory has been
a feature of construction over many generations, and in some cases has
been adopted extensively (eg door and window sets). Many terms have
been used to describe this off-site construction (prefabrication, off-site
assembly, factory assembly, pre-assembly, off-site manufacture, etc.). In
this Guide the term ‘off-site construction’ will be used to refer to any part
of the construction process that is carried out in controlled conditions
away from the actual site where the building is or will be sited. In the post-
war period, prefabricated construction unfortunately acquired negative
connotations. However, with developments in lightweight, high strength
materials and modern production techniques, prefabrication has much to
offer today’s construction industry.
This Good Building Guide provides an introduction to the techniques and
methods of off-site construction and suggests how these might be
adopted within the modern construction process.
Photograph courtesy of Kingspan

Off-site construction is often perceived as highly
specialised and to many designers and specifiers is
only applicable to a limited number of
construction projects. There are, however, many
examples of off-site construction being
incorporated within the mainstream construction
process [eg stairs, doors and window sets,
composite cladding panels, prefabricated
foundation systems (Figure 1) and insulated
walling panels (Figure 2)] and building services
(air-conditioning or refrigeration packs).
When properly integrated early in the design
process, off-site assembled components,
assemblies and service runs can have a major
impact on the construction process and can lead to
improved performance by way of reduced times
on site and improved quality. Prefabricated
assemblies may initially cost more but reduced on-
site assembly times and increased control over site
processes should reduce risks and in many cases
the overall project costs should be no more than
those of conventionally constructed projects.
Where there is a repeat aspect to the project or
where a large volume of prefabricated components
are being used then the individual production costs
and overall project cost can be reduced.
To realise the full benefits of off-site
construction, the project team needs to address the
specification and construction implications as
early as possible in the design process. The
integration of prefabricated components should
become an inherent part of the overall design,
rather than simply offering an alternative to an
already determined design solution. As shown in
Figure 3, disproportionate costs and subsequent
waste can arise during the construction project or
during the life of a building from a failure to fully
understand the implications of the design.
Figure 3 highlights the potential for cost
reduction and alternatively the resistance to the
cost of change during the project life. As the
project progresses, the opportunities for
implementing variation or change reduce and the
consequent costs associated with these variations
rise substantially. Typically, around 80% of the
construction costs are fixed within the first 20% of
2

Figure 1 Prefabricated beam installation in progress on piles. The beams can be omitted
and modular structures can be installed to span directly onto piles and pile caps

Photograph courtesy of Van Elle

Cost
Cost Resistance Cost to
reduction to change change
potential

Figure 2 Factory-assembled insulated wall

panels

Photograph courtesy of Space4

Concept Development Design Construction Operation & Replacement

maintenance
Time and life costs

Figure 3 Cost implications of key decisions during the construction process

the design process and considerable cultural change is required to address issues
beyond the developmental design stage. Where off-site production techniques are
to be used these should be introduced early in the process.
Many of the developments in off-site construction are as a direct result of the
technical efforts involved in developing non-traditional, prefabricated mass
housing, schools and hospitals in the post-war period. In more recent times, skills
shortages on site, higher thermal requirements and increased client expectations
have resulted in off-site construction becoming a feature of hotel and office
developments. Systems are being developed by concrete panel and timber and steel
frame manufacturers for the private and social housing sectors (Figures 4 and 5).

