Once builders and developers decide to explore offsite construction, the conversation usually turns quickly to design.

How big can the modules be (or even how small)?
How many can we stack?
Can we push spans, heights, or layouts a bit further?

Those are fair questions. Necessary ones, even.

But after decades inside modular manufacturing and project execution, I’ve learned that size, weight, and dimensional limits are rarely just design questions. They are early signals of much larger consequences—many of which don’t become visible until commitments have already been made.

And that’s where trouble starts.

The Mistake Isn’t Asking About Size — It’s Assuming That’s the Whole Question

Builders naturally focus on what they can see: floor plans, elevations, room layouts.

What’s less visible is how those decisions ripple through an entire system.

A few extra feet of width.
A heavier floor assembly.
A taller module to accommodate mechanical runs.

Each of those choices can quietly affect transportation costs, crane requirements, routing approvals, production speed, set sequencing, and even which factories are capable of producing the work in the first place.

The problem isn’t that builders ask about size and weight.

The problem is assuming those answers live in isolation.

They don’t.

Weight Is a Logistics Question Disguised as a Structural One

Weight often gets discussed in terms of structural adequacy—can the floor handle the load, can the framing support the span.

But weight also dictates:
• Transportation equipment
• Axle configurations which dictate the turning radius
• Permitting requirements
• Escort needs that contribute to transportation costs
• Crane size and pick radius
• Site access and staging limitations

Lesson learned:
I’ve seen projects where structural solutions worked perfectly on paper, only to create downstream logistics costs that erased the perceived savings of modular altogether. By the time those costs surfaced, redesign wasn’t an option—only accommodation.

Weight didn’t break the project.
Unanticipated consequences did. (Budgeting for a 100-ton crane, now I need a 150-ton crane)

Dimensions Set Boundaries Long Before the First Module Ships

Module width, length, and height are often treated as factory constraints.

In reality, they are project constraints.

They influence:
• How many units fit on a truck or can multiple loads be considered
• How many trips are required
• Whether over-height or over-width permits apply
• How modules navigate roads, bridges, and jobsite access
• How efficiently modules can be set and stitched together on-site

What many first-time offsite users don’t realize is that two factories with the same square footage can have very different dimensional capabilities—based on equipment, jigs, line layout, and historical product mix.

Assuming “modular is modular” at this stage is a costly oversimplification.

These Are Only Examples — Not the Full List by any means.  The list can be extensive.

It’s important to be clear: size, weight, and dimensions are only examples of the considerations that matter.

They are visible. Tangible. Easy to ask about.

But behind them sit dozens of interconnected factors: production flow, material handling, weather protection, storage methods, sequencing logic, set crew coordination and their scope of work plus tolerance management—just to name a few.

Builders new to offsite aren’t missing these questions because they’re careless.

They’re missing them because they’ve never had a reason to ask them before.

They don’t know what they don’t know.

And that’s entirely reasonable.

Why Experience Changes the Questions — Not Just the Answers

Experienced advisors don’t approach offsite decisions by running through checklists.

They approach them by asking:
What does this decision trigger next?

If a dimension changes, what breaks?
If weight increases, what becomes more expensive or even not possile?
If production slows, what backs up behind it?

That way of thinking doesn’t come from theory.
It comes from having seen where things go sideways.

The Real Risk Is Discovering Constraints After You’re Committed

Once design advances, deposits are placed, and schedules are communicated, flexibility narrows.

At that point, previously hidden constraints become fixed realities—and learning becomes managing consequences.

That doesn’t mean offsite isn’t viable.
It means early decisions matter more than many first-time users realize.

This Is Why Early Guidance Matters

Offsite construction can deliver tremendous value when approached thoughtfully.

But thoughtful doesn’t mean optimistic.
It means informed.

Builders and developers don’t need to know everything about modular systems.
They just need to recognize when they’re entering territory where experience matters.

Because in offsite construction, the biggest surprises aren’t technical failures.

They’re the things no one thought to ask about—until it was too late.Coming Next:
Why logistics, setting, and financial sequencing—not factory price—often determine whether an offsite project succeeds or struggles.

If you’d like to explore this further, connect with me today.

Bill Murray, Co-Founder of Offsite Innovators

For builders and developers exploring offsite construction—whether for single-family homes or multi-family projects—the first step often feels straightforward.

