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Understanding the Role of BIM in Foodservice Design
- 1. Understanding the Role of BIM in Foodservice Design
- 2. Today’s Objectives Discuss the progress the foodservice industry has made with BIM Explore the transition to BIM from Auto CAD Examine some of the benefits of working with BIM Look at what the future holds for BIM in the foodservice industry
- 3. Meet Our Panelists Steve Carlson Principal Robert Rippee & Associates Dennis Martinez President, RevEq uip Mike Wrase Sr. Project Manager Robert Rippe & Associates
- 4. Understanding the Role of BIM in Foodservice Design These slides are from a webcast from Foodservice Equipment & Supplies magazine. The archive of the webcast with audio is available for free and in full at this link: http://www.fesmag.com/bim
- 5. CONTINENTAL REFRIGERATOR & EAGLE GROUP Thanks to Our Sponsors
- 6. Continental Refrigerator www.continentalrefrigerator.com Continental Refrigerator simplifies design... by using Revit ® More than 1700 models with Revit® families on KCL Web. One-click insertion.
- 7. Eagle Group
- 8. What is BIM? Software that allows designers to create kitchens in 3-D Revit is a specific brand commonly used in foodservice but there are others Defining the key players Architects Designers Factories Content Developers and Providers
- 9. Accessing BIM Content Amount available probably tripled in the past year Available via multiple platforms: Factory websites Third-parties like KCL Other? Amount has probably tripled in the past year
- 10. Is More BIM Content Better? Not necessarily because too much detail can be detrimental Others don’t put what the designer needs Content should follow the FCSI-NAFEM standards Designers typically need to modify somewhat for their own use
- 11. How BIM Impacts Foodservice Design Project workflow is more front loaded than before Fewer last-minute revisions The more we do, the faster we get but still not as fast as we were in CAD…but that’s coming How architects and engineers use the data varies by firm
- 12. The Benefits of BIM Seeing the space in 3-D helps operators understand the design better and provide more input Mechanical and electrical schedules are done earlier than before Equipment lists are automatically updated and tabulated
- 13. How Designers Benefit from BIM Bring more value to their operator customers More engaged customer means better input and direction earlier in the process, which can save the operators money in the end Net result: a more collaborative and cohesive process
- 14. Getting Started in BIM Invest the time and money Think about how to organize your families for use in your drawings Resist temptation to over do it by knowing when enough is enough There is no substitute for experience: download the trial version Share your experience with your peers Never stop learning
- 15. Working in BIM Everything is one file so you don’t have to flip from one CAD drawing to another to find what you need More efficient conflict resolution: just switch to the 3-D version and work to resolve it. Saves time and money in the field Size of the transition is in the beholder
- 16. Three Tips for BIM Content Creators Make sure you create in the right version of BIM. The content you create has to be simple. Address foodservice only in your content.
- 17. Questions from the Audience
- 18. CONTINENTAL REFRIGERATOR & EAGLE GROUP Thanks to Our Sponsors
- 19. Continental Refrigerator www.continentalrefrigerator.com Continental Refrigerator simplifies design... by using Revit ® More than 1700 models with Revit® families on KCL Web. One-click insertion.
- 20. Eagle Group
- 21. Future Webcast Ideas We are listening, too! Send your ideas for future webcasts to: Joe Carbonara joe@zoombagroup.com
- 22. Thanks for Listening Visit Us Online at: www.fesmag.com and www.rddmag.com Follow Us on Twitter: @FESMagazine, @FES_Editor
Editor's Notes
- Joe: Everyone is familiar with the Disney name but I am not certain they have a full understanding of the scope of the foodservice offerings. Can you provide a brief overview?MARTIN Without disclosing financial information, we have an approximate hourly meal capacity of 30,000 just in the parks in AnaheimWe run everything from carts to signature five-star dining.Carthay Circle, for example, has the most sommeliers of any restaurant in the world. Carts, banquets, special events.Joe: And can you briefly describe your role for the audience?Martin: Provides a brief job description
- Joe: Given the nature of your properties, you deal with some unique expectations.Martin: In the parks, our guests will wait in line five hours to ride on attraction but only want to wait 10 minutes to be fed. Both times they have to feel they got a good product. The expectation is in our QSRs that the food is good, fresh and fast. Joe: Given that guests want to move through some of your foodservice operations quickly to get back to the fun, what do you operationally to make that happen without compromising food quality or service?Martin: We take a hard look at the menu. Is there the ability to streamline it by reducing the number of decisions the guests make? We do that but there has to be enough variety given the diverse customer base. In terms of equipment and design, we will spend the extra money to get the right piece for the right application that will last. We put equipment through some tough challenges. Production must be consistent day by day, hour by hour. Trying to keep non-revenue generating areas smaller, so more multi use equipment. Spend the money out front where the guest is. FOH makes you money and BOH costs you moneyEvery unit is its own business unit. So how do you offer and make it profitable.
