From VDC to the Digitalization of...

©2016

From VDC to the Digitalization of Construction

Martin Fischer Professor, Civil + Environmental Engineeringand (by courtesy) Computer Science

http://www.stanford.edu/[email protected]

§ Director, CIFE (Center for Integrated Facility Engineering)

§ Foreign Member, Royal Swedish Academy of Engineering Sciences

• 100%fundedbyindustry– Buildingowners– Designandconstructioncompanies– Softwareandhardwarevendors

• 1988-2000– BuildingInformationModeling

(BIM)

• 2000-2010– VirtualDesignandConstruction

(VDC)

• 2010+– OptimizeFacilityPerformance

2

VDCCertificateProgramGraduatesAwardCeremonyonSept.6,2016inSola,Norway

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4McKinsey & Company

Construction labour productivity has not kept pace with overall economic productivityLabor productivity (gross value added per hour worked, constant prices1)

SOURCE: OECD Industry Stats (http://stats.oecd.org)

1 Based on 2010 prices

$57 trillion of infrastructure investments required by 2030 (McKinsey Global Institute)

Data from Roberto Charron, McKinsey and Paul Teicholz, CIFE

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5McKinsey & Company

Challenges affecting the construction sector

Internal challenges

▪Shortfalls in accountability▪Talent management▪Reinventing the wheel▪Failure to adapt to new technology▪Coping with complexity

External challenges

▪Fragmented value chains▪Extensive subcontracting▪Complex portfolios▪Competitive pressure

Data from Roberto Charron, McKinsey

©2016

We still produce too much rework …

©2016

… and work too inefficiently

©2016

Would your projects benefit if …Everyone is working on the right tasks at the right time all the time.

We are designing what the client wants.

We will be productive as possible next week.

We are certain that everything fits.

We are sure that we are building everything safely and with the best methods.

We are installing everything fast and right the first time.

We are installing everything accurately based on the latest, correct information. Paper-free.

We gave the client exactly what he wanted.

©2016

What capabilities have really changed in the last decade?

Digital modeling

Amount of data we can handle

Communication

Pictures courtesy SPS, Beck, and DPR

©2016

Illustrations of good VDC practice

Pictures courtesy DPR

©2016

Would your projects benefit if …Everyone is working on the right tasks at the right time all the time.

We are designing what the client wants.

We will be productive as possible next week.

We are certain that everything fits.

We are sure that we are build everything safely and with the best methods.

We are installing everything fast and right the first time.

We are installing everything accurately based on the latest, correct information. Paper-free.

We gave the client exactly what he wanted.

©2016

VDC method to give the client everything he wants

Open whole scope of hospital on budget and 30% earlier than typical

Highly reliable construction

Combine everyone’s

detailed design

Everyone works with the same plan

Confirm constructability of detailed design

©2016

VDC Overview Client Business

Objectives

ProjectObjectives

IntegratedConcurrent Engineering

(ICE)

Product ModelingBIM++

ProjectProduction

Management

©2016

Client/Business Objectives

ProjectObjectives

IntegratedConcurrent Engineering

(ICE)

Product ModelingBIM++

Process ModelingProduction

Management

WHY is the client doing the project?

WHAT does the project team need to achieve?

HOW is the project team accomplishing the project objectives?

BUILDING PERFORMANCE• Usable • Operable• Sustainable

PROJECT PERFORMANCE• Buildable

Safety, Budget, Schedule, Quality

PROCESS PERFORMANCE• Production metrics

• Controllable factors of production

©2015

Vivienda Multifamiliar “Residencial Varela”

Javier OtinianoProject ManagerPROYEC Contratistas Generales S.A.

Monthly Report N° 6Date: 3 May. 2016

Example of Application of VDC on a Multi-Family Housing Project in Lima, Perufrom the CIFE-SPS VDC Certificate Program Implementation Phase

©2015

USING THE BIM FOR INSTALLATION OF PRECAST SLABS IN BASEMENT CEILING (FLOOR PARKING)

PRECASTSLABMODULESACCORDINGTOTHESECTORIZATION“7SECTORS”

- INSTALLATIONTIMEOFPRECASTSLABS:8-10minc/u

- INSTALLATIONTEAM:3People

©2015

$.1,742.00

$.373.00

$.8,430.00

$.5,411.00

0100020003000400050006000700080009000

ConcreteSavings Steel1/4"Savings JoistandFlooringBlocksSavings

SavingsinPlastering,painting,ceiling

(basementceiling)

