COMIT / Fiatech Conference 2014, The Crystal, London Efficiency Through Digital Projects John Roberts, Laing O'Rourke For decades Construction has doggedly resisted many of the changes that 'Manufacturing' has successfully adopted. Lack of an integrated supply chain, poor levels of investment in staff and construction's dirty-boots image are all parts of the problem. Can the adoption of modularisation alone change all this, or is more needed? Laing O'Rourke are well on the journey from constructor to manufacturer and assembler. John Roberts will describe some of the people, cultural and organisational issues that lie between us and maximising modularisation's impact.

1. Modularisation:
Beyond the bits
John Roberts
Civil Director – Engineering Excellence Group

2. EFFICIENCY THROUGH DIGITAL PROJECTS | The Crystal Building, London, UK –
October 30-31, 2014 | #FiaCOMIT

3. From Constructor to Manufacturer and
Assembler
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4. Technology Solves Everything?
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5. Requisite Bews-Richards diagram
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6. Technology Product Adoption
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7. The Gartner Hype Cycle
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8. A definition of Modularisation at
Laing O’Rourke
Anything that moves a construction assembly
activity off site
It is part of DfMA
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9. Bison Plank
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10. Leadenhall
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11. Leadenhall
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12. Lattice Plank
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13. E6
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14. E6
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15. Precast Columns
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16. Twinwall
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17. Kit of Parts
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18. Specials
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19. Francis Crick Institute
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20. Modular Services
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21. Putting it all together….
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22. Facades
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23. LPG modules
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24. LPG modules
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25. LPG Modules
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26. LPG Modules
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27. The Impact of Modularisation:
A Simple Example
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28. Consider…….
1. Brick buildings look like they
are made of bricks because
they are made of bricks
2. Bricks are made in brick
factories
3. Bricks are laid by brick layers
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29. Brick buildings look like they are made of bricks
because they are made of bricks
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30. Bricks are made in brick factories
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31. Bricks are made in brick factories
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32. Bricks are laid by brick layers
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33. Bricks are laid by brick layers
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34. UBO
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37. EFFICIENCY THROUGH DIGITAL PROJECTS | The Crystal Building, London, UK –
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38. DfMA
• Design for Manufacture and
Assembly
• Be clear why you are doing it
and optimise that:
– Programme
– Labour location
– Safety
– Quality
– Cost?
– Carbon?
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39. Challenge assumptions
A453 Solutions
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40. Challenge assumptions
A453 Solutions
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41. S, M & L Plantrooms
• Standardized product instead
of bespoke design; a stand
alone product with embedded
controls
• Highly optimised
• Stainless steel piping
• Power by the hour?
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42. STEEL FRAME / LARGE RISERS
Square Hollow Section
Parallel Flange Channels
STD-F-010 (100x50 PFC - 40x40 SHS)
STD-F-008 (100x50 PFC - 50x50 SHS)
STD-F-009 (150x75 PFC - 70x70 SHS)
BASKETS
19 sizes
50 -600 mm
wide
STEEL FRAME / SMALL MODULES
Unistrut (or box section)
STD-F-003 (41x41x41) (light)
STD-F-005 (62x41x41) (medium)
STD-F-007 (62x62x41) (heavy)
 Standardisation will enable use of pre
defined library during design process
 Other services within the module would
be: busbars, trunking, Unistrut ladder
rack
FLUID PIPES
22 sizes 15mm to 900mm
stainless steel 304L (water, gas & steam)
polyethylene (e.g. oil pipes)
DUCTWORK
Ductwork aspect ratio up to 4:1
100-700 mm in 20 mm steps
700mm -2.5m in 50 mm steps
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43. Digital Engineering
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44. Digital Engineering
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45. Digital Engineering
• Why not BIM?
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46. Bottom Up
Top Down
Utilisation of smart tools to bring
to life the Digital Engineering
model for Clients and Project
teams.
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47. Tangible Benefits
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48. Protocols
• The evolution of our Plan of
Work must be tightly linked to
our products and supply chain
processes
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49. Nuclear DfMA Project
• ‘Optimisation of large concrete
DfMA structures for the
Nuclear Industry’ 2013-2016,
£2M project, LOR-led, 50%
TSB funded
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50. Digital Innovation & Reinforcement Team
 500T reinforcement
 110 drawings
 0ver 200 schedules
 Fixing approximately 70% complete
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51. Digital Innovation & Reinforcement Team
5 rebar related TQs
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52. Insitu interface with components
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53. The vertically integrated supply chain
• Includes our design supply
chain
• Mutually developing
technologies and strategies
• Developing ‘the way we go to
work’
• Blue Sky thinking
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54. Crane Utilisation
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55. Crane Utilisation
• Monitoring device installed on two
cranes in St Neots detects
abnormalities in motor operation
• We identified power overload as a
cause of two motor fires in the last
year
• Continued trial will identify trends
and enable prediction of next failure
• Predictive motor maintenance brings
potential saving of 125 days
construction downtime per year
across the UK
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56. Hinkley Wind Fence
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57. Engineering Excellence Group
• Being literate in the things
LOR need to influence
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58. Crossrail Station Linings
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59. Stage RL Technology Manufacturing
Project Management and
Deployment
Research
1.1 Literature review 1.2 Research plan
2.1 IP landscape 2.2 Feasibility study
Concept
3.1 Modelling and simulation
report
3.2 Manufacturability concepts 3.3 Health and Safety Strategy
3.4 Value Analysis
4.1 Prototype test report
(laboratory env.)
4.2 Buildability concepts 4.3 Draft requirements document
4.4 Define of project team
4.5 Risk Analysis
4.6 Project plan
4.7 Supply chain assessment
Demonstrate
5.1 Engineering Bill of Materials
(E-BOM)
5.2 Failure Mode and Effect
Analysis
5.3 Review of production
processes
5.4 Review on-site assembling
processes
5.5 Business case
5.6 Health and Safety Assessment and
final documentation
5.7 Configuration management plan
5.8 Opportunity tracker
6.1 Test and Evaluation Master Plan
6.2 Prototype test report (operational
env.)
6.3 Engineering drawings
6.4 IP protection
6.5 Production demonstration
report
6.6 On-site assembling
demonstration report
6.7 Quality plan
6.8 Formal requirements
document
6.9 Supply chain shortlist
6.10 Investment cost assessment
Pilot
7.1 Fully integrated prototype test
report
7.2 Manufacturing BOM
7.3 Manufacturing cycles 7.4 Cost analysis
8.1 Developmental Test and
evaluation report
8.2 Pilot production demonstration
8.3 Pilot installation on-site
8.4 Supply chain contracts
8.5 Exploitation documents (DE
object, design guide, product
selector)
Production
9.1 Operational Test and Evaluation report (external)
10 Continuous improvement reviews
1
2
3
4
5
6
7
8
9
10
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60. Summary
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61. Summary
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62. Business as usual – loose fit interfaces
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63. Defining an interface standard
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64. Anything you want – so long has it uses that
standard
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65. Standards don’t stifle innovation
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66. Standardisation doesn’t stifle innovation
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67. Our standards and behaviours - a new emphasis
• BS1192
• BIM Execution Plans
• A planned delivery process
• Design management
• Construction management
• Facilities management
• Asset management
• Products
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68. A vision of our future?
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