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1 Please comply with the Lean Construction Institute s Usage Policies and Attribution Guidelines at when using this file. Thank you.

2 BIM & THE VALUE STREAM LCI: Cascadia Intro to Lean Design 15 Sept Robert J. Mauck AIA, PE Vice President: Virtual Design & Construction GHAFARI Associates LLC AGENDA: BIM & THE VALUE STREAM A. Market Drivers B. Supply Chain Workflow C. Value Stream Enablers D. Break Out Sessions E. Discussion Breakout Sessions P2SL Lab REVIT/AMEP/ABS Laser Scan Laser Equip Navisworks Big Room/Integration Model by Project Team 1

3 (BIM) MARKET DRIVERS CONSTANT $ OF CONTRACTS / WORK HOURS OF HOURLY WORKERS SOURCES: U.S. BUREAU OF LABOR STATISTICS, U.S. DEPT. OF COMMERCE Current state inefficiencies and waste in workflow: Non-Lean Silo Based 2D paper based hand-offs No direct digital exchange WASTE 26% SUPPORT ACTIVITY 12% VALUE ADDED 62% CII Data WASTE 57% VALUE ADDED 10% SUPPORT ACTIVITY 33% WASTE IN MANUFACTURING VALUE STREAM WASTE IN CONSTRUCTION SUPPLY CHAIN 2 TECHNOLOGIES & METHODOLOGIES Methodologies across the Value Stream Technologies across the Value Stream 3

4 3D + LEAN + INTEGRATED TEAM = BREAKTHROUGH RESULTS 3D Model Based Communication>Collaboration>Delivery a. Visualization: Real-Time/Shared b. Model Based Drawing Production (view extraction, schedules) c. All Discipline/Trades Coordination > Collaboration d. Automated Collision Detection/Integration Sessions/PM - D/B/B Delivery: designers correct the drawings Iterate until highly coordinated Model generated bid drawings - D/B, IPD Delivery: subs correct the system models Iterate until collision free at fab/install level (ROI: Str. Stl., ductwork, piping, elect., arch) Model generated shop drawings Build-to-the-Model capabilities e. Opportunities for: Direct Digital Exchange Just-In-Time delivery and installation Other lean tools: e.g., Jidoka (via collision avoidance) 4 What is Lean Production? The principles of lean production include: Teamwork Communication Efficient use of resources and Elimination of waste Continuous improvement Lean production vs. mass Production: ½ the human effort in the factory ½ the manufacturing space ½ the investment tools ½ the engineering hours ½ the time to develop new products 5

5 7 TYPES OF WASTE IN CONSTRUCTION Correction: Overproduction: Performing Work Ahead Of Schedule, Causing Interferences With Other Planned Work. Additional Material Ordered Due To Inability Of Suppliers To Provide Quality. Motion: Construction Teams Returning Back To Office To Pick Up Plans, Tools Or Materials Not Available At The Site. Material Movement: Rework, Re-doing Some Tasks Because Of Errors In The Design Process Discovered After Work Was Started. Moving Materials From One Staging To Another, Handing Off Work Between Crews. Waiting: People Waiting For Equipment, Plans, Or Instructions On How To Proceed. Waiting For Material Because Of Ineffective Supply Chains. Inventory: Material Staged On Site Too Far In Advance Of When Needed. Processing: Redundant Or Unnecessary Reporting, Expediting Material Orders, Or Excessive Coordination Between Suppliers. 6 BIM MARKET DRIVERS GLOBAL PRESSURE & AUTO OEM MANDATE 25% Improvement In Construction Project Delivery: Speed, Quality, Safety, Cost Could Not Attain 25% Improvement By Tweaking Existing Procedures - Required A New Design/Construction Paradigm. GENERAL SPECIFIC CURRENT STATE FUTURE STATE Out-of-the-box Changes: Adopt Lean Lessons From Manufacturing Colleagues 3d (Math Based) Direct Digital Exchange Some Form Of Integrated Design/Construction 7

