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Lean BIM Management (Episode 4)
- 1. Episode 4: An Introduction To Lean BIM Management
- 2. Agenda: 1. What Is Lean In Design? 2. Six BIM Wastes 3. Phase Planning 4. Weekly Work Planning 5. Tips To Get Started With Lean BIM
- 3. On Time & On Budget Examples?
- 4. Concept Rework Developed Rework Document Rework Constructio n“Design Complete” “Design Complete” “Design Complete” The Design Process
- 5. Design Is A Creative Process
- 6. So How Do We Plan Design?
- 7. So What Is Lean Design?
- 9. 10 Creating value for customers while minimizing waste. So what is Lean?
- 10. The Categories Of Waste
- 11. Lean Construction Institute (LCI)
- 12. Is BIM Lean?
- 13. What Could Go Wrong?
- 14. 2. The Six BIM Wastes 3. Phase Planning 4. Weekly Work Planning 5. Tips To Get Started With Lean BIM 1. What Is Lean In Design?
- 15. Contracting to an incorrect, overly detailed, or overly generalized BIM scope can be disastrous! 16 Poor BIM Scoping
- 16. Not Enough BIM?Too Much BIM? Overmodeling / Duplicate Modeling / Scope Overlap
- 17. 18 Defects / Out of sequence work:
- 18. Decision / ApprovalsModel Deliverables Information 19 Waiting
- 20. 21 BIM Admin
- 21. 3. Phase Planning 4. Weekly Work Planning 5. Tips To Get Started With Lean BIM 1. What Is Lean In Design? 2. Six BIM Wastes
- 22. Levels of the Last Planner® System *Milestone – The Strategic Plan “30,000’ View” (12 – 18 months)Typically done once on most projects1 * Phase Pull – Sequence & Activity Handoffs “10,000’ View” (2 – 4 months) Typically done 3- 4 times on a project, and as time goes on, before the WWP is “looking further out” than the phase plan. 2 *Weekly Work Plan – The Schedule “Where the rubber hits the road” (6 weeks) Should be updated on a daily (5-15 minute) and weekly (30-45 minute) basis. 3
- 24. What If All Teams Start Modeling At The Same Time?
- 25. Clashes
- 26. GRAVITY SYSTEMS (PLUMBING) MECHANICAL SYSTEMS PRESSURIZED SYSTEMS ELEC / LV BRANCH LINES END CONDITIONS / CIVIL ARCHITECTURAL & STRUCTURAL (LIGHTS/TERMINALS/TOILETS ETC) System Priority Structure
- 27. PROJECT MILESTONES NEWMODEL ELEMENTS Big Idea: Sequence Smaller Bite-sized Milestones
- 28. How Can Pull Planning Help Us?
- 29. 31 Print The Pull Planning Cards
- 30. 32 Cut them up ;)
- 31. Run The Pull Plan
- 32. NOTES 34
- 33. Capture The Task Sequence
- 35. 4. Weekly Work Planning 1. What Is Lean In Design? 2. Six BIM Wastes 3. Phase Planning 5. Tips To Get Started With Lean BIM
- 36. Filter Last Week / This Week
- 37. Define This Week’s Tasks
- 38. What’s Complete?
- 39. What Are The Results?: 1.Lab Test Two Teams
- 40. Test Bite Sized Milestones Test
- 41. -73%less issues TEAM A: 63 Issues TEAM B: 235 Issues Test run twice - results shown are the average of both studies. Lab Study Results: Result
- 42. What Are The Results?: 2. Case Study A multifamily mixed-use design-build project
- 43. Case Study Thesis ● “Traditional design management follows a large batching process through SD, DD and CD (Schematic Design, Design Development, Construction Documentation). ● “Such large batching causes information buildup and multiple assumptions are made on out of date information. ● “Misunderstandings are a root cause for the most waste in design and construction. ● “This results in incomplete and late design.”
- 44. ● Finished 2 months early – 17% time savings ● Better quality product – 53% fewer design issues Results:
- 45. 1. What Is Lean In Design? 2. Six BIM Wastes 3. Phase Planning 4. Weekly Work Planning 5. Tips To Get Started With Lean BIM
- 46. How do we start?
- 47. Who needs to be part of the session? ● At least one person from each firm involved in design: ○ Project Manager and/or lead design ○ A person from that firm with authority to commit resources. ● Choose a facilitator: ○ someone who knows the process ○ keeps the session running on time ○ focused on making sure the entire team provides input.
