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#FiaComit - Advanced Works Packaging & Integrated Materials Management
This document discusses Advanced Work Packaging Information Mapping (AIM), a project aimed at developing methods and tools to enable effective Advanced Work Packaging (AWP) in capital projects. The document outlines the AIM project deliverables which include information workflows for AWP, example work packages, approaches for bill of materials consolidation and validation, relevant software tools and data standards, contractual recommendations, and an implementation guide. It also discusses the potential benefits of AWP including up to 25% increased productivity and 4-10% reduction in total installed costs. Finally, the document promotes the use of use case methodology to further the goals of the Integrated Materials Management Community of Interest.
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#FiaComit - Advanced Works Packaging & Integrated Materials Management
- 1. Advanced Work Packaging(AWP) and Integrated Materials Management (IMM) Ray Topping Fiatech
- 2. Advanced Work PackagingInformation Mapping (AIM) – Raising Project Performance Ray Topping, PE Fiatech Director
- 3. Agenda Advanced WorkPackaging AIM Purpose AIM Deliverables AIM Implementation Guide Questions & Discussion
- 4. Examples of CapitalProjects Industry Work Packaging Engineering Work Packages Construction Work Packages Installation Work Packages System Commissioning Packages System Turnover Packages Test Packages Fabrication Packages Procurement Packages Initial Project Focus Area
- 5. IWP an Exampleof AWP Motivation • Construction Industry Institute (CII) studies* have shown that 25% to 40% of the construction installed costs is from direct labor and IWP promises the benefit of up to 25% improvement in field productivity, and a 4-10% reduction in total installed project costs. Personal Typical workday (8hr) 0 0.5 1 1.5 2 2.5 Material Handling Preparatory Work Waiting Travel Tools and Equipment Direct Work consumption of time Hours * IR 252-2A, 2010
- 6. AIM - AdvancedWorkface Packaging Information Management CII Identified AWP Potential • Up to 25% increase in productivity • Reduction in TIC of 4-10% • Increased Predictability / Visibility • Safety Benefits Identified Barrier Data Provisioning CII RT 272 Fiatech AIM Project
- 7. Martin Swaine –Shell Mark Shively – Shell Terry Erhart – Hatch Bill O’Brien – U of Texas, Austin Ted Blackmon – Construct-X Reg Hunter – FIATECH Jen Rizzo – AVEVA Moussa Konate - AVEVA Mike Mosley – Zachry John Corzo – Zachry Todd Sutton – Zachry Dan Slade – Jacobs Adam Carlson – Jacobs Dale Adcox – Jacobs Deborah McNeil – Dow T.A. Madhivanan – Dow Lawrence Dowe – Chevron Angela Spadafino – Chevron Eric Crivella – Bentley Robin Mikaelsson – Bentley Don Gibson – Black & Veatch Dan Macek – Black & Veatch Judy Veatch – Black & Veatch John Fish – Ford, Bacon &Davis Kathryn Lust – Mustang Lorna Shipp – Mustang Russ Parkin – HAL, Inc. Stephane Levesque – Hatch Saquib Haroon – Hatch Fiatech AIM Project Participants
- 8.
