5.4 Case Studies of VDC for Lean Project Delivery

Transcription

Please comply with the Lean Construction Institute’s
Usage Policies and Attribution Guidelines at
http://www.leanconstruction.org/usage.pdf
when using this file. Thank you.
Bruce Cousins, AIA
National Manager Virtual Design and Construction
National Manager Virtual Design and Construction The Weitz Company
Leveraging Virtual Design & Construction for Lean Project Delivery
Lean Design Forum ● St. Louis, MO ● June 18, 2009
West Des Moines Health
LEAN & VDC‐BIM
&
VDC‐BIM Modeling
d li
• Project Chronology ‐‐
j
gy Lean and VDC • Owner saw no value in Lean or BIM
• BU Management agreed to do Last Planner – No BIM
• No 3D model by Design Team –
No 3D model by Design Team Project already Underway Project already Underway “Doing
Doing this this
will delay the project.”
• Project Mgt. Team decided to use 3D coordination
• Outsourced Arch/Structural Model –
O
d
h/S
l
d l
• Several Trades Provided 3D and others outsourced
• Conducted BIM kickoff meeting with key trades
• Used the 3D and 4D models for 6 week look ahead
• Used 3D for Scope definition • PE ran 3D & 4D simulations at OAC, Job Site and Others
PE ran 3D & 4D simulations at OAC Job Site and Others
3
3D MEP Coordination Findings
 416 Logged and Corrected Collision Findings 416 Logged and Corrected Collision Findings
Affecting a Minimum of 2 Subcontractors for Each Collision
 Hundreds of unlogged collisions by way of Hundreds of unlogged collisions by way of
additional coordination tools for Subcontractor draftsmen
 Assume 2 Foreman (45/hr) and 1 hour saved per ( / )
p
each collision corrected for the noted 416 items: $37,440…
 Time Saved: Minimum of 832 hours of focus on i
items other than field fires (10.4 weeks for two h h fi ld fi (10 4
k f
Foreman)…
3D&4D C di i
3D&4D Coordination of Shoring Contractor
f Sh i C
Central Park Tower
•
•
•
•
Broomfield, Colorado
305,331 SF
Pursuing LEED Gold Certification
11 stories plus one level below grade
11 stories, plus one level below grade
Central Park Tower Leveraging the Supply Chain
h
l h
Leveraging the Supply Chain
Leveraging the Supply Chain
• Game changer for the way we:
Game changer for the way we:
– 3D Shop Drawings from BIM model
– Define scope, procure, Define scope procure “buyout”
buyout
– Fabricate
– Erect and place work
E t d l
k
• Plan, Do, Check, Act!
Copyright © The Weitz Company 2009
Structural Steel – Interactive Design Model /
/ Detail Model Handoffs
il
d l
d ff
Prepare Structural
CD
CDs
INTERACTIVE
Improve
ImproveDelivery
Delivery
35 Days
30 Days
Total
Structural Steel “Shop
Drawings” – by
Enhancing Design Model
Review
Steel
Shop
Drawings
Review
Steel
Shop
Drawings
Fabricate and Deliver
First Steel Package
Integrated Cast in Place Concrete Design and C
Construction
i
Structural Steel
Embeds
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Cast in Place Concrete
O
Openings And Blockouts
i
A d Bl k t
Precast Concrete
Embeds
Steel Reinforcing for
C t i Pl
Cast in Place Concrete
C
t
Comparison of Results Similar Projects
Comparison of Results Similar Projects
Village Center Station
•
•
•
April 2008
9 Stories
Completed on Schedule
Completed on Schedule
Central Park Tower
•
•
•
April 2009
11 stories
Currently ahead of schedule
Currently ahead of schedule
Comparison of Results
Comparison of Results
Village Center Station
• 44 RFIs CIP core walls:
– Reinforcing
– Penetrations
– Embeds
Central Park Tower
• Zero RFIs to date CIP core walls
• These RFIs accounted for 14.77% of total on project
• Cost range of RFIs
$9
$97,549 ‐
9 $161,549
$ 6
9
Summary of Owner Savings Central Park Tower
l
k
• $25,986
$ ,
savings on rebar supply bid tab
g
pp y
• $78,320 savings to date from actual quantity vs budget
• $97,549 ‐ $161,549 savings when compared to RFIs on similar project
• $201,855 ‐
$201 855 $265,855
$265 855 total savings to date with t t l
i
t d t ith
model‐based CIP detail, fabrication, erection
VDC‐LEAN
VDC
LEAN Lessons Learned
Lessons Learned
• Project
Project schedule “pulls”
schedule “pulls”
Erect → Fab → Check Shops (model) → Detail (modeling) → CDs!
E
Ensure schedule properly accounts for all tasks
h d l
l
f
ll k
• Allow more time for model‐based CIP concrete design, fabrication, erection up front
The time spent up front will pay for itself many times over
•Work out means and methods preferences
•Ensure printed lift drawings are in color, on proper page size. If not, readability suffers
VDC‐LEAN
VDC
LEAN Lessons Learned
Lessons Learned
• Timing is critical‐ especially initially
• Challenge to project team to stay disciplined with design issuance
– Major structural bulletin issued one week before caissons scheduled to start
– