Virtual Design and Construction

Additional Roles:

• Senior Fellow, Precourt Institute for Energy

• Lead, Building Energy Efficiency Research, Precourt Energy Efficiency

Center (PEEC)

• Affiliated Faculty, Woods Institute for the Environment

• Affiliated Faculty, Emmett Interdisciplinary Program in Environment

and Resources (E-IPER)

• Advisory Professor, School of Economics and Management, Tongji

University, Shanghai

• Visiting Professor, School of the Built Environment, University of

Salford, UK

Martin Fischer Professor, Civil and Environmental Engineering and

(by courtesy) Computer Science

Director, Center for Integrated Facility Engineering

(CIFE)

http://www.stanford.edu/~fischer

fischer@stanford.edu

The Lean Ideal

Give customers exactly what the want to

accomplish their goals with zero waste.

Connection between Lean Production and VDC

Pull (do work only on request):

Foresight for what to request when from whom

Difficult to do in your head only

Long-term view when making short-term decisions

How to keep the goals, objectives, options, current project status, etc. in

your head and make sure that your colleague’s picture aligns with your

picture?

Consider all options

How to develop many options and evaluate them consistently and quickly?

Produce plans collaboratively with those who do the work

How to consider the entire life-cycle performance to manager design?

Want bad news early

Measure

Remove all constraints

See all constraints

Lean & VDC

Lean: The Last Planner

VDC: The Last Designer

A holistic performance-based approach to AECO

t

$, t, energy, CO2, human costs, etc.

Facility Maintenance Cost

Business Operations Cost

Design-Construction Costs

Value from Facility

Building Operations Cost

5

6

A framework for establishing exemplar/benchmark Projects and Project elements with defined customer benefits

The Objective: To establish within CSUK:

BIM Value Proposition

Past Present Future

• Yesterday’s practice: YCASWYG You can’t always see what you get

• Today’s practice: WYSIWYG What you see is what you get

• Next practice: WYMIWYG What you model is what you get }

performance Scofield 2002

(c) 2010 7

Combining data and visualization

Visualization

Social Interface with Stakeholders

Conceptual project planning & design

Design

Procurement

Construction

Start-up

Operations

Data

Interface with Engineering and Project Control and Management Systems

8

F+V (S, Pg, M) + E (Rp, Vw, Pp / v, T) = I (#i, Qi) = NoK (CaB, Cc-s) = Success

VALUE DEFINITION Stakeholder Desires Performance Goals Objectives & Metrics

FRAMEWORK Relational Contract

ENVIROMENT Right People Virtual World Proximity Transparency

NETWORK OF KNOWLEDGE Connections across Boundaries Clarity of Customer Supplier Relationships

INTERACTIONS Quantity Quality

+ = = +

THE “MAGIC FORMULA” OF INTEGRATED PROJECT DELIVERY (IPD)

9

Developed in collaboration with Dean Read and Atul Khanzode at DPR.

Integration Strategies

• Deploy VDC methods on projects

• Design the product, organization, and process

concurrently

• Use a performance-based approach

– Predict product, organization, and process performance

– Close the loop

– Formalize best practices

– Use good management practices

• Optimize across multiple scales, systems, and criteria

• Dramatically reduce latency

Introduction to VDC

Center for Integrated Facility Engineering

ICE BIM+ Process

Current State Process, T5 Rebar Detailing for Construction

De

sig

nM

an

ufa

ctu

reE

ng

ine

erin

g

Release CAD

dwg, rebar

schedule (*.CSF)

in Documentum

Document

control delay

(1 week)

Preliminary

designGA drawings

Refine RC details

and concept for

buildability/

detailing

Use model to

develop and

communicate

methods

Prepare RC detail

drawings

(drafting)

Check and

coordinate detail

drawings

CAD check

(1d/dwg)

Check against

engineering calcs

(.5d /dwg)

Independent final

check & sign off

(2 weeks)

Building control

check & sign off

(BAA, time?)

Release paper P4

dwgs & bar

bending

schedules

Rebar factory

starts bending

Pre-assembly

Ship to site

Draft spec

Comment on

spec

Update spec Release spec

Model rebar

component (Use

digital

Prototyping tool)

Issue and resolve

TQ’s (Technical

Queries)

AutoCAD CAD RC IDEAS Arma +

Design input/

changes

Technology:

Detailed

engineering

design

information

Site assembly

Preliminary drafting

2 weeks

Back drafting

1 week

Checking

2 weeks

Document control

1 weekTimeline:

NOTE: Drawings are batched into sections-

then subdivided into building components.