Call a modular manufacturer. Ask about pricing. Talk schedule. See what’s possible.

After more than four decades inside modular manufacturing and operations, I can tell you that this is where many projects quietly get off on the wrong foot.

Because the most important question doesn’t come up early enough.

It’s not about square footage.
It’s not about lead time.
And it’s not even about cost.

The first question should be:

Who is helping me evaluate this decision—and what real-world experience are they bringing to the table?

Modular construction isn’t a product you buy.
It’s a system you enter.

And systems have consequences.

Experience Isn’t a Credential — It’s a Risk Filter

One of the most common early assumptions builders make is that modular experience is transferable across project types.

It isn’t.

Single-family and multi-family modular construction may share vocabulary, but they operate under very different constraints. The moment repetition, stacking, fire separation, logistics sequencing, and site coordination enter the picture, the margin for error shrinks fast.

Lesson learned:
I’ve seen capable single-family factories accept multi-family work with the best intentions—only to discover midstream that their production rhythm, engineering assumptions, or scheduling logic simply didn’t translate. By the time that reality surfaced, redesign costs and schedule pressure were already locked in.

That’s not a failure of effort.
It’s a failure of early evaluation.

Who You Talk To Determines What You Learn

Early conversations almost always start with sales.

Salespeople are important. They open doors. They explain process. But they are rarely the people who feel the pain when assumptions break down on the production line.

That’s why one of the most overlooked questions is:

“Who inside the organization is ultimately accountable for production, scheduling, and delivery—and when do they get involved?“

Lesson learned:
On more than one occasion, I’ve watched projects move forward based on well-meaning assurances, only to stall when operations leadership later flagged constraints that were always there—but never discussed. At that point, the question wasn’t what should we do, but how do we recover.

That distinction matters.

Customization Is Easy to Promise — Harder to Absorb

Most manufacturers will tell you they can customize finishes, layouts, and systems.

Often, they can.

What builders don’t always hear is how those changes ripple through a factory designed for repetition. A deviation that looks small on paper can disrupt workflow, reduce throughput, or create bottlenecks that affect other projects already in the queue.

Experienced advisors don’t ask can this be done?
They ask what does this change cost the system?

If that question isn’t asked early, the answer usually arrives later—in pricing adjustments, extended schedules, or uncomfortable trade-offs.

Scheduling Conflicts Rarely Announce Themselves

Many modular manufacturers balance repeat single-family customers with project-based work.

There’s nothing inherently wrong with that.

The risk comes when builders assume their project will be treated as a priority without understanding how production sequencing actually works. Design start dates, line start dates, and shipment dates are not the same thing—and confusion between them is a frequent source of frustration.

Experienced guidance helps translate those terms into reality before commitments are made.

A Factory Visit Should Confirm — Not Educate

Factory tours are valuable. But they’re most valuable when they validate information you already understand.

When builders arrive without having vetted experience, capacity, design process, and scheduling logic in advance, the visit becomes a sales presentation rather than a due-diligence exercise.

Plant cleanliness, quality control procedures, line flow, storage practices—these details only matter when viewed through an informed lens.

That lens doesn’t come from optimism.
It comes from experience.

The Costliest Mistake Isn’t Asking Too Many Questions

Builders sometimes worry about pushing too hard or asking questions that feel uncomfortable.

In practice, experienced manufacturers respect informed buyers.

The real cost lies in proceeding without clarity—because once design begins, deposits are placed, and schedules are announced, leverage shifts. What could have been evaluated calmly becomes something that must be managed under pressure.

And pressure is rarely where good decisions are made.

Up Next:
Why size, weight, and dimensional assumptions quietly determine transportation cost, crane time, site sequencing—and why many builders don’t discover this until it’s too late.  They many times just don’t know what they don’t know. 

If you’d like to explore this further, connect with me today.

Bill Murray, Co-Founder of Offsite Innovators

Builders today are operating in a very different environment than they were even a few years ago. Labor volatility, tightening energy and fire codes, more frequent extreme weather events, and rising buyer expectations around comfort and efficiency have all converged into a new reality.

Increasingly, the building envelope is no longer just a design choice — it has become a business, risk, and execution decision.

