BIM4Water case study template

Transcription

1 BIM4Water case study template Section 1: Project Details Project name Minworth Thermal Hydrolysis Plant (THP) Client Project Scope and Outcomes What are the project timescales? Minworth is Severn Trent Water s largest wastewater treatment facility. The existing facility treats sludge arising from a population equivalent of 2.3 million. This project contributes to Severn Trent s drive to reduce their Carbon Footprint in AMP6 by 10% and to have 25% of their biosolids produced at an enhanced sludge status. Brief and Team Engagement Design Feb Feb 2016 which followed on from an Early Contract Involvement (ECI) stage Construction June 2016 Commissioning and handover October 2018 What is the total project budget (including fees)? Type of work (new build, refurbishment, Repair & Maintenance) Asset type 37.5m including Stantec design fees of approximately 3%. Design fees for subcontractors included within their packages. New Build interfacing with existing assets on an operational Wastewater Treatment site. Wastewater Thermal Hydrolysis Plant Section 2: Stakeholders Who s involved in the project Delivery partner(s) PAGE 1 OF 6

2 team? (where known) Indicate (F) if they were appointed via a framework. Lead contact details Key supply chain partners Other key parties Name and designation Organisation Telephone Landline Cambi, Huber Technology, Franklyn Yates, Balmoral Tanks, Util Engineering, ERG Ltd, Alfa Laval, Richard Alan Engineering, CTM Systems, NOV Mono Pumps, Alpha Plus, MEPS and ABC Stainless, Landia, Dunphy Combustion, Hartwell Manufacturing, Clarke Energy, SW Turner Mechanical Pipework Specialists, Kirk Biodome, Uniflare, SPP Pumps, KDN Pillinger, Forbes Tanks, Bollfiter, Xylem, Total Automation and Power, Industrial GRP and Morgan Marine, Project 77, Nomenca and Tushingham Steel In an integrated team with a DfMA approach all parties are key partners because they all contribute to the final outcome. Over 20 supply community partners operated collaboratively in the visually enabled environment. Severn Trent Bio Resources team. Mark Townshend Engineering Manager Stantec Treatment mark.townshend@stantec.com N/A Mobile No Section 3: BIM details Background - how long has the Client been using BIM and what is the overall progress to date? Can you provide an overview of the Technology arrangements to support BIM? Severn Trent have been encouraging a digital approach to delivery since late AMP5 and into AMP6. The development has largely been through the supply chain. Laser scanning, 3D modelling, 4D programming (4D Synchro), Augmented Reality visualisation, 360Field and Glue for collaboration. On the 3D model was started in the ECI stage of the project. PAGE 2 OF 6

3 What is the BIM scope for and is it planned to use key documents, e.g. EIR/BEP plan/air etc. At what stage was the decision taken to use BIM on this project and has BIM been used throughout the project lifecycle? How was the project team brought on board to use BIM? How did BIM impact on the design stage of the the benefits and to whom? There is no formal client EIR. The project delivery was planned and documented in the Technical Plan. It was not called a BEP. BIM techniques from the Stantec Digital Toolbox were identified at the project initiation when the project was passed to Stantec from the client. The delivery approach was agreed at a design/delivery workshop in January It was agreed that Minworth would be a Stantec Treatment Conversion Project thus recognising that there would be new delivery approaches and that support would be required. Conversion projects are recognised as doing something new and therefore receive recognition and support to develop and implement the new tools and techniques. Laser scanning of the existing operational assets was key to the project initiation phase providing an accurate baseline data set. This data set was used to build up a 3D model of the design which together with the 4D synchro programming enabled the project digital rehearsals to be conducted and for DfMA to be identified and embedded in the delivery from the start of design. Digital reheasals allow simulation of site activities to enable planning before live activity in the field. Collaborative planning sessions were held using the visualisation material. The collaboration environment enabled remote mark up of models by stakeholders. Using the digital models enabled the DfMA suppliers to input to the design from an early stage and develop the DfMA delivery packages. Many hours of site work were moved into a factory environment through DfMA resulting in better planning which reduced waste, involved less rework and improved overall quality. PAGE 3 OF 6

