5D Virtual Construction

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Ashlyn Carson
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5D Virtual Construction CSAR C-130 C Squadron

Gonzales Director of Design & Construction

2 Construction Today Insanity is doing the same thing over & over, expecting a different result. Albert Einstein

3 It s s Process, Stupid (Not Technology) Technology without process change is hard It s s Expensive You will probably have limited success And worst case, you ll be making your same old mistakes more often and quicker (and technology will be blamed) Use technology to support your process changes

4 How RQC is Implementing Forms of Process Change Change Company commitment to look at all aspect of its business that provides Value to our clients Re-engineering engineering Carefully reviewing current value stream processes and overhauling processes that don t t provide value Continuous Improvement corrections and refinements Consistent Executions applying what works throughout the organization Learn new technologies apply them when they support our process improvements Ready or not, we are in the era of process change in the world of design & construction.

5 Increase Relatedness (Virtual Enterprise) The 6 Pillars of RQ s Future Technology Trustworthiness Synergy Continuous Improvement Collaboration Maximize the Whole

6 Successful Project Delivery A knowledgeable, trustworthy, and decisive owner/developer A team with relevant experience and chemistry assembled as early as possible (before 25% of the design is complete) Contract encourages and rewards the individual players for behaving as a TEAM

7 What Is Lean? Lean construction is derived from the Toyota Production System (TPS) Just-in in-time delivery (JIT) pulling both labor and materials Last Planner management not Command and Control Reliable work flow by team collaboration, and making & keeping commitments Power to stop-the the-line when a breakdown occurs

8 Hey, Muda Happens The Seven kinds of waste (Muda): 1. Overproduction: Producing items for which there is no order resulting in overstaffing, storage, or transportation. 2. Waiting: Workers idled watching a machine or waiting for material, equipment, approvals, or directions. 3. Unnecessary Transport: Moving work-in-process or inventory. 4. Over or incorrect processing: Taking unneeded steps to achieve an outcome; inefficiencies due to poor tools or design (too much work or rework); procuring to higher standard than required. 5. Excess Inventory: Raw material, WIP or finished goods, increasing lead time, obsolescence, damaged goods, storage, transportation; also hides production and delivery problems. 6. Unnecessary movement: Wasted employee motion looking for, reaching for, stacking parts or tools. Walking is waste. 7. Defects: Production of defective parts or correction. Repair, rework, scrap, inspection.

9 Mura & Muri Are Sins Too Mura: Uneven workflow, too much work or not enough Create buffers to smooth workflow Muri: Overburdening people or equipment Causes safety issues and burnout

10 Toyota Way The 14 points of the Toyota Way: 1. Base your management on a long-term philosophy, even at the expense of short-term financial goals. 2. Create continuous process flow to bring problems to the surface. 3. Use pull systems to avoid overproduction. 4. Level out the workload (work like the tortoise, not the hare). 5. Build a culture of stopping to fix problems, to get quality right the first time. 6. Standardized tasks are the foundation for continuous improvement and employee empowerment. 7. Use visual control so no problems are hidden.

11 Toyota Way, continued 8. Use only reliable, thoroughly tested technology that serves your people and process. 9. Grow leaders who thoroughly understand the work, live the philosophy, and teach it to others. 10.Develop exceptional people and teams who follow your company's philosophy. 11.Respect your extended network of partners and suppliers by challenging them and helping them improve. 12. Go see for yourself to thoroughly understand the situation. 13.Make decisions slowly by consensus, thoroughly considering all options; implement decisions rapidly. 14. Become a learning organization through relentless reflection and continuous improvement.

12 Sutter Health Sutter Health is adopting Lean and Integrated Project Teams as their method of project delivery. They have come up with 5 Big Ideas: 1. Collaborate; really collaborate, throughout design, planning, and execution. 2. Increase relatedness among all project participants. 3. Projects are networks of commitments. 4. Optimize the project not the pieces. 5. Tightly couple action with learning.

13 Current 2D Paper Based Process Wastes Trees and Knowledge Phil Bernstein, Autodesk White Paper Muda Enemy No. 1

14 Pretty Picture But Try to Build From It

15 3D Visualization is Important for the User to Understand What They re Getting

16 But We Can Build From Our Pretty Pictures

The Technology Road Map For Rogers Quinn Construction Digital Asset Models 5D Estimating Models 4D Scheduling Models 3D BIM Models Team Collaboration Tools Technologies being reviewed:

17 The Technology Road Map For Rogers Quinn Construction Digital Asset Models 5D Estimating Models 4D Scheduling Models 3D BIM Models Team Collaboration Tools Technologies being reviewed: iroom Meeting Spaces* ThinkTank & Recall Collaboration tools* FPP Production Management BIM Models 4D Models 5D Costing Models Corporate Memory Digital Asset Models * Stanford CIFE Technology

