Integrated Product, Organization and Process design John Kunzkunz/Chalmers/Chalmers15/W12015V1.pdf · 13 MEP, teledata rooms 54. KPFF design stairs for 13/14 38. *SRG Reprogram 13/14

Integrated Product, Organization and Process

design

John Kunz

The big idea:Integrated Product, Organization and Process design can support, at least design, fabrication, assembly and use of new products

Rate

Baseline

($K) Change

Year-1

(K$)

Revenue 100,000 2% 102,000

Cost of contracted work 85% 85,000 -2.0% 84,660

Cost of self-performed work 10% 10,000 2.0% 12,240

Gross Margin 5,000 5,100

Sales, G&A 2% 2,000 2,040

IT investment 70

Amortized costs of IT/yr 33% 23

Net income 3,000 3,037

Time to payback (years) 1.9

Net Income change (%) 1.2

*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program

confirmation with LAR

KPFF

SRG Lab Task 37 Task 44 Project Mgt AEI Core Task 41 Task26 H Block Crew Task 23SRG / AEI

TechnicalAEI Core and

SRG LabHDCCO Costing

SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev

ConsultantSolvent Tarter

H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry

Program 20. *Determine Scope of

package D including vivarium

changes

45. *Complete all

Basement/LAR Drawings

41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites

25. *Do Central Plant

design changes

19. *Determine vertical

utilities

22. *Complete catwalk drawings

52. Finalize landscape

26. *Finalize B#13 and

B#15

Exiting/architecural H

occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15

Exterior Architecture

Bookend

Programming

Accepted by Genentech

Notice to proceed on

structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan

1. *Redesign main MEP

distribution systems

SRG Management AEI Management

Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization

5. *Finalize lab & Equipment

plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract

21. *Prepare Plan Views for

Review of Concept w/City

39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents

48. *Develop exiting

plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI

Detailed Design 80 PC

Complete

3. Complete Tele Data Design

42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix

*Package B structural

modifications (CCD3A)

13. *Code Consultants

Review Concept for final

city Presentation

14. *HDCCO update Estimate of cost

of Program

Review skin changes w/db team

Lab Planning Program

Meetings with

Pharmacology

Lab planning Program Meeting with Protein

Chemistry

BMS Controls Meetings

(Weekly)

Lab Planning Program meeting with Bio

Organic 80% Drawing Review

Tele Data Coordination MeetingsSteel Detailing

Meetings

Genentech 80% Detailed Design

Review

Final Program

Confirmation with Officing

Weekly

Coordination

Meeting


Meetings with Directors

50. Designate size, location of

13 MEP, teledata rooms

54. KPFF design

stairs for 13/1438. *SRG

Reprogram 13/14

interface, exiting,

stairs

43. *Changes in Steel

Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete

MEP, Teledata room design

*Design Budget &

Schedule for Changes

Approved

*Notice to proceed

with detailed design

24. *Complete B13,4 H

block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent

distribution and waste

Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments

(19) Genentech review

80% drawings

53. Incorporate

comments, complete

Architectural detail

2. Initial redesign MEP branch

lateral distribution

G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,

conduit, piping mains

completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:

underground utilities,

vivarium catwalk

10. Draft Alternate means

15. Jeff reprogram HMIS

(3) *AEI design MEP

HVAC, Conduit &

piping mains B13

16. *HDCCO Determine

Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate

Means w/impact on LEL

and LFFH

(21-4) Finalize MEP Details,

update specs and p&ID's

(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized

(13,15,16) MEP specs, P&ID's,

control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section

4. complete all Interior Architcture

*Cal OSHA Recommend

Determination of LFFH

51. Designate size, location

of 14 MEP, teledata rooms G accept

15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI

http://www.stanford.edu/group/CIFE/images/VDC2.mov


Integrated Concurrent Engineering (ICE)

Product Modeling(BIM+)

Process ModelingCurrent State Process, T5 Rebar Detailing for Construction

Desig

nM

anufa

ctu

reE

ngin

eering

Release CAD

dwg, rebar

schedule (*.CSF)

in Documentum

Document

control delay

(1 week)

Preliminary

designGA drawings

Refine RC details

and concept for

buildability/

detailing

Use model to

develop and

communicate

methods

Prepare RC detail

drawings

(drafting)

Check and

coordinate detail

drawings

CAD check

(1d/dwg)

Check against

engineering calcs

(.5d /dwg)

Independent final

check & sign off

(2 weeks)

Building control

check & sign off

(BAA, time?)