- 48. Where should we pull plan? ● Find a suitable room in which to hold the pull planning session ○ Location where most teams can attend ● Clear space from the wall for collaboration: ○ No tables in the way ○ All for plenty of group movement and discussion
- 49. How do I prepare my team? ● Meet with your leadership team to set the expectations: ○ Decide on the Milestone ○ Identify separate areas of work that will need to be pulled separate ○ Create separate “swimlanes” by areas, buildings, floors, etc) ● Clarify any “Conditions of Satisfaction” for major milestones and deliverables.
- 50. What do we need? ● Print or have ready electronically necessary visuals to facilitate the team’s discussions and understanding of the project and project needs. ● Provide extra material: ○ Blank Scope Cards ○ Post-it notes ○ Tape ○ Markers ○ Paper AND don’t forget the FOOD! ;)
- 51. In conclusion - to reduce BIM waste: - Identify your BIM customers - Identify non-value add (waste) - Sequence your virtual build - Implement Pull Planning - Cultivate the right environment - Get food!!
- 52. Training videos: plannerly.com/demo Your own BIM Management Masterclass: plannerly.com/masterclass Two Resources To Help Your Team With BIM:
- 53. JB: jb@driving.vision Damien: damien@driving.vision Eze: eze@driving.vision
- 54. 1. Five Steps To Better BIM Management 2. An introduction to BIM Execution Planning 3. How do you contract for the right BIM at the right time? 4. An Introduction to Lean BIM Management 5. Did You Get The BIM You Paid For? 6. Agile Standards Management 7. Building Lean BIM Standards 8. Protecting Against BIM Risk 9. BIM Management Across Multiple Companies 10. Win More Work With Practical BIM 20 Minute BIM Management Webinar Series wit h
Editor's Notes
- Hi Everyone! Welcome back to episode 3 in our webinar series on BIM management. I’m Damien, and as always, I’m joined by my trusty co-host Eze We also have JB and Clive busy behind the scenes in the chat, so feel free to fire and questions in their direction. We’ll try to answer everything today, but if there’s anything we don’t have time for, we’ll get back to you by email, so don’t be shy! On to today’s presentation: How do you contract for the right BIM at the right time? (click)
- Slide 3 Damien: So today we are going to be talking about Lean BIM management. We’ll answer the question What even is a Lean design, We’ll cover the 6 BIM wastes, How to plan your phases, weekly work planning & finally, tips to get started with Lean BIM. And to start with, it is worth pointing out that there is a difference between LEAN in construction and LEAN in design. (Click)
- Slide 3 Damien: So today we are going to be talking about Lean BIM management. We’ll answer the question What even is a Lean design, We’ll cover the 6 BIM wastes, How to plan your phases, weekly work planning & finally, tips to get started with Lean BIM. And to start with, it is worth pointing out that there is a difference between LEAN in construction and LEAN in design. (Click)
- Slide 5 However, they affect each other greatly. For example, if a builder builds whats in the design, you can end up with serious mistakes. Here are a few actual examples of buildings that have been constructed according to the plan. Quite a nightmare! So even if you end up on time and on budget, is it actually what the client wanted. Would they be happy with the end result? (Click)
- Slide 6 Eze So the design process is a linear process, we should start with (Click) a schematic design and once that’s complete, we can start our (Click) Design Development (DD) and then we make some progress, once maybe we’re half way through or almost finished, what can happen is the owner can change his mind (Click) and we need to start over or make significant changes to the work we’ve already completed! (Click) Now it’s hard to meet deadlines because of all the rework to do. (Click)
- Slide 7 It’s a bit like this, a messy process, going round and round in circles, you can’t really predict what’s going to happen next, because of changes taking place and that can make things really complicated. (Click)
- Slide 8 The other problem is, if the design manager or the contractor, puts a line in the schedule that says that DD must be 50% complete on Sept 24th, no matter what. This can cause a lot of challenges, maybe we don’t have all the information or have had time to update the modelling due to all the rework and now we have a lot of stress and headache trying to get everything ready in time without making more mistakes. That’s not a nice place to be in. (Click) Often Boiled Down To A Single Line On The Gantt Chart
- Slide 9 Damien So, what is Lean design,. When we talk about design, when we apply a Lean process, we hear a lot of terms banded around. So lets talk about a few of these. (Click)
- Slide 10 Kaizen means – Continuous improvement, BIM, I’m sure we all know, VDC stands for Virtual design and construction. Scrums – is a process framework for managing development of products and other information. And Lean. Lean does not mean less design; this is an important distinction to make. (Click)
- Slide 11 Lean is about creating value for customers while minimising waste for the design team. Rather than redesign, over and over again. It’s about applying a workflow that allows you to design with less waste. (Click)
