THERE IS ARCHITECTURE & THERE IS BUILDING

Transcription

1 THE ARCHITECT THERE IS ARCHITECTURE & THERE IS BUILDING OPENING UP THE BLACK BOX OF DESIGN THE CONTRACTOR NORCAL LCI Community of Prac?ce

2 TOPIC DU JOUR Design Integra?on 1. When does Coordina?on morph into Design? A. At the SD Phase B. At the DD Phase C. At the CD Phase D. In the Field 2. When Should buying the Trades occur? A. In the project valida?on phase before design starts B. At the comple?on of DD phase C. At the 50% DD phase D. Other 3. Who should take the Lead in Design coordina?on & Systems Integra?on? A. The Architect B. The General Contractor C. Trade Partner D. Design Manager 4. Does IPD with IFOA Contract solve the gap between Designer & GC s A. YES B. NO C. What is the Problem? NORCAL LCI Community of Prac?ce

3 TOPIC DU JOUR Design Integra?on Pollev.com/brucecousins611 Text 22333/brucecousins611 NORCAL LCI Community of Prac?ce

4 Northern California Chapter / Central Valley Area Mee4ng Monthly Mee4ng Agenda June 10, Mixer Time 2. Self Introduc?ons 3. Main Topic: There is Building and There is Architecture Opening the black box of design 4. Key Takeaways & Ques?ons 5. Training opportuni?es, coming events 6. Plus/Delta

5 TONIGHT S PRESENTATION There is Building and There is Architecture. Opening the black box of design 5:00 to 5:15 Mixer 5:15 to 5:30 Self- Introduc?ons 5:30 to 6:30 Feature Presenta?on 6:30 to 6:50 Key Take aways - Ques?ons 6:50 to 7:00 Closing Remarks, Plus/Delta

6 Lean Construc?on Ins?tute Provider Number H561 There is Building and There is Architecture- Opening the Black Box of Design 51315LCINorCa Bruce Cousins - SWORD Integrated Building Solu?ons May 13, 2015

7 2 LU Credit(s) earned on comple?on of this course will be reported to AIA CES for AIA members. Cer?ficates of Comple?on for both AIA members and non- AIA members are available upon request. for con?nuing professional educa?on. 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 construc?on or any method or manner of handling, using, distribu?ng, or dealing in any material or product. Ques?ons related to specific materials, methods, and services will be addressed at the conclusion of this presenta?on. This course is registered with AIA CES

8 Copyright Materials This presenta?on is protected by US and Interna?onal Copyright laws. Reproduc?on, distribu?on, display and use of the presenta?on without wriien permission of the speaker is prohibited. Lean Construc?on Ins?tute 2015

9 Course Descrip?on Architects and contractors have historically had a challenging rela?onship. Evolving innova?ons in technology, Lean processes, and owner demands for more value from both designer and builders push all par?cipants to reset the opera?ng system for collabora?ve design delivery. Both designers and builders need to reexamine past processes and deeply held beliefs in order to reset the opera?ng system to improve design project delivery. This presenta?on, will analyze the current state of a collabora?ve (partnering or design/build) approach between designers and builders and explore ways to work to improve the collabora?ve design process to address the needs of designers, builders and owners. Presenter will draw on the experience of aiendees' experience by facilita?ng a discussion of the challenges faced in collabora?ve design efforts; ways that trust is established, designers are compensated, design solu?ons are generated, and if any shared great prac?ces can be gained for the collec?ve experience of the audience.

10 Learning Objec?ves At the end of the this course, par?cipants will be able to: 1. Par?cipants will understand that Lean is an opera?ng system comprised of principles and tools. 2. Par?cipants will understand how the principles and tools of Lean are relevant to concurrent and collabora?ve design processes in integrated project delivery. 3. Par?cipants will understand how Integrated Design Management process, uses primary Lean management prac?ces and tools, such as BIM Execu?on Plan, Pull Planning, Level of Development and Colloca?on in Big Room, in project delivery and its role in improving collabora?ve or concurrent design prac?ces Project Valida?on and Design Development Phases. 4. Par?cipants will understand that concurrent design processes require a revised understanding of tradi?onal AE deliverables or phases, and consequently a redefini?on of the Design Team's compensa?on - based on value vs. man hours..

11 The Value Proposi?on! 80% of Project Costs are determined in the first 20% of design efforts! 70% of environmental impacts are determined in the first 10% of design efforts Integrated Design Guide to Sustainability Bill Reed

12 Changing Times Require Resetting the OS DESIGN BID BUILD Design Bid & Award Construction DESIGN BUILD DESIGN IPDish BUILD Design Bid/Award Construction IPD Design Bid/Award Project Validation Construction 12

13 Tradi?onal Project Delivery Pre-Construction Services 100 % Construction Common Understanding Architect Hired Engineers Hired CM/GC Hired Major Trades Hired SD DD CD Time Figure 2.1

14 Integrated Project Delivery 100% Pre-Construction Services Construction Common Understanding Architect Hired Engineers Hired CM/GC Hired Major Trades Hired SD DD CD Time No One knows as much as Everyone Figure 2.2