Release paper P4

dwgs & bar

bending

schedules

Rebar factory

starts bending

Pre-assembly

Ship to site

Draft spec

Comment on

spec

Update spec Release spec

Model rebar

component (Use

digital

Prototyping tool)

Issue and resolve

TQ’s (Technical

Queries)

AutoCAD CAD RC IDEAS Arma +

Design input/

changes

Technology:

Detailed

engineering

design

information

Site assembly

Preliminary drafting

2 weeks

Back drafting

1 week

Checking

2 weeks

Document control

1 weekTimeline:

NOTE: Drawings are batched into sections-

then subdivided into building components.

Each component is an assembly package,

e.g. rail box floor, wall, etc.

The number of drawing sheets per building

component vary depending on the work. On

ART for example, each component may

consist of 8-15 GA drawings and 8-15 RC

detail drawings.

All of the GA drawings are complete -

pend ing changes f rom other des ign

disciplines

NOTE: Design changes

during detailing (from:

architecture, baggage,

s y s t e m s , e t c . ) a r e

upsetting RC drawing

development.

Other / None/

Unknown

Preliminary RC

detailing

Iterative

process

Consists of:

engineering

calculations,

sketches, etc.

Most of the checking

process is done

concurrently with RC

detail development.

BAA building control

accepts the opinion

of the independent

design check - and

does not perform a

check of its own

Assem

bly

Existing Process - 6 weeks

Client/Business Objectives

Project Objectives

Big Idea: Integrated design of Products, Organizations and

Processes of projects - Virtual Design and Construction (VDC)

Chalmers Integrated Product, Organization and Process Design (C)2015

Organization Modeling

14 July 2015 Chalmers Integrated Product,

Organization and Process Design

3

This week overview

Day Learning goals

Tuesday Theory: VDC, POP/FFB framework, types of models,

ICE, organizational modeling, templates

Practice: ICE session with Templates, Organization-

process model and analysis (SimVision) lab

Thursday Theory: Introduction Organization-process model and

analysis (SimVision),

Practice: Organization modeling lab

14 July 2015 Chalmers Integrated Product, Organization and Process Design 4

The next three weeks we will …

• Do integrated design with VDC of projects by

describing their POP - FFB using ICE and

templates,

• Predict project behavior using a prediction

tool and

• Consider big data analysis of measured

performance…

http://www.stanford.edu/~kunz/AVIs/VDC2.mov

http://www.stanford.edu/~kunz/AVIs/VDC2.mov


Chalmers Integrated Product, Organization and

Process Design Agenda: July 14

• Big ideas: Integrated design and analysis;

elements of VDC

• Introductions

• Models: how to recognize and use different

types

• Business goals and objectives

• Course goals (and non-goals)

• Course Organization

• ORID*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program


KPFF




SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev


H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry



changes

45. *Complete all


41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites


design changes


utilities




B#15


occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15


Bookend

Programming



structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan




Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization


plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract



39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents


plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI


Complete


42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix





city Presentation


of Program



Meetings with

Pharmacology


Chemistry


(Weekly)




Meetings


Review

Final Program


Weekly

Coordination

Meeting





54. KPFF design


Reprogram 13/14

interface, exiting,

stairs


Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete


*Design Budget &


Approved

*Notice to proceed



block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent


Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments


80% drawings

53. Incorporate

comments, complete




G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,


completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:


