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Virtual Design and Construction
Additional Roles:
• Senior Fellow, Precourt Institute for Energy
• Lead, Building Energy Efficiency Research, Precourt Energy Efficiency
Center (PEEC)
• Affiliated Faculty, Woods Institute for the Environment
• Affiliated Faculty, Emmett Interdisciplinary Program in Environment
and Resources (E-IPER)
• Advisory Professor, School of Economics and Management, Tongji
University, Shanghai
• Visiting Professor, School of the Built Environment, University of
Salford, UK
Martin Fischer Professor, Civil and Environmental Engineering and
(by courtesy) Computer Science
Director, Center for Integrated Facility Engineering
(CIFE)
http://www.stanford.edu/~fischer
fischer@stanford.edu
The Lean Ideal
Give customers exactly what the want to
accomplish their goals with zero waste.
Connection between Lean Production and VDC
Pull (do work only on request):
Foresight for what to request when from whom
Difficult to do in your head only
Long-term view when making short-term decisions
How to keep the goals, objectives, options, current project status, etc. in
your head and make sure that your colleague’s picture aligns with your
picture?
Consider all options
How to develop many options and evaluate them consistently and quickly?
Produce plans collaboratively with those who do the work
How to consider the entire life-cycle performance to manager design?
Want bad news early
Measure
Remove all constraints
See all constraints
Lean & VDC
Lean: The Last Planner
VDC: The Last Designer
A holistic performance-based approach to AECO
t
$, t, energy, CO2, human costs, etc.
Facility Maintenance Cost
Business Operations Cost
Design-Construction Costs
Value from Facility
Building Operations Cost
5
6
A framework for establishing exemplar/benchmark Projects and Project elements with defined customer benefits
The Objective: To establish within CSUK:
BIM Value Proposition
Past Present Future
• Yesterday’s practice: YCASWYG You can’t always see what you get
• Today’s practice: WYSIWYG What you see is what you get
• Next practice: WYMIWYG What you model is what you get }
performance Scofield 2002
(c) 2010 7
Combining data and visualization
Visualization
Social Interface with Stakeholders
Conceptual project planning & design
Design
Procurement
Construction
Start-up
Operations
Data
Interface with Engineering and Project Control and Management Systems
8
F+V (S, Pg, M) + E (Rp, Vw, Pp / v, T) = I (#i, Qi) = NoK (CaB, Cc-s) = Success
VALUE DEFINITION Stakeholder Desires Performance Goals Objectives & Metrics
FRAMEWORK Relational Contract
ENVIROMENT Right People Virtual World Proximity Transparency
NETWORK OF KNOWLEDGE Connections across Boundaries Clarity of Customer Supplier Relationships
INTERACTIONS Quantity Quality
+ = = +
THE “MAGIC FORMULA” OF INTEGRATED PROJECT DELIVERY (IPD)
9
Developed in collaboration with Dean Read and Atul Khanzode at DPR.
Integration Strategies
• Deploy VDC methods on projects
• Design the product, organization, and process
concurrently
• Use a performance-based approach
– Predict product, organization, and process performance
– Close the loop
– Formalize best practices
– Use good management practices
• Optimize across multiple scales, systems, and criteria
• Dramatically reduce latency
Introduction to VDC
Center for Integrated Facility Engineering
ICE BIM+ Process
Current State Process, T5 Rebar Detailing for Construction
De
sig
nM
an
ufa
ctu
reE
ng
ine
erin
g
Release CAD
dwg, rebar
schedule (*.CSF)
in Documentum
Document
control delay
(1 week)
Preliminary
designGA drawings
Refine RC details
and concept for
buildability/
detailing
Use model to
develop and
communicate
methods
Prepare RC detail
drawings
(drafting)
Check and
coordinate detail
drawings
CAD check
(1d/dwg)
Check against
engineering calcs
(.5d /dwg)
Independent final
check & sign off
(2 weeks)
Building control
check & sign off
(BAA, time?)
Release paper P4
dwgs & bar
bending
schedules
Rebar factory
starts bending
Pre-assembly
Ship to site
Draft spec
Comment on
spec
Update spec Release spec
Model rebar
component (Use
digital
Prototyping tool)
Issue and resolve
TQ’s (Technical
Queries)
AutoCAD CAD RC IDEAS Arma +
Design input/
changes
Technology:
Detailed
engineering
design
information
Site assembly
Preliminary drafting
2 weeks
Back drafting
1 week
Checking
2 weeks
Document control
1 weekTimeline:
NOTE: Drawings are batched into sections-
then 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 -
pend ing changes f rom other des ign
disciplines
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.