- Joe: Given the nature of your properties, you deal with some unique expectations.Martin: In the parks, our guests will wait in line five hours to ride on attraction but only want to wait 10 minutes to be fed. Both times they have to feel they got a good product. The expectation is in our QSRs that the food is good, fresh and fast. Joe: Given that guests want to move through some of your foodservice operations quickly to get back to the fun, what do you operationally to make that happen without compromising food quality or service?Martin: We take a hard look at the menu. Is there the ability to streamline it by reducing the number of decisions the guests make? We do that but there has to be enough variety given the diverse customer base. In terms of equipment and design, we will spend the extra money to get the right piece for the right application that will last. We put equipment through some tough challenges. Production must be consistent day by day, hour by hour. Trying to keep non-revenue generating areas smaller, so more multi use equipment. Spend the money out front where the guest is. FOH makes you money and BOH costs you moneyEvery unit is its own business unit. So how do you offer and make it profitable.
- Joe: So walk me through the concept development process. How do you begin?Martin: Takes about two to three years to fully develop the conceptStart off with a basic blue sky processOutlining service (Table? Buffet? Snack?)Once service decided, then we start looking at numbers: guest concentration, traffic patterns and then capacity to develop an hourly meal capacity. This data translates into such details as registers, number of seats, table turns, etc.The number of seats gets translated into square footages for FOH and BOH. Then functional area breakdown – prep, warewashing, etc. Sometimes, this is defined because it is a pre-existing space.How do you design with max versatility/flexibility? Costs more up front but you are working with this for 30 or 40 years.
- Joe: And where does menu development come into play?Martin: That comes next as we break down the menu by process, ingredients and flow. Other questions we ask as part of this process include:Can we service it during the day?Can it be supported by other locations?Or can it support other locations? (figures into back of house)Flo’s at Carsland supports Cones and other snack carts.Sometimes after opening, you have to make adjustments. Flo’s example
- Joe: How does your corporate culture factor in your ability to develop and maintain successful venues?Martin: It goes back to when Walt first opened the amusement park. Back then amusement parks were dirty and unsafe. He wanted to create a whole different atmosphere that was safe and inviting. That translates into design. Labor, cost of food, life cycle costs all into account while delivering an over the top guest experience.The four keys: Safety, Courtesy, Show and EfficiencySanitation is big. Give cast the tools to keep it safe and clean. Over-design to keep it safe. A bona fide food borne illness would be crippling to our business so we go beyond local codes/law. Costs more but worth it. Every single cast member that deals with food is Serv Safe certified. Recognized as a It is the foundation of what we create. That’s where it starts.Joe: For restaurant chains growth is critical, both in terms of adding units and same store sales. Is growth a concern for your operations, too? Martin: We do look at growth, too, but not like other foodservice providers. We have to look at how we can grow our existing assets? Properties are already set and you have to work within those boundaries. So for us it is more about how do we optimize our existing assets without compromising one’s success for another? Joe: How often do you refresh a concept?Martin: Different levels of this. We do a buff and polish on every location every year to keep it within appearance guidelines. Life span of a concept can go four to five years but our approach is if it’s not broke, don’t fix it. Financials and guest surveys will tell you if you need to tweek from menu item to number of princesses
- Joe: How does your corporate culture factor in your ability to develop and maintain successful venues?Martin: It goes back to when Walt first opened the amusement park. Back then amusement parks were dirty and unsafe. He wanted to create a whole different atmosphere that was safe and inviting. That translates into design. Labor, cost of food, life cycle costs all into account while delivering an over the top guest experience.The four keys: Safety, Courtesy, Show and EfficiencySanitation is big. Give cast the tools to keep it safe and clean. Over-design to keep it safe. A bona fide food borne illness would be crippling to our business so we go beyond local codes/law. Costs more but worth it. Every single cast member that deals with food is Serv Safe certified. Recognized as a It is the foundation of what we create. That’s where it starts.Joe: For restaurant chains growth is critical, both in terms of adding units and same store sales. Is growth a concern for your operations, too? Martin: We do look at growth, too, but not like other foodservice providers. We have to look at how we can grow our existing assets? Properties are already set and you have to work within those boundaries. So for us it is more about how do we optimize our existing assets without compromising one’s success for another? Joe: How often do you refresh a concept?Martin: Different levels of this. We do a buff and polish on every location every year to keep it within appearance guidelines. Life span of a concept can go four to five years but our approach is if it’s not broke, don’t fix it. Financials and guest surveys will tell you if you need to tweek from menu item to number of princesses