Figure 4 Modular building providing self-

contained flats for the frail elderly

Photograph courtesy of Terrapin


Figure 6 Lightweight steel frame
construction
Figure 7 Moving finished concrete wall
panels complete with glazed windows and
doors within the factory
Photograph courtesy of Danilith and
Milbank Industries
Figure 8 Prefabricated panel being
located by crane
Photograph courtesy of Fusion
3
Figure 5 Insulated steel frame building system
Photograph courtesy of Fusion
Forms of off-site construction
Off-site construction can take a number of forms. The form and extent of adoption
within specific projects will depend on:
● The type of project: ‘Is there a large proportion of duplication or replication?’,
● The type of client: ‘Is the client a one-off or repeat client?’, and
● The relationships and contractual arrangements between the project members.
The following sections provide a basic guide to the generic forms of off-site
construction. Off-site construction techniques require strict site tolerances in the
location of foundations, supporting ground structures and of incoming and
outgoing services.
Frames
Pre-assembled framed structures providing the structural support to buildings is not
a new feature of construction: pre-assembled timber-framed structures have been
used in construction for many generations. Lightweight pre-assembled frames
(Figure 6) which can be transported readily to site, offer fast erection times for the
main structural elements. Frames can remove site cutting and the subsequent
inaccuracies that can arise.
Panels
Taking the framed approach one step further, pre-assembled floor, wall and roof
panels, which incorporate both a structural and infill element, are simply fitted
together on site. Panel systems rely heavily on the use of sealants between panels
and offer rapid erection times for buildings. At their simplest, panel systems can
form lightweight infill panels that are fixed to the structural frame. At their most
complex, prefabricated sandwich panels can provide the structural element and
internal and external finishes.
4
Volumetric assemblies
As a natural progression from the frame and panel systems, volumetric assemblies
(Figure 9) can provide the complete assembly of a room or in some cases, groups of
rooms (accommodation pods for oil rigs or shipping). Complete buildings can be
constructed extremely quickly on site. Bathroom, kitchen and bedroom pod
assemblies are a common feature of modern hotel and restaurant developments. As
these modules become larger, transport, site access and handling need to be
considered as part of the logistics strategy for the project.

Figure 9 Volumetric units, fitted out in the factory, provide rapid assembly of completed
buildings

Modularised building services

With the increasing complexity of modern building services (Figure 10) there are
clear benefits in removing the processes of running cables and pipes, and
connecting controls and interfaces from site to the controlled environment of a
factory or workshop. However, the complicated nature of the routing of many
building services can make compact pre-assemblies and subsequent installations
difficult. Where prefabricated services are adopted these are generally broken
down into a series of modules, transported to site and assembled. As with any other
element of the construction process the integration of modular services needs
careful attention during the early stages of the design process.

Figure 10 Modern boilers and controllers delivered to site completely assembled and
ready for connection; pipe runs can also be pre-assembled

Figure 11 The controlled environment of
the factory improves productivity and
product quality
Photograph courtesy of Space4
5
The benefits of off-site construction
Off-site construction involves some or all of the fabrication or assembly of
components being carried out within the controlled environment of the factory or
workshop rather than on site. There are some obvious benefits in doing this. The
key benefits are listed below.
Improved productivity and product quality
Removing site processes to the controlled environment of the factory or workshop
will improve the rate of production and product quality. Improved process control
should lead to reduced levels of waste and subsequent costs. In addition, with
improved control of materials flow, raw materials can be recycled rather than
‘skipped’ as often happens on site. With the vagaries of the weather removed from,
at least part of the process, the factory-produced component will have improved
predictability of delivery.
Increased productivity on site
With fewer activities being undertaken on site then it is to be expected that less time
should be required for on-site activities where conditions are less predictable and
controllable. In addition, where much of the technical knowledge and skill is input
off site, it may be possible to de-skill the level of worker required on site. Particular
care has to be taken in extending this philosophy too far as there may be a
requirement for higher skilled operatives, particularly where site and factory
tolerances need to be ‘made good’. Specific training of site operatives may be
necessary to implement some systems correctly.
Integrated supply chain
When executed effectively, the off-site construction process involves key
manufacturers and suppliers early in the feasibility and design stage(s) of the
project. This ensures that the specialist skills and knowledge of these key suppliers
are embedded within the project and can influence the design and construction
phases of the project. Where appropriate these key suppliers should be given
ownership of the design and involved fully in the execution of delivery, storage and
movements of materials and components.
The process of off-site construction
The traditional approach to building procurement is characterised by a largely
fragmented and sequential process, with little contribution made at the briefing,
design and cost-planning stages by key contractors and specialist suppliers. This
failure to capture the supply chain expertise early in the process is one of the
primary causes of uncertainty, additional cost and contractual conflict. The
decision to incorporate prefabricated components and elements requires the early
involvement of all the key members of design, construct and supply teams and is
not a process element which can be ‘sub-contracted’.
Figure 12(a) and supporting text provide some indication of the steps necessary
to involve the key project personnel actively in the decision process leading to the
successful application of off-site construction. Although principally intended as a
representation of the overall construction process, Figure 12(a) provides an
effective tool for dealing with the sub-process of off-site construction. The
following sections provide some indication of the tasks required through each of
the integrated stages.
Getting started
All projects require some point in time when the client makes the active decision to
construct. During this phase, the client, depending on their experience of
construction, may appoint a specialist advisor. It is the responsibility of this advisor
to determine whether the construction of a building is what is required, normally by
value management workshops. The client’s needs may well be satisfied by an
6

