GreenBIM - 1st April 2015

GREENBIM Half-Day Conference

1 April 2015

#GreenBIM

Boardroom (551)

Lift

Toilets

Sign In

Round Table

5 (558)

Round Table

6 (559)

Round Table

4 (557)

Fire Exit

Fire Exit

Round Table

3 (555)

Tea / Coffee (553 & 554)

Round Table

1

Round Table

2

Chair Su Butcher

Just Practising

#GreenBIM

Industry Keynote Anne Kemp

Atkins / BuildingSMART UK

Collaborative working across the infrastructure industry

………… How hard can it be?!

April 2015

Anne Kemp, PhD, FICE, FRICS

Atkins Director and Fellow

VC Building Smart UK

Chair of ICE’s BIM Action Group, and of BIM4Infrastructure UK

The way into the problem - A Systemic

approach

.........”Contracts alone do not

deliver improved performance or

greater efficiency ……. further

efficiencies can be made by

aligning behaviours and

commercial arrangements

throughout the supply chain”.

(HM Treasury and Infrastructure

UK 2013:20).

“When people in organisations

focus on their own needs and

goals to the exclusion and

sometimes detriment of the wider

organisation and its aims – a lack

of joined up, systemic or holistic

thinking and behavior”.

Willcock (2013, xi)

Instigating change

There seems a lot of emotion around this

‘namby pamby’ soft stuff, generated from fear

and defensiveness – a classic response to

change. This resistance is pervasive. And it

is a problem. Until we allow ourselves to be

fully human and present in the workplace,

with respect – until self-awareness and

mindfulness can be integrated into the psyche

of the industry, will we continue to feed the

dysfunctional behaviours which cause so

much angst and frustration?

You will certainly hear some

people allege that they ’leave

feelings at home’ …… But work

stirs up emotion and why

wouldn’t it when so much of our

identity and satisfaction is

bound up in it. ....... (Rogers, 2010:15-16).

“Anne – this is not the softer side of BIM and collaborative working – this is the hard stuff”.

“The problem of sustaining

collaboration ... is the result of a

paradox – attempts to provide

solutions to the problem, particularly

from one perspective, rather than

providing the context and the means

for people to find their own” Willcock

2013:163.

“From a psychological perspective, an

attempt to force change in a human

system ……. can fall fowl of the

natural human defences they evoke”,

Willcock 2013:162

“Personally, I’m always ready to

learn,

Although I don’t always like being

taught”.

— Winston Churchill

Instigating change

The systemic, conceptual

framework

Anne Kemp, 2014

Looking to the Individual

• Individual responsibility

• Developing self-awareness

• Developing mindfulness

• Supporting diversity of thinking

• Intrinsic motivation and “organic solidarity”

A trend in the industry is to measure

for competencies as part of the

bidding process. I am concerned

that on-going training and support to

develop these competencies into

embedded behaviours is not

provided. Bower et al (2012:2038)

confirm that competency does not

mean that individuals have the

willpower to consistently apply them.

The question then is “Where should

this come from?”

Turning to Leadership

and the energy to empower

individuals

“Senior leaders need to strike that match to light the fire and then use

their authority to empower others to fan it”

Willcock 2013:166.

……”while many people are keen to contribute more at work, the

behaviour of their managers and the culture of their organisation is

actively discouraging them from doing so”.

Alimo-Metcalfe and Alban-Metcalfe (2011:7)

“the concept of “shared” leadership .... leadership is not the sole

preserve of those occupying formal leadership roles, but also

emerges when people work together effectively”.

Alimo-Metcalfe et al (2011:8)

……..And the Responsibility of

Teams

Challenge and support model from Willcock (2013:47)

Too much identification with a team can get

in the way of collaboration

The Open Team behaves as a healthy

and balanced living system ….. it

evolves alongside other teams and

the organisation as a whole.

Working with a collaborative Open

Team may not feel especially cosy

at times…..

Difficult Conversations – Team Dialogue

The reluctance to be honest and speak up when things are not right

“a key personal disappointment has been “call it when you see it” name it, and much rather take risk of it happening and stating it early on rather than leaving it until the end”.

