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Technology, Data Capture, & the Mechanical Contractor
- 1. Technology, Data Capture, and the Role of the Mechanical Contractor Nathan Wood Founder, SpectrumAEC
- 2. nathan@spectrumaec.com@NathanCWood 650.454.5334 NathanCWood.com Nathan Wood has emerged as a thought leader for innovation across the Architecture, Engineering, and Construction (AEC) industry. As SpectrumAEC’s founder and chief enabling officer, he leverages his international experience with BIM, Lean, and Integrated Project Delivery (IPD) to develop strategic implementation plans that balance the needs of people, process, and technology. He has a unique ability to identify the root causes preventing new technology implementation, and works alongside project stakeholders and technical leads to align the team around clear goals with shared incentives. Outside of SpectrumAEC, Nathan continues to support industry progress through conference presentations, academic papers, and as a leader in the Construction PDF Coalition (www. cpcoalition.com). linkedin.com/in/nathanaec BIM Building Information Modeling VDC Virtual Design & Construction LEAN AGC CM-Lean Instructor IPD Integrated Project Delivery Nathan C. Wood Innovation Evangelist | Adoption Strategist
- 3. Construction is NOT a ‘Digital’ Industry http://www.mckinsey.com/industries/capital-projects-and- infrastructure/our-insights/imagining-constructions-digital-future 3 1Based on 2010 prices. Source: Organisation for Economic Co-operation and Development 0 200720011997 2011 201320121995 20091999 2003 20141998 2002 2010200420001996 200820062005 The digital future of construction Exhibit 3 of 9 McKinsey Global Institute industry digitization index; 2015 or latest available data The construction industry is among the least digitized. Assets Usage Labor Sector ICT2 Media Professional services Finance and insurance Wholesale trade Advanced manufacturing Oil and gas Utilities Chemicals and pharmaceuticals Basic goods manufacturing Mining Real estate Transportation and warehousing Education Retail trade Entertainment and recreation Personal and local services Government Healthcare Hospitality Construction Agriculture and hunting 1Based on a set of metrics to assess digitization of assets (8 metrics), usage (11 metrics), and labor (8 metrics). 2Information and communications technology. Source: AppBrain; Bluewolf; Computer Economics; eMarketer; Gartner; IDC Research; LiveChat; US Bureau of Economic Analysis; US Bureau of Labor Statistics; US Census Bureau; McKinsey Global Institute analysis Overall digitization 1 Digitalspending onworkers Digitalcapital deepening Digitization ofwork Interactions Business processes Marketmaking Digital spending Digital assetstock Transactions Relatively low digitization Relatively high digitization Digital leaders within relatively undigitized sectors t 3 1Based on 2010 prices. Source: Organisation for Economic Co-operation and Development 100 0 200720011997 2011 201320121995 20091999 2003 20141998 2002 2010200420001996 200820062005 Construction Germany CDP 2016 The digital future of construction Exhibit 3 of 9 McKinsey Global Institute industry digitization index; 2015 or latest available data The construction industry is among the least digitized. Assets Usage Labor Sector ICT2 Media Professional services Finance and insurance Wholesale trade Advanced manufacturing Oil and gas Utilities Chemicals and pharmaceuticals Basic goods manufacturing Mining Real estate Transportation and warehousing Education Retail trade Entertainment and recreation Personal and local services Government Healthcare Hospitality Construction Agriculture and hunting 1Based on a set of metrics to assess digitization of assets (8 metrics), usage (11 metrics), and labor (8 metrics). 2Information and communications technology. Source: AppBrain; Bluewolf; Computer Economics; eMarketer; Gartner; IDC Research; LiveChat; US Bureau of Economic Analysis; US Bureau of Labor Statistics; US Census Bureau; McKinsey Global Institute analysis Overall digitization 1 Digitalspending onworkers Digitalcapital deepening Digitization ofwork Interactions Business processes Marketmaking Digital spending Digital assetstock Transactions Relatively low digitization Relatively high digitization Digital leaders within relatively undigitized sectors Exhibit 3