(a) (b)

Figure 12(a), (b) The project cycle requiring input by design, construct and supply teams

alternative solution, eg renting or leasing of additional space, or by re-organising

existing space.

Defining the project

Figure 13 The integrated team approach
to early involvement of the supply chain
Having established that the client:
● needs to build,
● can be assisted in developing an initial brief, and
● has the funds required to fulfil this brief,
the overall performance requirements of the project need to be laid down.
It is at this early stage that the client (and the advisor) may indicate that off-site
construction is a construction option.
Defining both the outline brief and procurement options, including off-site
construction, at this stage enables a more focused approach to assembling the
project team. In a traditionally procured project, the client advisor is likely to be a
design professional (eg architect) who provides the outline design for costing and
the subsequent competitive tender process. With a more integrated approach, the
client and the client’s advisor prepare an outline performance specification which
will identify key functions of the project and in particular specialist trades or
suppliers who may need to be involved in the development of the detailed design
brief (Figure 13).

Assembling the team

Where some aspect of the construction process involves off-site construction, the
extent and impact of this on the overall construction process will need to be
assessed. Where the use of prefabrication extends simply to ‘off the shelf’ or
readily available components, the design process may not necessarily need specific
design input from suppliers. However, where extensive use of prefabricated
components is proposed, which will have a fundamental impact on the design and
construction processes, then it is vital that key suppliers are involved early in the
process.
Specialist suppliers and manufacturers, by their nature, have intimate
knowledge of their products and how they interact or interface with other products,
services and environments. It would seem reasonable to incorporate this embodied
knowledge early in the design and construction process.
The make-up of the project team early in the process will be dependent on the
project details and on the method of procurement. However, as a minimum it
should involve the following:
● the client,
● the design team,
● the main contractor, and
● any specialist contractors or suppliers.