“Also a kind of - almost absence in UK construction industry - honesty in response -if there are things you have to have, you have to say it. You don’t just sit there”

“a clear, open channel for dialogue in order to communicate the good and the bad”

“in our world of construction its quite easy to hide behind contracts – done it for decades if not centuries”

Walking the Talk

A competency framework could be considered like a piece of music, a diagrammatic representation of the melody. It is only in the arrangement, playing and performance, however, that the piece truly comes to life.

(Bolden and Gosling 2006: from Alimo-Metcalfe and Alban-Metcalfe (2011:11)

The missing pieces to instil

collaborative working

• Alignment • Motivation • Leadership • Openness and trust • Relationships • Diversity

Interviewee S (Ref B6) Interviewee J (Ref D6) Interviewee R (Ref A2)

...... Trust is not an

emotional issue - its

practical – about

competence,

consistency and

openness. Thought

about that a long time –

often use that phrase.

In a sense can have

most lovely cuddly

relationship, but if they

are not competent,

consistent and open,

you can’t trust them.

Incredibly pragmatic

thing, trust.

Trust is right at the

top. Got to be open.

Trust is more a

human condition I

think, we’ve all got

our ways of

.approaching.... with

trust ... you won’t get

a collaborative

contract delivering the

goods unless there is

a complete trust.

Trust. How you build

that trust is the key. I

think that nearly

everything else leads

to creating that

trusting relationship.

Whether it be

information,

behaviours,

collocation, scope

clearing or whatever

it is or developing

those pieces. It all

comes back to trust.

If you don’t have

great, trusting

relationship at all

levels - I would put

that down as my

number one.

How do we make people feel “safe” to work

collaboratively?

Anne Kemp, 2014

Learning and Development

The need for better learning and

development, under-pinned by on-going

support ‘on-the-job’, which is where 70% of embedded learning occurs.

The future collaborative BIM team

One Shared Version of the Truth

Lonely, limp BIM

“BIM is driven by people and

process, underpinned by

collaboration. The basic

problem is that we have been

trained by the tribalists to fight

our corners….the Architect is

the enemy….the QS is the

enemy …the nasty Contractor

is the enemy and so on…….

It’s been ingrained in our DNA

and again its time to change.

The professions and disciplines

are not trained to collaborate

properly or play nicely in a

team. I believe this goes right

back to education and training,

how we create professionals”

(Eynon 2013).

Customers

Utilities

Structures

Energy

Environment

Misalignment - a key feature in break-downs of

relationships and trust

Misalignment

- a key feature in break-downs

of relationships and trust

Executives and senior managers have to commit to adopting such behaviours

– particularly the latter who are typically most reluctant to participate actively in leadership development, may yet adopt command and control behaviour when under stress, and yet are the most influential on organisational culture (Alimo-Metcalfe, et al 2000:11)

The Energy Within – Intrinsic Motivation

If it is true that to sustain motivation, it

needs to be intrinsic rather than extrinsic,

this impacts the whole of the system, and

how it is tuned. Perhaps focusing on this –

throughout the system – will help to get a

better gearing of the system, and a more

powerful source of sustained energy.

: ......”Shared meaning is much more than

fulfilling your mission statement – it’s about

forging and maintaining powerful

connections between personal and

organizational values. When you do that,

you foster individuality and a strong culture

at the same time” Goffee and Jones

(2013:9).

Anne Kemp, 2014

SYST

EMS

PEO

PLE

User Applications

Engaged, motivated, valued people with tools to

diagnose, predict and advise

SER

VIC

E

A responsive, efficient, flexible railway that adapts to variations in demand and perturbations

Predictable 24/7 service

Seamless from street to platform

Comfortable, smooth,

uninterrupted

Safely to your destination

Customer service

Ops & Control Asset

Technicians

ASS

ETS

Asset Information Intelligent Assets that manage themselves and

require minimal human intervention

Stations

Rolling stock

Infrastructure

Ob

jective - intelligen

t infrastru

cture

Central Data

Hub

SYST

EMS

PEO

PLE

User Applications

Engaged, motivated, valued people with tools to diagnose, predict and advise

SER

VIC

E A responsive, efficient, flexible railway that adapts to variations in demand and perturbations