vivarium catwalk



(3) *AEI design MEP

HVAC, Conduit &

piping mains B13


Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate


and LFFH



(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized


control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section


*Cal OSHA Recommend




15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI

Object AttributeRequirement

Relationship Requirement

Predicte

d value

Observed

value -2 -1 0 1 2

Product

Product Scope

Product Scope . Building Spaces includes -

Project Goals

Project Goal . Capacity (people) >= 60 - ?o

Project Goal . Cost (M$) = 70 - ?o

Building

Goal . Net Energy Use (K-

BTU/ft2) <= 250 - ?o

Building

Goal . Quality conformance

(%) >= 12 - ?o

Organization Scope

Organization Scope . Actors includes - -

Organization Goals

Organization Goal . Predicted . Cost (K$) - <= - ?o

Organization

Goal . Observed . Response

Latency (days) 3 <= - ?o

Organization

Goal . Predicted . Peak

Backlog (days) 3 <= - ?o

Organization

Goal . Predicted . rework

(FTE-days) - <= - ?o

Process

Process Goals

Process Goal . Peak Quality Risk < 0.50 - -

Process

Goal . Schedule Growth

(months) < - ?o

Process Goal . Completion Date <= 1/1/09 - ?o

Process Task . Action: Object

Process Task . Design: Actor Actor that designs

Process Task . Predict: Actor Actor that predicts

Process Task . Assess: Actor Actor that assesses

Process Task . Build: Actor Actor that builds

Function Product Behavior

Organization

Qualitative Threshhold values

Introductions

Briefly, please share

• Name

• Field of study

• One personal goal for this class


Chalmers

Integrat

8

Chalmers

Integrat

9

Process modeling in practice:

Product and process models are linked

10Chalmers Integrated Product, Organization and Process Design (C)2015

Process modeling in practice:

Product and process models that are linked - Benefits

• QTO from 80 to 4 hours

• Estimate accuracy up 20%

• Tender duration from 5 to 2 days


“You will not find any paper drawings on this site.”

Mark, General Superintendent for DPR on the $750M

Mission Bay Hospital in San Francisco, October 4, 2013


Product models in the field



Traditional product models

+: Work in practice

: Ambiguities to

stakeholders

: computer analysis ...?

– Show value to owner

– List components

– Estimate cost

– Plan construction

– Identify interferences


Models

• Physical

• Statistical

• Mathematical

Symbolic

Graphic

*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program


KPFF




SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev


H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry



changes

45. *Complete all


41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites


design changes


utilities




B#15


occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15


Bookend

Programming



structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan




Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization


plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract



39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents


plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI


Complete


42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix





city Presentation


of Program



Meetings with

Pharmacology


Chemistry


(Weekly)




Meetings


Review

Final Program


Weekly

Coordination

Meeting





54. KPFF design


Reprogram 13/14

interface, exiting,

stairs


Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete


*Design Budget &


Approved

*Notice to proceed



block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent


Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments


80% drawings

53. Incorporate

comments, complete




G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,


completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:


vivarium catwalk



(3) *AEI design MEP

HVAC, Conduit &

piping mains B13


Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate


and LFFH



(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized


control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section


*Cal OSHA Recommend




15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI



Predicte

d value

Observed

value -2 -1 0 1 2

Product

Product Scope


Project Goals



Building


BTU/ft2) <= 250 - ?o

Building


(%) >= 12 - ?o

Organization Scope


Organization Goals


Organization



Organization



Organization



Process

Process Goals


Process


(months) < - ?o








Organization


14 July 2015 16

Virtual Design and Construction: Fundamental method of this integrated design and analysis class

• Use of integrated multi-disciplinary computer-based performance models and analyses of design–construction projects– Product (building, device, service)

– Organization

– Work Process

• to support (explicit, public) business

objectives– Describe: Visualize and describe project

– Explain reasons for designs and choices

– Evaluate choices

– Predict project performance

*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program


KPFF




SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev


H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry



changes

45. *Complete all


41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites


design changes


utilities




B#15


occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15


Bookend

Programming



structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan




Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization


plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract



39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents


plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI


Complete


42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix





city Presentation


of Program



Meetings with

Pharmacology


Chemistry


(Weekly)