15 The Old Clashes with the New Those of us who have spent long years at design school s?ll find it hard to shake off dearly held assump?ons about how to get things done. Tim Brown Change by Design

16 Architect s Tribe 3.84" HH Richardson Le Corbusier FLW

17 A Photographic History of Turner s First Century Contractor s Tribe

18 The New Tribe Design Integrator REWARDED FOR MANAGING COST, SCHEDULE & CONSTRUCTABILITY REWARDED FOR INNOVATION SYNTHESIS OF FORM & FUNCTION

19 Who Drives Concurrent Design? Architect DI Owner Builder Design Integrator is a person whose primary task is to focus on facilita?ng the Design Management work flow based both on social coordina?on and technical integra?on.

20 Deeply Held Beliefs Con?nuum of Design Management All Design projects are unique & therefore can not be planned or managed Design is understandable and measureable therefore can be managed

21 A Concurrent Design Process Means Change A Design Mindset vs. Product Development Mindset Design! Design alone and then come together for group reviews and decisions! Work separately! Estimate based on a detailed design.! Narrow choices to proceed with one design! Evaluate the constructability of a design after it is designed Product Development! Work together to define the issues and produce decisions then design to those decisions! Work in pairs or a larger group, face to face! Design based on a detailed estimate! Carry design sets far into the design process! Design for what is constructible

22 Breakdowns of A Concurrent Design Process! The team was progressing design severely out of sequence in order to meet project delivery constraints.! There was very liile control of the un- op?mized design sequence.! There was misunderstanding of the current level of design fixity.! No overall integrated plan existed of how to deliver small batches of informa?on to meet immediate deadlines,! No sequence of design produc?on that could both be used to manage the client sign- off process and meet the construc?on and permit constraints was aligned.

23 Breakdowns of A Concurrent Design Process The early issues faced by the Project team were a result of 3 major independent forces ac?ng together, and removal of any one of these issues would poten?ally have yielded a more viable result for the project team. 1 Vague program direc?ons and lack of cri?cal concepts signoff/approval by the Client. 2 Architect unable to draw useful values, briefs and direc?ons from the client. 3 An extremely aggressive construc?on schedule by the JV team despite a known lack of design informa?on and an unwillingness to stop once a problem was iden?fied.

24 Opposing Cultures & Tradi?ons to Solve New Problems Product Development Solu?ons vs. Design Solu?ons Best of Both

25 IPD Design Collabora?on A Camel or a Horse?! Team agrees change is desired to the conven?onal design process! Team members promise each other that they will work coopera?vely to provide the most value to the Client! They will commit to redesign the design process! Share risk & rewards! The Core Project Team establishes Trust! Create a learning environment! Everyone feels Vulnerable

26 FISH BONE ANALYSIS

27 FISH BONE ANALYSIS

28 FISH BONE ANALYSIS

29 How can we improve the IPD Experience?

30 The Solu?on The solu?on is to create a holis?c, integrated design process that would aligns design deliverables with construc?on delivery and procurement dates, and would allow the team to iden?fy upcoming client approvals and manage that sequence of work in a more granular fashion.

31 Leveraging Lean Project Planning in Design Management! Create new project delivery paradigms! Manage the Design Use TVD to find the right solutions quickly from months to minutes! Reset the Design Process - Not the same old way! Manage the Supply Chain establish new strategic vendor relationships! Simulate Construction 3D,4D & 5D technology schedule, materials & methods " Rapid Prototyping What If s? " Really Collaborate Redefine Risk Reward

32 BIM Enables Concurrent Design! A 3D Picture is worth a Thousand Words or 2D Drawings! Transforms ego-based conflict into fact-based conversations! Increases the Speed of the Design Process Work Flow with less risk of missing key design issues! Enables effective low cost Rapid Prototyping & Simulation of building performance Levit, Raymond & John Kunz, Design Your Project Organization as Engineers Design Bridges CIFE Working Paper #73

33 BIM MODEL - THE HUB OF COLLABORATION Real Time Target Budgeting Direct Purchasing Location Based Scheduling Work Flow Logistics Field Model Takt Time Sims. First Run Sims. Virtual Mock-Ups IPD Validation Cost & Schedule Means & Methods The Low Hanging BIM Fruit is Picked

34 Deeply Held Beliefs Con?nuum of Design Management All Design projects are unique & therefore can not be planned or managed Design is understandable and measureable therefore can be managed

35 MODEL CENTRIC DESIGN PROCESS Organize Cross- Func4onal Teams Pursue a Set- Based Strategy Structure Design Work to approach - The Lean Ideal Minimize Nega4ve Itera4on Use Last Planner System of Control Design to the Last responsible moment

36 A Design Decision Approval & Model Hand Off! A project team must create a list of key design elements which would provide a common basis of understanding to start the design from.! The project team should iden?fy those milestones requiring ul?mate client approval (e.g. building concept, envelope concept, overall site design etc.) and agree that these decisions are the cri?cal milestones.

