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© LEAN CONSTRUCTION INSTITUTE
C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Transforming Traditional MEP Construction into a Modern Process of Assembly
18th October 2017
Dr Peter Court, Laing O’Rourke UK
C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
© LEAN CONSTRUCTION INSTITUTE
© LEAN CONSTRUCTION INSTITUTE
C A P T U R E A N D L E V E R A G E T H E L E A N A D V A N T A G E
Contents
2
• Aims and objectives, expected outcomes and methodology
• UK health and safety statistics
• Productivity dimension
• The MEP onsite assembly system
• Case studies and lessons learned
• Where are we today?
• Questions
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Aims and objectives
3
To transform the traditional construction
process into one based on technological
innovation by:
• Designing for Manufacture and
Assembly (DfMA)
• Onsite assembly of modules and kits-of-
parts to form complete MEP systems
• With ergonomic workplace design
• Resulting in onsite operatives carrying
out safer, simpler assembly tasks for a
shorter period of time
• Target 70-60-30 towards zero
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Expected outcomes
4
• To satisfy customers needs and
requirements
• To look after our people, as everybody has a
right to go home safely after a productive
days work
• To challenge and change the poor image of
construction
• Because of increasing time, cost and
resource constraints
• To bring a high degree of certainty to what
we do
• To protect valuable commissioning periods
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Methodology
• Developing and implementing a PRODUCTION SYSTEM
and MEP PRODUCTS that projects use
• Strong LEADERSHIP support at business unit and project
level
• Making RULES and STICKING to them
• Driving processes through all of their WORKSTREAMS
• Continuous identification of, and overcoming BARRIERS with
COUNTERMEASURES
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• 2.2 million people work in BRITAIN’S CONSTRUCTION INDUSTRY making it the
countries biggest industry
• In the last 25 years over 2,800 people have DIED from injuries they received as a
result of construction work, many more have been injured or made ILL
• Construction also has the highest rate of MUSCULOSKELETAL DISORDERS
(MSD’s); these are mostly back injuries from manual handling
• HANDLING INJURIES (to employees in 2004/5) accounted for 38% of over 3 day
injuries and 15% of major injuries
• In the UK 4,500 construction workers are ABSENT from work every day because
of injuries caused by ACCIDENTS, but there are 11,000 construction workers OFF
SICK at any one time with a work-related illness (Gibb 2006)
UK Health and Safety statistics (at the time of the research process)
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A productivity dimension
Margin10%
Labor17%
Sub-contractors34%
Materials16%
Plant1%
Preliminaries22%
Margin
Labor
Sub-contractors
Materials
Plant
Preliminaries
Aggregate value of labour component = approx. 23%
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MEP onsite assembly system (refer to previous research)
Agile dimension – flexible,
responsive
Lean dimension – modular,
standardised
Lean dimension – waste
elimination, good ergonomics
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Main lean features of the MEP assembly system
9
None of these are new in their own
right…
But it’s the combination of them
into a SYSTEM that brings
greater VALUE
• Synchronized workflow through the project value chain
• Planning and production control with LPS®
• Digital engineering
• ABC inventory analysis
• Preassembly, prefabrication and parts kitting (with postponement)
• Week beat scheduling
• Mobile work cells with ergonomicworkplace design
• Creation of a common understanding
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ABC inventory system (based on Pareto)
10
• Type A parts are modules pre-assembled offsite.
• Type B parts are components such as prefabricated spools, loose pipes, electrical conduits, cables, ductwork, grilles etc.
• Type C parts are consumables such as nuts and bolts, clips etc.
(a simple preassembly formulae)
=A
(100’s -
1,000’s)
+B
(1,000’s –
10,000’s)
C
(100,000’s –
1,000,000’s)
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CommissioningDesign
Basic and detailed design
Digital engineering
Onsite
assembly
Inbound and outbound logistics
Workplace organisation
Creating a common understanding
ProcurementComponent
manufacture
Logistics strategy by material type
ABC parts classification
Postponement and parts kitting
Modular assembly
Lean interventions into the project value chain
Planning and production control
Week-beat scheduling
Last Planner System®
Synchronised workflow
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Some clarification of terms used
12
• PREASSEMBLY refers to sub assemblies and components assembled together offsite into modules.