Predictable 24/7 service

Seamless from street to platform

Comfortable, smooth, uninterrupted

Safely to your destination

Customer service Ops & Control Asset Technicians

ASS

ETS

Asset Information

Intelligent Assets that manage themselves and require minimal human intervention

Stations

Rolling stock

Infrastructure

Objective - intelligent infrastructure

Central Data Hub

Cognitive Providing common purpose, rationale and ongoing narrative to create shared context for

collaboration.

Behavioural Developing as ‘Open Teams’ and role modelling collaboration. Leaders need to step into the organisation and show commitment

to that way of working.

Emotional Creating a safe emotional environment for collaborative working, being mindful of

differing needs and stages of relationship development.

Situational Providing a framework of values and processes that support enquiry and

collaborative dialogue throughout the organisation.

Table 3: Energies to stimulate and motivate collaborative working

(Kemp, 2014 derived from Willcock 2013:165)

Key Recommendations Key Recommendations

Recommendation

A

Sustained and supported learning and

development

Recommendation

B Thought leadership on the “soft” issues

Recommendation

C

The common sense and conscience

monitor

Recommendation

E

A sense of balance - use of the

framework as a tool

Recommendation

F Consider further:

Alignment and Motivation

Group Dynamics and Team Working

Openness

Leadership

Mindfulness

Empowering leadership at an individual level, guided by an intrinsic motivation in alignment with the system as a whole may sound like a panacea, but isn’t a bad aspiration to set off with.

If the individual and the collective responsibility can align, then collaborative working should become self-sustaining

Input from an appropriate ‘common sense and conscience’ monitor with the duty to continually scan the landscape for challenges to the collaborative working dynamic would seem an important feature for the long term health of the system.

Anne Kemp, 2014

The essence of being human – more than simply intellect Alignment, motivation Leadership, relationships, trust, diversity (of thinking)

Our digital future - http://vimeo.com/101752405

Health and Safety Moment First case of IAD from Google Glass – 14 October 2014

Mind change Susan Greenfield, 2014

The merging of our virtual and physical worlds – how far do we go?

http://vimeo.com/101752405

There is no overnight solution to collaborative working.

The recommendations emerging from this research investigation provide practical steps to instil collaborative working in the infrastructure industry.

But the operative word is instil - this is a long term, and gradual transformation which requires commitment, quiet determination, resolution and persistence.

And being braver about the “softer” issues will certainly help.

Conclusions

Anne Kemp, 2014

Industry Keynote Richard Watson

RIBA Enterprises

The BIM Toolkit Richard Watson – March 2015

BIM – Government Construction Strategy

Francis Maude Minister for the Cabinet Office



Completing “Level-2” BIM Suite

The Missing Pieces

The Project

2014 2015

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

Scope Brief Phase 1 - Define Phase 2 - Deliver

Clients Brief Team Industry

BIM Toolkit and Level-2 BIM

How will the BIM Toolkit benefit those working within the level-2 BIM process?

Standards are freely available at - http://shop.bsigroup.com/BIM

http://shop.bsigroup.com/BIM

Assessment and need

Procurement Post-contract

award and mobilisation

Production

Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards

Maintenance and use




Assessment and need

Assessment and need





Assessment and need

Client determines their plain language questions

(determines the need)

Client produces their employer’s information requirements

(Required information to meet the needs as defined in PLQs)

Information requirements aligned to the project stages

This is part of the tender documentation

Assessment and need – BIM Toolkit

A collection of projects


Information at a project level


Information at a stage level


At the start of the project the client

has not assembled their team


At strategy/brief stage it is possible to

determine information needs


Template tasks can be modified,

removed and added to


These projects can be refined and

reused on future projects


Tasks and deliverables are assigned to roles

prior to the team being assembled

This information may be exported

Assessment and need

Export to MS Excel for inclusion within the EIR document

(PDF)

