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BIM & THE VALUE STREAM

LCI: Cascadia Intro to Lean Design15 Sept. 2008

Robert J. Mauck AIA, PEVice President: Virtual Design & [email protected]

GHAFARI Associates LLC

Lean Construction Institute Cascadia Chapter© GHAFARI Associates, LLC – 2008 September 15, 2008

1

Model by Project Team

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


2

CONSTANT $ OF CONTRACTS / WORK HOURS OF HOURLY WORKERSSOURCES: 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

(BIM) MARKET DRIVERS

VALUE ADDED

62%SUPPORTACTIVITY

12%

WASTE26%

VALUE ADDED

10%

SUPPORTACTIVITY

33%

WASTE57%

WASTE IN MANUFACTURING VALUE STREAMWASTE IN CONSTRUCTION “SUPPLY CHAIN”

CII Data


3

TECHNOLOGIES & METHODOLOGIES

Methodologies across the Value Stream

Technologies across the

Value Stream


4

3D Model Based Communication>Collaboration>Deliverya. Visualization: Real-Time/Sharedb. Model Based Drawing Production (view extraction, schedules)c. All Discipline/Trades Coordination > Collaborationd. 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)

3D + LEAN + INTEGRATED TEAM = BREAKTHROUGH RESULTS


5

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


6

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: 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.

Correction: Rework, Re-doing Some Tasks Because Of Errors In The Design Process Discovered After Work Was Started.

7 TYPES OF WASTE IN CONSTRUCTION


7

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.

Out-of-the-box Changes:

• Adopt Lean Lessons From Manufacturing Colleagues

• 3d (Math Based) Direct Digital Exchange• Some Form Of Integrated Design/Construction

GLOBAL PRESSURE & AUTO OEM MANDATE GENERAL

SPECIFIC

CURRENT STATE

FUTURE STATE

BIM MARKET DRIVERS


8

SCHEMATIC DESIGN

DETAILED DESIGNCDS/SPECS

DETAILINGFABRICATION

CONSTRUCTION/ERECTION

OPERATION/MANAGEMENT

CRITERIA

Review

DesignData

Review

DesignData

Review

DesignData

Review

DesignData

Review

DesignData

(2D PAPER BASED) SILOS

OO

MM

IIPP

CCWW

MM

GENERAL

SPECIFIC

CURRENT STATE

FUTURE STATE



9

DESIGNVALIDATIONAFTER LAUNCH

TYPICAL PROCESSCHANGESRE-WORKCHANGES

PRODUCTIONDELAYS

ACCELERATED SCHEDULE & 2D PAPER BASED APPROACH

Kick-offKick-off

OWNER

CONTRACTOR

FABRICATOR

AEINCREASED REWORK

INTERFERENCE AVOIDANCE

TIME TO MARKET ADVANTAGE

3D/4D TECHNOLOGY & LEAN W/DIRECT DIGITAL EXCHANGE

Kick-offKick-off PRODUCTION

OWNER

CONTRACTORS

FABRICATOR

AE

COST OF FIELDCHANGES

SUPPLY CHAIN INTEGRATION WITH 3D-ENABLED PROJECT DELIVERY GENERAL

SPECIFIC

CURRENT STATE

FUTURE STATE



10

“3D ENABLED LEAN”PROJECT DELIVERY

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION

SUPPLY CHAIN WORKFLOW


11

Steel Fabricator Constructs 3D Manufacturing Detailed Model

A/E 2D Drawings (diagrams)Steel Fabricator

Extracts Shop Drawings for Engineering

Review/Approval

A/E 3D Analysis or Design Model

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

Time consuming process updating the 3D physical member model, analysis models, and construction documents

If model updates are need, AE staff manually inputs the data into the 3D Model – or record 2D set

Shop drawing PDFs –thousandsof files for review

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION



12


A/E 2D Drawings (diagrams)Steel Fabricator

Extracts Shop Drawings for Engineering

Review/Approval


On-board review of shop drawings using 3D Model

Reduced quantity of shop drawings for review

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.

Analysis & design interface.

Model and issued for construction documents interface.

-- Savings due to reduced markups and reviews

Direct exchange of

A/E model to steel fabricator

Import steel fabrication model into A/E design model

(as-built)

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION



13


A/E 2D Drawings (diagrams)


2D drawings provided to the fabricator as needed for reference

And to communicate design changes

.