• Generally made-to-order (MTO)
• PREFABRICATION refers to loose components joined together offsite to form sub-assemblies (spools for example).
• Generally made-to-order (MTO)
• LOOSE COMPONENTS are just that, loose components.
• Generally made-to-stock (MTS)
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Case study 1 – North Staffordshire PFI Hospital in the UK
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North Staffordshire PFI Hospital (UK)
14
• £100 million MEP project
• Multi-storey car park
• Maternity and Oncology Centre
• Sterile Services Department
• Hub and Wards Unit, Diagnostic Treatment Centre
• Community Hospital – remote location
• The project commenced construction in December 2006 and completed in 2013
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• Synchronized workflow through the project value chain
• Planning and production control with LPS®
• Digital engineering
• ABC inventory analysis
• Preassembly, prefabrication and parts kitting (with postponement)
• Week beat scheduling
• Mobile work cells with ergonomic workplace design
• Creation of a common understanding
Main lean features of the MEP assembly system
Explored fully in:
Transforming Traditional MEP
Construction into a Modern Process
of Assembly (my Thesis)
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LCI CONGRESS PRESENTATION STYLE GUIDECase Study 2 – Northern Water Treatment Plant in Regional Queensland Australia
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Northern Water Treatment Plant (NWTP)
17
• EPC project for Queensland Gas Company's (QGC) Northern gas fields
• Designed for a capacity of between 80ML/day and 100ML/day
• The Plant has advanced water treatment technology
• Disc filtration, Submerged Ultra Filtration (SUF)
• Ion Exchange (IX), three stage Reverse Osmosis (RO)
• Chemical conditioning and brine concentration
• Producing product water and salts suitable for various beneficial uses
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NWTP particular issues
18
• Remote location with extreme weather and difficult logistics
• Difficult working conditions and living in a camp
• Rostered work periods (19/9) and skilled trade shortage
• Sister project stick built – major labour cost and time overruns
• Critical schedule to produce gas to target dates
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So what did we do?
19
• Self delivered integrated BIM
• Comprehensive DfMA solution, divided into 5 plant locations, 32 module groups,
262 modules in total including Kits-of-Parts
• Parts-kitting strategy (type B & C parts) with mobile work cells for trade crews
• Workflow implemented with LPS® with daily commitment planning
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Logistics and manufacturing
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Self delivery crews with appropriate equipment
21
• 3 crews – offloading and assembling modules (riggers, mechanical and
electrical)
• 1 crew fitting Kit-of-Parts interconnecting modules and General Electric (GE) kit
• Supplied with appropriate tools, mobile work cells and point-of-use Kit-of-Parts
containers
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Kit-of-parts at point of use
22
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Examples of appropriate equipment
23
Mechanics stool
(saves your back)
Field office with LAPTOP for
BIM model (saves a walk)
Tools/parts trolley (saves
carrying things around)
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Workflow driven by plant fit-out sequence
24
• Bases poured
• Module assembly in sequence
• Process kit assembled in sequence
• Kits of parts assembled
• Next module group commences
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So how did we do? (summary compared to sister project)
Target NWTP
Assembled offsite • Above ground piping 58% offsite (84% of large bore)
• SUF tank 90% offsite (above ground works)
• Clarifier tanks 86% offsite (above ground works)
On site labour • 262 modules > 70% less on site labor
• SUF Tanks > 60% less on site labor
• Clarifiers > 60% less on site labor
Schedule compared to sister
project – Kenya Water Treatment
Plant (KWTP)
The overall benefit to the schedule to achieve mechanical
completion:
• KWTP = 100 working weeks
• NWTP = 63 working weeks = > 37% cycle time
improvement
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Key lessons learned
• Design had to be reworked for a DfMA solution, due to late decision – cost and time impact
• DfMA design development resource was a bottleneck – time impact
• Large nuts and bolts are not MTS, but MTO (delivery delay) – time impact
• Initial module delivery targets were ambitious – initial time impact
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LCI CONGRESS PRESENTATION STYLE GUIDECase Study Three – CHUM Super Hospital in Downtown Montreal, Canada
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CHU Super Hospital in Downtown Montreal (thermal plantroom)
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• 2,880,000 sq ft (268,000 sq m), 772
beds
• Thermal plantroom on top of last
building to be constructed (L 17, 18 and
19)
• 6 hot water boilers: 2.352 MW hot water
• 6 steam generators: 2.238 MW steam
• 9 chillers: 31.651 MW cooling
• 8 generators: 20 MW emergency
standby power
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Thermal plantroom particular issues
29
• Contains all primary movers
• Needed to commence site-wide
commissioning
• On top of last constructed main building
structure with difficult logistics
• ASME B31.1 power plant specification
• No real 3D/BIM or pre-assembly
capability in the region
• Can’t self deliver – sub-contracted only
option
• Skilled trade shortage
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So what did we do?
