Tablets and BIM in Construction

Transcription

1 Tablets and BIM in Construction Returns on Innovation Investments A Case Study on the James B. Hunt Jr. Library Project At North Carolina State University Will Senner, Skanska 12/2/2011

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3 The Associated General Contractors of America (AGC) is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion are available on request. This program is registered with the AIA/CES for continuing professional education. As such it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

4 NC State Centennial Campus

5 NC State Centennial Campus

6 NC State Centennial Campus

7 Agenda Technology Overview BIM in Estimating & Preconstruction Visualization & Smart Boards Logistics Planning & 4D Scheduling Field Mobility & Mobile Electronic Resource Stations Material Tracking MEP Coordination & As-Built BIM Handover ROI / Cost-Benefit Research Research Methodology/Approach Direct & Indirect Costs Benefits Efficiency Gains & Rework Reductions ROI Calculations

8 Quality Control Web-Based Platform

9 Quality Control Field Mobility

10 Quality Control Mobile Electronic Resource Stations

11 Exterior Envelope

12 Material Tracking for Unitized Curtainwall

13 MEP Systems & Technology Strategies

14 MEP Systems

15 Innovation Grant Research Project: ROI of Innovation Identify Key Features of Technology Implementation Quantify Benefits & Evaluate ROI Develop Recommendations for Future Implementations Abstract: Innovative Technologies increase the effectiveness of operations & field personnel.

16 Research Framework Determine Total Implementation Costs Direct Costs Indirect Costs Determine Benefits Observe Changes in Durations of Weekly Activities Use data to determine efficiency gains Translate Benefits to Real Dollars Determine Typical Rework Costs Rework Avoided by Increasing Efficiency of CM Staff Calculate Return on Investment Owner ROI Project ROI

17 Direct Costs Summary Field Mobility & Related Infrastructure SINGLE PURCHASE (CAN BE REUSED) AVOIDABLE COST (TRIAL AND ERROR) RECURRING PURCHASE (PER PROJECT) TOTAL MARKET COST (RETAIL) $ 57, $ 2, $ 30, $ 90, Breakdown of Costs Avoidable Cost: 2.5% Recurring Purchase: 34.0% Single Purchase: 63.5%

18 Hours Per Week Indirect Costs Weekly Implementation Costs UPLOADING CONTRACT DOCUMENTS/PLANS ELECTRONIC MARK-UPS TRAINING 16 hour initial set up: uploading of electronic documents, development of location hierarchy, templates, etc

19 Benefits How are we really using the tools? What s changed from before? What value are we really adding to the project/owner? To other parties? How do we translate that value to real dollars?

20 Benefits - Step 1: How are we operating now and actually using these tools day to day?

21 Distribution of Weekly Management Time Management Sector Reaction Assessment Planning Administration Color Designation Activity Avg. Duration Previous (Hrs.) Avg. Duration New (Hrs.) Coordinate with PMs of Trades for the weeks activities-reaction Follow up statuses of past week's issues-reaction Monitor productivity of installation/construction-reaction Verify last week's issues have been corrected/addressed-reaction Conduct Meetings with Sub and A/E on rolling punchlist issues-reaction Document/Photograph unresolved issues and their location /Phone other trades about coordination issues/construction sequence-reaction React to any issues/discrepancies which have arisen in the field Follow up statuses of past week's issues-assessment Monitor productivity of installation/construction-assessment Verify last week's issues have been corrected/addressed-assessment Conduct Meetings with Sub and A/E on rolling punchlist issues-assessment Go to field to verify progress and quality Assess productivity of past week/month Walking with Owner/Commissioning Agent CM Team Meeting OAC Meeting Review Plans/Specs/Shop Drawings/Submittals Coordinate with PMs of Trades for the week's activities-planning /Phone fabrication shop to verify sequence and number of units Determine what productivity for following week must be to stay on schedule /Phone other trades about coordination issues/construction sequence-planning Plan for next week's construction/installation Pay Apps Update information in the BIM to serve as electronic deliverable to Owner Total Weekly Hours:

22 Benefits - Step 2: What s changed from the old way?

23 Efficiency Gains 62 hrs/wk to 54.5 hrs/wk on average 16.7% of time savings is returned to the project resulting in an increase in value-added planning Previous New Admin.: 4.30 Hrs. (7%) Planning: Hrs. (31%) Assessment: Hrs. (32%) Reaction: Hrs. (30%) Admin.: 2.80 Hrs. (5%) Planning: Hrs. (38%) Assessment: Hrs. (30%) Reaction: Hrs. (27%)

24 Efficiency Gains Metric: Previous (Baseline) New Earned Hours * Actual Hours Efficiency Metric: Increase in Value Added Planning Travel Efficiency Punch list Efficiency Time Savings 1.5 hours/week hours/week 2.0 hours/day during punch list operations Equivalent to an additional 5.6%-11.3% of additional field supervision (50 hrs/wk) [Avg.= 8.5%] excluding punch list operations With punch list efficiency: 8.2%-13.8% [Avg.=11.0%] * Earned Hours are defined as time spent on planning and assessment activities

