Integrated Product, Organization and Process design. John Kunz

Transcription

1 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 42. *Develop Execution Strategy 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms Review skin changes w/db team 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution 3. Complete Tele Data Design G accept 13/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI G accept 15/14 Interface Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section (8) *Revise MEP loads, G accept lab equipment matrix 49. Develop reflected ceiling plan *Notice to proceed with detailed design SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI 17. *Risick reprogram solvent distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed Organization MEP Equipment schedules finalized AEI Management Task22 AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Integrated Product, Organization and Process design John Kunz Baseline Year-1 Rate ($K) Change (K$) Revenue 100,000 2% 102,000 Cost of contracted 85, % 84,660 work 85% Cost of self-performed work 10% 10, % 12,240 Gross Margin 5,000 5,100 Sales, G&A 2% 2,000 2,040 IT investment 70 Amortized costs of IT/yr 33% 23 Net income 3,000 3,037 Time to payback (years) 1.9 Net Income change (%) 1.2 The big idea: Integrated Product, Organization and Process design can support, at least design, fabrication, assembly and use of new products

2 Current State Process, T5 Rebar Detailing for Construction Timeline: Preliminary design Technology: Design input/ changes GA drawings Detailed engineering design information NOTE: Drawings are batched into sectionsthen subdivided into building components. Each component is an assembly package, e.g. rail box floor, wall, etc. The number of drawing sheets per building component vary depending on the work. On ART for example, each component may consist of 8-15 GA drawings and 8-15 RC detail drawings. All of the GA drawings are complete - pending changes from other design disciplines Draft spec Preliminary RC detailing Consists of: engineering calculations, sketches, etc. Preliminary drafting 2 weeks Refine RC details and concept for buildability/ detailing Use model to develop and communicate methods AutoCAD CAD RC IDEAS Arma + Iterative process NOTE: Design changes during detailing (from: architecture, baggage, s y s t e m s, e t c. ) a r e upsetting RC drawing development. Prepare RC detail drawings (drafting) Check and coordinate detail Other / None/ Unknown drawings Back drafting 1 week Comment on spec Update spec CAD check (1d/dwg) Independent final check & sign off (2 weeks) Release paper P4 dwgs & bar bending schedules Checking 2 weeks Release spec Check against engineering calcs (.5d /dwg) Building control check & sign off (BAA, time?) Most of the checking process is done concurrently with RC detail development. BAA building control accepts the opinion of the independent design check - and does not perform a check of its own Document control delay (1 week) Release CAD dwg, rebar schedule (*.CSF) in Documentum Document control 1 week Rebar factory starts bending Model rebar component (Use digital Prototyping tool) Pre-assembly Issue and resolve TQ s (Technical Queries) Ship to site Site assembly Big Idea: Integrated design of Products, Organizations and Processes of projects - Virtual Design and Construction (VDC) Client/Business Objectives Project Objectives Integrated Concurrent Engineering (ICE) Product Modeling (BIM+) Organization Modeling Process Modeling Design Manufacture Engineering Assembly Existing Process - 6 weeks Chalmers Integrated Product, Organization and Process Design (C)2015

3 This week overview Day Tuesday Thursday Learning goals Theory: VDC, POP/FFB framework, types of models, ICE, organizational modeling, templates Practice: ICE session with Templates, Organizationprocess model and analysis (SimVision) lab Theory: Introduction Organization-process model and analysis (SimVision), Practice: Organization modeling lab 14 July 2015 Chalmers Integrated Product, Organization and Process Design 3

4 The next three weeks we will Do integrated design with VDC of projects by describing their POP - FFB using ICE and templates, Predict project behavior using a prediction tool and Consider big data analysis of measured performance 14 July 2015 Chalmers Integrated Product, Organization and Process Design 4