…and export to IFC/COBie for digital

re-use

Procurement

Procurement





Procurement

Bidders respond with their pre-contract BIM execution plan

Proposed responsibility of bidders supply-chain is provided

The client can compare these against their original information

requirements

Selection can take place


The proposed roles have been assigned

The proposed project team has

been added

Each item, at each stage has a party

responsible

The bidder

Production

Production





Production

From design suppliers to construction suppliers:

The federated Project Information Model begins to grow

dPOW defines the what, the when and who

Information exchanges between supply-chain

Information delivery to the client as agreed in EIR

Documented classification and data structure allows for verification


Moving into the design phases the team is now

assembled and the information requirements

grow


Level of detail guidance can be defined for each

deliverable


Level of information guidance can be defined for each

deliverable


A definitions library of 6,000 items across all construction disciplines will be provided


At concept stage – the operations phase may be

considered


At the technical design stage more geometric detail is

required


The level of information grows through the bandings

too


LOI-6 contains the standard COBie properties for transfer

to the asset management systems



The definitions library covers infrastructure in addition to

buildings



RICS were part of the core team and have provided

classification mappings to NRM1


A number of new Uniclass classification tables will be

published

New Uniclass – the Core Classification


Advanced search technology is used to take the complexity

away from classification

Production

What has been asked for by the

project lead

What is provided by the project team

Deliverables

COBie XLS IFC 2x3

Documents

EIR

Data

Objects

Documents

Objects

Documents

Objects

Documents

Objects

Documents

Objects

Documents

Objects

Spreadsheet BIM Tool XML

Validation Process Overview

Requirements

COBieLite

Validation

IFC Exchange

DPoW Exchange

BEP

Data

DPoW Exchange

Schema too rich

Schema too loose


Each IFC ‘cube’ is a deliverable with

property sets


A free online viewer allows the delivery

to be verified against the demand

Following hand-over then “In use”

Operation





- ID - ParentSpace - Level - Manufacturer - Model - ExpectedLife - O+M-Manual

More Information

BIMTaskGroup.org

theNBS.com/BIMToolkit

Social Media - #BIMToolkit

Roundtable Session A

Roundtable Session B

International Keynote Dr James Harty

Copenhagen

School of Design & Technology

BIM & SUSTAINABILITY

ThinkBIM Leeds Beckett University

Dr James HARTY BArch MArchSc RIBA MAA

Wednesday 1st April 2015

Thom Mayne FAIA

• “If you want to survive, you’re going to change; if you don’t, you’re going to perish. It’s as simple as that.”

Thom Mayne, FAIA, 2005 Pritzker Prize Winner, during the Building Information Modeling Panel Discussion at the 2005 AIA national convention in Las Vegas.

A Brick!

Location?

Location, Location?

Location, Location, Location?

… or not?

cost of carbon

MacLeamy Curve /RIBA Plan of Work 2013

Impact on Project

Project's Time Line

Re

so

urc

es

/Co

st

Traditional Workphases Cost of Design Changes

Ability to Make Changes New Tendencies

Slide 101/48

Maturity Plan

Slide102/48

Kyoto and New Buildings

Fabric €€€

Energy

CO2 Sequestration

© Simon McGuinness, DIT

Performance

• Digitalisation opens the door for a matrix of analysis, performance metrics and simulation to take centre stage, instead of the trusted pencil and tracing paper, which cannot be tested.

Slide 104/48

…modelling…

14 April, 2015 Slide105/48

14 April, 2015 Slide106/48

14 April, 2015 Slide107/48

BIM Workflow Environment Material library Benefits IRL Conclusion

Replacing Rhetoric with Reality

• It extends, gladly, this process into the everyday use of the building, with post-occupancy checklists and environmental performance data, while ultimately giving society a better end product. – This hopefully then restores

certainty, and replaces rhetoric with reality (Harty, Laing 2010).

Slide 109/48

Three Pillars of Excellence

• Ultimately with constructive feedback the ‘Three Pillars’ of constructing excellence can be met: Post Occupancy Evaluation (POE), true Evidence-Based Design (EBD) and better project briefing. – EBD is the realisation that

design options should be based on researched evidence rather than the intuition of the designer (Ulrich 2001).

