Please comply with the Lean Construction Institute s Usage Policies and Attribution Guidelines at

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

2 SAN DIEGO COMMUNITY COLLEGE DISTRICT Implementing Integrated Project Delivery, Lean Construction and BIM through Design Build Presented to the LCI San Diego Community of Practice November 17,

3 About the District Second Largest Community College District in California Sixth Largest in Nation Centralized Maintenance & Operations Four Institutions Three colleges (City, Mesa and Miramar Colleges) Six Continuing Education campuses 2

4 About the District (Current State) Current Square Footage Buildings = 2,276,429 Gross Square Feet (GSF) Parking = 840,606 Gross Square Feet (GSF) Current Acres of Landscape = Current Utilities Consumption Electric = $4,298,311 Gas = $391,561 Water = $868,531 Total = $5,558,403 3

5 About the District (Future State) Projected Square Footage Additional Building GSF = 1,133,028 Total Building GSF = 3,409,457 Additional Parking GSF = 251,264 Total Parking GSF = 1,091,870 Grand Total GSF = 4,465,327 4

6 Practicing the Toyota Way Business Principles 5

7 Practicing the Toyota Way Business Principles Principle 1 Base Your Management Decisions on a Long-Term Philosophy, Even at the Expense of Short-Term Financial Goals Principle 2 Create Continuous Process Flow to Bring Problems to the Surface Principle 3 Use Pull Systems to Avoid Overproduction Principle 4 Level Out the Workload (Heijunka) 6

8 Practicing the Toyota Way Business Principles Principle 5 Build a Culture of Stopping to Fix Problems, to Get Quality Right the First Time Principle 6 Standardized Tasks Are the Foundation for Continuous Improvement and Employee Empowerment Principle 7 Use Visual Control So No Problems are Hidden Principle 8 Use Only Reliable, Thoroughly Test Technology That Serves Your People and Processes 7

9 Practicing the Toyota Way Business Principles Principle 9 Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others Principle 10 Develop Exceptional People and Teams Who Follow Your Company s Philosophy Principle 11 Respect Your Extended Network of Partners and Suppliers by Challenging Them and Helping Them Improve 8

10 Practicing the Toyota Way Business Principles Principle 12 Go and See For Yourself to Thoroughly Understand the Situation (Genchi Genbustu) Principle 13 Make Decisions Slowly by Consensus, Thoroughly Considering All Options, Implement Decisions Rapidly Principle 14 Become a Learning Organization Through Relentless Reflection (Hansei) and Continuous Improvement (Kaizen) 9

11 Early Attitudes Toward Lean We ve tried that. We already do that. We don t need it. It won t work here. We don t build cars. We re different. The other guy needs it, not me. We re doing well. Why change? Courtesy: Lean Construction Institute 10

12 Program A3 Report

13 Rainbow Report 12

14 Schedule Performance Traditional Design-Bid-Build Change Order Rate Average = 10.8% Project Delay Average = 43.5 Days CM Multi-Prime Change Order Rate Average = 7.1% Project Delay Average = 19.5 Days 13

15 Pull Planning 14

16 Target Costing Project Budget Development Space Programming Efficiency Targeted Cost Per Sq. Ft. 15

17 BIM Standards 16

18 BIM Clash Detection Building Construction Mechanical piping hits cable tray and fire protection piping in ceiling space Survey Average Results Man-hour Savings = 61 Delay Savings = 3 Days Cost Savings = $30, Number of Clashes Shown in Example = 9 Savings per Clash Resolved = $3,

19 Change Order Metrics - BIM vs. No BIM Projects designed in BIM: Change Order Rate = 2.3% Projects not designed in BIM: Change Order Rate = 8.0% 18

20 Integrated Project Delivery (IPD) 19

21 IPD What Is It? Project delivery approach that integrates people, systems, business structures, and practices to optimize project results, increase value to the owner, reduce waste and maximize efficiency of project delivery. Distinguished by highly effective collaboration among the owner, prime designer and prime constructor commencing at early design through project completion. 20

22 IPD Why Do It? An integrated design process allows decisions to be made early when the opportunity for change is maximized and the cost of changes are minimized. 21

23 Integrated Project Delivery Charter 22

24 BIM Integration: Mesa College Social & Behavioral Sciences Building 23

25 Design/Build Statute in California for CCS As of January 1, 2008, Community Colleges can use design build under SB614. Must be at least $2.5M in value Requires project-specific Board resolution Need to evaluate the project based on five minimum criteria. Price (10%) Technical Experience (10%) Life cycle cost over 15 years (10%) Skilled Labor Force (10%) Safety Record (10%) 24