$.8,873.00

$.2,159.00

0

2000

4000

6000

8000

10000

LightenedPrecastSlabs SolidPrecastSlabs

ECONOMICBENEFIT/ITEMSFORUSEOFPRECASTSLABS

$. 15,956.00

$. 11,032

( - )

E C O N O M I C B E N E F I T F O R U S E O F P R E C A S T S L A B S

$. 4,924.00

D I R EC T CO S T FOR U S E O F P R ECA S T S L A B S

31%savingsinstructurecost

©2015

18WORKINGMEETINGSWITHTECHNICALTEAM

EVALUATINGTHE4DPLANNINGMEETING,WITHTECHNICALEQUIPMENTONTHECONSTRUCTIONSITE

PROPOSALFORIMPROVEMENTMEETING,WITHTHEDESIGNEROFTHEGASSYSTEMANDTECHNICALTEAM

©2015

R E S I D E N C I A L

VARELA

CU S TOMER

CREATEVALUE

IMPLEMENTATIONVDCM A N A G E M E N T , P L A N N I N G , A N D P R O D U C T I O N P R O C E S S E S T O A C H I V E T H E T A R G E T

REDUCECONSTRUCTIONTIMEBY5%- TARGETGOAL

DESIGNERSConfirm

attendanceCheckqueries

Contributionstoimprovements

Identifydeficienciesin

design

ConveneMeeting

PresentSchedule


PROJECTMANAGER

YES Makingofimprovement

metrics

BIMSUPPORT ModelPresentation

DevelopModeling

Plan

MakequeriesoftheModel


NO

BIMMANAGERIdentify

deficienciesindesign


Specifycontributions

Reviewbylevelsandspecialities

DecisionMaking

ICE SESSIONS

MAPPINGPROCESSES

COLLABORATIVEMEETINGS

IMPROVEMENTPROJECT

OPTIMIZEDSCHEDULED

SECTORIZATION/WORKTRAINS4DMODEL

©2016

Key technology and management developmentsMobile• from just-in-case to just-the-right informationCloud• anytime (push and pull, bi-directional, ”unlimited”)Parallelization• fastLocation / dimensional measurement• accuracy, dimensional control, off-site / on-siteMachine learning• experience and dataRobotics, additive manufacturing• virtual ßà real, safety, environmental impactInternet of Things (IoT)• virtual ßà realVirtual Environments• test!Collaboration• concurrent knowledgeLean• lower uncertainty, lower risk, customer, pull, purpose à value

©2016

Wake-up CallsThe following slides show several innovations that show dramatic improvement opportunities.

Daily Process & Feedback Loop

einsite

• Create Material Requests for planned work on SiteMan App

• Write Requests on Smart Card

• Collect Material at Plant

• Data captured by Cabin Controller and Vehicle Unit

• Verify at Weigh-Station• Data captured by

Cabin Controller and Vehicle Unit

• Drop material at work-site, and perform work using relevant machinery

• Acknowledgement made by supervisor ID card on device • Enter Daily Progress

Reports• Entries cross checked

with device Data

u All data and activities verified by Device based Locational and Transactional Data, in the context of the project plan and operations

u Reduced data-entry (only once at start and end of day)u Minimal Training required

• Whole day’s activity visualized and analyzed on Software portal

• Work plan for next day created based on recommendations by Einsite

START OF DAY

END OF DAY

Anirudh Reddy

©2016

Fully automated design of a house from a sketch (elilbre)

©2015

R E D U C I N G T H E C O S T O F S T E E L S T R U C T U R E S U S I N G C OMPU TAT I O N A L D E S I G N O P T IM I Z AT I O N

Wo r k b y F o r e s t F l a g e r i n C o l l a b o r a t i o n w i t h A r u p a n d J o h n H a ym a k e r

conventionaldesign method

FCD (128 cpu)

design method

PROCESS

Design cycle time 4 hrs 3 secAlternatives evaluated 39 12,800

Total design time 216 hrs 151 hrs

PRODUCT

Total steel weight2,728 met t 2,292 met t

Est. cost saving (USD)

- $4 M (-19%)

CASE STUDY RESULTS

GEOMETRIC MODEL

GEOMETRICMODEL

OPTIMIZESHAPE

ANALYTICMODEL

OPTIMIZESIZING

1

BiOPT METHODhttp://cife.stanford.edu/sites/default/files/TR202.pdf

DESIGN PROBLEM

2

3

4

FCDSizingAlgorithmhttp://cife.stanford.edu/sites/default/files/TR201_0.pdf

SEQOPTAlgorithm(Booker,etal.1999)