- Joe: How does your corporate culture factor in your ability to develop and maintain successful venues?Martin: It goes back to when Walt first opened the amusement park. Back then amusement parks were dirty and unsafe. He wanted to create a whole different atmosphere that was safe and inviting. That translates into design. Labor, cost of food, life cycle costs all into account while delivering an over the top guest experience.The four keys: Safety, Courtesy, Show and EfficiencySanitation is big. Give cast the tools to keep it safe and clean. Over-design to keep it safe. A bona fide food borne illness would be crippling to our business so we go beyond local codes/law. Costs more but worth it. Every single cast member that deals with food is Serv Safe certified. Recognized as a It is the foundation of what we create. That’s where it starts.Joe: For restaurant chains growth is critical, both in terms of adding units and same store sales. Is growth a concern for your operations, too? Martin: We do look at growth, too, but not like other foodservice providers. We have to look at how we can grow our existing assets? Properties are already set and you have to work within those boundaries. So for us it is more about how do we optimize our existing assets without compromising one’s success for another? Joe: How often do you refresh a concept?Martin: Different levels of this. We do a buff and polish on every location every year to keep it within appearance guidelines. Life span of a concept can go four to five years but our approach is if it’s not broke, don’t fix it. Financials and guest surveys will tell you if you need to tweek from menu item to number of princesses
- Joe: How does your corporate culture factor in your ability to develop and maintain successful venues?Martin: It goes back to when Walt first opened the amusement park. Back then amusement parks were dirty and unsafe. He wanted to create a whole different atmosphere that was safe and inviting. That translates into design. Labor, cost of food, life cycle costs all into account while delivering an over the top guest experience.The four keys: Safety, Courtesy, Show and EfficiencySanitation is big. Give cast the tools to keep it safe and clean. Over-design to keep it safe. A bona fide food borne illness would be crippling to our business so we go beyond local codes/law. Costs more but worth it. Every single cast member that deals with food is Serv Safe certified. Recognized as a It is the foundation of what we create. That’s where it starts.Joe: For restaurant chains growth is critical, both in terms of adding units and same store sales. Is growth a concern for your operations, too? Martin: We do look at growth, too, but not like other foodservice providers. We have to look at how we can grow our existing assets? Properties are already set and you have to work within those boundaries. So for us it is more about how do we optimize our existing assets without compromising one’s success for another? Joe: How often do you refresh a concept?Martin: Different levels of this. We do a buff and polish on every location every year to keep it within appearance guidelines. Life span of a concept can go four to five years but our approach is if it’s not broke, don’t fix it. Financials and guest surveys will tell you if you need to tweek from menu item to number of princesses
- Joe: How does your corporate culture factor in your ability to develop and maintain successful venues?Martin: It goes back to when Walt first opened the amusement park. Back then amusement parks were dirty and unsafe. He wanted to create a whole different atmosphere that was safe and inviting. That translates into design. Labor, cost of food, life cycle costs all into account while delivering an over the top guest experience.The four keys: Safety, Courtesy, Show and EfficiencySanitation is big. Give cast the tools to keep it safe and clean. Over-design to keep it safe. A bona fide food borne illness would be crippling to our business so we go beyond local codes/law. Costs more but worth it. Every single cast member that deals with food is Serv Safe certified. Recognized as a It is the foundation of what we create. That’s where it starts.Joe: For restaurant chains growth is critical, both in terms of adding units and same store sales. Is growth a concern for your operations, too? Martin: We do look at growth, too, but not like other foodservice providers. We have to look at how we can grow our existing assets? Properties are already set and you have to work within those boundaries. So for us it is more about how do we optimize our existing assets without compromising one’s success for another? Joe: How often do you refresh a concept?Martin: Different levels of this. We do a buff and polish on every location every year to keep it within appearance guidelines. Life span of a concept can go four to five years but our approach is if it’s not broke, don’t fix it. Financials and guest surveys will tell you if you need to tweek from menu item to number of princesses