18 RQC Modeling Efforts Past 20 Months

19 UCSB Student Resource Building A 3 story multi-use use student resource center with a childcare center on the UC Santa Barbara campus $18.9 M Hard Bid (Traditional Design-Bid Bid-Build Build job) Decision to use BIM modeling after award of contract to RQ Construction BIM model not requirement of the contract, but RQC provided a complete 3D Object Model, including Underground utilities, Structural, and MEP

20 Technology Tools Being Used (and evaluated) by RQ Construction Collaboration: FPP (Flow and Problem Prevention): Web-based based Pull Work Stream Planning and Control with Subcontractors Video conferencing between Main Office and Jobsite Trailer 3D BIM and As-Built Modeling: Graphisoft Constructor MicroStation TriForma NavisWorks Jetstream & Clash 4D Planning: Graphisoft Constructor Graphisoft DynaProject Line of Balance Scheduler (just starting to evaluate*) NavisWorks Timeliner 5D Estimating: Graphisoft Estimator (UCSB SRB is a Hard Bid project) will be set up for Design-Build work with Davis Monthan as a test* * Davis Monthan AFB is being use to set up Cost and Schedule tools for use in Design-Build projects

FPP (Flow and Problem Prevention) FPP is a web-based production management tool hosted by Strategic Project Solutions Utilizes Lean Production methods to plan project work streams and manage

21 FPP (Flow and Problem Prevention) FPP is a web-based production management tool hosted by Strategic Project Solutions Utilizes Lean Production methods to plan project work streams and manage subcontractor production 6 week look-ahead, weekly workstream planning, daily production reporting Implementation is company wide and shallow Field operation first, followed by Back-office and PreCon Services

the job site Getting the right people to address the

22 Distance Collaboration Use of video conferencing (over the internet) among main office, design consultants and the job site Getting the right people to address the problem. RQ Trailer, UCSB Campus RQ Main Office, Bonsall, CA

23 UCSB SRB Coordination Planning

24 UCSB SRB Coordination Documentation

25 Digital As-Built Model

26 Will Target Costing Be Applied to Construction Like Value Engineering Was?

27 Designing a Building Isn t t Like Designing a Pencil Products lose value over their Life-cycle Buildings gain both value & operational expense and often change functions over theirs The value of the functions in the building over its life-cycle out weigh the costs of design and construction 200 to 2,500 times To give value each system in the building must contribute value to the Target Cost Set-based design needs to incorporated in to the process John Haymaker, CIFE Stanford University

28 Virtual Models Are Really Containers of Knowledge Virtual Construction TM Recipe Recipe Completed Column

29 Stages Required to Finish Column Virtual Construction TM Recipe Methods Reinforcing Bars Methods Formwork Concrete Cladding / Surface finish

30 Resources Need to be Managed Recipe Methods to Build Resources

31 Using the 3D Model to Drive the Estimate

32 Estimate Recipes Methods Resources

33 GS Control Model & Estimate Drive Tasks

34 Lessons Learned on Applying Model Based Estimating Organize model objects based on Uniformat Use recipes and zones to verify target costs in early design Get all team members involved in estimating process, not just the estimators Good news, estimates reflect the current design, and not lagging behind the drawings Using schedule as a part of cost control

35 Project Schedule Line of Balance Gantt chart

36 Comparative Views

37 Afraid to Get Your Feet Wet? You re Not Alone Skeptics Conservatives Pragmatists Visionaries Techies The Chasm Geoffrey Moore, Crossing the Chasm

38 Sustaining vs. Disruptive Technologies Sustaining Vs. Disruptive Technology In Construction 4D CAD 5D CAD Productivity Sustaining Technology AutoCAD R13 2D CAD 3D Object-Based CAD Disruptive Technology Time Daniel Gonzales, Design Village 2005 Clayton Christensen, The Innovator s s Dilemma

39 This Will Require a Collaborative Process Change

40 REVIEWS & APPROVALS Owner, Users, External Parties Review for Understanding & Approval Modeling Process For Collaborative Teams Models for Understanding/ Design Intent Models for Analysis CONCEPTUAL DESIGN DESIGN DEVELOP T Model for Design Coordinat ion DETAILED ENGRG FABRIC N PROCUR T ASSEMBLY As Built Model for Facil Mgt Models for Constructability Models for Scheduling PRODUCTION MANAGEMENT FPP (Flow & Problem Prevention) Construction Administration Cost Control CONSTRUCTION PLANNING Constructability, Cost Schedule, Work Structuring

41 Thank You Daniel Gonzales Director of Design and Construction Technology

Improving Scrum with. Lean Thinking Nuno Rafael SGMUN 2016

Improving Scrum with. Lean Thinking Nuno Rafael SGMUN 2016 Improving Scrum with Lean Thinking Nuno Rafael Gomes @ SGMUN 2016 https://twitter.com/nrgomes https://www.linkedin.com/in/nrgomes A Product Owner in contact with Industry since 2003 1 Once upon a time