• Ordersofmagnitudereductionindesigncycletime

• Evaluationofagreaternumberofdesignalternatives

• Improvedproductquality

Objective:Minimizesteelweight

Constraints:Safetyandserviceability

Possibledesignalternatives:~102435Variables:1955sizeandshapevariables

Copyright Ó 2016CIFE 2016

Original Frame Value-Engineered FrameSteel Weight - +8%

Total Cost - -13%Procurement Time - -20%

A Tale of Two Moment Frames

W14X176

W24X117W18X86

W14X132

W14X233

Doubler Plate

3 Continuity Plates

KEY

Work by Forest Flager, Pratyush Havelia, Henry Hamamji, Filippo Ranalli, Bo Peng, Thomas TrinelleIn collaboration with SOM, Herrick, Autodesk

Copyright Ó 2016CIFE 2016

Steel Frame Cost Components

Material 27%

Fabrication

Erection

Other

DESIGN DECISION BASIS

SUPPLY CHAIN EXPERTISE

Design Cycle: 8-24 weeks

©2016

Automatic as-built BIM from laser scans

In collaboration with Iro Armeni, Silvio Savarese, Amir Zamir, and Ozan Sener

©2016

“Theautomatedexecutionofprocesseschangeseverything.”(AlanPerlis,1961)

Flow-based Construction Site Management

September 2016

N E L LY G A R C I A - L O P E Z

I N C O L L A B O R AT I O N W I T H G R A Ñ A Y M O N T E R O

Case study: Applying the flow-based site management method

Project info:• Graña y Montero jobsite in Peru• 11 basements + 21 floors• 18-week period (8 weeks on site)• Structural phase

Objectives:1. Can the flow-based model

represent the look-ahead plan?

2. Does the method help field managers make decisions during look-ahead and daily planning?

Case study project adopted best practices for production planning

Master plan• Processes• Gross

constraints

Takt plan• Sector

definition• Quantities• Trade

sequence• Crew

balancing

Look-ahead plan• Constraints

analysis• Productivity• PPC +

reasons

Daily plan• Quantities• Productivity• Daily PPC• Visual

planning

Example of daily plan

32

19th floor

18th floor

RiskTimeCrew (type & number)Activities

So, why was it so difficult for the project team to stick to the plan?

Video link: https://youtu.be/sT6kkvE2WXU

Activities require a set of flows to start execution

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Activity

Koskela (1999)

Labor

Workspace

Precedence

Materials/components

Information

Equipment

External(Permits,inspections)

FlowKey:

Existing construction models do not formally represent, track, or quantify the activity flowsExisting transformation view

Build deck

form A1

Install slab

rebar A1

Pour slab A1

Build deck

form A2

Install slab

rebar A2

Pour slab A2

What flow?

What caused delay?

Did one of these flows fail?By how much?

Was it something else? Are we representing all the flows?

How are these flows affected?

∆

Existing construction models do not formally represent, track, or quantify the activity flows

36

Proposed flow view

Build deck

form A1

Install slab rebar

A1

Pour slab A1

Build deck

form A2

Install slab rebar

A2

Pour slab A2

What flow?What caused the delay?

Did one of these flows fail?By how much?

How are these flows affected?

∆

Labor

Workspace

Precedence

Materials/components

Information

Equipment

External(Permits,ispections)

FlowKey:

Concrete crew idle

Steel crew availability

Are we representing all the flows?

Weekly data collected by the app

Aggregate metrics

WIP

Aggregate activity statuses

10 variables

Activity metrics

Activity info

Activity execution variability

17 variables

Flow metrics

Flow info

Flow execution variability

24 variables

High level of detail data about the plan, its execution, and reasons for variability

GyM case study data (18 weeks)Total Per week

# Activities 1,153 64# Flows 4,192 232# Data points 415,008 23,056

Large dataset for supporting:

Performance analyticsPredictive models

(data mining + machine learning

Total additional data collection effort: 45 hours

Feedback from field management team“The analytics allow me to dig deeper into the design of the production system … [and] which teams have the best and worst performance.” Project Superintendent

“Keeping track of the historical flow performance is key. We might have a hunch about what flows are consistently late, but we don’t have the data to identify performance issues.” Project Engineer

“It’s very useful that we now have a tool that formally maps the flows that are needed to execute an activity … we think about these things, but there is no formal tool that allows us to check that all the flows are ready so the activity is not in danger.” Project Engineer

©2016

• Rapidly understand target, team, roles, progress, obstacles, challenges

• Frequent communication, feedback

Interact in a virtual

environment

Screenshots courtesy Brandon Fischer

©2016

The future looks different, but the future is now

Strategic Implications

Ø Projects vs. Corporate

Ø Staff Development

Ø Partners

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