Slide 110/48

Apps/Bots

• This can include apps (applications) or bots (robots) that process the information finding solutions and approving or flagging issues that would otherwise take much time (Harty 2012). – Examples of this are digital

building code approval, or search engines that automatically find building products that meet an element’s increasingly-refined properties (Obonyo 2010).

SME’s

• ‘There were an estimated 4.9 million businesses in the UK which employed 24.3 million people, and had a combined turnover of £3,300 billion. SMEs accounted for 99.9 per cent of all private sector businesses in the UK, 59.3 per cent of private sector employment and 48.1 per cent of private sector turnover’ – (Federation of Small

Businesses 2013)

Slide 112/48

Technology

• A technologist is one who can implement, understand and communicate the new requirements in a salient, appropriate manner, stressing who is the bearer of this news and who can guarantee safe passage, to those who can best be served by better informed design, whether they are clients, users or society at large.

Slide 113/48

Halmlagret, Carlsberg

Slide 114/48

Inventory of Carbon & Energy

Slide 115/48

../../../Carbon/ICE.pdf

Embodied Energy

Slide 116/48

../../../Carbon/ICE V2.0 - Jan 2011.xls

Brick Properties

Slide 117/48

Project Parameters

Slide 118/48

Recap

Exam 30.10.2014

Individual

3D Renders

Documents

BIM

Cost/Time

Carbon

Drawings

Slide 119/48

Vasari Revit Energy analysis

Exam 30.10.2014

Individual

3D Renders

Documents

BIM

Cost/Time

Carbon

Drawings

Wind analysis

2. BIM/Vasari/Wind study.avi

Back

PDF

Slide 121/48

3. Documents/2. Drawings/02. Elevations and sections (all phases in sheet)/(99)2.13 Section A-A_Proposed.pdf

Item catalog Resource catalog Quantity Takeoffs Sets

Back

Quality assurance Timeliner

Back

Item catalog Resource catalog Quantity Takeoffs Sets

Back

Abuse

• Sustainability, energy consumption and embodied carbon appreciation are all a result of poor management and abuse of the finite resources this planet has to offer.

Slide 125/48

Biomass Algae Reactor

ECOWeek

Flooding Damage/Greening Project

Panels Follow the Sun

Mapping Virtuality

• Practically speaking, Augmented Reality (AR) is the mapping of the virtual world onto the real one.

• It allows both worlds to be experienced together at the same time, meaning the proposal can be assessed before being realised. – Where this will truly pay

dividends is when the model filters down to the least expected actor in the project.

Slide 130/48

Augmented Reality

• For example, this could mean an electrician seeing where the light switch is to be placed or mounted on a wall … on his/her mobile device. – Conduits, methods and

expected qualities can be shown superimposed on the reality, location is correctly marked and both the components and their assembly correctly sequenced.

Slide 131/48

Page 132/48

One Unit Simulation

Page 133/30

Site Simulation

Page 134/54

Solmøllen

Scalability

• Bringing consultants, developers and users closer together integrates design better (Gravad, Brenøe 2014). – Buildability improves; both

sustainability and digitalisation become the driving force for better communication among the customer, design team, contractor, subcontractor and supplier (Manthorpe 2014)

Slide 136/48

The Price of Carbon

Sustainability

Thank You

• Dr James HARTY BArch MArchSc RIBA MAA

• Wednesday 1st April 2015

Pecha Kucha Showcase

Mark Francis

Account Manager, LEICA Geosystems Ltd

Leica Geosystems ‘BIM Field Trip’

Robotic Setting-out

thinkBIM | greenBIM, Leeds

1st April 2015

@MarkF_Leica

@Survey4BIM

http://www.leica-geosystems.us/en/Building-Information-Modeling-BIM_104309.htm

143 143

Agenda

Who are Leica Geosystems?

Leica Geosystems – 200 years of excellence

Leica’s BIM Field Trip – Design to Field

What is Leica’s BIM Field Trip and what are the benefits?