5 Chalmers Integrated Product, Organization and Process Design Agenda: July 14 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 42. *Develop Execution Strategy 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms Review skin changes w/db team 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution G accept 13/14 3. Complete Tele Data Design Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan G accept 15/14 Interface to AEI Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section G accept lab equipment matrix 49. Develop reflected ceiling plan (8) *Revise MEP loads, *Notice to proceed with detailed design 17. *Risick reprogram solvent SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed MEP Equipment Organization schedules finalized Task22 AEI Management AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk Requirement Predicte Object Attribute Relationship Requirement d value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Building Building Organization Organization Scope HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH Function Goal. Net Energy Use (K- BTU/ft2) <= 250 -?o Goal. Quality conformance (%) >= 12 -?o Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Product Behavior Detailed Design 80 PC Complete Observed value (19) Genentech review 80% drawings Qualitative Threshhold values (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Big ideas: Integrated design and analysis; elements of VDC Introductions Models: how to recognize and use different types Business goals and objectives Course goals (and non-goals) Course Organization ORID 14 July 2015 Chalmers Integrated Product, Organization and Process Design 6

6 Introductions Briefly, please share Name Field of study One personal goal for this class 14 July 2015 Chalmers Integrated Product, Organization and Process Design 7

7 Chalmer s 8

8 Chalmer s 9

9 Process modeling in practice: Product and process models are linked Chalmers Integrated Product, Organization and Process Design (C)

10 Process modeling in practice: Product and process models that are linked - Benefits QTO from 80 to 4 hours Estimate accuracy up 20% Tender duration from 5 to 2 days Chalmers Integrated Product, Organization and Process Design (C)

11 You will not find any paper drawings on this site. Mark, General Superintendent for DPR on the $750M Mission Bay Hospital in San Francisco, October 4, 2013 Chalmers Integrated Product, Organization and Process Design (C)

12 Product models in the field Chalmers Integrated Product, Organization and Process Design (C)

13 Traditional product models +: Work in practice : Ambiguities to stakeholders : computer analysis...? Show value to owner List components Estimate cost Plan construction Identify interferences 14 July 2015 Chalmers Integrated Product, Organization and Process Design 14

14 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 42. *Develop Execution Strategy 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change Review skin changes w/db team 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution G accept 13/14 3. Complete Tele Data Design Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan G accept 15/14 Interface to AEI Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section G accept lab equipment matrix 49. Develop reflected ceiling plan (8) *Revise MEP loads, *Notice to proceed with detailed design 17. *Risick reprogram solvent SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed MEP Equipment schedules finalized Task22 AEI Management AEI Core and SRG Lab 80% Drawing Review *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Function Requirement Predicte Observed Object Attribute Relationship Requirement d value value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Goal. Net Energy Use (K- Building BTU/ft2) <= 250 -?o Goal. Quality conformance Building (%) >= 12 -?o Organization Organization Scope Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Product Behavior Qualitative Threshhold values Models Physical Statistical Mathematical Symbolic Graphic Organization Meetings Work Process 14 July 2015 Chalmers Integrated Product, Organization and Process Design 15

15 Function MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Requirement Predicte Observed Object Attribute Relationship Requirement d value value Product Product Scope Product Scope. Building Spaces includes - Project Goals Project Goal. Capacity (people) >= 60 -?o Project Goal. Cost (M$) = 70 -?o Goal. Net Energy Use (K- Building BTU/ft2) <= 250 -?o Goal. Quality conformance Building (%) >= 12 -?o Organization Organization Scope Organization Scope. Actors includes - - Organization Goals Organization Goal. Predicted. Cost (K$) - <= -?o Goal. Observed. Response Organization Latency (days) 3 <= -?o Goal. Predicted. Peak Organization Backlog (days) 3 <= -?o Goal. Predicted. rework Organization (FTE-days) - <= -?o Process Process Goals Process Goal. Peak Quality Risk < Goal. Schedule Growth Process (months) < -?o Process Goal. Completion Date <= 1/1/09 -?o Process Task. Action: Object Process Task. Design: Actor Actor that designs Process Task. Predict: Actor Actor that predicts Process Task. Assess: Actor Actor that assesses Process Task. Build: Actor Actor that builds Product Behavior Lab Planning Program Meetings with Pharmacology Qualitative Threshhold values * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 42. *Develop Execution Strategy 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Weekly Coordination Meeting Final Program Confirmation with Officing Lab planning Program Meeting with Protein Chemistry 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change Review skin changes w/db team 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution G accept 13/14 3. Complete Tele Data Design Interface G accept 15/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section G accept lab equipment matrix 49. Develop reflected ceiling plan (8) *Revise MEP loads, *Notice to proceed with detailed design 17. *Risick reprogram solvent SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed MEP Equipment Organization schedules finalized Task22 AEI Management AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Virtual Design and Construction: Fundamental method of this integrated design and analysis class Use of integrated multi-disciplinary computer-based performance models and analyses of design construction projects Product (building, device, service) Organization Work Process to support (explicit, public) business objectives Describe: Visualize and describe project Explain reasons for designs and choices Evaluate choices Predict project performance AEC IT investment by General Contractor Baseline Rate ($M) Change Revenue 100,000 22% Cost of work 85% 85, % CM, Design, GC fees 10% 10, % Gross Margin 5,000 Sales, G&A 2% 2, July 2015 Chalmers Integrated Product, 2, , IT investment 1,000 Amortized costs of IT/yr 33% Net income 3,000 Time to payback (years) 3- Organization and Process Design year Year-1 122, ,260 14,640 6,100