Box 1 Checklist of key responsibilities of
members of the project team
For the Client it will mean:
● agreeing to payment up front for detailed
design solutions and improved supply
chain involvement before the
construction phase starts. Time and
effort spent at the design stage reduces
uncertainty and the associated costs on
site.
● assessing the supply chain on value
rather than the conventional lowest cost
basis. Contractors and suppliers must
demonstrate that they add value to the
process, otherwise they are incurring
needless cost, ie waste.
● agreeing a ‘pain:gain’ relationship with
the supply chain, ie being prepared to
share in the benefits as well as the risks.
For the Design Team it will mean:
● devolving responsibility for the
preparation of detailed design to those
most able to provide and implement a
competent solution. Inherent in this is the
need to overcome the design team’s
traditional pre-eminent role in the
process.
● liaising more closely with contractors
and specialist suppliers.
For the Main Contractor it will mean:
● developing long-term strategic alliances
with key suppliers and specialist sub-
contractors. These relationships need to
be ‘open book’ based rather than the
‘lowest cost’ approach of the
conventional contract.
● taking on responsibility for co-ordinating
and training the supply chain in order to
achieve the overall goals of the project.
For the Specialist Supplier and Sub-
contractor it will mean:
● taking on greater responsibility for the
development and preparation of the
detailed design.
● managing the supply chain below
themselves in a similar manner to that
above them, ie it is vital that this culture
of value-based project development
extends below the first few tiers of the
supply chain.
7
Each of these parties must take some responsibility for the success of the process
and the checklist given in Box 1 highlights some of the key areas of responsibility.
Designing and constructing
Having established the supply chain interfaces and the key responsibilities for
executing the detailed design, actual production and construction can be
undertaken. Where prefabricated components are being introduced as part of a
bespoke, rather than repeat, contract it may be necessary in the initial stages of the
construction phase to develop prototype or trial constructions to ensure ‘fit’ on site.
This developmental stage needs sufficient time programmed to allow
modifications to the design and any tooling.
Off-site construction requires detailed and accurate programming of deliveries
and supplies to site to ensure correct sequencing and timetabling on site. In
particular, a detailed examination of the route to site will be required where framed
panel and, in particular, volumetric components are being transported. Routes to
site should be examined to ensure that there is sufficient width and turning circle
along the route to allow the proposed vehicular access.The route should not be
impeded by tight corners or roundabouts, or overhung by power lines or bridges,
and the site should be accessible from a road or effective hard standing. Particular
attention should be paid to local site access and turning to ensure that (articulated)
vehicular access is possible and that there is sufficient space to off-load and transfer
components to the point of use. Where components are to be stored on site,
sufficient space needs to be provided to allow both storage and subsequent
manoeuvring.
There is a perception that a lower level of skill is required on sites using off-site
construction techniques. In some respects, this may be true. However, although
there may be a reduced requirement for large numbers of tradesmen (ie joiners,
bricklayers, plumbers and painters), there is a need for skilled assembly and
finishing trades. Prefabricated components need to be handled and fitted carefully
on site; joints and connections between components need particular attention to
ensure accurate fit and sealing.
Completion and evaluation
The full benefits of having developed an effective, integrated team for one project
are only fully realised when the process is continued for a second and third project.
Framework agreements, collaborative working and integrated design and
construction teams need to be extended beyond the single project time-frame and
beyond first- and second-tier suppliers. Given the relatively high initial investment
needed to implement a prefabrication strategy successfully, continuous monitoring
and improvement of the process over a number of projects will be required before
financial returns are made.
Off-site construction: a sustainable process?
Off-site constructed buildings may at completion have all the same visual attributes
as a traditionally procured building. Opportunities for reducing the impact of a
development arise as a result of the process that went into assembling the building.
Off-site construction done badly can perform worse than traditionally procured
buildings but, if implemented well, it can have some potential benefits. In
particular, there are opportunities for buildings incorporating prefabricated
components or systems to improve on the performance of traditionally procured
buildings; these are listed in Box 2.
It is hard to generalise on the significance of transport, as individual cases are
dependent on their location relative to manufacture and point of use. Off-site
construction involves transport of materials from their initial point of manufacture
to the fabrication factory and then transport of prefabricated components to their
final point of use, sometimes over large distances. However, traditional
construction also requires materials to be transported from their point of
manufacture to the site, sometimes involving frequent, though often short,
8