6 (BIM) MARKET DRIVERS (2D PAPER BASED) SILOS GENERAL CRITERIA Design Data SCHEMATIC DESIGN Design Data DETAILED DESIGN CDS/SPECS Design Data DETAILING FABRICATION Design Data CONSTRUCTION/ ERECTION Design Data OPERATION/ MANAGEMENT SPECIFIC CURRENT STATE FUTURE STATE Review Review Review Review Review C W M M O P I 8 (BIM) MARKET DRIVERS ACCELERATED SCHEDULE & 2D PAPER BASED APPROACH OWNER Kick-off AE SUPPLY CHAIN INTEGRATION WITH 3D-ENABLED PROJECT DELIVERY INCREASED REWORK CONTRACTOR FABRICATOR COST OF FIELD CHANGES PRODUCTION DELAYS DESIGN VALIDATI ON AFTER LAUNCH GENERAL SPECIFIC CURRENT STATE FUTURE STATE 3D/4D TECHNOLOGY & LEAN W/DIRECT DIGITAL EXCHANGE OWNER AE CONTRACTORS TIME TO MARKET ADVANTAGE Kick-off FABRICATOR PRODUCTION INTERFERENCE AVOIDANCE TYPICAL PROCESS CHANGES RE-WORK CHANGES 9

7 SUPPLY CHAIN WORKFLOW 3D ENABLED LEAN PROJECT DELIVERY STEEL STRUCTURE HVAC PIPING FIRE PROTECTION 10 SUPPLY CHAIN WORKFLOW If model updates are need, AE staff manually inputs the data into the 3D Model or record 2D set Shop drawing PDFs thousands of files for review Time consuming process updating the 3D physical member model, analysis models, and construction documents STEEL STRUCTURE HVAC PIPING A/E 3D Analysis or Design Model FIRE PROTECTION Steel Fabricator Extracts Shop Drawings for Engineering Review/Approval Steel Fabricator Constructs 3D Manufacturing Detailed Model A/E 2D Drawings (diagrams) A/E: Issues 2D mill order & IFC drawings to steel fabricator Mill Order Manual takeoffs ~ 2 weeks Re-input in fabrication models ~ 4-9 weeks 11

8 SUPPLY CHAIN WORKFLOW On-board review of shop drawings using 3D Model Reduced quantity of shop drawings for review Analysis & design interface. Model and issued for construction documents interface. -- Savings due to reduced markups and reviews STEEL STRUCTURE HVAC PIPING A/E 3D Analysis or Design Model FIRE PROTECTION Direct exchange of A/E model to steel fabricator Import steel fabrication model into A/E design model (as-built) Steel Fabricator Extracts Shop Drawings for Engineering Review/Approval Steel Fabricator Constructs 3D Manufacturing Detailed Model A/E 2D Drawings (diagrams) A/E: Issues 2D mill order 3D Model & IFC drawings to steel fabricator (for record). Automatic BOM for Mill Order Manual takeoffs ~ 1-2 days. Import Design model data into fab. software ~1-3 weeks savings vs. 4-9 for manual input. 12 SUPPLY CHAIN WORKFLOW Eliminated requirements for 2D shop drawing reviews Direct review of 3D Models and Associated Shop drawings SDS2 or XSteel with Triforma Structural A/E 3D Analysis or Design Model Analysis & design interface. Model and issued for construction documents interface. -- Savings due to reduced markups and reviews STEEL STRUCTURE HVAC PIPING FIRE PROTECTION Direct exchange of A/E model to steel fabricator CIS2 Import Direct Review of Detailed Model (approvals) Steel Fabricator Constructs 3D Manufacturing Detailed Model A/E 2D Drawings (diagrams) 2D drawings provided to the fabricator as needed for reference And to communicate design changes. 13

9 SUPPLY CHAIN WORKFLOW 14 SUPPLY CHAIN WORKFLOW FULLY COORDINATED HVAC MODEL WITH STEEL AND OTHER MEP SYSTEMS STEEL STRUCTURE HVAC PIPING FIRE PROTECTION DIRECT INTERFACE FROM FULLY COORDINATED 3D MODEL TO CNC MACHINES INSTALLATION DRAWINGS FROM 3D MODEL. JIT DELIVERY & INSTALLATION WITHOUT FIELD CHANGES POTENTIAL TO REDUCE RAW MATERIAL BY UP TO 20% OFFSITE FABRICATION 15