16 Integrated design and analysis Big Ideas Build VDC project models early and often, before committing large money or time What Objectives, Designs and Behaviors of Product, process, organization How: Detailed: to show the product, process, organization entities that use > 10% of project time, money Virtual: in the computer Visual: multi-discipline, multi-view, for multiple stakeholders Integrated: relating the product, organization and process Objective-based: set and track explicit public objectives 14 July 2015 Chalmers Integrated Product, Organization and Process Design 18

17 Plus-Delta of Civil Engineering Provides fixed physical assets and wealth High global demand for infrastructure and housing Opportunity to impact global climate challenge significantly 19

18 Plus-Delta of Civil Engineering Provides fixed physical assets and wealth High global demand for infrastructure and housing Opportunity to impact global climate challenge significantly Low productivity compete with other ways to spend $ US Department of Commerce, compiled by P. Teicholz High energy use and rising energy costs Guilllermo Gomez, PUChile Persson, Sustainable City of Tomorrow 20 Structural reliability << societal need (Chile)

19 An example - Malmo, Sweden: The best example of sustainable development in the world: Best design and analysis methods (~2000) Best construction methods Project provides some good data on performance vs. predicted But Energy: 20 of 20 buildings used more than predicted Prefabrication needed for intended energy performance Land: much greater density needed even for next project Development model did not last even a decade Data granularity: so coarse that improvement difficult to plan Human capital: people on project mostly lost to next phase 21

20 Malmo, Sweden: Actual energy much worse than Predicted CEE 243 March 29 22

21 An example - Malmo, Sweden: Message: measure performance The best example of sustainable development in the world: Best design and analysis methods (~2000) Best construction methods Project provides some good data on performance vs. predicted But Energy: 20 of 20 buildings used more than predicted Prefabrication needed for intended energy performance Land: much greater density needed even for next project Development model did not last even a decade Data granularity: so coarse that improvement difficult to plan Human capital: people on project mostly lost to next phase 23

22 Fundamental issue: outcome reliability Structures (Chile, post-earthquake) -- good: ~500K/~5M homes damaged or destroyed: <2σ ~4 joint failures /~100 in (collapsed) buildings: 2σ 4/~10,000 post-1985 buildings collapsed in major damage area: >3σ Energy not good: 20/20 buildings used more energy than predicted Malmo, Sweden, 2001 (range % greater) 121 LEED buildings use 30% more energy per square foot than average for U.S. buildings Neither structure nor energy performance meets societal needs 24

23 Fundamental issue: process reliability 25 Structures (Chile, post-earthquake) ~4 joint failures /~100 in (collapsed) buildings: 2σ Sources of failure - infrequent but important problems: quality of joint construction, material composition, soft story design, asymmetrical designs Energy: prediction variability: Inter-tool with same designer Inter-consultant with same tool component performance variability, e.g., infiltration from leaky building joints (Malmo) Structure and energy performance: Good (historically), but Neither meets societal needs need to manage risk

24 Controllable Product, organization, process designs (Multiple) Predictable performance objectives: *Changed in 2010 Process [Conformance to plans] Latency: mean <= 1; 95% within 2 working days Outcome [Performance] Safety: 0 lost hours Coordination activity: planned, explicit, public, informed > 90% Facility managed Scope: 100% of items with > 2% of value, time, cost or energy Prediction basis: > 80% of predictions founded Design versions: 2 or more >= 80% Staff trained in VDC: >= 27 4/project Field-generated Requests for Information: 0 Rework volume: 0 (for field construction work); objective = 10-20% (virtual work) *Function (quality) conformance (%): >= 99% Schedule conformance (%): >= 80% Cost conformance (%): >= 95% Schedule: 95% on-time performance Cost: >= 95% of budgeted items within 2% of budgeted cost Delivered Scope: 100% satisfaction *Sustainability: >75% better energy, water, materials, than 2002, profitably