- Slide 12 Eze Great, so, to recap, it’s all about understanding the customers needs and delivering it, also, understanding what the designers need so that we release work in a way that leads to more work and we design as information is needed. Here are 8 common waste categories, over production, is a problem due to making more products than the client has agreed to pay for. Also over processing, just doing tasks because that’s what we’ve always done. These and others all lead to waste which leads to delays and additional costs. (Click)
- Slide 15 So just a side note, there are lots of construction groups around the world and one of the biggest movements is the LCI, the Lean Construction Institute, it was founded in the late 90’s and really grew extensively in 2010. Its annual congresses draw about 1600 people into their events. There is an LCI institute in the UK, as well as many other parts of the world, so some of you might have one near you. (Click)
- Slide 16 Damien So we talk about Lean, we talk about design, and BIM is a big part of the two but is BIM always Lean? (Click)
- Slide 17 Well, no, BIM is not always Lean. BIM is a process as much as it is a product and it may or may not be Lean, depending on how you apply it. (Click)
- Slide 18 What we need to do is figure out what in our BIM management is wasteful and stop doing that, and start doing more valuable things. Eze So we’ve talked about Lean in principle and the different terms used, lets combine the two and start talking about what it is we are attacking in the BIM workflow. So here are 6 BIM wastes that we’d like to discuss. (Click)
- Slide 19 The first one is Poor scoping, so, how do you run a workflow that you’ve contracted for? Maybe it’s incorrect and overly detailed, uh, or an overly generalised scope, this is all a recipe for disaster. It can be hard to understand what the customer wants if you can’t clearly define it. (Click)
- Slide 20 Number 2 is Over or Under production, so too much modelling or to little modelling at the wrong time can be really painful because it leads to more rework, (Click) and what happens if the customer doesn’t get what he paid for? If it’s for a quantity take off and there’s not enough BIM then the quantities will be incorrect. So, it’s really important that the design process has the correct information before we get into the thick of it.. (Click)
- Slide 21 Another one here is really interesting, we have one example on the left which is costing us more money, but, both of them work, do they not? They both solve the problem but one is clearly better than the other. So we can see that we need to exercise good planning, when planning. Essentially, being Lean. (Click)
- Slide 22 Damien Number 3 is Waiting – Let’s say you have a basic computer/laptop and you’re trying to load a massive model; this is going to cause a few issues. This is a waste. If we are waiting for decisions and approvals, this can also be classified as waste in terms of time. I’m sure we’ve all had situations where we have been waiting for decisions to be made from someone who isn’t directly involved in the planning process so they don’t realise the impact their delay can have. In order to understand what the hand off of information is, having an early plan and making sure that you communicate between the teams is really important. (Click)
- Slide 23 And then, the perfect example in our industry is the clash detection, the coordination. If you build it once and it’s trying to occupy the same space, you need to move something to fix it. (Click)
- Slide 24 And then also, administration waste, the problem here is that we really want to get on with whats important rather than spending time working on the admin. This guy is dealing with the administration burden that maybe he’s not too pleased with, it’s maybe talking a bit longer that he was hoping for. (Click)
- Slide 25 So there are some companies out there who are doing a better job, who are improving on this. (Click)
- Slide 26 Eze Great!, so, we’ve talked generally about what Lean is in design and some of the waste issues that we want to solve. Now lets take a look at Phase Planning, and weekly work planning, two techniques we can use to really understand how we can help the customer and really make that process a lot Leaner. (Click)
- Slide 27 So phase planning operates at three levels, first of all, milestone level, the strategic plan level, this is the full overview plan of the whole project and you might think that it means 50% DD or 95% DD but there are probably some better milestones along the way and they probably have to do with decisions that have to be made or approvals from government agencies that need to be made, (Click) and then there’s the Phase Pull, so, the milestone pull, mentioned just now is typically for the whole design sequence but the Phase Pull is for a much smaller chunk of work, a more manageable chuck of work. In construction, it’s usually around 3 -4 months, in design it maybe, 3-4 weeks, but it can depend on the speed of the design. (Click) And once you have a Phase Pull which includes all the different steps involved, then you drop down to a weekly work plan so that there’s accountability and a weekly check in, and people are making sure they are supplying what other people need as they hand off work, down the line. Damien So, 3 levels, planning big year long overview. Then breaking it down to planning each week at a time. (Click)
- Slide 28 When we in BIM define information delivery milestones, we define what is required and who is responsible to do it from a team perspective. (Click)