- 9. AIM Deliverables •Information Workflows for AWP • Example ‘Next-Gen’ Work Pack • Approach for BOM Consolidation / Validation • Landscape of Software Tools to Support AWP • Library of AWP Data Exchanges • Relevant Industry Data Standards and Initiatives • Contractual Recommendations for Data Deliverables • AIM Implementation Guide
- 10. AIM Workflows Level1 – Conceptual Diagram
- 11. AIM Workflows Level2 Swim Lane Diagram Stake-holders Engineering Procurement & Materials Vendors / Fabricators Project Controls Construction Completions Owner-Operator 1 Project Stages Preliminary Planning & Design Detailed Engineering Construction Completions Operations & Maintenance 1 1. Latest draft diagram needs updated to further extend into Operations
- 12. AIM Workflows Level3 Swim Lane Diagrams Engineering Procurement / Materials Management Project Controls Module Fab / Site Installation Completions Legend Deferred Starting In Progress Complete
- 13. BOM Consolidation &Validation Approach
- 14. Landscape of SoftwareTools to Support AWP
- 15. Library of AWPData Exchanges Information Consumed Information Produced
- 16. Library of AWPData Exchanges Construction Drawing Release Log Consolidated and Validated BOM CWP Release Plan Pipe Spool Isometric Details Structural Steel Details Engineering Lists and Component Registers Fabrication Progress Tracking Module Fabrication Tracking & Carry-over Work IWP Scope Definition IWP Release Plan Materials Allocation & Issue by IWP Crew Resource Availability Field Progress and Status of IWP Execution Progress Roll-Up from Field Execution of IWPs System and Test Pack Scope Definitions System Turnover Plan Required Data for Turnover into Operations
- 17. Relevant Industry DataStandards and Initiatives
- 18. Contractual Recommendations forData Deliverables 11 Key Assumptions 15 Key Recommendations
- 19. AIM Implementation Guide– Jump Start CII – RT 272 Vol I Form a Leadership Team for the AWP Project Effort
- 20. AIM Implementation Guide– Early Planning CII – RT 272 Vol I Align with Material Responsibility Matrix Define IT Systems Architecture to Support Target AWP Scope Specify Project Data Deliverables to Support AWP Include Project Data Deliverables for AWP into Contracts
- 21. AIM Implementation Guide– Detailed Engineering CII – RT 272 Vol I Conduct Bench Tests of AWP Automation Systems Establish Process for Validation of BOM/MTO and other Data On-board New Stakeholders into AWP Environment
- 22. Copyright 2014. Allrights reserved. Purpose • Provide methodology for identifying and organizing information to enable Advanced Work Packaging (AWP) • AIM Phase 2 will strengthen linkages to Material Flows Maturity/Readiness Development POC/Demo Adopt/Deploy Industry Relevance/Impact • Supported by Shell, Chevron, Dow, Hatch, Zachry and more than 20 other organizations • Enables realization of CII/COAA AWP providing benefits of up to 25% productivity improvement Advanced Work Packaging Information Mapping (AIM) Advanced Work Packaging Information Mapping Overview/Guide (FRS-AIM-1) Information Management Framework for Advanced Work Packaging (FIR-AIM- 1) Industry Software Platforms and Functions (FIR-AIM-2) Contract Language Information Mapping Recommendations to Enable Advanced Work Packaging (FIR-AIM-3) Drafts complete, release Q1/2015 Summary
- 23. Questions & Discussion AIM Deliverables • Information Workflows for AWP • Example ‘Next-Gen’ Work Pack • Approach for BOM Consolidation / Validation • Landscape of Software Tools to Support AWP • Library of AWP Data Exchanges • Relevant Industry Data Standards and Initiatives • Contractual Recommendations for Data Deliverables • AIM Implementation Guide
- 24. Integrated Materials Management Community of Interest (IMM-CoI) Ray Topping, PE Fiatech Director
- 25. Fiatech members have set Integrated Automated Procurement & Materials Management as a Strategic Priority Comparison Materials Management & Control Costs Manufacturing Industry 1% Construc on Industry 0.15% Marsh Capital Project Total Cost Materials & Equipment 50 to 60% Capital Project Schedule Influencers Materials & Equipment Control 80% CII
- 26. Integrated Materials Management Community of Interest (IMM-CoI) Monitoring & Controlling End$to$End'Interoperability'(ISO'15926'&'BIM)'Informa?on'Sharing' End-to-End ISO-15926 Enabled Information Gathering, Conditioning & Sharing Complete, Real-Time, Ac onable Informa on - Feed Forward & Backward Fabrication & Assembly Lessons Learning Copyright 2014. All rights reserved. Ongoing Operations Construction Site Logistics In-Transit Logistics Planning & Organizing Designing Acquiring Maintaining Materials, Modules, Equipment, Subsystems, Work Packages, Spares, etc. FEED' Detailed' Design' Procurement' Logis?cs' Construc?on' Startup' Opera?ons' Opportunity'' Iden?fica?on' Capital'Project'Life'Cycles' It is All About: Visibility, Predictability, Accountability, and Control