Charles Leahy, President & CEO of Eco-Panels

In this builder-focused conversation, we spoke with Charles Leahy, founder of Eco-Panels, about what he is seeing in the field, where traditional construction methods are beginning to strain under new demands, and how next-generation envelope systems are being evaluated by builders who want more predictability, speed, and long-term performance.

A Builder’s Conversation with Eco-Panels

Written Interview with Charles Leahy, Founder – Eco-Panels. The expert on a critical aspect of Building Sciences—the building envelope.

Bill Murray Offsite Innovators:

From your perspective, what has changed most for builders over the past few years that has forced them to rethink the building envelope?

Charles Leahy, Founder – Eco-Panels;

The world is changing. The weather is changing. Energy prices are rising. And building codes are getting tighter, requiring higher structural requirements, greater insulation requirements, and now in many jurisdictions a blower door test before a home can pass local building code.

After a spate of devastating weather events in North Carolina in the mid-2000s, the section of building code related to shear walls more than doubled in size from prior editions. We are hearing from builders across the South that they are seeing greater pressure from states and local jurisdictions to build stronger homes. More aggressive fire code requirements are also being pushed down into residential construction in some states — something that, beyond a 15-minute thermal barrier, was traditionally limited to commercial or multifamily work.

State and county jurisdictions are reacting to what they are seeing as stronger weather events across the country — whether wind- or fire-related — and they are driving construction toward a higher standard.

Bill Murray Offsite Innovators:

When builders first look at higher-performance envelope systems, what do they typically assume will be the biggest challenge — and where do you see that assumption breaking down in practice?

Charles Leahy:

I believe the greatest hurdle in achieving a high-performance building envelope is addressing thermal bridging. Builders often ignore this defect of traditional construction unless they are required by local code to address it.

If a builder wants to reduce thermal bridging using traditional materials, they face significant additional labor and materials to wrap the entire wall system in exterior insulation, and then deal with the complexity of attaching siding. Most builders do not pursue this route.

If thermal bridging is ignored, the focus often shifts to tightening the building envelope to pass a blower door test. Once that happens, builders must also address ventilation and indoor air quality, which can become quite involved. HVAC systems must be properly sized rather than relying on traditional rules of thumb.

The lowest-hanging fruit is often fenestration — better-performing windows and doors — since they are installed regardless. But focusing only on fenestration does not make a home truly high performance. Builders need all four elements working together: reduced thermal bridging, a tight envelope, properly sized HVAC with controlled ventilation, and quality fenestration.

Just as important, high-performance wall systems must never allow conditions that lead to mold, rot, or mildew. We have seen many cases where well-intentioned designs created serious moisture problems because permeability and air gaps were not properly accounted for.

Bill Murray Offsite Innovators:

Much of the conversation around panels focuses on materials and performance numbers. In your experience, what do builders care about first once they’re actually building homes at scale?

Charles Leahy:

Speed of installation. That is where our product shines for builders.

With Eco-Panels, there is no nailing of multiple splines and far fewer fasteners at panel joints. Window and door openings are pre-framed at the factory rather than being cut and framed on the jobsite. Because our closed-cell polyurethane foam core panels deliver greater insulating efficiency than traditional SIPs, builders can also gain more usable square footage — sometimes the equivalent of an entire small room.

One point that often gets overlooked is that people do not live in a panel — they live in an assembly of panels. The strength and performance of the home depends on how those panels come together. Traditional spline-based systems introduce many opportunities for error. By reducing construction complexity, Eco-Panels allow even lower-skilled workers to more consistently build stronger, higher-performing envelopes.

Bill Murray Offsite Innovators:

Eco-Panels is often described as a “high-performance” solution. From a builder’s standpoint, what does that actually mean day-to-day on a jobsite?

Charles Leahy:

It means faster installation, fewer inspections, and getting to a dried-in structure much sooner.

From repeat builders, we often hear that they can save roughly a month on the construction schedule. We have also had DIY builders achieve a certificate of occupancy in as little as nine weeks. Speed of erection is not typically associated with high performance, but when builders can take advantage of it, it becomes a meaningful benefit.

Bill Murray Offsite Innovators:

You’ve worked with both professional builders and highly capable DIY customers. What lessons from those experiences are most relevant for builders who may be evaluating envelope systems for the first time?