- 4. 0 1 2 3 4 5 6 7 Construction Energy Manufacturing Transportation Healthcare Education Finance IT Spending as a % of Revenue, By Industry [Gartner 2014] It Requires more Technology Investment People ProcessTechnology 3.3% Cross-Industry Average 3.3x Investment Gap
- 5. It Requires a Process Disruption People ProcessTechnology
- 6. It Requires an Incentive to Collaborate “Virtually everyone in the construction supply chain works on contracts where the incentive is to maximize their gain at the expense of others” Just follow the money… People ProcessTechnology John Macomber, ASCE Report, 2003 “Follow the Money: What Really Drives Technology Innovation in Construction”
- 7. www.bestppt.com Flawed Performance Management Limited Talent Management Inadequate Communication Poor Organization Contractual Misunderstandings Poor Short Term Planning Insufficient Risk Management Missed Connections
- 8. 2016 World Economic Forum Report
- 10. www.bestppt.com MY ADOPTION JOURNEY The People. The Process. The Technology @nathancwood @SpectrumAEC
- 11. Boulder, CO Austin, TX San Francisco, CA Falls Church, VA The Journey to DPR Construction & BIM
- 12. SUTTER CASTRO VALLEY WHY: Sutter Health + OSHPD State Requirements Seismic Fault Lines San Francisco Bay, CA
- 13. Christian, D., Bredbury, J., Emdanat, S., Haase, F., Kunz, A., Rubel, Z. and Ballard, G. (2014). “Four-phase project delivery and the pathway to perfection.” In: Proc. 22nd Ann. Conf. of the Int’l Group for Lean Construction, IGLC-22, Oslo, Norway, June 25- 27. Available at <www.iglc.net> WHAT: Integrated Design to Construction
- 14. 30% Reduction in Schedule No Rework (MEP) As-Built Model Increase Field Crew Production HOW: BIM + Lean + Integrated Project Delivery
- 15. 3D Detailing and Coordination in Tekla Shop Drawing Generation is Direct Output from Tekla Model Benefit: Direct 3D to 2D Field Drawings
- 16. The First Discovery: Rebar vs. Precast Sleeve • 200+ Facade penetrations or embed were coordinated with rebar and MEP. • Precast subcontractor did not originally account for rebar spacing during design. • Over 25% of Connection designs were changed due to BIM Coordination Risk: Precast Façade Connections
- 17. BIM = Better Productivity & QualityBenefit: Quality Control + Increased Productivity DPR Concrete reported 10% Productivity Increase from BIM shop drawings process.
- 18. 2D Detail Constructability Review
- 19. BIM + Lean: Last Responsible Moment • OPTION #2: Roof Slope redesigned 4 weeks prior to roof concrete pour • Required 3 new drains to be coordinated with existing MEP BIM
- 20. TRUST: CONSTRUCTABILITY INPUTHOW? Shared Risk & Reward with MEP Trades • Routed 3 additional drains to a nearby riser in BIM • New drainage calculation of the redesigned sloping • Confirmed LEED requirements of roof still held • Poured concrete roof slab on schedule
- 21. TRUST: TRADES INSTALL FROM BIMAutomated Spool Fabrication from BIM Courtesy of McClanahan Plumbing
- 22. SYNERGY: BIM + TOTAL STATIONIntegrated Total Station Layout Use of Robotic Total Station (RTS) in Conjunction with Coordinated MEP Inserts in BIM 4X Productivity Compared to Conventional Layout Courtesy of McClanahan Plumbing
- 23. Drywall Spool Sheets Direct from Coordinated BIM TRUST: IMPROVED FRAMING PROCESSDrywall Framing Productivity & Rework Credit: DPR Drywall
- 24. 50-95% Reduction in Rework Benefits: Installation Metrics (Castro Valley) 0% 5% 10% Mech Plumb Electrical Drywall Rework (%) By Trade Baseline Actual 5-28% Increase in Productivity 0% 10% 20% 30% Mech Plumb Electrical Drywall Productivity Increase % By Trade Planned Actual
- 25. SUTTER CASTRO VALLEY SUTTER ALTA BATES Fall 2010: Transferring Lessons to Alta Bates
- 26. Visual Pour Planning Benefit: Concrete Planning & Layout Enhanced Concrete Lift Drawings Total Station Layout Integration
- 27. Project ChallengesRisk: BIM vs. Field Reliability ? = ?