Other / None/
Unknown
Preliminary RC
detailing
Iterative
process
Consists of:
engineering
calculations,
sketches, etc.
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
Asse
mb
ly
Existing Process - 6 weeks
Client/Business Objectives
Project Objectives
Virtual Design and Construction (VDC)
(c) 2010 11
Product
Organization
Process
There are only three levers to influence project delivery and create value
12
Diagram courtesy Dean Reed, DPR
Consider the connection to Task Planning.
Introduction to VDC
Center for Integrated Facility Engineering
3 Levels of BIM
1. Visualization (manual integration)
• Model and visualize all “expensive” elements of the product, organization, and process
• Get input from team members and stakeholders when it matters
• Incrementally enhance project objectives
• Pay for with project funds
2. Integration (computer based)
• Building information models “interoperate” between disciplines and connect to other data
sets (cost estimates, schedules, etc.)
• Single data entry
• Requires corporate, multi-project support
3. Automation
• Automated design and (CNC) manufacturing
• Do high-quality work really fast all the time
• Enables breakthrough project performance
• Requires corporate, multi-project support
(c) 2010 13
Introduction to VDC
Center for Integrated Facility Engineering
May 1994
October 1995
June 1999
San Mateo County Health Center, CA
Is there a path from any department in the health center to any other department within the center at all times?
http://cife.stanford.edu/online.publications/TR101.pdf
Introduction to VDC
Center for Integrated Facility Engineering
If you can’t build it virtually … What you see is what you get and it fits
Image Courtesy DPR
(c) 2010 15
Introduction to VDC
Center for Integrated Facility Engineering
Slide Content Courtesy Optima
Computers can count
(c) 2010 16
Introduction to VDC
Center for Integrated Facility Engineering
Engage all critical stakeholders in decision making when their input actually matters
Image Courtesy Walt Disney Imagineering
Introduction to VDC
Center for Integrated Facility Engineering
Fabrication from 3D models
• DPR:
– ~25-30% fewer crew hours in the field
– No shop drawings
– Safer, faster field assembly
• ConXtech:
– Connection Tolerance: 0.006”
– Beam welding: 5 min 35 sec (typical: 180 min); 0.2% rejects (typical 5-8% rejects), 97% time improvement
– Lead time: days vs. months
– Construction: 10,000 sf/day up to 9 stories (4,000 sf with stairs, railing, etc.), often 6 months overall savings
Image Courtesy DPR Inc.
Image Courtesy ConXtech, Hayward, CA
Introduction to VDC
Center for Integrated Facility Engineering
Dramatically reduce latency by co-locating project team in a VDC-enabled work environment
• UCSF Mission Bay Hospital
– 60,000 m2 Hospital; 23,000 m2 Outpatient
Building; 9,000 m2 Energy Center
– Budget ~$1.6B
– Complete Dec. 2014
• 4-day VDC and integration planning
workshop at CIFE with 32 key project team
members
• Big Room with 100 professionals working on
the project (owner, architect, engineers,
general contractor, subcontractors)
Image Courtesy DPR Inc.
Image Courtesy DPR Inc.