Charles Leahy:

Plan ahead.

Builders often tell me after the fact how valuable it was to work through the details in advance rather than reacting to whatever their framers delivered on site. Too often, builders trust trades to follow drawings precisely, only to discover downstream issues — sometimes starting with foundations that are slightly out of tolerance and affect everything that follows.

Builders are often very good at managing chaos and steering projects back on course. But working through envelope decisions early tends to improve outcomes for everyone and can significantly speed the overall process, even though many builders are not used to doing so.

Bill Murray Offsite Innovators:

For builders who sense that labor, codes, and buyer expectations are moving faster than traditional construction methods, what advice would you offer as they evaluate next-generation envelope systems?

Charles Leahy:

Find a system that is complementary — and accretive — to your existing toolbelt. It should add value by allowing you to build faster and better, not simply introduce a new learning curve while still requiring heavy labor.

If eliminating thermal bridging is a goal, Eco-Panels accomplish that by removing vertical studs altogether. If skilled labor availability is a concern, Eco-Panels combine framing, insulation, and sheathing into a single step that can be executed with fewer, lower-skilled workers.

If meeting the latest energy codes is a challenge, builders should choose systems that are inherently code-forward, offering insulation levels well beyond minimum requirements. And for air sealing, panel systems with interleaved edges and embedded cam-locks — rather than splines — can deliver airtightness that is far ahead of traditional approaches.

When we hear of blower door results above 1.0 ACH50, we often wonder whether a window was left open or a vent fan was not sealed.

Bill Murray Offsite Innovators:

Indeed, the world is changing!  Offsite panel manufacturers like Charles Leahy at Eco-Panels are ahead of the curve.  Thanks to Charles for sharing his insights into a whole new concept in panelization as a viable offsite alternative for the homebuilding industry. 

If you’d like to explore this further, contact Bill today.

Bill Murray, Co-Founder of Offsite Innovators

I recently sat down for an interview with a graduate student who was researching supply chain issues in modular manufacturing. He was bright, driven, and clearly had done his homework. But about ten minutes into the conversation, I felt like I needed a translator or at the very least time to Google.

He was using academic terminology—things like “integrated vertical synchronicity” and “probabilistic modeling.” As he talked, I thought: If I walked onto the factory floor and used those terms with my purchasing manager or a key vendor, the conversation would hit a brick wall. 

It reminded me of one of the many lessons I’ve learned over 40 years as a GM in this industry: Technology and data are the backbone of a modern factory, but if we lose the “KISS” (Keep It Simple, Stupid) approach to our human relationships, even the most expensive system will fail. This isn’t just a manufacturing lesson; it’s a leadership mandate.

Data Tells You What—People Tell You Why

Don’t get me wrong: I am a believer in modern supply chain software. In today’s market, trying to run a modular plant on a legal pad and a prayer is a recipe for disaster. We need the data-driven systems that track our lead times, manage our inventory, and provide the “single source of truth” for our production lines. These tools allow us to see problems coming from miles away.  We must have constant and frequent communications throughout the manufacturing process.  Timing on those communications efforts is essential if not critical.  Beginning with the end in mind should guide all communications.

However, there is a dangerous trap in thinking that the software is the supply chain.

The software gives you the data point that a shipment is late. But the software can’t pick up the phone, understand the vendor’s challenge, and find a creative solution to get the line moving again. Data tells you what happened; relationships tell you why—and how to fix it.

1. Software is the Map, Not the Engine

We partner with and promote innovators who build incredible systems for our industry because those systems provide the “map.” They show us the terrain of our business. But a map doesn’t drive the truck.

In the modular world, the “engine” is a series of human connections. When a global supply chain crisis hits, the companies that survive are the ones that have integrated high-tech tracking with high-touch partnerships. Leadership is the grease that keeps those gears turning.

2. The “Acronym Barrier” Kills Efficiency

The student I spoke with used terminology that would confuse the very people responsible for making the supply chain work. In my experience, complexity creates “noise.”

If a guy on the line sees a quality issue with a component, he needs to be able to report it simply. The system should capture that data instantly (the tech side), but the leadership must be able to communicate it to the vendor without the “academic” fluff (the human side). In any industry, clarity is the only currency that matters.