Meetings


Review

Final Program


Weekly

Coordination

Meeting





54. KPFF design


Reprogram 13/14

interface, exiting,

stairs


Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete


*Design Budget &


Approved

*Notice to proceed



block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent


Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments


80% drawings

53. Incorporate

comments, complete




G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,


completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:


vivarium catwalk



(3) *AEI design MEP

HVAC, Conduit &

piping mains B13


Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate


and LFFH



(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized


control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section


*Cal OSHA Recommend




15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI

AEC IT investment by General Contractor

Rate

Baseline

($M) Change

Revenue 100,000 22%

Cost of work 85% 85,000 -2.0%

CM, Design, GC fees 10% 10,000 2.0%

Gross Margin 5,000

Sales, G&A 2% 2,000

IT investment 1,000

Amortized costs of IT/yr 33%

Net income 3,000

Time to payback (years)

Year-1

122,000

101,260

14,640

6,100

2,440

333

3,327

3.1

3-

year

payb



Predicte

d value

Observed

value -2 -1 0 1 2

Product

Product Scope


Project Goals



Building


BTU/ft2) <= 250 - ?o

Building


(%) >= 12 - ?o

Organization Scope


Organization Goals


Organization



Organization



Organization



Process

Process Goals


Process


(months) < - ?o








Organization


Chalmers Integrated Product,



Integrated design and analysis Big Ideas

• Build VDC project models early and often, before committing large money or time

• What– Objectives, Designs and Behaviors of Product, process,

organization

• How: – Detailed: to show the product, process, organization entities that

use > 10% of project time, money

– Virtual: in the computer

– Visual: multi-discipline, multi-view, for multiple stakeholders

– Integrated: relating the product, organization and process

– Objective-based: set and track explicit public objectives

19

Plus-Delta of Civil Engineering

• Provides fixed physical

assets and wealth

• High global demand for

infrastructure and

housing

• Opportunity to impact

global climate challenge

significantly

20

Plus-Delta of Civil Engineering

• Provides fixed physical

assets and wealth

• High global demand for

infrastructure and

housing

• Opportunity to impact

global climate challenge

significantly

• Low productivity

compete with other ways

to spend $

• High energy use and

rising energy costs

• Structural reliability <<

societal need (Chile)

Persson, Sustainable City of

Tomorrow

Guilllermo Gomez, PUChile

US Department of Commerce,

compiled by P. Teicholz

21

An example - Malmo, Sweden:

The best example of

sustainable development in

the world:

– Best design and analysis

methods (~2000)

– Best construction

methods

– Project provides some

good data on

performance vs.

predicted

But

• Energy: 20 of 20 buildings used more than predicted

– Prefabrication needed for intended energy performance

• Land: much greater density needed even for next project

– Development model did not last even a decade

• Data granularity: so coarse that improvement difficult to plan

• Human capital: people on project mostly lost to next phase

CEE 243 March 29 22

Malmo, Sweden: Actual energy

much worse than Predicted

23

An example - Malmo, Sweden:

Message: measure performance

The best example of

sustainable development in

the world:

– Best design and analysis

methods (~2000)

– Best construction

methods

– Project provides some

good data on

performance vs.

predicted

But

• Energy: 20 of 20 buildings used more than predicted

– Prefabrication needed for intended energy performance

• Land: much greater density needed even for next project

– Development model did not last even a decade

• Data granularity: so coarse that improvement difficult to plan

• Human capital: people on project mostly lost to next phase

Fundamental issue: outcome reliability

• Structures (Chile, post-earthquake) -- good:

– ~500K/~5M homes damaged or destroyed: <2σ

– ~4 joint failures /~100 in (collapsed) buildings: 2σ

– 4/~10,000 post-1985 buildings collapsed in major

damage area: >3σ

• Energy – not good:

– 20/20 buildings used more energy than predicted –

Malmo, Sweden, 2001 (range 70 – 340% greater)

– 121 LEED buildings use 30% more energy per

square foot than average for U.S. buildings

• Neither structure nor energy performance meets

societal needs

24

Fundamental issue: process reliability

• Structures (Chile, post-earthquake)

– ~4 joint failures /~100 in (collapsed) buildings: 2σ

• Sources of failure - infrequent but important problems:

quality of joint construction, material composition, soft story

design, asymmetrical designs

• Energy:

– ↑ prediction variability:

• ↑ Inter-tool with same designer

• ↑ Inter-consultant with same tool

– ↑ component performance variability, e.g., infiltration from

leaky building joints (Malmo)