25 Wasted human, technical, and biological resources Photos: Courtesy SPS 14 July 2015 Chalmers Integrated Product, Organization and Process Design 28 Source:

26 Integrated design and analysis using VDC provides Integrating theoretical framework to Describe functional intent and designs Describe and predict engineering behaviors Systematically manage projects and the business using the predictions and observed data, to Achieve measurable business objectives Address reliability 14 July 2015 Chalmers Integrated Product, Organization and Process Design 29

27 VDC model content: VDC templates help make managerial levers visible to all Elements of a project that can and must be managed: Product Organization Process (design + construction) Views of each element that must be managed Functions Program Function, Schedule, Cost, Sustainability,. Form (Scope) -- design choices for project elements Physical, organizational, process task elements Behaviors (predicted, observed) Quality (Functional performance), Cost, Schedule, Safety 14 July 2015 Chalmers Integrated Product, Organization and Process Design 30

28 In-class exercise - Tuesday For a new-generation smart phone app, sketch and annotate to show: Product Functions: product design intent, to include Functions things the phone does User interface (UI) Additional services Design forms: designed scope, e.g., buttons, Behaviors: observable (or estimated) performance, e.g., Cost, schedule, quality, e.g., designed buttons = actual = 3 Organization: teams to design, build, test, including functions, form (names) of each, 2-3 behaviors Process: tasks to design, build, test 14 July 2015 Chalmers Integrated Product, Organization and Process Design 31

29 In-class exercise - Tuesday For a new-generation smart phone app, sketch and annotate to show: Function (Intent) Form (Design) Behavior: Name, Target/predicted values Product Organization Process 14 July 2015 Chalmers Integrated Product, Organization and Process Design 32

30 Content of POP models For the most important or highest risks, check that: Each function has >=1 enabling forms Each product function has >=1 enabling organization functions Each product form has >=1 enabling organization forms (i.e., teams or individuals) Product and Organization behaviors define name and target values of measures of project success Process behaviors define name and target values of frequent (weekly) measures of project success Each process task has a responsible organizational actor 14 July 2015 Chalmers Integrated Product, Organization and Process Design 33

31 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates: Deliverables of a development project, from Product segment of Commitments template 14 July 2015 Chalmers Integrated Product, Organization and Process Design 34

32 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance templates 14 July 2015 Chalmers Integrated Product, Organization and Process Design 35

33 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Controllable factors Controllable Factors Factor Type Factor Range of options Constraints Action(s) for this week Product Detail of water line in 3D Features of size from 1 mm to > 1m None important Model features size > 20 mm Product Location of in-water equipment Adjust both equipment location, water width/depth profile Size of equipment model equipment located in water this week Organization Number of BIM authors <1 many FTEs Adjust author count up and down slowly Budget BIM author work Organization Number of BIM reviewers Author team hundreds Size of BIM review facility Budget BIM reviewer work Process Construction duration 6 months to 2 years Need to plan prefabrication early to shorten construction period Get owner preference Process Size of weekly pre-con tasks One task for whole team/week to Availability of staff to plan, Build short-interval production plan and all tasks with > 0.5 FTE-day manage schedule schedule at feasible LOD Action Taken? (Yes, Partial, No) 14 July 2015 Chalmers Integrated Product, Organization and Process Design 36

34 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Controllable factors Risks and Next Steps 14 July 2015 Chalmers Integrated Product, Organization and Process Design 37

35 In-class exercise - Tuesday Deliverables: Sketches: product, organization, process Templates: Deliverables Metrics and Assessed performance Controllable factors Risks and Next Steps Process: Groups of ~3 20 minutes for ICE session x 2 10 minutes for presentations, discussion after each session 14 July 2015 Chalmers Integrated Product, Organization and Process Design 38

36 Tuesday afternoon ICE session: project definition using templates 14 July 2015 Chalmers Integrated Product, Organization and Process Design 39