Analysis & design interface.

Model and issued for construction documents interface.

-- Savings due to reduced markups and reviews

Direct exchange of

A/E model to steel fabricator

CIS2 Import

Direct Review of Detailed Model (approvals)

Eliminated requirements for 2D shop drawing reviews

Direct review of 3D Models and Associated Shop drawings

SDS2 or XSteel with Triforma Structural

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION



14



15

DIRECT INTERFACE FROM FULLY COORDINATED 3D MODEL TO CNC MACHINES

INSTALLATION DRAWINGS FROM 3D MODEL.

FULLY COORDINATED HVAC MODEL WITH STEEL AND OTHER MEP SYSTEMS

OFFSITE FABRICATION

JIT DELIVERY & INSTALLATION WITHOUT FIELD CHANGES

POTENTIAL TO REDUCE RAW MATERIAL BY UP TO 20%

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION



16

LINKING 3D FORMS TO INFORMATION

PIPE MODELS & QUANTITY EXTRACTIONS

Fire protection model (Design Series)

Excel report (schematic elements – for estimates)

Automatic fabrication ISO drawing – with detailed bill of materials

STEEL STRUCTURE

HVAC

PIPING

FIRE PROTECTION



17


MULTI-DISCIPLINE COORDINATION SESSIONS

BUILD TO THE MODEL MINDSET

RESULTS

VD&C MANAGEMENT STRATEGY


18

3000 - 4000 Initialinterferences



RESULTS



19


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


20

DESIGN TO DETAILING COLLABORATIVE WORKFLOW(Eliminating Uncertainty)



21

Commissioning

Preventative Maintenance

Future Space Protection

Access DoorCode RequirementSpace Protection3D Model Using Space Protection Advantages



22



RESULTS

22



23

3D model of the ceiling MEP systems as shown on the construction documents.

Delta Between Design Model And Coordinated Submittal



24

AUTOMATED COLLISION DETECTION

0

Mar. 11, 2005 session0 interferences

Jan. 25, 2005 session1324 interferences



RESULTS



25

Collision-Free

Target for 80% Clash-Free

Process Systems Added

Steel Detailer’s Model



RESULTS



26



RESULTS



27

FASTER, BETTER

LOWER COST

SAFER/’GREENER’CONSTRUCTION/SITE

• 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

• 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

• 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

The Right Combination of3D, Lean, Integrated Team

BREAKTHROUGH RESULTS


28

• 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

MOVING THE SUPPLY CHAIN TO A VALUE STREAM

29Lean Construction Institute Cascadia Chapter© GHAFARI Associates, LLC – 2008 September 15, 2008


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

ENABLERS


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


ENABLER: LEAN

VALUE STREAM MAPPING


LEARNING TO SEE: VSM – THE MISSING LINK?

- Excerpted from “Learning To See”, Forward by James Womack & Dan Jones


WHY VSM IS AN ESSENTIAL TOOL

- Excerpted from “Learning To See”, Forward by James Womack & Dan Jones

Objectively Outlined

- Linkages

- Team Oriented Milestones


Steel mill order 14-16 weeks from start of design

Design Review Bidding Mill Order DWGs

Mill order issue

Detailing Shop DWG Review Fabrication Delivery

Material

Detailing Installation

CURRENT STATE: STEEL MILL ORDER IN 2D - D/B/B CAN BE PLACED 14-16 WEEKS AFTER START OF DESIGN


NEED FOR A DETAILED REVIEW OF SUPPLY CHAIN PROCESSES


ENABLER: INTEGRATED PROJECT DELIVERY

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

Some Key Constructs for Collaborative Workflow


37

• No 2½D– Model based drawings (not model team & drawing team)– Mandatory integration session(s)– Assigned integrator

•– 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

ENABLER 3D: (PROJECT) MANAGEMENT COMMITMENT

MODELING = COORDINATION


38

• 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

ENABLER 3D: MODEL BASED WORKFLOW CONSIDERATIONS


39

• 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

ENABLER BIG ROOM:3D MODEL BASED INTEGRATION > PROGRESSION


THANK YOU!

QUESTIONS

DISCUSSION

Documents

Please comply with the Lean Construction Institute’s Usage ......BIM & THE VALUE STREAM LCI: Cascadia Intro to Lean Design 15 Sept. 2008 Robert J. Mauck AIA, PE Vice President: Virtual