Bim Lean and Ipd_000

BIM 2015 Conference - Dubai

PRESENTATION FOR:

BIM, Lean and IPD Project Delivery for the 21st Century

Case Study

IPD, Lean, and BIM

Making a Case for BIM

Lessons Learned

TODAYS DISCUSSION IPD, Lean and BIM Project Delivery

Strategies for the 21st Century

WHAT NOT TO EXPECT

ABOUT DPR

19 LOCATIONS

1,500 FULL-TIME STAFF

1,400 CRAFT EMPLOYEES

DPR OFFICES

REDWOOD CITY, CA - HQ

INTERNATIONAL

10 2014 Ranking on FORTUNES 100 Best

Companies to Work For List

ADVANCED TECHNOLOGY

CORPORATE

OFFICE

HIGHER

EDUCATION

LIFE

SCIENCES

HEALTHCARE

Real value is not the low bid on a higher cost design. Its achieving the lowest true cost on the right design

Eric Lamb

DPR Construction

WHY SHOULD YOU CARE? 2015 DPR Construction All Rights Reserved

The right building

Predictable outcomes

Consequences of decisions

Value for money

Fast delivery

VALUE

Lowest operating costs

Sustainability

Zero re-work

Better experience

No injuries

How our customers define it

WE ARE LIVING AT THE INTERSECTION

2015 DPR Construction All Rights Reserved

LEAN, IPD & BIM


a project delivery approach that integrates people, systems, business structures and practices into a

process that collaboratively harnesses the talents and

insights of all participants to optimize project results,

increase value to the owner, reduce waste, and

maximize efficiency through all phases of design,

fabrication, and construction.

AIA Integrated Project Delivery: A Guide

IPD Defined

SUTTER MEDICAL

CENTER CASTRO VALLEY


$320 Million

230,000 SF, 7 stories including basement

11 partner IPD Team

Integrated Form Of Agreement (IFOA)

PROJECT


THE RESULTS

NUMBER of R.F.I.s 214 84% closed in less than 3 days


Ahead of Date of First Patient Day

6 weeks


On Budget


Productivity

UP 4% - 25%

Baseline: Normal experience on acute care facility in CA


HOW DO WE DO IT

INTEGRATED PROJECT DELIVERY

A simple framework

Measurable Value

Production Management

Collaboration Co-location

Simulation Visualization

HIGH PERFORMANCE

BUILDING

INTEGRATED BUILDING SYSTEMS

INTEGRATED PROCESSES

INTEGRATED ORGANIZATION

INTEGRATED INFORMATION

Agreement / Framework


KEY TEAM MEMBERS ASSEMBLED BEFORE DESIGN

(preconstruction design-assist)


WHOLE LIFE VALUE

Our Starting Point

BUSINESS REQUIREMENTS

DESIGN

CONSTRUCT

PROFITABILITY OF FACILITY

MAINTENANCE

BUSINESS OPERATIONS

Image adapted from Dr. Martin Fischer, CIFE IAB, 2011

Process &

Information

Integration

Building performance

& asset management

$ time

BUILDING OPERATIONS

MAINTENANCE

CO

ST

VA

LU

E


HOW DO WE CHANGE BAD BEHAVIOR?


Guaranteed

Risk

Project Cost Excluding Profit

Profit

Direct

Project

Costs

Pain

Gain

IPD TEAM

Risk & Reward


Pull Planning (Last Planner)

Target Value Design (TVD)

BIM

Value Stream Mapping

IPD TOOLBOX


TARGET VALUE DESIGN

Lowest true cost of the right design to

deliver value as defined by the Owner


TARGET VALUE DESIGN


TARGET VALUE DESIGN

Link with cost

Estimate

updates

approved

Model

updates

1 week

Target Cost

Chart Updates


ENGAGING PEOPLE

Value Stream Mapping


LAST PLANNER


THE

BIG

ROOM


WHAT IS LEAN?

Identifying Value 1

Mapping the Value Stream 2

Making Value-Creating Steps Flow 3

Using the Pull of the Customer 4

Striving for Perfection 5

LEAN THINKING

Eliminate waste by


INVENTORY MOVEMENT

EFFORT REWORK PROCESSING

OVERPRODUCTION WAITING

Under-utilized Talent

8 DEADLY WASTES


Plan - a change or a test, aimed at

improvement

Do - Carry out the change or test

(preferably on a small scale)

Study - the results. What was

learned? What went wrong?

Act - Adopt the change, abandon it, or

run through the cycle again

CONTINUOUS IMPROVEMENT


A LEAN BIM

PROCESS

The right People, in the Right Room, at the Right Time


MAKING A CASE FOR BIM


Back in 1998 we said yes to change


1998 2001 2002 2003 2005

DPR Portland Office

(Pilot)

Letterman (Proposal)

Bay Street Emeryville

(Construction)

Banner Good Sam (Logistics)

Camino Medical

(Construction)

0 BIM Engineers


WE MODEL WHAT WE BUILD

Build What We Model


MEP COORDINATION

USING TRADITIONAL

LIGHT TABLE


CLASSIC!


VIRTUAL

MOCKUPS


MISC. STEEL


STRUCTURAL STEEL


SUPPLY CHAIN - DFH

Check a real-time color-

coded 3D visualization of

status of door/frame/hardware.

For example, door of Room 521

was received but not installed

yet. So total status of door

installation is 65%.

Check a real-time status report of total and

each door/frame/hardware received/installed/

damaged with item information


BIM

KIOSK


FIELD

TABLETS


REALITY CAPTURE

LASER SCANNING


REALITY CAPTURE


LASER SCANNING


WHATS NEXT?

Augmented Reality


WHATS NEXT?

Adding Intellect to the model

Model-based Production Planning


WHATS NEXT?

BIM -> Facility Management


Lessons Learned

Owner leadership is required

Shared commitment to owners goals

Early involvement of builders in the design process

Contractor needs to understand design and vice versa

Co-location of project team

Educate the owner on lifecycle use of BIM

Virtual building is like building for real

LESSONS LEARNED

Begin with why you want to do BIM

Integrated process works

More anxiety produced, but a better handle on projects

Only way to check design completeness

New roles are created: Process Facilitators, BIM Integrators, Information Managers, etc.

LESSONS LEARNED

LESSONS LEARNED

Decide why you Want to Use BIM & Value for the Owner/Client

LESSONS LEARNED Set up your Project for Success

SHIFTING THE PARADIGM

How Should We Think About BIM?

1

2

PEOPLE PROCESS

TOOL

BIM is a Tool 1

A Tool is Only as Good as

the People Using It

2

The Tool is only as good

as the Process

3

BIM ITS beyond JUST GEOMETRY!!!

Its A VISUAL DATABASE!!!

WORDS OF

WISDOM

INSANITY

Doing the same thing

over and over again and

expecting different

results

Albert Einstein

LETS GO CHANGE OUR WORLD!

Bim Lean and Ipd_000

Documents

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