(c) 2010 20
Introduction to VDC
Center for Integrated Facility Engineering (c) 2010 21
Introduction to VDC
Center for Integrated Facility Engineering
Virtual Design and Construction (VDC) is
• the use of multi-disciplinary performance models
• of building projects, including their – products (facilities), – organizations, and – work processes
• for business objectives
Goals
All key stakeholders and perspectives
Scope
How to realize the scope
What the project does for the owner
In the computer
Focus on design and construction because facility life cycle impact is largely defined in these phases
(c) 2010
22
23
relate
Comparing predicted and actual performance
aggregate
Component level System level Space level
compare
Data from
Global
Ecology
Building
P
R
E
D
I
C
T
E
D
O
B
S
E
R
V
E
D
Value Cost Intervention
24
1. Develop Strategic Goals and Objectives
for MEP Coordination
2. Organize a multi-disciplinary
team for coordination
3. Co-develop performance and outcome objectives
4. Co-Develop Technical Logistics to manage coordination
5. Develop Pull Schedule to structure
the work based on construction sequence
6. Manage against the performance objectives
IVL Method for measuring effectiveness of MEP
coordination
25
Validation of IVL method
IVL method has power and generality and is a contribution to
knowledge based on the results of my case studies
Copyright 2010
Process Integration Platform:
catalyzing continuous process improvement Reid Senescu and John Haymaker
supported by Arup and CIFE TAC
Reid Senescu and John Haymaker
Process Type Information Management System
Hie
rarc
hic
al
Ne
two
rk How do designers manage information
? Design processes
are networks
Today, teams organize
information hierarchically
PIP is a process-
based file sharing
web tool where
project teams share
files the same way
they work
http://www.cafecollab.com
Manufacturing Industry – Distribution of Management Practice Ratings (Bloom & Van Reenen, 2006)
BAD PRACTICE
GOOD PRACTICE
MOST CAN IMPROVE
MANAGEMENT PRACTICE
27
STEEL FRAME OPTIMIZATION USING BiOPT
M E T H O D
FOREST FLAGER / MARTIN FISCHER
R E S U L T S
GEOMETRIC
MODEL
GEOMETRIC
MODEL
OPTIMIZE
SHAPE
(SEQOPT)
ANALYTIC
MODEL
OPTIMIZE
SIZING
(BiOPT)
1
2
3
4
Cycle
Time
Reduction
Cost
Savings
3,200x $4M
(19%)
4,800x $60K
(8%)
7,200x $1.2M
(34%)
29 sewer
23 7
100
losses
5
95
15
Building-scale water balance (Craig Criddle)
18 2
Reuse of treated greywater 47% of indoor demand is satisfied without human contact with treated water. 47% less imported water 65% less sewer discharge More water is available for other applications or storage.
53 Imported water
35
12
Storage or other uses (e.g., landscape)
30 3
30 15
3
losses
Concurrent Optimization of Day Lighting and Energy
Performance (with Benjamin Welle and Gianluca Iaccarino)
Take advantage of parallel computing
Application of Artificial Intelligence
(Knowledge-Based Systems) and
Distributed Computing to Daylighting MDO
8/13/2014
VDC for Reliable Project Execution
Center for Integrated Facility Engineering
Blue Sky
Concept
Design
Implementa-tion
Close Out
ICE
BIM (3D, 4D)
Process / Production Planning & Control
Metrics
(c) 2011
VDC for Reliable Project Execution
Center for Integrated Facility Engineering
Blue Sky
Concept
Design
Implementation
Close Out
Blue Sky
Concept
Design
Implementation
Close Out
Blue Sky
Concept
Design
Implementation
Close Out
Blue Sky
Concept
Design
Implementation
Close Out
Blue Sky
Concept
Design
Implementation
Close Out
(c) 2011
VDC for Reliable Project Execution
Center for Integrated Facility Engineering (c) 2011 35
Opportunity Blue Sky Concept Design Implementation Close Out
Fit for
Purpose
-Team Charter
-Metrics
Definition
-ICE
-3D Visualization
-3D
Visualization
-Metrics
Refinement
-3D
Coordination -3D Validation
-As-built 3D
Models
Low Material
Cost
-Multi-scale
Optimization
-3D Modeling
-BIM
-BOM for
Prefabrication and
Assembly
Low Labor
Cost
Short
Duration
-ICE
-Prefabrication
-Process
Planning and
Control
-3D/4D
Modeling
-Production
Planning & Control
-Installation
Drawings (from
BIM)
-4D Modeling
-Supply
Synchronization
Strong
Sustainability
-BIM-based
Analysis
-ICE
-Prefabrication
-Standardization &
Modularization
-Metrics Review
-Performance
Improvement
VDC Implementation Challenges & Recommendations
Center for Integrated Facility Engineering
5 Elements for Successful Implementation
Vision Change + + + + = Action Plan Skill Incentive Resources
Confusion + + + = Action Plan Skill Incentive Resources
Vision Anxiety + + + = Action Plan Incentive Resources
Vision Gradual Change + + + = Action Plan Skill Resources
Vision Frustration + + + = Action Plan Skill Incentive
Vision False Start + + + = Skill Incentive Resources
Vision
Skill
Incentive
Resources
Action Plan
(Adapted from “Demystifying Six Sigma” by Alan Larson)
(c) 2011 36
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