37 Business uses of VDC models Plan specify project goals, obectives and scope of VDC models and analyses Do create project descriptions (templates) and product, organization and process models Check compare and evaluate measured/predicted performance vs targets for alternative functions and design forms; Act perform the next steps for work that is OK; revise plans or models for work that is not OK 14 July 2015 Chalmers Integrated Product, Organization and Process Design 41

38 Class overview: Agenda 14 July 2015 Chalmers Integrated Product, Organization and Process Design 42

39 Course Goals Build and interpret simple descriptive models of the Product, Organization and Process (POP) of projects using Excel-based templates; Build and interpret organization and process models using the SimVision tool; Use the method of Integrated Concurrent Engineering (ICE); Discuss use of "big data" interpret the status of large volumes of operational energy system data; Create checklists to assure initial readiness for and final completeness of tasks that high uncertainty and for which the knowledge required exceeds that of any individual; Create a business plan to obtain significant funding for an enterprise of personal interest. 14 July 2015 Chalmers Integrated Product, Organization and Process Design 43

40 Course Non-goals Study every system ever built Study every visualization/ai/design/planning technology Development expertise Preparation for technology research Survey understanding only Excessive work 14 July 2015 Chalmers Integrated Product, Organization and Process Design 44

41 Course organization Instructor: John Kunz Office Hours: after class Class Schedule: 11:00 1:00 and 2:00 to 4:00 on Tuesdays and Thursdays Classes will meet in the CIFE lab, Room 292, Y2E2, Please work in groups of about three for ICE sessions and to prepare submissions. Web site: 14 July 2015 Chalmers Integrated Product, Organization and Process Design 45

42 Details Dinner in Palo Alto: Tuesday or Thursday next week? SimVision app for your laptop before Thursday class 14 July 2015 Chalmers Integrated Product, Organization and Process Design 46

43 ORID +/ Analysis Level of Questions O Objective Level R Reflective Level I Interpretive Level Purpose To examine the data To identify factual information To encourage connections To encourage free flow of ideas and imagination To identify patterns and determine their significance or meaning To articulate underlying insights Questions to Answer What do you see? What factual statements can you make based on the data? What surprised you? What encouraged you? What discouraged you? How does this make you feel? What does the data tell us? What are insights for you? What is the good news? What are limits? What else is there to learn? D Decisional Level To propose next steps To develop an action plan To make decisions To experience coming together What are next steps? What decisions can we make? What is our action plan for moving forward? 14 July 2015 Chalmers Integrated Product, Organization and Process Design 47

44 ORID +/ : Focused Conversation and Analysis Objective What do you recall seeing? Reflective Positive What do you feel positive about? Reflective Negative What do you find negative? Interpretive What sense do you make of it? Decisional What agreements can be made now? (c)

45 Product design forms: 3D drawing 14 July 2015 Chalmers Integrated Product, Organization and Process Design 49

46 Product design forms: Object-Oriented 3D BIM Modeled objects: Walls Floors Windows Doors Columns Content of POP form model 14 July 2015 Chalmers Integrated Product, Organization and Process Design 50

47 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 42. *Develop Execution Strategy 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Weekly Coordination Meeting Final Program Confirmation with Officing Lab planning Program Meeting with Protein Chemistry 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change Review skin changes w/db team 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution 3. Complete Tele Data Design G accept 13/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI G accept 15/14 Interface Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section (8) *Revise MEP loads, G accept lab equipment matrix 49. Develop reflected ceiling plan *Notice to proceed with detailed design SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI 17. *Risick reprogram solvent distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed MEP Equipment schedules finalized Task22 AEI Management AEI Core and SRG Lab 80% Drawing Review *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Organization, Process Models Model (SV) Organization (Design) work process Simulation behavior predictions: Gantt chart Risks Organization Meetings Work Process 14 July 2015 Chalmers Integrated Product, Organization and Process Design 51

48 Integrated Concurrent Engineering (ICE) Given Performance change Objective = extreme collaboration (1 week) Excellent POP software Collocated team iroom Good generic POP model XC Latency (secs) Good traditional Latency (secs) 300 Duration SD (DD) phase XC Good traditional Duration (days) 14 July 2015 Chalmers Integrated Product, Organization and Process Design 52