Each component is an assembly package,

e.g. rail box floor, wall, etc.

The number of drawing sheets per building

component vary depending on the work. On

ART for example, each component may

consist of 8-15 GA drawings and 8-15 RC

detail drawings.

All of the GA drawings are complete -

pend ing changes f rom other des ign

disciplines

NOTE: Design changes

during detailing (from:

architecture, baggage,

s y s t e m s , e t c . ) a r e

upsetting RC drawing

development.

Other / None/

Unknown

Preliminary RC

detailing

Iterative

process

Consists of:

engineering

calculations,

sketches, etc.

Most of the checking

process is done

concurrently with RC

detail development.

BAA building control

accepts the opinion

of the independent

design check - and

does not perform a

check of its own

Asse

mb

ly

Existing Process - 6 weeks

Client/Business Objectives

Project Objectives

Virtual Design and Construction (VDC)

(c) 2010 11

Product

Organization

Process

There are only three levers to influence project delivery and create value

12

Diagram courtesy Dean Reed, DPR

Consider the connection to Task Planning.

Introduction to VDC

Center for Integrated Facility Engineering

3 Levels of BIM

1. Visualization (manual integration)

• Model and visualize all “expensive” elements of the product, organization, and process

• Get input from team members and stakeholders when it matters

• Incrementally enhance project objectives

• Pay for with project funds

2. Integration (computer based)

• Building information models “interoperate” between disciplines and connect to other data

sets (cost estimates, schedules, etc.)

• Single data entry

• Requires corporate, multi-project support

3. Automation

• Automated design and (CNC) manufacturing

• Do high-quality work really fast all the time

• Enables breakthrough project performance

• Requires corporate, multi-project support

(c) 2010 13

Introduction to VDC

Center for Integrated Facility Engineering

May 1994

October 1995

June 1999

San Mateo County Health Center, CA

Is there a path from any department in the health center to any other department within the center at all times?

http://cife.stanford.edu/online.publications/TR101.pdf

Introduction to VDC

Center for Integrated Facility Engineering

If you can’t build it virtually … What you see is what you get and it fits

Image Courtesy DPR

(c) 2010 15

Introduction to VDC

Center for Integrated Facility Engineering

Slide Content Courtesy Optima

Computers can count

(c) 2010 16

Introduction to VDC

Center for Integrated Facility Engineering

Engage all critical stakeholders in decision making when their input actually matters

Image Courtesy Walt Disney Imagineering

Introduction to VDC

Center for Integrated Facility Engineering

Fabrication from 3D models

• DPR:

– ~25-30% fewer crew hours in the field

– No shop drawings

– Safer, faster field assembly

• ConXtech:

– Connection Tolerance: 0.006”

– Beam welding: 5 min 35 sec (typical: 180 min); 0.2% rejects (typical 5-8% rejects), 97% time improvement

– Lead time: days vs. months

– Construction: 10,000 sf/day up to 9 stories (4,000 sf with stairs, railing, etc.), often 6 months overall savings

Image Courtesy DPR Inc.

Image Courtesy ConXtech, Hayward, CA

Introduction to VDC

Center for Integrated Facility Engineering

Dramatically reduce latency by co-locating project team in a VDC-enabled work environment

• UCSF Mission Bay Hospital

– 60,000 m2 Hospital; 23,000 m2 Outpatient

Building; 9,000 m2 Energy Center

– Budget ~$1.6B

– Complete Dec. 2014

• 4-day VDC and integration planning

workshop at CIFE with 32 key project team

members

• Big Room with 100 professionals working on

the project (owner, architect, engineers,

general contractor, subcontractors)

Image Courtesy DPR Inc.

Image Courtesy DPR Inc.

(c) 2010 20

Introduction to VDC

Center for Integrated Facility Engineering (c) 2010 21

Introduction to VDC

Center for Integrated Facility Engineering

Virtual Design and Construction (VDC) is

• the use of multi-disciplinary performance models

• of building projects, including their – products (facilities), – organizations, and – work processes

• for business objectives

Goals

All key stakeholders and perspectives

Scope

How to realize the scope

What the project does for the owner

In the computer

Focus on design and construction because facility life cycle impact is largely defined in these phases

