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FRI44 Safe Planning Through 4D Schedule Integration Cardiff 3rd Level
- 1. INTRO • Introduce Speakers •History of TIC • Industrial Construction Challenges • Traditional Planning/Scheduling Solutions – Time-Scaled Resource Analysis • 4D-Scheduling Solutions – Workspace Efficiency – Spatial Resource Analysis • Safety – Data and Analysis – Benefits of 4D
- 2. Presenters • Kenneth Meding,EIT – District Virtual Design and Construction Lead • Steve Moore, PMP, PSP, PMI-SP, LEED AP – District Scheduling Manager
- 3. Overview of TIC •TIC – The Industrial Company (Founded 1974) – Heavy Industrial Contractor • Owned by Kiewit (Founded 1884) – 3rd largest contractor in the U.S. – One of the largest equipment fleets in the U.S. • Engineering/Design • http://www.tic-inc.com/ • http://www.kiewit.com/
- 4. Challenges • Challenges inIndustrial Construction
- 5. SAFETY • Very highindustry standards for safety especially in operating facilities • Heavy machinery usage in limited work space • High volume of heavy work covering many elevations in a small footprint…
- 6. TIME CONSTRAINTS • TightDeadlines – Extremely-High Liquidated Damages – Short, Critical Outage periods – Long-Lead Plant Equipment and Materials – Coinciding Engineering, Procurement, Construction and Commissioning…
- 7. COMPLEXITY • Large plantsoften have more than 100 separate system turnovers. • Each system must be completed in a certain sequence to support safe and effective commissioning. • High-density workspaces • No two projects are alike…
- 8. COORDINATION • Most workself-performed – Up to 700 direct-hire craft workers on typical combined-cycle power projects • Heavy owner involvement • High Quality Standards • Stringent environmental regulations…
- 9. COMMUNICATION • Large groupsof managers and superintendents working in small areas • Expenditures of up to 20,000 Man-hours/week on a single jobsite…
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- 11. VISUAL COMMUNICATION • Markedup Drawings • 3D Models • Schedule Printouts • Charts and Graphs…
- 12. Analysis • Resource Histograms •Earned Value Reports • Productivity Tracking • Schedule Performance Index • Trend Analysis • Cause and Effect… Piping 30% Civil 7% Concrete 14% Structural 4% Electrical 25% Mechan 11% Insulation 9% Man-Hour Spread 0 100,000 200,000 300,000 400,000 500,000 10/2/2011 11/2/2011 12/2/2011 1/2/2012 2/2/2012 3/2/2012 4/2/2012 5/2/2012 6/2/2012 7/2/2012 8/2/2012 9/2/2012 10/2/2012 11/2/2012 12/2/2012 1/2/2013 Rev 3 Cumulative Earned Cumulative Anticipated Cumulative Pipe Manhours 0 1,000 2,000 3,000 4,000 Structural Earned Vs Spent 0.000 1.000 2.000 3.000 10/2/2011 10/2/2012 Civil Weekly Productivity (5,000) 0 5,000 10/2/20… 11/2/20… 12/2/20… 1/2/2012 2/2/2012 3/2/2012 4/2/2012 5/2/2012 6/2/2012 7/2/2012 8/2/2012 9/2/2012 10/2/20… 11/2/20… 12/2/20… 1/2/2013 Mechanical Hour Variance Actual Variance Anticipated Variance 0 200 400 600 800 1,000 Rev 3 Manpower Actual Manpower Project Manpower
- 13. • Teams canview the project model with current progress. • Future jobsite conditions will be easier to visualize and discuss as a team. • Workspace conflicts easier to discuss and mitigate… VISUAL COMMUNICATION
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- 17. EQUIPMENT COORDINATION • Majorequipment needs for upcoming work are easier to assess. • Equipment sharing options (cranes, lifts, etc.) are more easy to plan. • Equipment access and congestion can be identified…
- 18. SAFETY ANALYSIS • Safetyspecialists can understand future site conditions and plan ahead more accurately. • Issues with trades working too closely or above/below each other can be identified and mitigated…
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- 22. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 07/08/12 08/08/12 09/08/1210/08/12 11/08/12 12/08/12 01/08/13 02/08/13 03/08/13 04/08/13 Percentage Basis Civil Concrete Structural Electrical Mechanical Piping Insulation
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- 24. Tools Required • Justas we level resources across time, we should level resources across space. • We need a different tool to identify work front availability across a jobsite. • We need to level resources within a physical area (not just through time)…
- 25. -50 50 150 250 350 450 550 650 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 OVERALL MANPOWER BYDISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Stacked Manpower Histograms
- 26. STACKED MANPOWER BYAREA • We can use our activity and resource codes to get a general idea of resource allocation by area or system. • Difficult to drill into high detail • This takes us in the right direction…
- 27. 0 20 40 60 80 100 120 140 160 180 200 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 1 MANPOWERBY DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 28. -30 20 70 120 170 220 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 2 MANPOWERBY DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 29. 0 50 100 150 200 250 300 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 3 MANPOWERBY DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 30. -40 10 60 110 160 210 260 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 4 MANPOWERBY DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 31. SPATIAL RESOURCE ANALYSIS •Workspace crowding can lead to: – Lower productivity – Higher safety incident rates – Poor schedule performance – Lower Morale – Quality and Environmental Issues…
- 32. POSSIBLE WORKSPACE SOLUTIONS • Longerhours with fewer workers ($) • Additional shifts ($) • Detailed coordination and planning within tight constraints – Must be planned at a detailed level – Involves an ever-changing, three-dimensional space – How?...