Box 2 Opportunities for off-site
construction to improve on traditional
construction
Less time on site
Well implemented off-site construction should mean
less time working on site to construct the building.
This has social impacts for the local community, and
additionally means less man-hours for construction
teams to work on an exposed site, which is a more
hazardous location than a well-controlled factory
environment. Additionally, reduced site time means
that the project suffers less risk of delay due to
disruptive weather.
Less waste
By controlling resource use in a factory environment
assembling prefabricated components, waste of
material resources can be minimised. In particular,
over-ordering of quantities can be minimised, unused
materials can be recycled for future production, and
materials are protected from the natural spoilage
that occurs on sites due to accidental damage and
weathering.
Higher quality
Building components assembled on site are often
prone to workmanship defects, which cost client and
industry considerable sums each year. The control of
components assembled in a factory environment can
benefit from more rigorous quality assurance
checking. Therefore, off-site construction has the
potential to deliver a product that has had fewer
opportunities to acquire defects.
distances. Because of the complex nature of
transporting materials and workers for site-
based construction and off-site construction it
is not easy to compare or quantify them.
Some manufacturers of volumetric
solutions are beginning to consider the
opportunities for disassembling modules from
a building at the end of its useful life and
refurbishing them for re-use elsewhere.
However, the current market for this is
uncertain.
Summary of the key
requirements of the off-site
construction process
● Establish the potential for off-site
construction during the outline design stage.
● Involve key suppliers and contractors early
in the design process.
● Establish and nominate the most
appropriate project team member to
undertake the design and development
function. This does not have to be the
appointed designer.
● Ensure that all members of the team
understand the concept of off-site
construction, how it affects the construction
process and their responsibility for making
the process successful.
● Minimise or eliminate late substantial
design changes. Prefabricated components
and their supporting production are
intolerant to rapid change.
● Carefully programme and plan all deliveries
to the site, consider the skills necessary on
site and any specialist plant and additional
space that will be required to deal with the
prefabricated components.
● Consider through-life performance and
design for future maintenance.
● Encourage strategic alliances which extend
beyond the life of single projects; the
biggest opportunities for benefits arise on
repeat projects.
Further reading
BRE
Value from construction, BR 396; The value
workshop, BR 397; Value for social housing, BR 398;
The F.A.S.T. approach, BR 399. Available individually
or as a pack: Value management: a series of 4
documents, AP 135. BRE Bookshop, Garston, 2000.
Multi-storey timber frame buildings: a design guide.
BR 454. BRE Bookshop, Garston, 2003.
Digests
450 Better building: integrating the supply chain
459 Construction logistics: an introduction
Information Paper
16/01 Prefabricated housing in the UK
Part 1 A case study: Murray Grove, Hackney
Part 2 A case study: CASPAR II, Leeds
Part 3 A summary paper
The Stationery Office
Accelerating change: a report by the Strategic
Forum for Construction. Rethinking Construction.
2002
The Housing Forum
Homing in on excellence: a commentary on the use
of off-site fabrication methods for the UK house
building industry. 2002
20 steps to encourage the use of whole life costing.
2002
Enemies of promise: report on barriers to innovation.
2002
Good Building Guides have been
developed to provide practitioners with
concise guidance on the principles and
practicalities for achieving good quality
building. The guides are designed to
encourage and improve mutual
awareness of the roles of different
trades and professions.
The guides draw on BRE site
experience and research, and on other
reliable sources, to provide clear
technical advice and solutions. Every
effort is made to ensure that the
guidance given is the most authoritative
at the date of issue.
The guides are part funded by the
Department of Trade and Industry under
the Partners in Innovation scheme. This
leaflet is published with the
Department’s consent, but the views
expressed herein are those of BRE and
are not necessarily accepted or
endorsed by the Department.
BRE is committed to providing
impartial and authoritative information
on all aspects of the built environment
for clients, designers, contractors,
engineers, manufacturers, occupants,
etc. We make every effort to ensure
the accuracy and quality of information
and guidance when it is first published.
However, we can take no responsibility
for the subsequent use of this
information, nor for any errors or
omissions it may contain.
BRE is the UK’s leading centre of
expertise on building and construction,
and the prevention and control of fire.
Contact BRE for information about its
services, or for technical advice, at:
BRE, Garston, Watford WD25 9XX
Tel: 01923 664000
Fax: 01923 664098
email: enquiries@bre.co.uk
Website: www.bre.co.uk
Details of BRE publications are available
from BRE Bookshop or the BRE website.
Published by BRE Bookshop,
151 Rosebery Avenue,
London EC1R 4GB
Tel: 020 7505 6622
Fax: 020 7505 6606
email: brebookshop@emap.com
Requests to copy any part of this
publication should be made to:
BRE Bookshop,
Building Research Establishment,
Watford, Herts WD25 9XX
© Copyright BRE 2003
May 2003
ISBN 1 86081 624 X
www.bre.co.uk