CASE STUDY - gly.com€¦ · COLLABORATION essons learned from building the rst EED Gold for...

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THE FUTURE OF COLLABORATION Lessons learned from building the first LEED Gold for Healthcare Facility in the USA by JIM ELLIOTT, PRINCIPAL | HEALTHCARE, GLY CASE STUDY Lean design is a process that reduces waste, improves efficiency and saves both time and money. Since our first explorations with the formal process in 2007, GLY subsequently embraced its tools and practices, applying them to streamline our own internal operations as well as to the benefit of our clients. Our most recent experience using Lean to deliver the Group Health Clinic Prototype in Puyallup, Washington was a collaborative process engaging multiple stakeholders that resulted in triple bottom line benefits to the client and an efficient new model for healthcare design and delivery. Here are some of the lessons learned from this year long process: ORGANIZE FOR SUCCESS The patient care process was the first design priority for this project; the second was the business process. The design of the physical interior space was a function of supporting the care process. This was NOT a typical project. Patients and staff were the reason for the design. They had to be an integral part of the process. We joined a Lean project office staffed with 25 staff members. 50-member cross functional teams met 40 hour-long sessions and multiple five-day-long workshops with the mantra, “design patient care once; build many times.” FOCUS ON THE 98% Design and construction is just 1-2% of the overall costs for the life of the building. Operational costs represent 98% of the total costs. Flow mapping the care process to identify efficiencies and synergies was critical to informing the design solution. IDENTIFY EFFICIENCIES | FLOW MAPPING THE CARE PROCESS WITH THE “FISHBONE” LEAN TOOL GROUP HEALTH PUYALLUP MEDICAL CLINIC

Transcript of CASE STUDY - gly.com€¦ · COLLABORATION essons learned from building the rst EED Gold for...

Page 1: CASE STUDY - gly.com€¦ · COLLABORATION essons learned from building the rst EED Gold for Healthcare acility in the USA by IM EIOTT, PRINCIPA | HEATHCARE GY CASE STUDY Lean design

THE FUTURE OF COLLABORATION

Lessons learned from building the first LEED Gold for Healthcare Facility in the USA

by JIM ELLIOTT, PRINCIPAL | HEALTHCARE, GLY

CASE STUDY

Lean design is a process that reduces waste,

improves efficiency and saves both time and money.

Since our first explorations with the formal process

in 2007, GLY subsequently embraced its tools and

practices, applying them to streamline our own

internal operations as well as to the benefit of our

clients. Our most recent experience using Lean to

deliver the Group Health Clinic Prototype in Puyallup,

Washington was a collaborative process engaging

multiple stakeholders that resulted in triple bottom

line benefits to the client and an efficient new model

for healthcare design and delivery.

Here are some of the lessons learned from this year long process:

ORGANIZE FOR SUCCESSThe patient care process was the first design priority for this project; the

second was the business process. The design of the physical interior

space was a function of supporting the care process.

This was NOT a typical project. Patients and staff were the reason for

the design. They had to be an integral part of the process.

We joined a Lean project office staffed with 25 staff members.

50-member cross functional teams met 40 hour-long sessions and

multiple five-day-long workshops with the mantra, “design patient care once; build many times.”

FOCUS ON THE 98%Design and construction is just 1-2% of the overall costs for the life of

the building. Operational costs represent 98% of the total costs. Flow

mapping the care process to identify efficiencies and synergies was

critical to informing the design solution.IDENTIFY EFFICIENCIES | FLOW MAPPING THE CARE

PROCESS WITH THE “FISHBONE” LEAN TOOL

GROUP HEALTH PUYALLUP MEDICAL CLINIC

Page 2: CASE STUDY - gly.com€¦ · COLLABORATION essons learned from building the rst EED Gold for Healthcare acility in the USA by IM EIOTT, PRINCIPA | HEATHCARE GY CASE STUDY Lean design

THE FUTURE OF COLLABORATION

COLLABORATING MEANS SHARINGBoth the architect and the general contractor had fee at risk,

and we couldn’t afford to stand on ceremony about who had

access to which parts of the model. It was all for one and one

for all. Early colocation of team members provided efficient

communication and continual coordination in ONE Revit model.