- 27. Advanced Work Packaging Information Mapping (AIM)
- 28. Potential IMM Future-StateRealization Contractors Use Their Internal Systems to Achieve Maximum Productivity and Value Purchasing Documents Status Rpts Drawings & Data 3D Models Progress Reports RFIs FCOs Change Orders QA/QC Collaboration / Integration System Owner Lifecycle Systems ERP Asset Mgmt Instrument Control Maintenanc e/Reliability Warehouse Spare Parts Document Control MOC Mtls Mgmt Lifecycle 3D Model Progress Information Available Real-Time for Owner End of Project Download into Owner Lifecycle Systems Engineering Contractor1 Engineering Contractor2 Engineering Contractor3 Engineering Contractor4 Construction Contractor1 Construction Contractor2 Construction Contractor3 Construction Contractor4
- 29. Industry Outreach & Engagement Portfolio of Use Case Priorities Enabling Fiatech Projects Use Case Slices Use Case Based Consensus Building Webinar Sharing of Advancements & Innovative Practices
- 30. Potential IMM COISponsored Webinars 1) Enabling Advance Work Packaging — Linking the WorkFace Planners with Enabling Information Resources and Materials Visibility (Construct X) 2) Industry Challenges to Effective WorkFace Planning (Aveva & Bentley) 3) Proven Methods in Capturing, Converting, Managing and Global Sharing Product Information (Thomas) 4) Predictive Performance Indicators — Enabling Management With Certainty (UT, Shell) 5) Overcoming Roadblocks to Materials Identification, Selection and Procurement (FBD) 6) Positive Materials Identification — Confronting the Counterfeiting Threat (intro Philips66, Thomas, Hal, Neway Valves) 7) Increasing Construction Site Materials Visibility and Control (Atlas RFID, Inteliwave) 8) Materials Risk Mitigation — Building a Framework to Identify and Resolve Disruptions to Material Flows (DevonWay) 9) Maximizing In-Transit Materials Visibility, Predictability and Control (HAL) 10) Advances in RFID technologies and use cases (OMNI-ID) 11) Other?
- 31.
- 32. Boeing 787: GlobalOrchestration for Streamlined Assembly
- 33. Boeing 787: Coordinationof Global Partner Operations About Boeing: • Dreamliner 787 Program oSupply Planning oForecast/Commits oLogistics Visibility • Over $80B Corp Revenue • Very complex, global Supply Chain footprint • Each Program has several unique suppliers / partners Suppliers Sub Upstream Assemblies Suppliers Inventory Hubs Benefits: • Eliminate latency across multiple partners • Automate delivery schedules & order changes • Ensure continuity of supply, minimize supply disruptions • Improved cash flow for business partners via managed inventory programs • Improved on-time delivery: minimizing logistics costs • Improve process management : reporting and About Boeing: • Dreamliner 787 Program oSupply Planning oForecast/Commits oLogistics Visibility • Over $80B Corp Revenue • Very complex, global Supply Chain footprint • Each Program has several unique suppliers / partners Revolutionary Approach to Partner Based Programs Focus: • Entire 787 mission critical supply chain managed with E2open • Achieved near real-time visibility for in transit packages • Solution scalable for all business partners irrespective of their technological sophistication
- 34. Use-Case Methodology, Summarized Keep it simple by telling stories Understand the big picture Focus on Value Build the system in slices Adapt to meet the team’s needs Deliver the system in increments Requirements Systems Tests Stories Use Cases Use Case Slices Source: http://www.ivarjacobson.com/uploadedFiles/Pages/Knowledge_Centre/Resources/White_Paper/Resources/IJI_Use- Case2_0.pdf
- 35. Use-Case Concept Map A use case is all the ways of using a system to achieve a particular goal for a particular user. To make the value easy to quantify, identify and deliver you need to structure the use-case narrative. A use-case slice is one or more stories selected from a use case to form a work item that is of clear value to stakeholders. Source: http://www.ivarjacobson.com/uploadedFiles/Pages/Knowledge_Centre/Resources/White_Paper/Resources/IJI_Use- Case2_0.pdf
- 36. Why Use-Case Methodology? • Action-oriented methodology, progressing from identification of needs to their fulfillment, allowing Fiatech CoIs to act as Change Agents Use Case (as-is) Identification of Need/ Problem Resolution Strategies Use Case (to-be) Use Case Slices System Realization Use Case Cycle Use Case Slice Cycle Work Packages driving Fiatech Projects