49 Templates and checklists Templates: standard representations POP model: Function, Form, Behavior of P, O, P Breakdown structures: Product Organization Process Task content: object, action, resources (crew, equipment) Checklists: Tasks and OK that was done well Run ICE sessions Create POP models Process to define project, build BIM, exchange data, do analyses (x5) 14 July 2015 Chalmers Integrated Product, Organization and Process Design 53

50 Step in detailed schedule Example Checklist Checks to make before start of step

51 Templates 14 July 2015 Chalmers Integrated Product, Organization and Process Design 55

52 How we spend time in meetings PREDICTIVE (10%) Can we get access to the lagoon a week earlier? EXPLANATIVE (20%) What drives the finish times for the rides? DESCRIPTIVE (40%) When do we have access to Area C? What wall sections do these numbers refer to? Where are you placing the crane? EVALUATIVE (30%) Does this milestone meet contract? 14 July 2015 Chalmers Integrated Product, Organization and Process Design 56

53 Submission-1: due midnight July 17 (Friday) Task: describe and analyze your project and organization design for a pre-defined test case Submit: Template file (group submission) ORID analysis on what you learned this week 14 July 2015 Chalmers Integrated Product, Organization and Process Design 57

54 5 Elements for Successful Implementation (Adapted from Demystifying Six Sigma by Alan Larson) Vision + Skill + Incentive + Resources + Action Plan = Change Vision Skill + Incentive + Resources + Action Plan = Confusion Vision + Skill Incentive + Resources + Action Plan = Anxiety Vision + Skill + Incentive Resources + Action Plan = Gradual Change Vision + Skill + Incentive + Resources Action Plan = Frustration Vision + Skill + Incentive + Resources Action Plan = False Start Chalmers Integrated Product, Organization and Process Design (C)2015

55 Skills for success Good engineer: design, analyze, manage Research methods Communication Written/Oral Programming Colleagues, sponsors, stakeholders Integrated use of quick-response, careful analysis, reflection 14 July 2015 Chalmers Integrated Product, Organization and Process Design 59

56 Speculations: VDC Symbolic Model Objectives Testing Representation Reasoning User Interfaces Systems Interfaces Project Phase Discipline VDC will enable a small number of collaborating stakeholders to do rapid Multidisciplinary Design and Analysis 14 July 2015 Chalmers Integrated Product, Organization and Process Design 60

57 Tuesday learning goals Get basic familiarity with the POP project framework of VDC Models and analysis of Product Organization Process (POP) and Function Form Behavior (FFB) Management methods: ICE, metrics Understand class organization, opportunities, methods and expectations Motivate interest in Integrated Design enabled by VDC Opportunities in practice Fun, power and job opportunities of models, model-based analyses Chalmers Integrated Product, Organization and Process Design (C)

58 What do you have? What do you want? 2015?, 2025? 2015?, 2016? 14 July 2015 Chalmers Integrated Product, Organization and Process Design 62

59 This week overview Day Tuesday Thursday Learning goals Theory: VDC POP/FFB framework, types of models, ICE, organizational modeling, templates Practice: ICE session with Templates, Organizationprocess model and analysis (SimVision) lab Theory: Introduction Organization-process model and analysis (SimVision), Practice: Organization modeling lab 14 July 2015 Chalmers Integrated Product, Organization and Process Design 63

