5D Virtual Construction5D Virtual ConstructionCSAR CCSAR C--130 Squadron 130 Squadron

Operations FacilityOperations FacilityDavis Davis MonthanMonthan AFBAFB

Daniel GonzalesDaniel GonzalesDirector of Design & Construction TechnologyDirector of Design & Construction Technology

Copyright © 2005 Daniel Gonzales RQ Construction.

Construction TodayConstruction Today

““Insanity is doing the same thing over Insanity is doing the same thing over & over, expecting a different result.& over, expecting a different result.””

Albert EinsteinAlbert Einstein

ItIt’’s Process, Stupids Process, Stupid……(Not Technology)(Not Technology)

ItIt’’s Expensives ExpensiveYou will probably have limited successYou will probably have limited successAnd worst case, youAnd worst case, you’’ll be making your same old ll be making your same old mistakes more often and quicker (and technology will mistakes more often and quicker (and technology will be blamed)be blamed)Use technology to support your process changesUse technology to support your process changes

Technology without process change is hardTechnology without process change is hard……

How RQC is Implementing How RQC is Implementing Change Change

Forms of Process ChangeForms of Process ChangeCompany commitment to look at all aspect of its Company commitment to look at all aspect of its business that provides business that provides ““ValueValue”” to our clientsto our clientsReRe--engineering engineering –– Carefully reviewing current value Carefully reviewing current value stream processes and stream processes and overhauling processes that overhauling processes that dondon’’t provide valuet provide valueContinuous Improvement Continuous Improvement –– corrections and corrections and refinementsrefinementsConsistent Executions Consistent Executions –– applying what works applying what works throughout the organizationthroughout the organizationLearn new technologies Learn new technologies –– apply them when they apply them when they support our process improvementssupport our process improvements

““Ready or not, we are in the era of process Ready or not, we are in the era of process change in the world of design & construction.change in the world of design & construction.””

IncreaseRelatedness

(Virtual Enterprise)

Trustworthiness

Collaboration

Maximizethe Whole

ContinuousImprovement

Technology

The 6 Pillars of RQ’s Future

Synergy

Successful Project DeliverySuccessful Project Delivery

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

What Is Lean?What Is Lean?

Lean construction is derived from the Toyota Lean construction is derived from the Toyota Production System (TPS)Production System (TPS)JustJust--inin--time delivery (JIT) time delivery (JIT) ““pullingpulling”” both labor both labor and materialsand materials““Last PlannerLast Planner”” management not management not ““Command Command and Controland Control””Reliable work flow by team collaboration, and Reliable work flow by team collaboration, and making & keeping making & keeping ““commitmentscommitments””Power to stopPower to stop--thethe--line when a breakdown line when a breakdown occursoccurs

Hey, Hey, ““MudaMuda”” HappensHappens……

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 muchwork 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.

The Seven kinds of waste (Muda):

Mura & Mura & MuriMuri Are Sins TooAre Sins Too

Mura:Mura: Uneven workflow, too much work Uneven workflow, too much work or not enoughor not enough

Create buffers to smooth workflowCreate buffers to smooth workflowMuriMuri:: Overburdening people or Overburdening people or equipmentequipment

Causes safety issues and burnoutCauses safety issues and burnout

Toyota WayToyota 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.

The 14 points of the Toyota Way:

Toyota Way, continuedToyota Way, continued

8. Use only reliable, thoroughly tested technology that serves yourpeople 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.

Sutter Health Sutter Health

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.