(c) 2010

22

23

relate

Comparing predicted and actual performance

aggregate

Component level System level Space level

compare

Data from

Global

Ecology

Building

P

R

E

D

I

C

T

E

D

O

B

S

E

R

V

E

D

Value Cost Intervention

24

1. Develop Strategic Goals and Objectives

for MEP Coordination

2. Organize a multi-disciplinary

team for coordination

3. Co-develop performance and outcome objectives

4. Co-Develop Technical Logistics to manage coordination

5. Develop Pull Schedule to structure

the work based on construction sequence

6. Manage against the performance objectives

IVL Method for measuring effectiveness of MEP

coordination

25

Validation of IVL method

IVL method has power and generality and is a contribution to

knowledge based on the results of my case studies

Copyright 2010

Process Integration Platform:

catalyzing continuous process improvement Reid Senescu and John Haymaker

supported by Arup and CIFE TAC

Reid Senescu and John Haymaker

Process Type Information Management System

Hie

rarc

hic

al

Ne

two

rk How do designers manage information

? Design processes

are networks

Today, teams organize

information hierarchically

PIP is a process-

based file sharing

web tool where

project teams share

files the same way

they work

http://www.cafecollab.com

Manufacturing Industry – Distribution of Management Practice Ratings (Bloom & Van Reenen, 2006)

BAD PRACTICE

GOOD PRACTICE

MOST CAN IMPROVE

MANAGEMENT PRACTICE

27

STEEL FRAME OPTIMIZATION USING BiOPT

M E T H O D

FOREST FLAGER / MARTIN FISCHER

R E S U L T S

GEOMETRIC

MODEL

GEOMETRIC

MODEL

OPTIMIZE

SHAPE

(SEQOPT)

ANALYTIC

MODEL

OPTIMIZE

SIZING

(BiOPT)

1

2

3

4

Cycle

Time

Reduction

Cost

Savings

3,200x $4M

(19%)

4,800x $60K

(8%)

7,200x $1.2M

(34%)

29 sewer

23 7

100

losses

5

95

15

Building-scale water balance (Craig Criddle)

18 2

Reuse of treated greywater 47% of indoor demand is satisfied without human contact with treated water. 47% less imported water 65% less sewer discharge More water is available for other applications or storage.

53 Imported water

35

12

Storage or other uses (e.g., landscape)

30 3

30 15

3

losses

Concurrent Optimization of Day Lighting and Energy

Performance (with Benjamin Welle and Gianluca Iaccarino)

Take advantage of parallel computing

Application of Artificial Intelligence

(Knowledge-Based Systems) and

Distributed Computing to Daylighting MDO

8/13/2014

VDC for Reliable Project Execution

Center for Integrated Facility Engineering

Blue Sky

Concept

Design

Implementa-tion

Close Out

ICE

BIM (3D, 4D)

Process / Production Planning & Control

Metrics

(c) 2011

VDC for Reliable Project Execution

Center for Integrated Facility Engineering

Blue Sky

Concept

Design

Implementation

Close Out

Blue Sky

Concept

Design

Implementation

Close Out

Blue Sky

Concept

Design

Implementation

Close Out

Blue Sky

Concept

Design

Implementation

Close Out

Blue Sky

Concept

Design

Implementation

Close Out

(c) 2011

VDC for Reliable Project Execution

Center for Integrated Facility Engineering (c) 2011 35

Opportunity Blue Sky Concept Design Implementation Close Out

Fit for

Purpose

-Team Charter

-Metrics

Definition

-ICE

-3D Visualization

-3D

Visualization

-Metrics

Refinement

-3D

Coordination -3D Validation

-As-built 3D

Models

Low Material

Cost

-Multi-scale

Optimization

-3D Modeling

-BIM

-BOM for

Prefabrication and

Assembly

Low Labor

Cost

Short

Duration

-ICE

-Prefabrication

-Process

Planning and

Control

-3D/4D

Modeling

-Production

Planning & Control

-Installation

Drawings (from

BIM)

-4D Modeling

-Supply

Synchronization

Strong

Sustainability

-BIM-based

Analysis

-ICE

-Prefabrication

-Standardization &

Modularization

-Metrics Review

-Performance

Improvement

VDC Implementation Challenges & Recommendations

Center for Integrated Facility Engineering

5 Elements for Successful Implementation

Vision Change + + + + = Action Plan Skill Incentive Resources

Confusion + + + = Action Plan Skill Incentive Resources

Vision Anxiety + + + = Action Plan Incentive Resources

Vision Gradual Change + + + = Action Plan Skill Resources

Vision Frustration + + + = Action Plan Skill Incentive

Vision False Start + + + = Skill Incentive Resources

Vision

Skill

Incentive

Resources

Action Plan

(Adapted from “Demystifying Six Sigma” by Alan Larson)

(c) 2011 36