� MEP + Structural Design-Build subcontractors co-located one day a week at the Architect’s office.

� Two members from the GC team co-located in the Architect’s office.

� Co-location was full-time for 5 months during DD and CD.

� All major subcontractors and design team participated in Lean processes including Pull Planning.

� Architect co-located on project site one day a week for the 11 month duration of construction.

SHARING HAS HUGE BENEFITSThe shared Revit model was always up-to-date and current, it

promoted an exceptional level of collaboration and problem

solving that translated into real benefits and savings:

� All major building systems were modeled.

� Detailing/shop drawing process began during design to identify critical areas.

� Design-Assist for exterior wall development clarified scopes, increased coordination and no value engineering process was needed.

� Model facilitated pre-manufacturing 42 exam rooms with all electric + plumbing systems.

� Pushed forward pre-assembly of overhead MEP systems in manageable sections.

� Streamlined process using 3D Model were delivered directly to supplier to fabricate without shop drawings.

� 3D Model used to produce Integration drawings to actively support construction in the field.

� All medical equipment + furniture modeled to ensure accurate item counts + material takeoffs.

RESULTS � Delivered successful, flexible prototype for 10-13 future

clinics.

� First LEED-HC Gold [Healthcare] facility in the US.

� 12 RFIs; 0 change orders for incomplete/uncoordinated documents.

� 35% energy savings over ASHRAE baseline after 12 months operational.

� Architect + General Contractor earned 100% of Fee at Risk.

Early colocation of team members provided

efficient communications + continual coordination

in ONE Revit model.

savings by the numbersMechanical + Plumbing = 600 hours [$48,000]

Electrical = 500 hours [$42,000]

GC = 2 weeks off schedule [$70,000]

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Page 3: CASE STUDY - gly.com€¦ · COLLABORATION essons learned from building the rst EED Gold for Healthcare acility in the USA by IM EIOTT, PRINCIPA | HEATHCARE GY CASE STUDY Lean design

THE FUTURE OF COLLABORATION

OUTCOMES � Partnership with GC + subcontractors allows design team to

develop building systems +details as teammates

� Early subs on board = better decisions, better coordination, better budget tracking

� Less design rework using target value design process

� Team chooses budget together

� Reduces RFIs and increases coordination during construction

� Less time on CA = time spent thoroughly resolving issues + value-added items

� Don’t end up using the RFI process to finish design

� All FF+E detailed in shared Revit model

� Mutual increased understanding of each other’s issues

� Increased understanding of design process generates solutions that support design while maintaining budget

Integration Drawings produced from the BIM by the GC and subs facilitated:

42 exam rooms

prefabricated in

nearby warehouse

complete with

Electrical, Plumbing,

Backing and

Blockouts for

accessories

Overhead Systems

pre-assembled

in manageable

sections including:

Fire Sprinklers,

Cable Trays and

Ventilation Systems

LESSONS LEARNED � Pick quality subcontractors early to ensure high level of

integration. Eearly commitment = key to success

� Integrate MEP systems - put live MEP Revit into overall shared model (not just a Navisworks overlay)

� Shorter design and construction cycle due to IPD = client gets what they want at a better price point, and faster, shortened schedules

� SD, DD and CD is now language of the past. Subcontractors are now shaping CDs.

� Fee at risk did not change approach though there is greater clarity of expectations and more collaboration.

� Trust. You need trust between all parties for IPD to really work. This team knew each other and shared the same goals. The Owner must be willing to trust the team and their process.

� BIM is a process of analysis that is constantly changing and developing and we are excited to see where it takes us over the next few years.

WAREHOUSE + MOCKUPS | COMMUNICATES THE VISION IN THREE-

DIMENSION, ALLOWS FOR THOROUGH TESTING AND ELIMINATES

SURPRISES.

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