10 SUPPLY CHAIN WORKFLOW LINKING 3D FORMS TO INFORMATION STEEL STRUCTURE HVAC PIPING FIRE PROTECTION Fire protection model (Design Series) Automatic fabrication ISO drawing with detailed bill of materials PIPE MODELS & QUANTITY EXTRACTIONS Excel report (schematic elements for estimates) 16 VD&C MANAGEMENT STRATEGY 3D ENABLED LEAN PROJECT DELIVERY MULTI-DISCIPLINE COORDINATION SESSIONS BUILD TO THE MODEL MINDSET RESULTS 17

11 VD&C MANAGEMENT STRATEGY MULTI-DISCIPLINE COORDINATION SESSIONS BUILD TO THE MODEL MINDSET RESULTS Initial interferences 18 VD&C MANAGEMENT STRATEGY Collision of piping & gusset plate Collision of piping & gusset plate Early availability of the 3D fabrication steel model including gusset plate sizes allowed the team to detect and resolve many interferences with gusset plates. Impact: Over 75% of detected piping to steel interferences were due to gusset plate interferences. Owner requirements were only to model pipes larger than 2-1/2 diameter. Subcontractors felt the model was so cost effective all pipes were integrated into the 3D model 19

12 VD&C MANAGEMENT STRATEGY DESIGN TO DETAILING COLLABORATIVE WORKFLOW (Eliminating Uncertainty) 20 VD&C MANAGEMENT STRATEGY 3D Model Using Space Protection Advantages Commissioning Preventative Maintenance Future Space Protection Access Door Code Requirement Space Protection 21

13 VD&C MANAGEMENT STRATEGY MULTI-DISCIPLINE COORDINATION SESSIONS BUILD TO THE MODEL MINDSET RESULTS VD&C MANAGEMENT STRATEGY Delta Between Design Model And Coordinated Submittal 3D model of the ceiling MEP systems as shown on the construction documents. 23

14 VD&C MANAGEMENT STRATEGY MULTI-DISCIPLINE COORDINATION SESSIONS 0 BUILD TO THE MODEL MINDSET RESULTS Jan. 25, 2005 session 1324 interferences Mar. 11, 2005 session 0 interferences AUTOMATED COLLISION DETECTION 24 VD&C MANAGEMENT STRATEGY MULTI-DISCIPLINE COORDINATION SESSIONS BUILD TO THE MODEL MINDSET RESULTS Steel Detailer s Model Process Systems Added Target for 80% Clash-Free Collision- Free 25

15 VD&C MANAGEMENT STRATEGY MULTI-DISCIPLINE COORDINATION SESSIONS BUILD TO THE MODEL MINDSET RESULTS 26 BREAKTHROUGH RESULTS ACCELERATED SCHEDULE: ESP. GREENFIELD > TIME TO MARKET (MOVE BL DG OFF CRITICAL PATH) REDUCED FIRST COST ( O & M: TBD) NO CO S FROM FIELD INTERFERENCES VIRTUALLY NO TEAR-OUT/REWORK REDUCED SCRAP (LEED IMPACT ) INCREASED OFF-SITE FABRICATION POTENTIAL FOR JIT DELIVERY & INSTALL The Right Combination of 3D, Lean, Integrated Team RFI S ONLY TO OWNER LESS TRADES OVERLAP (ESP. WITH 4D) REDUCED FIELD OVERTIME FEWER (JLG) LIFTS IN BL DG AT SAME TIME LESS JOB SITE CLUTTER / JIT MATERIAL REDUCED GENERAL CONDITIONS REDUCE # OF DUMPSTERS: OFF-SITE FAB, RE- DUCED TEAR-OUT/REWORK INSTALL ONCE: IMPROVED TRADES MORALE 3D AS-BUILTS BEFORE CONSTRUCTION VALUE ENGR DECISIONS EARLIER USING FULL- DISCIPLINE 3D SCHEMATIC MODEL ACCELERATED STEEL MILL ORDER 3D ELEMENTS CREATED ONCE AND SHARED (SELECT DRAWINGS EXTRACTED FROM MODEL) SPACE PROTECTION: MAINTENANCE/CODES/PROCESS (WEEKLY) IN-MODEL, ON-BOARD REVIEWS: WITH END USERS > REDUCES OWNER CHANGES MAINTENANCE REVIEWS SAFETY REVIEWS FASTER, BETTER LOWER COST SAFER/ GREENER CONSTRUCTION/SITE 27