- Slide 29 We have all this content we can start creating and putting in the model but what happens if all of those teams start putting all of that content in at the same time? (Click)
- Slide 30 Well, we know and we’ve just seen one of the wastes – clashes, which leads to rework. (Click)
- Slide 31 So in order to combat that it would be advantageous for teams to put their content into the model at the right time so that they don’t have to move it. So based on a system priority structure we have seen incredible improvement. If we set the base and say these things are foundational and these things, for example, gravity piping that need to have the slope, that need to be fixed before some of the more flexible items, maybe cable trays that can route around something. Being able to understand the sequence of events and how that can optimise things. (Click)
- Eze Slide 32 The key is to do work first that will release other work, and the principle is to not start everybody at the same time. So here we have the different teams getting involved at different times and with more or less input depending on the phase we are in, by starting teams at the right time we always have their work in the right place because it’s been planned correctly. (Click)
- Slide 33 So how can we use Pull Planning as a technique to help us? (Click)
- Slide 34 Damien The key word is Pull, it means you start at the end and Pull backwards, you move from right to left in planning. Of course you will execute from left to right, but in order to plan you want to start from the milestone you’re Pulling from. And saying, what has to happen just before that, and what has to happen just before that, and then just before that, and in terms of desires, what information do I need to do my part of the plan? So you identify what needs to happen before you can start your part. And that’s all we’re doing. Eze So having a task (Click)
- Slide 35 that is represented by a card or sticky note, this include an image or diagram, something visual. Honestly, we’ve seen a much more powerful impact on teams when we use visuals (Click)
- Slide 36 And then we actually start at the end of the process and then plan backwards, put those tasks in order and write the notes, and we work out what is needed to achieve that. (Click)
- Slide 37 A lot of the time, this is left on the wall but if everyone then going back to their own offices, we need a way to capture this information. (Click)
- Slide 38 So here we have the ability to capture this in the digital form which everyone has access to. And those tasks/can be visible on the software as the period of time that they’ve just committed to (Click)
- Slide 39 and also shown here, we can have the dependencies that we’ve asked for and also the ability to have a check list. So as we’re going through this work flow its really important to be able to define that in electronic form. The nice thing about this is that it integrates what was scoped in Plannerly with the actual tasks so we can make sure we’ve got everything accounted for. (Click)
- Slide 40 Damien When you start to work on those tasks on a weekly basis, what's different, how are you looking to then use the information and track and control that on a weekly basis. (Click)
- Slide 41 On a weekly basis, you’re no longer pulling, you’re pushing, The whole point of the weekly planning and check in on a weekly basis is for accountability. Because you want to hold yourself accountable but you also want to hold others accountable to deliver their promise to you so you can do your work at the right time and that’s how the weekly work plan works. And it’s a way of keeping everybody informed and if we didn’t meet our commitments, why, why did we not? (Click)
- Slide 42 And being able to manage those tasks in a simple Kanban board, we’ve seen the visual nature of the simple drag and drop method and the filtering of just this weeks tasks, removing a filter to be able to aggregate and see everyones tasks, just so that you can go through that workflow, (Click)
- Slide 43 checking off what needs to be done and making sure that everything that was captured in the Pull plan is then tracked and controlled and updated so that everyone knows where things are. (Click)
- Slide 44 Eze So our colleagues at Plannerly had a couple of case studies done, the first was a lab study, They had 2 teams, (Click)
- Slide 45 team A & team B and they went through 2 exercises, one of them running just a traditional process where they got started and evaluated the issues afterwards and then the 2nd one has a communication about sequencing and then they included this in the mini phases. (Click)
- Slide 46 And the results were astonishing, There was a 73% reduction in the issues and challenges that needed to be resolved. That was really eye opening. (Click)
- Slide 47 And the 2nd case study was a multifamily design-built project, there were 2 projects running at the same time with the same teams so they could implement this workflow on one team and really study the effects. (Click)
- Slide 48 Then out of this came the hypothesis that the traditional design management, the SD, DD, CD follows a large batching process, this leads to information build up which causes lot of assumptions to be made using out of date information, therefore, misunderstandings become one of the main reasons for waste in design and construction. This then results in incomplete and late designs. So the findings really do make a lot of sense. (Click)