• Structure and energy performance:

– Good (historically), but

– Neither meets societal needs need to manage risk25

27

(Multiple) Predictable performance objectives:

*Changed in 2010

Controllable Process

[Conformance to plans]

Outcome

[Performance]

Product, organization,

process designs

Latency: mean <= 1; 95% within 2

working days

Safety: 0 lost hours

Coordination activity:

planned, explicit, public,

informed > 90%

Field-generated Requests for

Information: 0

Schedule: 95% on-time

performance

Facility managed

Scope: 100% of items

with > 2% of value, time,

cost or energy

Rework volume: 0 (for field

construction work); objective = 10-

20% (virtual work)

Cost: >= 95% of

budgeted items within 2%

of budgeted cost

Prediction basis: > 80%

of predictions founded

*Function (quality) conformance

(%): >= 99%

Delivered Scope: 100%

satisfaction

Design versions: 2 or

more >= 80%

Schedule conformance (%): >=

80%

*Sustainability: >75%

better energy, water,

materials, than 2002,

profitably

Staff trained in VDC: >=

4/project

Cost conformance (%): >= 95%


Wasted human, technical, and biological resources

Photos: Courtesy SPS

Source: http://mainegov-

images.informe.org/spo/recycle/focus/midmaine/landfill.jpg


Integrated design and analysis – using VDC –

provides

Integrating theoretical framework to

• Describe functional intent and designs

• Describe and predict engineering behaviors

• Systematically manage projects and the

business using the predictions and observed

data, to

• Achieve measurable business objectives

• Address reliability

VDC model content:VDC templates help make managerial levers visible to all


• Elements of a project that can and must be managed:

– Product

– Organization

– Process (design + construction)

• Views of each element that must be managed– Functions

• Program Function, Schedule, Cost, Sustainability, ….

– Form (Scope) -- design choices for project elements

• Physical, organizational, process task elements

– Behaviors (predicted, observed)

• Quality (Functional performance), Cost, Schedule, Safety


In-class exercise - Tuesday

For a new-generation smart phone app, sketch and annotateto show:

• Product

– Functions: product design intent, to include

• Functions – things the phone does

• User interface (UI)

• Additional services

– Design forms: designed scope, e.g., buttons, …

– Behaviors: observable (or estimated) performance, e.g.,

• Cost, schedule, quality, e.g., designed buttons = actual = 3

• Organization: teams to design, build, test, including functions, form (names) of each, 2-3 behaviors

• Process: tasks to design, build, test



• For a new-generation smart phone app,

sketch and annotate to show:

Function (Intent) Form (Design) Behavior: Name, Target/predicted values

Product

Organization

Process


Content of POP models

• For the most important or highest risks, check that:

– Each function has >=1 enabling forms

– Each product function has >=1 enabling organization

functions

– Each product form has >=1 enabling organization forms (i.e.,

teams or individuals)

– Product and Organization behaviors define name and target

values of measures of project success

– Process behaviors define name and target values of

frequent (weekly) measures of project success

– Each process task has a responsible organizational actor



Deliverables:

• Sketches: product, organization, process

• Templates:

– Deliverables of a development project, from Product segment of Commitments template



Deliverables:


• Templates:

– Deliverables

– Metrics and Assessed performance templates



Deliverables:


• Templates:

– Deliverables

– Metrics and Assessed performance

– Controllable factors

Factor Type Factor Range of options Constraints Action(s) for this week

Action Taken?

(Yes, Partial,

No)

Product Detail of water line in 3DFeatures of size from 1 mm to >

1mNone important Model features size > 20 mm

Product Location of in-water equipmentAdjust both equipment location,

water width/depth profile Size of equipment model equipment located in water this week

Organization Number of BIM authors <1 – many FTEsAdjust author count up and down

slowlyBudget BIM author work

Organization Number of BIM reviewers Author team – hundreds Size of BIM review facility Budget BIM reviewer work

Process Construction duration 6 months to 2 yearsNeed to plan prefabrication early

to shorten construction periodGet owner preference

Process Size of weekly pre-con tasksOne task for whole team/week to

all tasks with > 0.5 FTE-day

Availability of staff to plan,

manage schedule

Build short-interval production plan and

schedule at feasible LOD

Controllable Factors



Deliverables:


• Templates:

– Deliverables



– Risks and Next Steps



Deliverables:• Sketches: product, organization, process

• Templates:

– Deliverables



– Risks and Next Steps

Process:

• Groups of ~3

• 20 minutes for ICE session x 2

• 10 minutes for presentations, discussion after each session

Tuesday afternoon

• ICE session: project definition using

templates


http://web.stanford.edu/~kunz/Chalmers/Chalmers15/Agenda15.htm#ICE1

http://www.stanford.edu/~kunz/Chalmers/VDCTemplates.xlsx


Business uses of VDC models

• Plan – specify project goals, obectives and scope of VDC models and analyses

• Do – create project descriptions (templates) and product, organization and process models

• Check – compare and evaluate measured/predicted performance vs targets – for alternative functions and design forms;

• Act – perform the next steps for work that is OK; revise plans or models for work that is not OK

Class overview:http://www.stanford.edu/~kunz/Chalmers/

• Agenda

14 July 2015 42Chalmers Integrated Product, Organization and Process Design

http://web.stanford.edu/~kunz/Chalmers/Chalmers15/Agenda15.htm


Course Goals

• Build and interpret simple descriptive models of the Product,

Organization and Process (POP) of projects using Excel-based

templates;

• Build and interpret organization and process models using the

SimVision tool;

• Use the method of Integrated Concurrent Engineering (ICE);

• Discuss use of "big data" – interpret the status of large volumes of

operational energy system data;

• Create checklists to assure initial readiness for and final

completeness of tasks that high uncertainty and for which the

knowledge required exceeds that of any individual;

• Create a business plan to obtain significant funding for an enterprise

of personal interest.


Course Non-goals

• Study every system ever built

• Study every visualization/AI/design/planning

technology

• Development expertise

• Preparation for technology research

• Survey understanding only

• Excessive work

Course organization

• Instructor:

– John Kunz ([email protected])

• Office Hours: after class

• Class Schedule: 11:00 – 1:00 and 2:00 to 4:00 on

Tuesdays and Thursdays

• Classes will meet in the CIFE lab, Room 292, Y2E2, Please

work in groups of about three for ICE sessions and to prepare

submissions.

• Web site: http://www.stanford.edu/~kunz/Chalmers


http://www.stanford.edu/~kunz/

mailto:[email protected]

http://campus-map.stanford.edu/index.cfm?ID=04-070

Details

• Dinner in Palo Alto: Tuesday or Thursday next week?

• SimVision app for your laptop before Thursday class


http://web.stanford.edu/~kunz/Chalmers/Chalmers15/Agenda15.htm

ORID +/∆ Analysis


Level of Questions

Purpose Questions to Answer

OObjective

Level

To examine the data To identify factual

information

What do you see? What factual statements can

you make based on the data?

RReflective

Level

To encourage connections To encourage free flow of

ideas and imagination

What surprised you? What encouraged you? What discouraged you? How does this make you feel?

IInterpretive

Level

To identify patterns and determine their significance or meaning

To articulate underlying insights

What does the data tell us? What are insights for you? What is the good news? What are limits? What else is there to learn?

DDecisional

Level

To propose next steps To develop an action plan To make decisions To experience “coming

together”

What are next steps? What decisions can we make? What is our action plan for

moving forward?

ORID +/∆: Focused Conversation and Analysis

Objective

What do you

recall seeing?

Reflective

Positive

What do you

feel positive

about?

Reflective

Negative

What do you

find negative?

Interpretive

What sense do

you make of it?

Decisional

What

agreements

can be made

now?

(c) 2010 48


Product design forms: 3D drawing


Product design forms: Object-Oriented 3D BIM

Modeled objects:

• Walls

• Floors

• Windows

• Doors

• Columns

Content of POP form

model


Organization, Process Models

Model (SV)

• Organization

• (Design) work process

Simulation behavior

predictions:

• Gantt chart

• Risks

*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program


KPFF




SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev


H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry



changes

45. *Complete all


41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites


design changes


utilities




B#15


occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15


Bookend

Programming



structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan




Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization


plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract



39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents


plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI


Complete


42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix





city Presentation


of Program



Meetings with

Pharmacology


Chemistry


(Weekly)




Meetings


Review

Final Program


Weekly

Coordination

Meeting





54. KPFF design


Reprogram 13/14

interface, exiting,

stairs


Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete


*Design Budget &


Approved

*Notice to proceed



block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent


Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments


80% drawings

53. Incorporate

comments, complete




G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,


completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:


vivarium catwalk



(3) *AEI design MEP

HVAC, Conduit &

piping mains B13


Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate


and LFFH



(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized


control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section


*Cal OSHA Recommend




15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI


Integrated Concurrent Engineering (ICE)

Given

• Objective = “extreme collaboration”

(1 week)

• Excellent POP software

• Collocated team

• iRoom

• Good generic POP model

• SD (DD) phase

Performance change

XC

Good

traditio

nal

Latency

(secs)0

20000

40000

60000

Latency (secs)

Duration (days)

XC

Good traditional

0

50

100

150

200

250

300

Duration



Templates and checklists

Templates: standard

representations

• POP model: Function,

Form, Behavior of P, O, P

• Breakdown structures:

– Product

– Organization

– Process

• Task content: object,

action, resources (crew,

equipment)

Checklists: Tasks and OK

that was done well

• Run ICE sessions

• Create POP models

• Process to define project,

build BIM, exchange

data, do analyses (x5)


Example ChecklistStep in detailed

scheduleChecks to make

before start of step

Templates


http://www.stanford.edu/~kunz/Chalmers/VDCTemplates.xlsx


How we spend time in meetings

DESCRIPTIVE (40%)

•When do we have access to

Area C?

•What wall sections do these

numbers refer to?

•Where are you placing the

crane?

EXPLANATIVE

(20%)

What drives the finish

times for the rides?

PREDICTIVE (10%)

Can we get access to the

lagoon a week earlier?

EVALUATIVE (30%)

Does this milestone

meet contract?

Submission-1: due midnight July 17 (Friday)

Task: describe and analyze your project and organization

design for a pre-defined test case

Submit:

• Template file (group submission)

• ORID analysis on what you learned this week


http://www.stanford.edu/~kunz/Chalmers/Chalmers15/Agenda15.htm#Submission1

5 Elements for Successful Implementation

Vision Change+ + + + =Action PlanSkill Incentive Resources

Confusion+ + + =Action PlanSkill Incentive Resources

Vision Anxiety+ + + =Action PlanIncentive Resources

VisionGradual

Change+ + + =Action PlanSkill Resources

Vision Frustration+ + + =Action PlanSkill Incentive

Vision False Start+ + + =Skill Incentive Resources

Vision

Skill

Incentive

Resources

Action Plan

(Adapted from “Demystifying Six Sigma” by Alan Larson)

Chalmers Integrated Product, Organization and Process Design (C)2015


Skills for success

• Good engineer: design, analyze, manage

• Research methods

• Communication

– Written/Oral

– Programming

– Colleagues, sponsors, stakeholders

• Integrated use of quick-response, careful

analysis, reflection



60

Speculations: VDC

Symbolic Model • Objectives • Testing • Representation • Reasoning • User Interfaces • Systems Interfaces

Pro

jectP

hase

Discipline

VDC will enable a small number of collaborating stakeholders

to do rapid Multidisciplinary Design and Analysis



Tuesday learning goals

Get basic familiarity with the POP project framework of VDC

• Models and analysis of Product – Organization – Process

(POP) and Function – Form – Behavior (FFB)

• Management methods: ICE, metrics

Understand class organization, opportunities, methods and

expectations

Motivate interest in Integrated Design enabled by VDC

• Opportunities in practice

• Fun, power and job opportunities of models, model-based

analyses



2015?, … 2025?

2015?, … 2016?

What do you have? … What do you want?