26 Design/Build with Elements of Lean Elements of Integrated Project Delivery Building Information Modeling List/prequalify all major trade contractors List/prequalify all major engineering consultants Target Budgeting SBE participation 25

27 Basis of Design/Build Programming 26

28 Design/Build Proposal Ranking Methodology The ranking of Design/Build price proposals will be based on point totals. The highest point totals will be ranked most advantageous and the lowest point totals will be ranked the least advantageous in the following manner: Design Fees (including Preconstruction Services) + General Conditions Cost + (OH&P% x $43,000,000) = Proposer s Price 200 points = -1σ 190 points = 1σ - 5σ 280 points = +/-.5σ 170 points = 0.5-1σ 160 points = >+1σ 27

29 Design/Build Proposal Ranking Methodology Non-Price Factors will account for 80% (800 points) of the total ranking: Technical Expertise (200 points) Design Excellence (200 points) Life Cycle Costs (100 points) Skilled Labor Force Availability (100 points) Safety Record (100 points) Commitment to Diversity (100 points) 28

30 Design/Build Proposal Ranking Methodology Technical Expertise (200 points) General Firm Information Firm Experience Team Member Experience Firm & Team References Life Cycle Costs (100 points) First cost, estimated life, annual maintenance cost, operation cost and projected replacement timeline for: Mechanical systems Electrical systems Vertical transportation Energy consumption based on 40 year project life escalated at current CPI. 29

31 Small Business Participation Contractor Participation Other MBE DVBE WBE DBE SBE SBE WBE DVBE DBE MBE Other Targeted Contractor Group # of Contracts Percentage of Participation Disadvantaged Business Enterprise (DBE) 27 5% Disabled Veteran Business Enterprise (DVBE) 27 5% Minority Business Enterprise (MBE) 23 4% Woman-owned Business Enterprise (WBE) 35 7% Small Business Enterprise (SBE) % Other Business Enterprise % Total Contractors % Total Contractors Qualified as Small/Underutilized % 30

32 Design/Build Scoring Criteria and Weight 31

33 Sample Proposal Organizational Chart 32

34 (SDCCD) A3 Problem Solving Risk/Benefit Analysis 33

35 (SDCCD) A3 Reporting System Design - Mechanical 34

36 (SDCCD) A3 Reporting System Design - Structural 35

37 Set-Based Design and Life Cycle Cost Analysis Options OPTIONS Miramar College Cafeteria and Bookstore ANNUAL SYSTEM ENERGY COST ($) ANNUAL SYSTEM MAINTENANCE COST ($) ANNUAL WATER USAGE COST TOTAL ANNUAL OPERATING COST SYSTEM INSTALLATION COST ($) SIMPLE PAYBACK (Years) 1 VAV WITH REHEAT 126,488 15,400 1, ,623 3,462, GROUND SOURCE HEAT PUMP 135,285 19, ,385 4,196, * 3 CONBINATION VAV WITH REHEAT (49.1%) / CHILLED BEAM (50.9%) 119,865 12,700 1, ,229 3,767, COMBINATION VAV WITH REHEAT (42.1%) / CHILLED BEAM (40.9%) / DISPLACEMENT VENTILATION (17.0%) 124,759 13,300 1, ,702 3,794, COMBINATION VAV WITH REHEAT (84.3%) / DISPLACEMENT VENTILATION (15.7%) 129,601 15,600 1, ,876 3,536, * Note: A Negative (-) Payback indicates that this option will not pay for itself. 36

38 Value Stream Mapping Change Order Process Old Change Order Process START Resolution to CM Determine entitlement Before proceeding From this point 1 Working Day 15 Working Days 15 Working Days CM Creates RFP; Issues to Contractor Contractor Issues Price, CM Reviews Price, Issues COR Negotiate END 1 Working Day Distribution Price Fair and Reasonable? NO 5 Working Days 5 Working Days YES 0 Working Day District Admin. Receives and Processes Contractor Signs A/E Signs CM Creates Change Order 1 Working Day Total Process Duration: 67 Working Days With Negotiation CM Signs IOR Signs CPM Signs Richard B Signs Dave U Signs 5 Working Days 5 Working Days 5 Working Days 5 Working Days 5 Working Days 37