Sutter Health is adopting Lean and Integrated Project Teams as their method of project delivery. They have come up with 5 Big Ideas:

Current 2D Paper Based Process Current 2D Paper Based Process Wastes Trees and KnowledgeWastes Trees and Knowledge

Muda Enemy No. 1

Phil Bernstein, Autodesk White Paper

Pretty Picture But Try to Build Pretty Picture But Try to Build From ItFrom It……

3D Visualization is Important for the User 3D Visualization is Important for the User to Understand What Theyto Understand What They’’re Gettingre Getting

But We Can Build From Our But We Can Build From Our Pretty PicturesPretty Pictures

The Technology Road Map For The Technology Road Map For Rogers Quinn ConstructionRogers Quinn Construction

iRoomiRoom Meeting Meeting Spaces*Spaces*ThinkTankThinkTank & Recall & Recall Collaboration tools*Collaboration tools*FPP Production FPP Production ManagementManagementBIM ModelsBIM Models4D Models4D Models5D Costing Models5D Costing ModelsCorporate MemoryCorporate MemoryDigital Asset ModelsDigital Asset Models

Technologies being reviewed:

Team Collaboration Tools

3D BIM Models

4D Scheduling Models

5D Estimating Models

Digital Asset Models

* Stanford CIFE Technology

RQC Modeling Efforts Past 20 RQC Modeling Efforts Past 20 MonthsMonths

UCSB Student Resource UCSB Student Resource BuildingBuilding

A 3 story multiA 3 story multi--use student resource center with a use student resource center with a childcare center on the UC Santa Barbara campuschildcare center on the UC Santa Barbara campus$18.9 M $18.9 M ‘‘Hard BidHard Bid’’ (Traditional Design(Traditional Design--BidBid--Build job)Build job)Decision to use BIM modeling after award of contract to Decision to use BIM modeling after award of contract to RQ ConstructionRQ ConstructionBIM model not requirement of the contract, but RQC BIM model not requirement of the contract, but RQC provided a complete 3D Object Model, including provided a complete 3D Object Model, including Underground utilities, Structural, and MEP Underground utilities, Structural, and MEP

Technology Tools Being Used Technology Tools Being Used (and evaluated) by RQ Construction(and evaluated) by RQ Construction

Collaboration:Collaboration:FPP (Flow and Problem Prevention): WebFPP (Flow and Problem Prevention): Web--based based ““PullPull”” Work Stream Planning Work Stream Planning and Control with Subcontractorsand Control with SubcontractorsVideo conferencing between Main Office and Jobsite TrailerVideo conferencing between Main Office and Jobsite Trailer

3D BIM and As3D BIM and As--Built Modeling:Built Modeling:GraphisoftGraphisoft ConstructorConstructorMicroStationMicroStation TriFormaTriFormaNavisWorksNavisWorks JetstreamJetstream & Clash& Clash

4D Planning:4D Planning:GraphisoftGraphisoft ConstructorConstructorGraphisoftGraphisoft DynaProjectDynaProject Line of Balance Scheduler (just starting to evaluate*)Line of Balance Scheduler (just starting to evaluate*)NavisWorksNavisWorks TimelinerTimeliner

5D Estimating: 5D Estimating: GraphisoftGraphisoft Estimator (UCSB SRB is a Estimator (UCSB SRB is a ‘‘Hard BidHard Bid’’ project) will be set up for project) will be set up for DesignDesign--Build work with Davis Build work with Davis MonthanMonthan as a test*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 FPP (Flow and Problem Prevention)Prevention)

FPP is a webFPP is a web--based production based production management tool hosted by Strategic management tool hosted by Strategic Project Solutions Project Solutions Utilizes Lean Production methods to Utilizes Lean Production methods to plan project work streams and plan project work streams and manage subcontractor productionmanage subcontractor production6 week look6 week look--ahead, weekly ahead, weekly workstreamworkstream planning, daily production planning, daily production reportingreportingImplementation is Implementation is ““company wide and company wide and shallowshallow””Field operation first, followed by Field operation first, followed by BackBack--office and office and PreConPreCon ServicesServices

Distance CollaborationDistance Collaboration

Use of video conferencing (over the internet) among Use of video conferencing (over the internet) among main office, design consultants and the job site main office, design consultants and the job site Getting the Getting the ‘‘rightright’’ people to address the problem.people to address the problem.