30
• Self-delivered fully integrated BIM model
designed around actual components
• All plant and interconnecting piping and
cable containment detailed
• All piping 4” and above pre-fabricated
off-site for on-site assembly
• 700 spools, 450 spool locator drawings
• Precise install sequence
• We sub-contracted on this basis – we
took the risk
• Collaborative planning and LPS®
weekly work planning
•
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So how did we do?
31
• Work commenced April 2015 (week 1)
• Systems construction complete (ready
for testing and commissioning):
• Heating and cooling systems:
between week 36-44
• Standby generators: week 57
• Steam and condensate system: week
62
• Average 47 operatives over the period
(minimum 10 - maximum 68)
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Key lessons learned
32
• Specialist CAD resource (steam system) was a bottleneck – time impact
• Tower crane in the way of sequence (bad initial decision) – revisit out of sequence required
• We had clashes so we paid – cost impact
• No personnel hoist to working floors, had to walk up stairs – cost and time impact
• Limited space for welfare cabins, located on other floors – cost and time impact
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Where are we today?
MEP product family
Energy
centres/
plant rooms
Composite
Sectional
With building envelope
Without building
envelope
Plant/
equipment
modules
Pump modules
Valve modules
Calorifier modules
Heat exchanger
modules
Other component
modules
Supply chain:
Pressurisation and
booster sets
AHU’s
Fans
Chillers
Tanks
HV/LV panels
Generators
Sub-stations
Ring main units
Vertical
distribution
Active risers
Multi-floor
Floor2floor
Structural
Non-structural
Multi service
Electrical
Mechanical
Horizontal
distribution
Roof
Ceiling void
Floor void
Below ground
Interstitial
Structural
Non structural
Multi service
Electrical
Mechanical
With building fabric
Frameless (ATIF)
Electrical
modular
systems
Supply chain:
Modular wiring
Pre-wired boards
Pre-wired modules
Bus-bar solutions
Building
technology
systems
Supply chain:
Lighting control
solutions
Fire solutions
Security solutions
ICT solutions
BMS solutions
Wireless
Modular plug & play
Volumetric
spaces
Supply chain:
Toilet pods
Bathroom/en-suite
pods
Utility cupboards
Theatres
Clean rooms
Kit-of-Parts
Pipe spools
Steelwork
structures
Platforms
Ladders
Stairs
Support systems
Supply chain:
Mobile assembly
cells
Terminal
distribution
Fan coils
Multi service ceiling
module
Supply chain:
Multi service chilled
beams
Multi service acoustic
module
Radiant panel module
Manifolds
Smart walls
Integrated plumbing
systems
Bed-head units
AVSU’s
Theatre panels
Ultra cleans theatre
hoods
Pendants
Theatre lights
Dado trunking
CRAC units
Forms
complete MEP
systems when
assembled
together onsite
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Composite plant rooms with building fabric (sectionalised)
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Composite plant rooms/modules
35
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Plant equipment modules
36
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Vertical distribution modules
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Horizontal distribution modules
38
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Horizontal distribution modules (skinny)
39
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Terminal distribution modules
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Terminal distribution modules (electrical under-floor)
41
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Volumetric bathroom pods
42
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Kit-of-Parts (KoP)
43
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Mobile work cells (onsite parts centres)
44
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Contact Us
45
Dr Peter Court