Presentation Agenda. Introductions. The Key Issues. The Solution

Transcription

1 Presentation Agenda Introductions The Key Issues The Solution

2 Presenter Backgrounds Ken Kaiser, Rhumb Line 40 + Years of Healthcare Design & Operations experience Managed a PDC team at Northwestern Medicine that handled about $1B annually Project Team Development Planning, Budgeting, Staffing, Scheduling John Goecke, StratusVue / BIMfx 30 + Years Construction Operations Focus Software Focus for 15 Years Institutional Focus for Doc Management Mike Mostardi, ATG Nearly 30 years of expertise Focus on healthcare Over 300 million square feet of campus space Applications-BIM, Regulatory Compliance, Facility Information Management

3 The Key Issues The Building Cycle is a continuous process over the life of the Facility The cost to ownership of Operations and Maintenance is many times the cost of Planning, Design & Construction A wealth of Data is generated during the PDC Process, but is not necessarily transferred to Operations as accessible, useable Information

4 From PDC to Operations Problem: The time and knowledge gap between the completion of construction of a facility and its stable operational control poses a potential risk to patients, visitors, staff and the facility itself. Resolution: Develop and implement a process, integral to planning, design and construction, which provides immediate access to critical, meaningful information for efficient facility operations.

5 A Roadmap for the Shakedown Cruise Identify the stakeholders, expectations, issues and requirements Define what needs to be managed - and by who Review current PDC processes, Identifying potential decision, control and data gathering points Develop procedures to collect, organize, transmit and store facility management information during Design and Construction Identify the technologies, tools and processes required Test Revise and stabilize

6 Who, What, How Build your team: (The Stakeholders) Who will participate in and manage development (integrated team)? Who are the customers/end users? Who will manage the process during PDC and Transition? Who will maintain and update the information/knowledge base over the operational life of the facility?

7 Who, What, How What You Will Manage What are the expectations, needs, wants, and perceptions of the participants? What aspects/components of the facility need to be managed? What information, and in what format, is required to manage the identified components?

8 Who, What, How Tools & Technology How is Facility data developed during Design & Construction, when and by whom? How will this data be used and managed organized, conveyed, stored, indexed, retrieved, updated and maintained? Are Virtual Design and Construction technologies currently employed, when and by whom? Can existing systems can be leveraged to accommodate the new processes, (CMMS, CAFM, PM systems)? (Note that interoperability of systems will be critical to long term success and that the information must always outlive current technology)

9 Process Development Map potential high level PDC processes to include control, decision and facility management data gathering points Identify data gathering methods and responsibilities as well as the tools and technology required. Identify data communication procedures and verification requirements How are the existing facilities managed. What work order and maintenance management systems are employed How are environmental and safety rounds implemented, what facility information is required to conduct them

10 to Facility Operations Understanding what you want How do you get it? ENTERPRISE Governing Contract Clauses, etc. Guidelines & Standards Facilities Hand-over Specifications New SOW for existing FM partners PROJECT BIM Execution Plan CM-Sub BIM Exhibit language Consultant agreements Project Mgmt. Methods

11 A Solution

12 Make it a solution before BIM and when BIM is ready

13 SV BIMfx Solution

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15 Usage Example: QR Codes with Tablet/ Smartphones

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17 BIM to Facility Operations Database Asset Tags Unique ID <SITE>-<BUILDING>-<ASSET TYPE>-<SERIAL NUMBER>-<LOCATION> BAD = FD90 Better = FD Best = CHI-259-FD (Third Fire Door with 90 minute rating on the 11 th floor, 259 Building, Chicago Campus) Consistency through Design and Construction Data for maintenance

18 BIM to Facility Operations Validated: Receive data from Proj. Doc. system Proof-of-concept: Bi-directional back into Revit - As-maintained CMMS: PM Entry Data is Refined, Not Re-entered As-Maintained

19 Capturing Data Data Field Field Type Notes Example 1 Name Alphanumeric This is the NMH Unique ID CHI-OCP-AHU-1001 Sub-contractor adached NMH asset 2 Barcode # Alphanumeric A87997 barcode 3 NMH Asset ProfileID Number ProfileID used for cost segregakon Building Alphanumeric Name of the building as three leder code OPC 5 Floor Alphanumeric Floor number 11 6 Room Alphanumeric Room number Department ID Alphanumeric NMH Department SURGICAL 8 System Alphanumeric System name AHU-1 The equipment this object is part of (e.g. 9 Part Of Alphanumeric AHU-1 motor being part of an AHU) 10 Manufacturer Text Manufacturer's name Trane 11 Model Alphanumeric Model number TX Serial # Alphanumeric Serial number Warranty Start Date Date Start of warranty Warranty End Date Date End of warranty Special InstrucKons Yes/No Access, Steps to Shut down, etc. Yes Does this equipment have components 16 Serviceable Components Yes/No No which need to be serviced? 17 PreventaKve Maintenance (PM) Schedule Text What is the schedule for PM? 6 Months 18 PM Service Part Number Alphanumeric Part Number for the PM service A Product URL Text Website link to model/product informakon hdp://

20 How ATG Became Involved Collaboration with healthcare organizations and code consulting partners to fully understand challenges Direct involvement with The Joint Commission Formulation of strategies to address key challenges Establishment of an overall framework based on proven hospital policies and procedures

21 How ATG Became Involved in Providing BIM as FM Tool Experience providing FM strategies in a software transparent environment Collaboration with healthcare organizations and code consulting partners Direct involvement with AHJs Keys: Leverage the data-rich model Intuitive Access Healthcare Specific Integrate with other existing systems

22 DON T NEED BIM ATG collaborated with the healthcare industry to develop BIM as a fully functional facility management solution. BUT YOU DON T NEED BIM TO BENEFIT -Space Management -Life Safety Drawings -Fire/Life Safety Inspections -MEP Layouts (2D and 3D)

23 Implementing the Solution Developing the BIM Model Active Visual System Integration Access Maintenanc e

24 Implementing the Solution Developing the BIM Model Obtaining the BIM model from the A/E firm or developing it through existing documents and field survey

25 Implementing the Solution Active Visual System Integration Extracting BIM data, developing additional fields, and incorporating the results into ATG s Enterprise Active Visual System

26 Implementing the Solution Access Providing authorized campus personnel access to critical space utilization data via the web interface of the AVS

27 Implementing the Solution Maintenance Allowing for efficient inspection and management of campus information as changes occur through utilization of Tablet PC or ipad components of the AVS

28 Space Utilization Elements

29 Space Management Reports

30 Life Safety Elements

31 Facilities Regulatory Compliance Tools

32 Integrating Existing Work Order Systems

33 MEP Information

34 Lessons Learned Detail anticipated process, expectations and close-out deliverables in all front-end contracts Carefully analyze legacy vendors for both capability and interest/willingness to open their systems to collaboration Verify internal resources, management commitment, and internal communication Bring other departments into the mix: Biomed, IT, Property Ops, Materials Management, etc.

35 Questions & Discussion

36 You Asked For It, You Got It, Now What Are You Going To Do With It? Contact Ken Kaiser Rhumb Line, LLC John Goecke StratusVue/BIMfx Mike Mostardi Regional Director, Healthcare Advanced Technologies Group