16 MOVING THE SUPPLY CHAIN TO A VALUE STREAM Value as defined by the customer (vs. silo business case) Shared goals, commitments, trust Pull: Across the design/construction work flow Flow: large batch vs. small batch Early build-side input 2D paper based hard hand-offs > 3D bi-directional exchange 24/7 model/drawing accessibility 28 ENABLERS 3D ENABLED LEAN PROJECT DELIVERY LEAN PRINCIPLES/TOOLS ESP: ACROSS SUPPLY CHAIN HAND-OFFS VALUE STREAM MAPPING INTEGRATED PROJECT DELIVERY 3D MODEL BASED TRANSITION VS. 2D BASED HAND-OFFS BIG ROOM - INTEGRATION SESSIONS 29

17 ENABLER: LEAN Eliminate Waste Esp. across the design/fabrication/construction supply chain Inherent with 2D paper based hand-offs Multiple logs Improve consistency esp. across the supply chain Pull Scheduling Small batch flow Leveled production Early/regular visibility of shared model data Early build side input Real-time review same model, same time vs. 2D silo based review Value stream mapping 30 ENABLER: LEAN VALUE STREAM MAPPING 31

18 LEARNING TO SEE: VSM THE MISSING LINK? - Excerpted from Learning To See, Forward by James Womack & Dan Jones 32 WHY VSM IS AN ESSENTIAL TOOL Objectively Outlined - Linkages - Team Oriented Milestones - Excerpted from Learning To See, Forward by James Womack & Dan Jones 33

19 CURRENT STATE: STEEL MILL ORDER IN 2D - D/B/B CAN BE PLACED WEEKS AFTER START OF DESIGN Design Review Bidding Mill Order DWGs Steel mill order weeks from start of design Mill order issue Material Detailing Shop DWG Review Detailing Fabrication Delivery Installation 34 NEED FOR A DETAILED REVIEW OF SUPPLY CHAIN PROCESSES 35

20 ENABLER: INTEGRATED PROJECT DELIVERY Some Key Constructs for Collaborative Workflow 1. Shared Objectives > Commitments Project Schedule: pull driven, small batch flow Target cost performance 2. Risks (minimize vs. shift) Profit at risk (portion or all) Portion of corp overhead may be at risk Owner bears majority of risk 3. Incentives (primarily via contingency preservation) Profit: normal is restored Profit: enhanced for extraordinary team performance 4. Win/Win: Optimize efficiencies across the design/fab/construction value stream by eliminating wasteful practices esp. in supply chain handoffs 36 ENABLER 3D: (PROJECT) MANAGEMENT COMMITMENT No 2½D Model based drawings (not model team & drawing team) Mandatory integration session(s) Assigned integrator MODELING = COORDINATION People will still have a tendency to remain in their silos Team oriented model based Training Orientation: all persons as Lunch & Learns Clicks 1: Application (train just before deploy) Clicks 2: Subject Matter Experts Project Workflow, Team Oriented 37

21 ENABLER 3D: MODEL BASED WORKFLOW CONSIDERATIONS 3D subsystem models for drawings (at milestones) Model management Subsystem per floor All (relevant) disciplines in model Same LOD (level of Detail) Agreed to authoring rules Optimize space protect Consistent 3D CAD standards (e.g., datum) Reference files Direct digital exchange across the discipline/trade value stream Team Oriented Integration Sessions via Big Room 38 ENABLER BIG ROOM: 3D MODEL BASED INTEGRATION > PROGRESSION Team Oriented, Model Based Reviews: TBD Team Oriented, Model Based Reviews: Safety, Ops Team Oriented, Model Based Reviews: Maintenance Team Oriented, Model Based Reviews: Constr Sequencing Team Oriented, Model Based Reviews: Constructability/Costing Regular 3D Integration Sessions: Disciplines & Trades Regular 3D Model Integration Sessions: Multi-Disciplines 3D Subsystem Models Developed in Context 3D Subsystems Models for Coordination (Collision Detect) 3D Subsystem Models for Drawings 39

22 THANK YOU! QUESTIONS DISCUSSION 40