37 Conceptualiza4on Program Criteria Target Cost Criteria Design Basis of Design Target Cost Valida?on Detailed Design Implementa4on Documenta4on Founda4on Package Criteria Design Detailed Design Implementa?on Documenta?on UG U4li4es Package Criteria Design Detailed Design Implementa?on Documenta?on Exterior Package Criteria Design MEP Package Criteria Design Detailed Design Implementa?on Documenta?on Interior Package Criteria Design Detailed Design Implementa?on Documenta?on

38 BIM EX DESIGN PACKAGE ALIGNMENT

39 MODEL CENTRIC DESIGN Drawing- based Review What are the driving factors for the LOD Project Profile? Delivery Method Client Review Agency Review Construc?on Schedule How to plan your next LOD Project Profile? Small batch design Sequence schedule for coordina?on Set up Content Plan Model- based Package Review

40 LOD Model Handoffs

41 DESIGN DECISION ALIGNMENT PERMITS MILESTONES DECISIONS

42 Model Content Plan

43 LEVEL of Development (LoD) RE: AIA E202 Model Progression Specifica?on (MPS)

44 Managing a Crea?ve Culture Ed Catmull President of Pixar Anima?on and Disney Anima?on While planning is very important there is only so much you can control in a crea?ve environment. When it comes to crea?ve endeavors, the concept of zero failures is worse than useless. It is counter produc?ve. Managing a Crea?ve Culture Ed Catmull President of Pixar Anima?on and Disney Anima?on

45 Managing a Crea?ve Culture Ed Catmull President of Pixar Anima?on and Disney Anima?on To be a truly crea?ve company, you must start things that might fail. One of the biggest barriers to full crea?ve engagement is fear, while failure comes with the territory, fear shouldn t have to. The goal is to uncouple fear and failure. The an?dote for fear is trust.

46 What Architects want from Contractor Partners 1 Ac?ve par?cipa?on in Design Decisions from a fact based input from suppliers and specialty trades that allows objec?ve evalua?on of design decisions. 2 Model Based (3D, 4D) cost and schedule es?mates at a frequency that enables stakeholders to objec?vely weigh both cost and schedule input. 3 Look upon BIM and VDC as more than a commodity. Provide experienced staff with BIM and Lean training 4 Ac?vely par?cipate in rapid proto typing using smart models that pulls backward from fabrica?on to shorten the design to fabrica?on process and does not compromise the design intent. 5 Work from a value based model of Design Design value outweighs the cost of Design Services. 6 Embrace a Design Process that encourages and incen?vizes partners to work together proac?vely to set project performance standards that op?mize the whole and not the parts. 7 To have fun and to see everyone fairly compensated during design development

47 What Contractors want from Architect Partners 1 Work from a value based model of Design Design value outweighs the cost of Design Services. 2 Replace the tradi?onal Black Box Design process with collabora?on facilitated to preserve and enhance design thinking. No one knows as much as everyone. 3 Design to a Budget v. Budget to a Design. BIM technology enables cost/ constructability es?mates early in project valida?on. 4 Build smart models that pulls backward from fabrica?on to shorten the design to fabrica?on process and does not compromise the design intent. 5 Embrace a Design Process that encourages and incen?vizes partners to work together proac?vely to set project performance standards that op?mize the whole and not the parts. 6 To have fun and to see everyone fairly compensated during design development

48 LIGHTNING ROUND 1 st Round Key Takeaways 2 nd Round Questions

49 This concludes The American Institute of Architects Continuing Education Systems Course Lean Construction Institute

50 Join LCI Annual Membership Costs Corporate: $7,500(Na?onal)/ $5,000 (Regional, <50 employees) Research Sponsor: $15,000 Individual: $250 per year Academic: $75 (Faculty)/ $50 (Student) Benefits Lis?ng on LCI website with contact informa?on and link to member site Access to Members- Only Website for materials, forms, training materials etc. Reduced fees for LCI Seminars, Workshops and Research Mee?ngs. For addi?onal benefits, informa?on and to sign up, go to:

51 REMINDERS & FYIs Learning Program On Time and on Budget Webinar, May 22 nd James Pease, Suier Senior Project Manager LCI / P2SL / AIA Lean in Design Forum Chicago, June See the website for more informa?on (leanconstruc?on.org) Monthly Mee4ng program (Please note the program change) Crea4ng a useful Project Produc4on System June 10, 2015 AIA East Bay Chapter office, 1405 Clay Street, Oakland Opening the Black Box of Design June 10, 2015 AIA Central Valley Chapter office, 1400 S Street #100, Sacramento Combined mee?ng in Fairfield Jan, Apr, Jul & Nov, 5pm- 8pm Separate Bay Area and Central Valley mee?ngs the 2 nd Wed of the month 6pm- 8pm Feb, Mar, May, Jun, Aug & Sep

52 17th Annual LCI Congress October 13-16,

53 WRAP UP Plus / Delta - Feedback to improve mee4ng Thanks! Adjourned Drive Injury Free Don t Forget to Join LCI and LCI NorCal on