- 37. Call for Action– Collecting Stories • Identify stakeholder roles within your own organization • Identify needs and problems in current environment • Collect anecdotes, develop into comprehensive stories • Develop shared understanding of to-be state • Collaborate with Fiatech CoI to organize stories into Use Cases • Develop Use Case Slices • Initiate Fiatech Projects
Editor's Notes
- #7 As adoption of work packaging grows across the industry, and as the practices and principles around the topic continue to mature, we’re seeing a convergence of information, materials, documentation, plans, schedule, etc. as well as an increasingly significant amount of anecdotal information coming forward from other companies that are using these tools. The result is a coalescing of a body of knowledge as well as a de facto collection of best practices, tools, templates, etc. In order to be successful at this we need to have some standardization of procedures, information exchange formats, and protocols. One of the advantages we get from FIATECH is access to a body of domain expertise and access to a group that is interested in defining these best practices and publishing recommendations, best practices, and guidelines. Today that effort is through an active FIATECH project called Advanced Work Packaging Information Management, or AIM for short. AIM is continuation of the great work done by CII’s RT-272 They stated that one of the primary barriers to implementation of work packaging in the industry is information management and standardization of workflows and processes. The presentation so far has focused on “refined to best practice” addressing how Advanced Workface Planning is implemented. In line with CII’s findings, we think that the ability to visualize project data with numerous disparate systems and data point is crucial and will provide significant benefits toward the predictability of our project execution. We also believe that as the tools improve they innately improve our ability to support the internal initiatives of engineering for construction safety. We anticipate a 10% growth in productivity; however, while this is noticeably less than the 25% figure put forward by the RT-272 study, this is largely due to the fact that Zachry has been doing workface planning in some shape or form for quite some time. Based upon what we have seen with the case study project, and as the AIM project continues to push forward with their mandate, we will continue to pull those artifacts into our SOP and the innate byproduct of doing so is improved project execution, improved vendor engagement, and ultimately, reductions in schedule. What I consider the most significant expected benefit is in regards to Total Installed Cost. As productivity increases, vendor performance improves, and schedule pressures are reduced we anticipate a notable reduction of TIC in the neighborhood of 5-7% .
- #33 Transition from vertically integrated to global partner model Maintained contractual relationships with Tier-2 suppliers Enable Boeing to integrate with and orchestrate its business processes in a distributed supply network of 135 partners in 12 countries Synchronize demand/supply, order, and inventory information across all supply partners Improve on-time delivery and ship-to-commit date with end customer Provide global visibility to all partners involved in the delivery of the completed assemblies Buy-Side – Inventory Mgmt, Order Management, Multi-Enterprise Integration Coordinated events to ensure final assembly and delivery takes place in 9 days Improved cash flow for business partners via managed inventory programs Improved on-time delivery while minimizing logistics costs Improve process management through reporting and analysis
- #34 Transition from vertically integrated to global partner model Maintained contractual relationships with Tier-2 suppliers Enable Boeing to integrate with and orchestrate its business processes in a distributed supply network of 135 partners in 12 countries Synchronize demand/supply, order, and inventory information across all supply partners Improve on-time delivery and ship-to-commit date with end customer Provide global visibility to all partners involved in the delivery of the completed assemblies Buy-Side – Inventory Mgmt, Order Management, Multi-Enterprise Integration Coordinated events to ensure final assembly and delivery takes place in 9 days Improved cash flow for business partners via managed inventory programs Improved on-time delivery while minimizing logistics costs Improve process management through reporting and analysis