3. Trust is the Ultimate Buffer

Academics talk about “safety stock” and “inventory buffers.” While those are necessary, and your software will tell you exactly how much of it you need, the most important buffer you have is trust.

When things go wrong—and they always do—trust is what keeps the wheels turning. If your vendor trusts that you’ll treat them fairly, they’ll prioritize you when materials get scarce. The most sophisticated ERP system in the world can’t manufacture the “goodwill” that a 20-minute coffee with a supplier can create.

4. Innovation Requires Both

Our goal at Offsite Innovators is to move this industry forward. That requires embracing the best new technologies and data-driven management systems available. But as we adopt these formal systems, we must ensure they serve the people on the floor, not the other way around.

The “KISS” approach to supply chain management means using the best tools available to simplify our lives—not to make them more academic or complicated.

The Bottom Line

I appreciate the work being done in universities to study our industry. We need their data to prove that offsite is the future. But we cannot let the “academic approach” distract us from the fundamental reality of leadership: We are people building homes for other people.

If we want to solve our supply chain problems, we need a “two-fisted” approach. One hand on the latest data-driven software, and the other hand shaking the hand of our partners.

Let’s keep the systems smart but keep the communication simple.

If you’d like to explore this further, connect with me today.

Bill Murray, Co-Founder of Offsite Innovators

If we’ve built the tools, the plants, and the systems—now it’s time to build a movement.

Across every segment of offsite construction — modular, panelized, component, light-gauge steel, and even HUD-code manufactured housing — there’s a shared belief that we represent the future of building. The efficiency is proven. The quality is measurable. The labor and housing challenges we solve are real.

And yet, despite decades of innovation and investment, offsite methods still account for only a small fraction of new construction. In the U.S., modular homes represent roughly 4–6 percent of new residential construction. Commercial modular projects add another 5–8 percent of the total market. Even when we include panelized, componentized, and factory-assisted framing systems, the overall footprint remains modest — and has been for years.

Globally, markets like the U.K., Japan, and parts of Europe have done somewhat better, but even there, offsite rarely exceeds 10–12 percent of new construction activity. For an industry that has so clearly demonstrated its potential, the question is unavoidable: Why are we still stuck in single digits?

The Missed Momentum

Those of us who’ve worked in or around modular factories know how much progress has been made — smarter automation, better design integration, new digital tools, and greater interest from developers, architects, and builders. But progress isn’t the same as growth.

What we haven’t achieved is sustained market momentum. Too often, our conversations stay inside the factory walls. We talk to each other, but we’re not always connecting our collective experience, as active participants, into something that moves the whole industry forward.

When I think back on my own years in modular manufacturing, some of the most valuable professional moments came not from plant upgrades or sales wins, but from peer roundtables and shared best practices. The candor in those discussions — about what was working, what wasn’t, and where we could improve — was eye-opening. No one had all the answers, but together we found better ones.  The most valuable collaborative efforts often came from informal group phone calls and/or small roundtable peer gatherings (and sometimes at the bar after a roundtable get together).

What’s Holding Us Back?

Part of the challenge is fragmentation. “Offsite” is an umbrella term, but inside it are many specialties, priorities, and languages — wood frame vs. steel, residential vs. commercial, panelized vs. volumetric. That diversity is healthy, but it also dilutes our collective message. When a builder or policymaker asks, “What is offsite construction, really?” they may get five different answers.

Another barrier is perception. Despite decades of success stories, the myths persist: offsite equals low-end housing, or modular can’t handle complex design. Those of us in the industry know better, but we don’t always speak with a unified voice to prove it.

And finally, there’s the matter of data — or lack thereof. Many sectors have detailed benchmarking, cost studies, and performance data. Offsite often doesn’t. We have countless anecdotes but too few comprehensive, comparable metrics. That makes it harder to attract investment, win over lenders, or reassure regulators.

What Would Growth Look Like?

Imagine what would happen if our share doubled — from 6 percent to 12 percent — across residential and commercial markets. That kind of shift would transform not just our factories, but the supply chain, workforce training, and perception of construction itself.

It would also take unprecedented cooperation: manufacturers sharing what works, developers bringing projects to the table early, design teams thinking modular from day one, lenders understanding factory-built value, and policymakers supporting modernized codes and financing.

The good news is that we already have the brainpower, experience, and technology. What’s missing is the collective energy to align those pieces.