63

This week overview

Day Learning goals

Tuesday Theory: VDC POP/FFB framework, types of models,

ICE, organizational modeling, templates

Practice: ICE session with Templates, Organization-

process model and analysis (SimVision) lab

Thursday Theory: Introduction Organization-process model and

analysis (SimVision),

Practice: Organization modeling lab

Integrated Product, Organization and Process

design

John Kunz

The big idea:Integrated Product, Organization and Process design can support, at least design, fabrication, assembly and use of new products

Rate

Baseline

($K) Change

Year-1

(K$)

Revenue 100,000 2% 102,000

Cost of contracted work 85% 85,000 -2.0% 84,660

Cost of self-performed work 10% 10,000 2.0% 12,240

Gross Margin 5,000 5,100

Sales, G&A 2% 2,000 2,040

IT investment 70

Amortized costs of IT/yr 33% 23

Net income 3,000 3,037

Time to payback (years) 1.9

Net Income change (%) 1.2

*05-07-01

Finish

Final Program

Confirmation with

Pharmacology

Final Program


KPFF




SRG

TechnicalKPFF

AEI Core

and TechHDCCO Core

Code Rev


H Block Crew

& Tech

SRG

Landscape

Tele Data

DesignCode Rev

Furniture

37.

*Reprogram

B#15 Shafts

34. *Finalize

Pharmacology

Program

33. *Finalize

LAR Program

32. *Finalize

Bio-Organic

Chemistry

Program

35. *Finalize

Protein Chemistry



changes

45. *Complete all


41. *Reprogram

bookends B#13 and

B#15

36. *Analyze

structural impacts

12. *Complete UG

utiliites


design changes


utilities




B#15


occupancy concept

*Lab and

vivarium

Programming

Complete

27. *Finalize B#13,

15 Shaft Size &

MEP Room

Locations

31.* AEI &

SRG

Determine

Design $/Time

Impact of

Change

23. *Reprogram

B#13 and B#15


Bookend

Programming



structural changes

Architect

program/MEP

oncepts

Established

By Design

Team

29. *Document

lab plan




Genentech PM

SRG Lab Plan

Ken Mouchka

Task 27Task 38

Organization


plans

Task 29

Task 28

30. *Approve

Change to

Design

Contract



39. *Finalize MEP

distribution and

section

Task4 Task22

Review 80%

documents


plan

49. Develop

reflected ceiling

plan

Turnover

reflected

ceiling plan to

AEI


Complete


42. *Develop

Execution

Strategy

44. *Complete

B#14 Officing

Planning

18. *Detailed Lab

Program

Documentation

47. *Develop lab

DD plan

28. *Determine

segregation of lab

and tech space

G accept lab

equipment matrix





city Presentation


of Program



Meetings with

Pharmacology


Chemistry


(Weekly)




Meetings


Review

Final Program


Weekly

Coordination

Meeting





54. KPFF design


Reprogram 13/14

interface, exiting,

stairs


Forwarded to Steel

Detailers

46. *RA Furnture

Concept Complete


*Design Budget &


Approved

*Notice to proceed



block occupancy

requirements on MEP

systems

17. *Risick

reprogram solvent


Issue 80%

MEP CDs

(20) Incorporate

80% MEP review

comments


80% drawings

53. Incorporate

comments, complete




G accept

13/14

Interface

*City Accept

exiting

*Package C

skin

modifications

55. KPFF design

stairs for 15/14

40. *SRG

Reprogram 15/14

interface, exiting,

stairs

B13 MEP HVAC,


completed

MEP 80% Review

comments

incorporated

Package D and UG

addendum issued:


vivarium catwalk



(3) *AEI design MEP

HVAC, Conduit &

piping mains B13


Schedule Impact

City Approval of

Alternate Means

for Program

8. Review Alternate


and LFFH



(8) *Revise

MEP loads, MEP

Equipment

schedules

finalized


control sequences

Work Process

Meetings

(6) Coord B13 MEP

floor section


*Cal OSHA Recommend




15/14

Interface

*Accept project

scope:budget

by Genentech

*City Approval of

H Concept

*Exterior

Programming


*Turnover lab and

vivarium DD plan

to AEI



Documents

Integrated Product, Organization and Process design John Kunzkunz/Chalmers/Chalmers15/W12015V1.pdf · 13 MEP, teledata rooms 54. KPFF design stairs for 13/14 38. *SRG Reprogram 13/14