- 28. New Project, New Risks: Sutter Alta Bates Complex Project Site Unforseen Conditions Seismic Expansion Joint Connections
- 29. Courtesy of Trimble Navigation ltd. Benefit: Modeling of Unforseen Conditions
- 30. Risk: Civil/Structural Design Coordination
- 31. Innovation: Overlay of Revit Structure & Civil 3D
- 32. Countermeasure: Define Rebar Design in BIM
- 33. Pull 2D Detail from BIM for OSHPD Drawing
- 34. Integrate x,y,z Total Station Layout from BIM
- 35. = Success Metric: Early Schedule Savings Concrete Foundations 31 Days Of Critical Path Schedule Recovered over 10 Months 33% Time Savings Per Submittal Review
- 37. A Tale of Two Projects: IPD Lessons Learned Castro Valley Delivered 6 Weeks Ahead of Schedule Maintained Target Cost Alta Bates Delivered 6 Months Behind Schedule 20 Million Over Target Cost
- 38. BIM?IPD? LEAN?
- 39. The Castro Valley Difference: Culture Team members chorus: Don’t try this with strangers. Expect lengthy contract negotiations and endless meetings. Be vigilant about communicating. “The actual effort required was underestimated on both the design and construction sides,” says James Mobley, a Devenney principal.
- 40. Mistakes are Part of Innovation. Who’s to Blame?
- 41. Contract Changes also Need Culture Changes
- 42. The Digital Adoption Tipping Point Starts with….
- 45. 2016 World Economic Forum: The ‘What’
- 46. The Potential of Big Data: Predix by GE
- 47. The Reality of Big Data
- 48. IF THEN
- 49. The Truth About Trusting Bad Data
- 50. Barriers to Adoption of Integrated Data https://www.weforum.org/reports/shaping-the-future-of-construction-a-breakthrough-in-mindset-and-technology
- 51. Impact-Likelihood Matrix of Construction Tech Practical Possible
- 52. Virtual Reality vs. Augmented Reality http://futurism.com/images/vr-ar-and-mr-whats-the-difference-infographic-2/
- 53. ‘Proof of Concept’ Video (Trimble & Hololens) https://www.youtube.com/watch?v=kXVW4sUsh3A
- 55. http://strxur.com/no-plans-no-problem-building-ar/ StrXur.com – Framing Layout with Hololens
- 56. Nerding Out: Hololens Location Accuracy
- 57. Pop Quiz: VR or AR? http://www.bimanywhere.com/
- 59. www.bestppt.com ©2011 DPR Construction All Rights Reserved
- 60. Advanced Project Planning Tools Practical Possible
- 61. BIM + CPM Schedule IntegrationBIM + CPM Schedule Integration (4D Visualization)
- 62. OVERALL BIM BENEFITS – DEPENDSFully Integrated 5D (Cost & Time) Planning
- 63. The Lean Last Planner System (LPS) ®
- 64. Advanced Design Planning Tools http://software.adeptmanagement.org/index.htmlhttp://www.myvplanner.com/
- 66. Single Trade Modular Prefabrication Credit: Superior Air Handling Company
- 69. The Process 2D Shop Drawings Shop Drawing Review Fabricate Rebar Install Rebar 3D Model Lean Innovation: Cloud Rebar Submittal Reviews
- 70. Cloud Comment Responses = No Resubmittal
- 71. Data Centric Integration Brings Efficiency & Reliability Drawing Centric Task Centric BIM Centric Time Centric Media Centric Integrated Data Requires Integrated Platforms API Integrations Database Standards
- 72. Elements of a Cooperative Partnership Figure 11: Elements of a Cooperative Partnership61 Collaborative decision-making and control1 Third-party mediation and conciliation Decision by adjudicator or arbitrator Internal dispute resolution via negotiation Conflict resolution Premium for early project delivery Incentives for cost optimization Alternative cost models, such as target cost Shared risk/reward (“pain share, gain share”) Incentive mechanisms Project charter with common project goals Transparent financials (“open books”) Co-location of teams (“big rooms”) Common data platform (e.g. BIM) Project culture Choosing most efficient, not cheapest Early involve- ment of key participants Multi-party con- tract with clear accountabilities Tendering and contract Prudent manage- ment and appropri- ate allocation of risk 1 Potentially including liability waivers among participants Source: World Economic Forum; The Boston Consulting Group
- 73. 2016 World Economic Forum Report Practical Possible
- 74. Material Asset Tracking (RFID, Barcode, Bluetooth)
- 75. Manpower / Safety Tracking of Workforce
- 76. Discussion: Tracking “Assets” in the Field Workforce Tracking: Is Value of Safety/Productivity Data > Fear of Big Brother? Material/Equipment Tracking: What is the Likelihood of Poor/Missing Data Capture?