Robotic Total Station technology – efficient Setting-out

Optical positioning

ENRICH – Taking BIM data to the Field

Leica Construction setting-out

VALIDATE – Capture the as-built

As-constructed validation for QC

144 144

Who are Leica Geosystems? Almost 200 years of heritage and innovation

Insert

145 145

Office Field

Reality Model

BIM Field Trip – Bridging the Gap

INFORM

Pre-Construction /

FM As-Built

VALIDATE

As-Built During

Construction (QA)

ENRICH

Construction

Layout

146 146

Before Total Stations Optical, Angle and Distance Measurement Sensor

Theodolites measure Horizontal and Vertical angles accurately

Integrate distance measurement for 3D point coordinate

147 147

What is a Total Station / MultiStation? Angle, distance measurement sensor and more…

Hz & V angle sensor

Distance measurement

Motorised

Auto-aim & follow target

Target Search

Powerful software

Weatherproof

Cameras x2

3D Laserscanner

148 148

What is a Total Station? Optical, Angle and Distance Measurement Sensor

1. Upload design

coordinates

2. Position & orient

3. Aim, measure,

navigate to point

4. Mark ground

149 149

Total Station Setting-out Conventional: 2 person

Labour x2

Hand signals

Walkie-talkies

Slow

Skilled?

Error-prone?

150 150

Setting-out relative to Reference Line Almost 200 years of heritage

Insert ‘Control’ Points

in the model

151 151

Robotic Total Stations One person operation

Work efficiently

152 152

Robotic Total Stations One person operation

Productive and efficient

153 153

Robotic Total Stations One person Setting-out

Work efficiently

154 154

Remote Control devices Ruggedness, screen size, connectivity, keypad…

Insert

155 155

Integrating Total Station & GPS (GNSS) Leica SmartStation & SmartPole

Work efficiently even with obstructed line-of-sight

156 156

Robotic target lock How to reacquire a lost target

157 157

Field Software Simply Productive

Intuitive

Comprehensive, powerful apps

158 158

Field Software Simply Productive

159 159

ENRICH – Construction Layout How does it work?

Insert layout

points in the 3D

model & export

Leica Building Link

Plugin

Leica Total

Station

Construction

Layout

Import points into

the Total Station

and locate on site

Total Station turns

automatically to

layout points

160 160

VALIDATE – Construction Layout How does it work?

Monitor project

progress or validate

as-constructed

As-Constructed

Verification

Leica Total

Station & Scanner

Leica Building Link &

CloudWorx for CAD

Take single, multiple

or numerous

measurements

Import data into

Authoring tool to

check/compare

161 161

Robotic Total Stations Machine Control & Automation

162 162

Leica 3D Disto Positioning for all

163 163

Thank You

[email protected]

@MarkF_Leica

Rob Woollin

Stakeholder Manager,

Business Growth Services

Support for Manufacturers

& BIM

Rob Woollin

The Business Growth Service

Business Growth Service’ brings together:-

Manufacturing Advisory Service,

GrowthAccelerator,

Leadership & Management Training funding

PLUS: schemes from the Intellectual Property Office

(IP Audits) & the Design Council (Designing Mentoring)

Please use

whichever

logo is appropriate

for your

presentation and

delete the other

The Business Growth Service

Export support is provided by UKTI and UKEF.

Service closely linked to InnovateUK (formerly TSB).

Please use

whichever

logo is appropriate

for your

presentation and

delete the other

How does it work?

Easier for manufacturers with the potential to improve and

grow to access support.

Help businesses to achieve their potential by identifying

barriers to growth & providing tailored support that fits their

needs.

delete according

to audience

How does it work?

Dedicated ‘Business Growth Manager’ who understands

manufacturing & business challenges.