An Invitation to the Conversation

At Offsite Innovators, we’ve always believed that ideas grow stronger when they’re shared. Maybe it’s time to revisit that spirit of open dialogue — the kind we used to find in roundtables, peer groups, or even the old factory tours where competitors swapped lessons over coffee.

So here’s the question I’d like to ask our readers:

What do you believe the offsite industry needs most to grow — awareness, collaboration, capital, or something else entirely?

There’s no wrong answer. Whether you’re a factory owner, developer, supplier, or designer, your insight matters. The industry can’t grow if its best ideas stay siloed.

If we want offsite to become more than a promising niche, we’ll need to approach growth the same way we approach innovation — together.

I encourage you to take 5 minutes and comment on this post.  Answer the question—“What do you believe the offsite industry needs most to grow?”  Collaboratively we can and will get this industry out of the rut we’ve been in far too long?

Our ultimate goal at Offsite Innovators is to grow our industry…we need your help.

If you’d like to explore this further, connect with me today.

Bill Murray, Co-Founder of Offsite Innovators

In my last article, I wrapped up with a simple truth: factories don’t fail because they can’t build. They fail because they can’t see. Without systems that reveal the real numbers—the actual cost of what’s being built, when, and by whom—most plants are flying blind.

That problem doesn’t stop at costing. The absence of systems touches every corner of a factory floor—from scheduling and inventory to quality control and delivery. It’s a silent threat that often doesn’t show itself until the damage is done. By then, it’s too late to “tighten up the process.” The process was never really measured in the first place.

I’ve seen this pattern play out time and again. A startup offsite factory launches with enthusiasm, strong design talent, and a few key hires who “know production.” But there’s no defined structure—no consistent way to measure material flow, production rates, or true job costing. When the first large project hits, chaos follows. Units fall behind schedule, cost overruns appear, and management begins chasing symptoms instead of causes.

That’s when most realize they’ve built a factory without building the system to run it.

The good news? This doesn’t have to happen anymore.

Offsite and modular construction have reached a stage where data-driven systems are no longer “nice to have.” They’re essential. And that’s where companies like 4WardConsult.com are making a difference.

While I won’t dive into the technical details (my partner recently did a great job of that in his article on “ERP vs. MES — Why Offsite Factories Need Both to Win”), it’s worth emphasizing what that piece made clear: you can’t improve what you don’t measure.

4Ward has developed software designed specifically for offsite and modular factories—tools that don’t just track what’s happening but translate it into actionable information. When properly implemented, these systems bridge the gap between what management thinks is happening and what’s actually taking place on the floor.

It’s the difference between running your business based on memory and running it based on metrics.

Now, to be clear—this level of sophistication isn’t for everyone. Enterprise-grade MES and ERP platforms, like those from 4Ward, are an investment. They’re built with larger operations or those start-ups planning on controlled growth in mind. But that doesn’t mean smaller factories get a pass. The lesson applies across the board: whether your plant produces 20 modules a month or 200, you still need a system. It might be simpler, more manual, or tailored to your scale—but the discipline of tracking, measuring, and analyzing remains the same. Without it, you’re still flying blind, just on a smaller budget.

I’ve watched too many plants spend months trying to “get by” with spreadsheets or outdated ERP systems not designed for the modular world. It works—until it doesn’t. And when it doesn’t, the fallout is expensive. Missed deadlines, blown budgets, lost credibility with developers and GCs—it’s all avoidable if the factory invests early in the right systems.

That’s the lesson here: in this business, systems are not overhead. They’re infrastructure. Just like cranes, carriers, or production jigs, they are the framework that holds everything else in place.

If your factory is struggling to find the bottlenecks, to understand why profit margins don’t match your expectations, or to keep production schedules on track—don’t wait for the next crisis to expose the problem.

Start building visibility now.

And if you’re not sure where to begin, take a few minutes to learn what 4WardConsult.com offers. Their approach was designed around offsite realities—not retrofitted from some other industry. In my view, that alone sets them apart.

Because at the end of the day, what saves a factory isn’t luck, or even experience. It’s knowing—in real time—what’s really happening inside your walls.

If you’d like to explore this further, connect with me today.

Bill Murray, Co-Founder of Offsite Innovators