39 Value Stream Mapping Change Order Process New Change Order Process Effective January 2011 START Resolution to CM Determine entitlement Before proceeding From this point 1 Working Day 5 Working Days 7 Working Days CM Requests Pricing from Contractor via Fax/ Contractor Issues Price, CM Reviews & Prepares Change Order Negotiate Price Fair and Reasonable? NO 7 Working Days YES CPM Signs A/E, IOR, Contractor, CM Sign Separate CO Cover Sheet Total Process Duration: 28 Working Days With Negotiation Richard B Dave U Sign District Admin. Receives and Processes END Distribution 1 Working Day 7 Working Days 1 Working Day 38

40 Value Stream Mapping Purchasing 39

41 Safety Root Cause Analysis of Repeated Incidents Required fall protection Enhanced training for spotters Zero-tolerance safety culture 40

42 Kanban Tools in Process The Sticky Note 41

43 Genchi Genbutsu 42

44 Hourensou 43

45 Future Improvements Focus Areas Kaizen Invoice Processing Kaizen Goal: Payment to contractors within 30 days at least 95 percent of the time Communication Kaizen Goal: Reduce unnecessary traffic and focus content for brevity and clarity; reducing management time to less than 1 hour per day. BIM to FM Goal: Leverage Building Information model into CMMP to improve productivity of maintenance workers in the field. 44

46 Invoice Processing Kaizen No Vendor creates invoice Invoice is sent to Facilities Accounting Invoice is distributed to CPM CPM reviews invoice Is the invoice acceptable? Yes CPM staples green slip to invoice CPM collects required signatures from IOR, Architect, CM and signs CPM submits signed payment application to Facilities Accounting staff No Fully executed payment application is returned to Facilities Accounting staff Facilities Accounting routes for remaining signatures from RB, LL, DU as required. Facilities Accounting creates an MS Excel based cover sheet Facilities Accounting logs application in MS Excel Facilities Accounting creates a Receiving Sign Off document and attaches to the submitted application Yes Is the invoice acceptable / most recent? Facilities Accounting staff logs receipt of payment application No Was the payment application value changed during review? No Facilities Accounting adds and certifies the payment application in Contract Management program Facilities Accounting creates two copies of the completed package Facilities Accounting sends the original completed package to Accounts Payable for payment Accounts Payable pays the invoice and files document hard copy. Yes Facilities Accounting creates a revised Receiving Sign Off document Facilities Accounting sends one copy to Gafcon Gafcon scans and uploads document to SharePoint Facilities Accounting adds the second copy to a binder stored in F.A. work area. Old Procedure Extraneous Actions Long Process Generates Excessive Paperwork 45

47 Invoice Processing Kaizen No Vendor creates invoice Invoice is delivered directly to CPM* Is the invoice acceptable? Yes CPM inputs invoice into Contract Management program and prints cover sheet CPM collects required signatures from IOR, Architect, CM and signs CPM submits signed payment application to Facilities Accounting staff Facilities Accounting routes for signatures from RB and LL as required. Partially executed payment application is returned to FA Staff. Facilities Accounting creates a revised Receiving Sign Off document Facilities Accounting revises the pay application value in Contract Management program Yes Was the payment application value changed during review? Fully executed payment application is returned to Facilities Accounting staff Facilities Accounting routes for signature from DU. Facilities Accounting creates a Receiving Sign Off document and attaches to the partially executed application No Facilities Accounting certifies the payment application in Contract Management program Facilities Accounting creates a copy of the completed package and sends to Gafcon Gafcon scans and uploads document to SharePoint Facilities Accounting sends the original completed package to Accounts Payable for payment Accounts Payable pays the invoice and files document hard copy. New Procedure Simplified Actions Within 30 days Less Paperwork 46

48 Facilities Services Lean Enterprise Efforts Industry Findings: Cost of O&M Inefficiencies Over half the costs are from searching for and validating data * Source: NIST Study August

49 Lean Processes Facilities Services Lean Enterprise Efforts Building the Solution: BIM to FM Inexpensive access to BIM model Any time, anywhere access to facilities docs Consistent, scalable, unified database Collaboration and communication productivity platform Integration with and extension of existing Program Portal 48

50 Lean Processes Facilities Services Lean Enterprise Efforts Approach: Improve Collaboration and Transparency SharePoint

51 SAN DIEGO COMMUNITY COLLEGE DISTRICT Questions? David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District (619)