RQ Main Office, Bonsall, CA

RQ Trailer, UCSB Campus

UCSB SRB Coordination UCSB SRB Coordination PlanningPlanning

UCSB SRB Coordination UCSB SRB Coordination DocumentationDocumentation

Digital AsDigital As--Built ModelBuilt Model

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

Designing a Building IsnDesigning a Building Isn’’t Like t Like Designing a PencilDesigning a Pencil……

Products lose value over their Products lose value over their LifeLife--cyclecycleBuildings gain both value & Buildings gain both value & operational expense and often operational expense and often change functions over theirs change functions over theirs The value of the functions in the The value of the functions in the building over its lifebuilding over its life--cycle out cycle out weigh the costs of design and weigh the costs of design and construction 200 to 2,500 timesconstruction 200 to 2,500 timesTo give value each system in the To give value each system in the building must contribute value to building must contribute value to the Target Costthe Target CostSetSet--based design needs to based design needs to incorporated in to the processincorporated in to the process John Haymaker, CIFE

Stanford University

Virtual Construction TM

Recipe

Completed Column

Recipe

Virtual Models Are Really Containers Virtual Models Are Really Containers of Knowledgeof Knowledge

Virtual Construction TM

Methods

Concrete

Reinforcing Bars

Formwork

Cladding / Surface finish

Recipe

Methods

Stages Required to Finish Column

Resources

Recipe Methods

Resources Need to be ManagedResources Need to be Managedto Build to Build

Using the 3D Model to DriveUsing the 3D Model to Drivethe Estimatethe Estimate

EstimateEstimateRecipes

Methods

Resources

Model & Estimate Drive TasksModel & Estimate Drive Tasks

GS Control

Lessons Learned on Applying Lessons Learned on Applying Model Based Estimating Model Based Estimating

Organize model objects based on Organize model objects based on UniformatUniformatUse recipes and zones to verify target costs in Use recipes and zones to verify target costs in early designearly designGet all team members involved in estimating Get all team members involved in estimating process, not just the estimators process, not just the estimators Good news, estimates reflect the current Good news, estimates reflect the current design, and not lagging behind the drawingsdesign, and not lagging behind the drawingsUsing schedule as a part of cost Using schedule as a part of cost controlcontrol

Project ScheduleProject Schedule

Line of Balance

Gantt chart

Comparative ViewsComparative Views

Afraid to Get Your Feet Wet? Afraid to Get Your Feet Wet? YouYou’’re Not Alonere Not Alone……

The Chasm

ConservativesSkeptics Pragmatists Visionaries Techies

Geoffrey Moore, Geoffrey Moore, ““Crossing the ChasmCrossing the Chasm””

Sustaining vs. Disruptive Sustaining vs. Disruptive TechnologiesTechnologies

2005

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Clayton Christensen, Clayton Christensen, ““The InnovatorThe Innovator’’s Dilemmas Dilemma””

This Will Require a Collaborative This Will Require a Collaborative Process ChangeProcess Change

Modeling Process For Modeling Process For Collaborative TeamsCollaborative Teams

CONCEPTUAL DESIGN

DESIGN DEVELOP’T

REVIEWS & APPROVALS

CONSTRUCTION PLANNING

DETAILED ENGRG

FABRIC’NPROCUR’T ASSEMBLY

PRODUCTION MANAGEMENT

Owner, Users, External PartiesReview for Understanding & Approval

Constructability, CostSchedule, Work Structuring

FPP (Flow & Problem Prevention)Construction Administration

Cost Control

Models forConstructability

Models forScheduling

Model forDesign

Coordination

As BuiltModel forFacil Mgt

Models forAnalysis

Models forUnderstanding/Design Intent

Thank YouThank You

Daniel GonzalesDirector of Design and Construction Technology

dmgonzales@rqconstruction.com