- 79. Update Virtual to Match Physical
- 80. Confirm Late Design Changes are Coordinated
- 81. www.bestppt.com
- 82. 360 Photos + Immersive Navigation
- 83. 2016 World Economic Forum Report Practical Possible
- 84. www.bestppt.com “A digital representation of physical and functional characteristics of a facility. A BIM is a shared knowledge resource for information about a facility forming a reliable basis for decisions during its life-cycle; defined as existing from earliest conception to demolition.” National BIM Standard v1, 2007
- 85. Use Data Throughout the Lifecycle
- 86. Project Data Handover: Theory vs Reality
- 87. 3D Model 2D Drawings DesignFabrication 87 Challenge: BIM Handoffs in the Real World
- 88. • Does this….. • Equal this? Design Model Fabrication Model 88 Risk: Loss of Reliable BIM for Coordination
- 89. Bringing Back Reliability: Laser Scan + GenMEP
- 90. 3D Model 2D Drawings DesignerDetailer 90 Risk: New Process, Old Contract?
- 91. Handover Data Design Input Coordination Input As-Built Input Customer Input Project Data Assumptions & Miscommunication Contract Risk Management Unreliable Data Programing Design Coordination OperationsConstruction 91 Where Does the Data get Lost?
- 92. TOOL SHIFTING THE INDUSTRY PARADIGM PEOPLE PROCESS BIM is just a Tool1 This Tool is only as good as the People using It 2 The People can only be as effective as the Process allows them to be 3 The Role of BIM in Design & Construction
- 94. A Framework to Initiate Change
- 96. Disruptive Innovation Requires Balance Digital Standards Aligned Incentives Lean Integrations
- 97. How Do We Bridge the Gap? Industry Level
- 98. The Business Value of BIM to Owners http://i2sl.org/elibrary/documents/Business_Value_of_BIM_for_Owners_SMR_(2014).pdf What BIM Data Means to Owners
- 99. Owners Impact on BIM Standards http://i2sl.org/elibrary/documents/Business_Value_of_BIM_for_Owners_SMR_(2014).pdf The Impact on Standards Adoption
- 100. W.I.I.F.M. What’s In It For Me? Discussion #1: Why Go Digital At All?
- 101. Who’s Pushing the Adoption of BIM?
- 102. Who has the Most to Gain from Integrated BIM?
- 104. Mechanical Firms are Leading the Way! http://www.builtworlds.com/news/2016/6/13/mechanical-contractors-urged-to-seize-disruptive-opportunities
- 105. End Users Return on Investment Implementation Certainty Easy to Integrate Maintain Budget Executives Managers Easy to Use Save Time There is also an Internal Battle to be Addressed
- 106. How Do We Bridge the Gap? Company Level
- 107. Time Value Current State Desired State ROI Potential Time to Adopt Time to Adopt/Fail Lost ROI 70% Source: John Kotter International Adoption Starts by Managing Expectations
- 108. Assess Align Advance Adoption of Requires Early Input
- 109. Time Value Current State Ideal State 30% Time to Adopt ROI Potential Time to Adopt/Fail Lost ROI 70% Source: John Kotter International Shared Definition Key Performance Indicators A3 Workshops Provide Early Input
- 110. Homework: Produce Your Own A3 Report lost/stolen tools and materials on jobsites result in $30-40k in lost revenue every year -Paper based check-in/check-out process -Manual entry into database -No awareness of current location of asset -No accountability -Establish organization and accountability during asset request and point of transaction -Break Even ROI within 12-18 months -Current process is broken -No incentive to record data -Project Managers are encouraging bad behavoir - Incentivize transparency over deception - Mobile app must be ‘easier’ than previous process (direct user feedback) - Work with technology partners to build proof of concept and test with users - Iterate development until end user is confident in new process - Scale adoption and measure the results - Compare adoption metrics and key performance indicators against baseline - Study high and low performance teams to identify lessons learned and share