Discuss your needs & barriers to growth, identify the areas

of support that are right for your business and introduce

you to the specialists that can help.

delete according

to audience

Product & Service Offering

Business Growth Service

UK Trade &

Investment

Strategic

Development

GA Business

Development

Coaching

MAS Strategy

Consulting

Innovation,

Design & IP

GA Growth Through

Innovation

MAS Innovation

Design Mentoring

IP Audits

Finance

Optimisation

GA Access to

Finance

Growth

Showcase

Leadership &

Management

GA Leadership &

Management

Productivity

& Operational

Improvement

MAS Efficiency

Supply Chains

MAS Supply Chains

With strong relationships to:

UK Export

Finance

British

Business

Bank

Innovate UK Growth hubs

Connectivity

Growth

Community

Support includes

Develop a Growth Strategy

Develop a manufacturing strategy

– Is BIM part of that strategy ?

Building leadership & management skills

Accessing finance

Developing new ideas & products

– Is BIM embedded in that process ?

Cut or

highlight

as appropriate

Support includes

Accessing or Building supply chains

– Does BIM have a role ?

Exporting for the first time or breaking into new markets

Develop your USP and Sales & Marketing strategies

Improving manufacturing processes

– How can BIM help ?

Protecting ‘Intellectual Property’

Cut or

highlight

as appropriate

Specialised support - BIM

BIM4M2 conducted a survey of ~ 200

product manufacturers to understand how the group could

add value to those embarking on BIM

Those surveyed that have invested in BIM (40%) have

done so:-

to create commercial advantage (41%)

in response to customer demand (27%)

to get specified (12%)

Cut or

highlight

as appropriate


However, 50% of those surveyed, whilst planning to invest

in BIM soon (next 12 months), have yet to make a start.

Manufacturers not intending to invest in BIM - cost was

the main barrier (77%), followed by lack of in-house

resource (43%).

BGS-MAS can help & has helped.

Cut or

highlight

as appropriate


Standards and optional tools due to be complete by Spring

2015.

There is increasing clarity on what is required from product

manufacturers.

Are you ready to start your BIM journey ?

BGS-MAS is ready to help you.

Cut or

highlight

as appropriate

Support – the rules !

SME’s ONLY.

Manufacturers ONLY.

(Funding for non-manufacturers via GrowthAccelerator)

Businesses with “Growth Ambition” – T/O, Profit, Staff

50% Grant Funding.

Typical grant £2500 (maximum).

Cut or

highlight

as appropriate

Developing BIM Objects - Choices

What do you need to develop?

Do you do it yourself or get a third party to do the work?

Cut or

highlight

as appropriate


Look of the ‘MAS Directory’ to find a supplier you want to

work with or get them to register on the directory if you

have a supplier:-

www.masdirectory.org/mas/Consultant/register.php

Cut or

highlight

as appropriate


Contact ‘Business Growth Services’/MAS now.

NEW FUNDING ROUND FROM 01/04/15

for NEXT 2 YEARS.

Cut or

highlight

as appropriate

Give us a call

Team of ‘Business Growth Managers’ dedicated to advising

manufacturers.

Free of charge, no obligation, meeting.

Don’t spend on :

i. Consultants/Coaches or

ii. Skills/Training or

iii. Capital Expenditure

without talking to us first.

Thank You

[email protected]

07795 454 286

Steve Brunning

Managing Director, Rapid 5D

Richard MacCowan

Director & Co-founder, Biomimicry UK

learning from nature

@Biomimicry_UK

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volvox-8 CC 2.0 flickr.com

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The MIT Lab - Knight Foundation CC 2.0 flickr.com

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jurvetson CC 2.0 flickr.com

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Eric Kilby CC 2.0 flickr.com

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cudipeich CC 2.0 flickr.com

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KJGarbutt CC 2.0 flickr.com

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Nicki Varkevisser CC 2.0 flickr.com

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Peter Blanchard CC 2.0 flickr.com

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Nightfall CC 2.0 flickr.com

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Strevo CC 2.0 flickr.com

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#ODF CC 2.0 flickr.com

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Mycelium_RH_(3).jpg Wikimedia Commons 3.0

Copyright © 1995–2014 Esri.

Alloa Stirling

Falkirk

Dunfermline

Kirkcaldy

Edinburgh

Glasgow

Richard James MacCowan

www.biomimicry-uk.org

@Biomimicry_UK

how does nature build?

http://www.biomimicry-uk.org

Questions?

Networking, Food & #BIMBeers