4 How did BIM impact on the construction stage of the the benefits and to whom? DfMA resulted in the Boiler House being assembled on site in 4 days rather than 155 days of on site work by traditional methods. There were significant health and safety benefits enabling a lot of fabrication to be carried out in factory conditions. 50,000hrs of work were moved offsite. This was a significant benefit to the supply community with reduced cost, waste and less rework. There was connection between the physical and digital worlds through setting out and generation of As Built information. BIM360 Field and Glue have been used in delivery and commissioning. The Inspection and test plan used Field where efficiencies came from ipad field data entry. How did BIM impact on the operational stage of the the benefits and to whom? Data being available and visible enabled a smoother commissioning process avoiding the need to search for information or rework information or make assumptions. AR and Virtual Reality (VR) was used for Access, Lifting and Maintenance Reviews. This enabled improved engagement and input of Operators physical knowledge. Resulting in changes at design stage rather than later modifications on site. Operators are being trained on the new works using the 3D model prior to hand over. Commissioning progressed more quickly than on previous THP plants. There has been discussion of use of YouTube clips for Operation & Maintenance (O&M) tasks. the estimated costs of utilising BIM on this BIM tools used on the project are a cost e.g. laser scanning, 4D Synchro, but these are now becoming standard delivery tools. the estimated savings from the use of BIM? Any other information BIM is a part of a new delivery model which sets new behaviours and collaboration practices. The total savings estimated through this digital delivery approach are 5m approx 13.5%. Further project information is available here: htm PAGE 4 OF 6

5 Section 4: Overall Assessment Was the use of BIM appropriate? Are there clear benefits (both quantitative and qualitative) by applying BIM to this What are the key challenges in using BIM on and how were they overcome? What could be learnt from using BIM on and applied elsewhere? The approach adopted drove a new digital delivery method not seen before.the use of digital tools enabled a more collaborative team approach bringing benefits of DfMA, reduced time on site, less waste, improved quality and reduced cost, The use of BIM tools supported this new approach which could not have been adopted if the BIM tools were not used. There are estimated to be 5m of savings compared to traditional delivery. 50,000hrs were moved offsite. No lost time accidents, 460+ days of construction. The site layout feels right, well laid out and a good flow, thought through from the start. Early engagement was a catalyst to some tough conversations which were hard at the time but benefited the later stages of delivery. The team has been commented on by the client as the best high performing delivery team in my 30yrs experience. Severn Trent see as an exemplar project setting the standard for the future delivery. This project and others are available on the Stantec Treatment website. Getting the initial buy in from the delivery team to the use of BIM tools and techniques to drive a DfMA was a challenge. Workshops and proofs from other projects helped to get buy in. There was learning required on the job, identifying the project as a Stantec Treatment conversion project recognised the need for support. Stantec provide support from central resources helping to minimise the delays and frustrations that come from picking up new skills and also enabling the learning to be fed back into the Stantec Way. In particular support was given to running collaborative workshops and in using the new digital tools. Three lessons that are generically applicable are:- 1 Agreeing the integrated delivery and digital strategy at the beginning. 2 Building time and cost into the WBS at the beginning. 3 Using visualisation to unlock the power of collaborative innovation. There are benefits in starting BIM thinking at the project initiation stage. The planning and engagement of the supply community early on the DfMA delivery approach was key. Visualisation and digital rehearsals add real benefit to the delivery team in being able to see what is being proposed and for the delivery team to contribute at design stage. Operations are also able to contribute more effectively at design and planning by engaging with the model than they are when presented with 2D drawings. PAGE 5 OF 6

6 Has all appropriate changes or new asset data been transfer to Asset Management been completed? Client testimony (where possible) What is the potential for rolling out any of the above benefits/lesso n learnt etc across the water industry wide? This is ongoing through the summer of 2018; the handover is not due until October The project achieved transformational operator buy in by employing digital delivery tools. Jane Simpson, Head of Non-Infrastructure Asset Creation, Severn Trent. The use of the BIM 3D modelling software has proven to be extremely beneficial when engaging with the Operational and Maintenance end user teams. 3D representations of the proposed layout of the plant are posted at key points of congregation at site for the teams to review and post comment on to feedback. The Minworth THP design teams have also attended the Site team meetings and Comm cells to present developments and updates at regular intervals to secure the ongoing engagement that is essential to transition the O&M teams through the processes that will lead to the new THP plant being brought into service. Feedback has been extremely positive. David Nyul, Severn Trent Water Programme Manager, Asset Creation Digital rehearsals and DfMA are widely applicable to water industry delivery. Section 5: Case Study Administration section Author and date completed Has a case study template been completed by before? Version Control Mark Townshend/ Andrew Cowell 18 May 2018 No Version 3.0, 23/05/18 PAGE 6 OF 6