- 33. 4D SOLUTIONS • 4DSchedules can show us exactly when and where resources are utilized. • It is a great tool for identifying sequencing issues. • It can also help to identify workspace crowding and trade conflicts…
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- 35. 4D PROFILE MODIFICATIONS •Only ongoing work is displayed, then fades to grey • Separate use profiles were created for each trade • Colors correspond to stacked manpower charts • Trade-specific workspace conflicts can be easily identified…
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- 37. A MORE DETAILEDVIEW • That was a high-level view of over 1M man-hours worked over three-years. • Let’s dive into more detail to gain greater insight. • These custom use profiles will help us to identify issues and opportunities in: – Safety – Productivity – Equipment Usage – Etc…
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- 39. SPACIAL RESOURCE ANALYSIS •Alternate plans can be identified which lead to: – Safety improvements – Higher productivity – Etc…
- 40. SUMMARY • Introduce Speakers •History of TIC • Industrial Construction Challenges • Traditional Planning/Scheduling Solutions – Time-Scaled Resource Analysis • 4D-Scheduling Solutions – Workspace Efficiency – Spatial Resource Analysis • Safety – Data and Analysis – Benefits of 4D
- 41. 4D SAFETY • Whatdoes safety planning look like? • Can you plan for safety?
- 42. OUR METHODS • 4Dsimulations Focused on Safety • Micro 4D Task Packages • Field Deployment • Training
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- 44. 4D SIMULATIONS • SafetyData • Icons • 4D Safety Reviews • 4D Safety Post Game
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- 46. 4D SIMULATIONS ICONS •Icons • Injury • Diamond • Near Miss • Diamond • Potential • Best Practice • Potential Link to Website Data
- 47. 4D SIMULATIONS ICONS Injury •Known event that occurred on Site • Tracking Icon
- 48. 4D SIMULATIONS ICONS NearMiss • Known event that occurred on Site • Tracking Icon
- 49. 4D SIMULATIONS ICONS •Diamond Event • Mining the Diamond Program • Event that could have been avoided • Both for Near Miss and Injury
- 50. 4D SIMULATIONS ICONS PotentialIssue • Potential safety concern for activity • Majority of icon would be Potential
- 51. 4D SIMULATIONS ICONS BestPractice • Best known practice for activity
- 52. ICONS Crush Point Body Positioning ConfinedSpaces Equipment Falls Fire Hoisting and Rigging Ladders Line of Fire Signage Tools Falling Objects PPE Lockout – Tag Out Sharp Edges
- 53. LINE OF FIRE(LOF) 0 5 10 15 20 25 2011 2012 2013 2014 Series1
- 54. DROPPED OBJECTS (DO) 0 5 10 15 20 25 20112012 2013 2014 Series1
- 55. EQUIPMENT (E) 0 5 10 15 20 25 2011 20122013 2014 Series1
- 56. 4D SIMULATIONS • 4DSafety Reviews
- 57. 4D SIMULATIONS RESULTS •4D Safety Post Game • Past Projects Safety Data to Find Patterns and develop Best Practices
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- 61. OUR METHODS • FieldDeployment • Job site monitors
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- 63. RESULTS • Results • WorkspaceConflict • Crane locations • Current Hurdles • Roles and Responsibilities
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- 66. RESULTS • Current Hurdles •Roles and Responsibilities
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- 68. CONTACT INFORMATION Ken Meding,EIT Virtual Design and Construction Specialist 315-212-1980 cell 832-707-4830 cell kenneth.meding@ticus.com Steve Moore, PSP PMP PMI District Scheduling Manager 720-438-5674 cell steve.moore@ticus.com