60 MEP, Teledata room design Task 29 KPFF Task 28 Task 27 SRG Lab Plan SRG Lab Task 37 Furniture Task 44 Project Mgt Task4 AEI Core Task 38 Task 41 Task26 H Block Crew Task 23 Lab Planning Program Meetings with Directors Lab Planning Program Meetings with Pharmacology * Ken Mouchka Lab Planning Program meeting with Bio Organic BMS Controls Meetings (Weekly) 23. *Reprogram B#13 and B#15 Exterior Architecture 26. *Finalize B#13 and B#15 Exiting/architecural H occupancy concept 41. *Reprogram bookends B#13 and B# *Analyze structural impacts 35. *Finalize Protein Chemistry Program 32. *Finalize Bio-Organic Chemistry Program 33. *Finalize LAR Program 34. *Finalize Pharmacology Program 27. *Finalize B#13, 15 Shaft Size & MEP Room Locations 37. *Reprogram B#15 Shafts 19. *Determine vertical utilities 45. *Complete all Basement/LAR Drawings Genentech PM Lab planning Program Meeting with Protein Chemistry 44. *Complete B#14 Officing Planning 39. *Finalize MEP distribution and section 42. *Develop Execution Strategy 46. *RA Furnture Concept Complete 43. *Changes in Steel Forwarded to Steel Detailers 40. *SRG Reprogram 15/14 interface, exiting, stairs 55. KPFF design stairs for 15/ *SRG Reprogram 13/14 interface, exiting, stairs (3) *AEI design MEP HVAC, Conduit & piping mains B13 Weekly Coordination Meeting Final Program Confirmation with Officing *Lab and vivarium Programming Complete *Exterior Programming Accepted by Genentech 24. *Complete B13,4 H block occupancy requirements on MEP systems Bookend Programming Accepted by Genentech Notice to proceed on structural changes 29. *Document lab plan 48. *Develop exiting plan 1. *Redesign main MEP distribution systems 25. *Do Central Plant design changes 31.* AEI & SRG Determine Design $/Time Impact of Change 18. *Detailed Lab Program Documentation 47. *Develop lab DD plan 28. *Determine segregation of lab and tech space 50. Designate size, location of 13 MEP, teledata rooms 51. Designate size, location of 14 MEP, teledata rooms Review skin changes w/db team 54. KPFF design stairs for 13/ *Complete UG utiliites 30. *Approve Change to Design Contract Review 80% documents Final Program Confirmation with Pharmacology *Package B structural modifications (CCD3A) 5. *Finalize lab & Equipment plans Architect program/mep oncepts Established By Design Team 2. Initial redesign MEP branch lateral distribution 3. Complete Tele Data Design G accept 13/14 Interface *Cal OSHA Recommend Determination of LFFH 4. complete all Interior Architcture *Turnover lab and vivarium DD plan to AEI G accept 15/14 Interface Genentech 80% Detailed Design Review Final Program confirmation with LAR (6) Coord B13 MEP floor section (8) *Revise MEP loads, G accept lab equipment matrix 49. Develop reflected ceiling plan *Notice to proceed with detailed design SRG Management SRG / AEI Technical Steel Detailing Meetings Turnover reflected ceiling plan to AEI 17. *Risick reprogram solvent distribution and waste *Design Budget & Schedule for Changes Approved *City Accept exiting B13 MEP HVAC, conduit, piping mains completed Organization MEP Equipment schedules finalized AEI Management Task22 AEI Core and SRG Lab Meetings 80% Drawing Review Work Process *Package C skin modifications HDCCO Costing Tele Data Coordination Meetings (13,15,16) MEP specs, P&ID's, control sequences 22. *Complete catwalk drawings 20. *Determine Scope of package D including vivarium changes 16. *HDCCO Determine Schedule Impact 21. *Prepare Plan Views for Review of Concept w/city 52. Finalize landscape SRG Technical 14. *HDCCO update Estimate of cost of Program AEI Core and Tech 13. *Code Consultants Review Concept for final city Presentation KPFF Package D and UG addendum issued: underground utilities, vivarium catwalk HDCCO Core *City Approval of H Concept Code Rev Consultant 15. Jeff reprogram HMIS Solvent *Accept project scope:budget by Genentech 10. Draft Alternate means Tarter 8. Review Alternate Means w/impact on LEL and LFFH H Block Crew & Tech SRG Landscape City Approval of Alternate Means for Program Tele Data Design Code Rev Issue 80% MEP CDs Detailed Design 80 PC Complete (19) Genentech review 80% drawings (20) Incorporate 80% MEP review comments 53. Incorporate comments, complete Architectural detail MEP 80% Review comments incorporated (21-4) Finalize MEP Details, update specs and p&id's Finish Integrated Product, Organization and Process design John Kunz Baseline Year-1 Rate ($K) Change (K$) Revenue 100,000 2% 102,000 Cost of contracted 85, % 84,660 work 85% Cost of self-performed work 10% 10, % 12,240 Gross Margin 5,000 5,100 Sales, G&A 2% 2,000 2,040 IT investment 70 Amortized costs of IT/yr 33% 23 Net income 3,000 3,037 Time to payback (years) 1.9 Net Income change (%) 1.2 The big idea: Integrated Product, Organization and Process design can support, at least design, fabrication, assembly and use of new products