25 Benefits - Step 3: What part(s) of this change really result in added value to the project/owner? To other parties?

26 Root Causes of Rework Human Resource Capability Engineering & Reviews Leadership And Communications Construction Planning & Scheduling Material & Equipment Supply Unclear Instructions to Workers Late Design Changes Ineffective Management of Project Team Constructability Problems Untimely Deliveries Inadequate Supervision & Job Planning Poor Document Control Lack of Operations (End User) Persons Buy-in Late Designer Input Prefab. & Constr. Not to Project Req. Excessive Overtime Scope Changes Lack of Safety and QA/QC commitment Unrealistic Schedules Non-compliance with Specification Insufficient Skill Levels Errors and Omissions Poor Communications Insufficient Turnover & Commissioning Resourcing Materials not in Right Place when Needed

27 Root Causes of Rework Human Resource Capability Engineering & Reviews Leadership And Communications Construction Planning & Scheduling Material & Equipment Supply Unclear Instructions to Workers Late Design Changes Ineffective Management of Project Team Constructability Problems Untimely Deliveries Inadequate Supervision & Job Planning Poor Document Control Lack of Operations (End User) Persons Buy-in Late Designer Input Prefab. & Constr. Not to Project Req. Excessive Overtime Scope Changes Lack of Safety and QA/QC commitment Unrealistic Schedules Non-compliance with Specification Insufficient Skill Levels Errors and Omissions Poor Communications Insufficient Turnover & Commissioning Resourcing Materials not in Right Place when Needed

28 Breakdown of Rework Causes Construction Owners Association of Alberta Skanska Specific Leadership & Communication 0.38% Const. Planning & Scheduling 2.47% Quality & Managerial 60% Document Control 40% Material & Equipment Supply 23.46% Engineering & Reviews 55.41% Human Resource Capability 18.28% *(COAA study of over 100 constr. Projects)

29 Benefits - Step 4: How do we translate that value into real dollars?

30 Mobile Technology Research Conclusions Estimated 5% of overall project cost spent on rework $5M Total on a $100M project 50% Trade Costs 50% Project Costs/Contingency Document Control Rework: 10% 90% Trade Costs Project Costs / Contingency Quality / Managerial Rework: 23% 77%

31 % of Rework Avoided Mobile Technology Research Conclusions 100 Opportunity to Avoid Rework through Additional Planning & Supervision Additional Hours Spent (weekly)

32 Mobile Technology Research Conclusions 1/3 of all rework could be avoided with an additional 50 hours/week of field supervision & planning 90% avoided quality control items 10% avoided document control items Potential Savings from Additional 50 hours of Field Supervision Trade Cost Savings Project Cost / Contingency Savings Total Savings $500 K $1.17 M $1.67 M

33 Mobile Technology Research Conclusions Mobile Technology (excluding MERS) allows CM employees to be 8.5% more efficient on average Equates to $142K in avoided total rework $99.5K in avoided project costs Return on Investment Summary Project Costs Only 17% Overall Costs 67% Hypothesis: In the long term, reductions in trade cost rework will reduce bids, translating into further owner savings.

34 Research Framework Review Time Savings and Efficiency Gains Decreased Weekly Hours Worked Increased Value Added Planning Reduced Rework Subcontractor Savings Contingency / Owner Savings

35 Mobile Technology Research Conclusions Mobile Electronic Resource Station Benefits: 45% reduction in Document Control related rework (approx. 18% of all rework) Realized Savings from Mobile Electronic Resource Station Trade Cost Savings Project Cost / Contingency Savings Overall Savings Return on Investment Summary $810 K $ 90 K $900 K Project Costs Only 1540% Overall Costs 16300% Positive ROI for projects valued over $7.5M

36 BIM Implementation Costs Direct Costs: Investment Smartboard Performance Laptop Premium BIM Suite of Software (unlimited users) Free BIM Viewer Misc. Training TOTAL Direct Costs $17,500 Indirect Costs: 2 hrs/week of ongoing team training

37 BIM Realized Benefits Pre-Construction Benefits: 3-4 Days saved through model quantity verification Clash Detection & Coordination Benefits 33% reduction in MEP coordination time $90K in overall avoided rework BIM Coordination Savings from Avoided Rework Trade Cost Savings $40 K Project Cost / Contingency Savings $50 K Total Rework Savings $90 K

38 BIM Return on Investment Return on Investment Summary Project Costs Only 186% Overall Costs 414% Not inclusive of additional benefits resulting from additional time which is no longer spent supervising rework

39 Return on Investment Summary Project ROI Total Mobile Technology 17% 67% Mobile Electronic Resource Station 1540% 16300% BIM 186% 414% Overall Technology Implementation 122% 948%

40 Return on Investment ROI Projections for Future Projects 1400% 1200% 1000% 800% Overall Implementation - Project Benefits 600% 400% Overall Implementation - Total Benefits 200% 0% Total Project Cost

41 Questions Will Senner Assistant Project Manager