- Slide 49 So in the real test case, we didn’t hit the 70 odd % mark but we calculated a 53% reduction on a real life project which finished 2 months early, so this was a pretty good result, I think you’d agree. (Click)
- Slide 50 Damien So we’ve talking about Lean design, we’ve talked about waste that we’re trying to attack and the phases planning and the weekly work planning. Finally, lets look at some tips to get started. (Click)
- Slide 51 It’s not always easy or right for teams of lots of different companies to get together. So how do we get started? (Click)
- Slide 52 Well, you pull in one person from each of the firms involved in the design and you really need at least 2 people, the design lead and then the person with the authority to commit the resources from that organisation because as we start planning this, were going to want to staff this in a way that reflects the commitments that have been made. Also, you want someone who is a facilitator, who knows the process, can keep the sessions running on time and ensure everyone on the team provides input. (Click) At least one person from each firm involved in design, preferably the one doing the design, and for the initial planning session, a person from that firm with authority to commit resources. Choose the Pull Planning facilitator: someone who knows the process, keeps the session running on time, and is focused on making sure the entire team provides input. It’s probably not the lead designer, but it could be. Call or text all attendees to assure their participation. If your team has critical persons missing during the session, the planning will be more tentative and less complete.
- Slide 53 So where should we do this? In a big room if possible, in a location where most teams can attend. You might have to use video conferencing if you’re working with teams oversees or far away. Try to get everyone together, at least for the initial conversation. Then ideally have a really long wall where you can put up the sticky notes that we mentioned earlier. But of course this can all be done digitally if you prefer to keep your teams separated for the time being. (Click) Find a suitable room in which to hold the pull planning session. You’ll need lots of uninterrupted wall space, preferably one or two walls of 16’-20’ on which you can affix two rows of 36” plotter paper. There should be at least 8’-10’ of clear space from the wall – no tables in the way. This allows plenty of group movement and discussion as the pull session gets under way. Arrange the room properly ensuring 8-10’ of open space in front of the wall. Print out the tags and position them on a table 8-10’ away from the wall. Set several dispensers of tape near the tags. Hang the 16’-20’ of plotter paper.
- Slide 54 Eze Then preparing your team – Make sure the leadership can decide on the all of the milestones and define them, what they mean and what the conditions for satisfaction are. Identify separate areas of work that need to be pulled separately, if there are different swim lanes for different areas, building walls or floors for example, make sure they are pulled at the right time and the teams know when that time will be. And clarify those conditions of satisfaction for major milestones. (Click) Recommended - Meet with your leadership team to set the expectations (at least 10 days before session Decide which Milestone from which to pull Identify what separate areas of work will need to be pulled separate in what we call “swim lanes”, which might be different areas, buildings, floors, etc Clarify any “Conditions of Satisfaction” for major milestones and deliverables. (You will revisit each of these during the session to make needed adjustments and gain consensus.)
- Slide 55 So what do we need? Visual aids to help the teams with their discussions, (Click) blank scope cards, paper and pens, (Click) post-it notes and markers, (Click) and get everyone talking and involved. And finally, this might be the most important point – FOOD!! don’t forget to feed everyone!!! (Click) Print or have ready electronically necessary visuals to facilitate the team’s discussions and understanding of the project and project needs. Confirm with them that they already have entered (or will enter before the session) information about their tasks and ready to print out before the session. The day of the session: Make reservations for breakfast/lunch/snacks as needed. Something with some protein and lighter on the carbs is best to keep people from getting sluggish. For example, breakfast burritos instead of sugary pastries and sandwiches as opposed to pizza or pasta. Coffee for afternoon sessions is also highly recommended.
- Slide 56 So in conclusion, we’ve crammed a lot into this session, I hope you were able to keep up. So Damien do you want to just summarise what we’ve learned today. Damien Identify who your BIM customers are, not only the customer but also the people around you who you are a vendor too Identify non value adds, things that are wasteful Sequence your virtual build Implement Pull Planning, pulling from right to left Cultivate the right environment for people to grow and develop And Get food!!
- Your tasks: watch the “Basics” videos and let us know when you would like to schedule your SmartLeanBIM® Masterclass!
- So thank you for joining us today, same as the last few weeks, anyone who attended today is welcome to get a free BIM readiness diagnostic, usually worth £300.00 so do sign up for that.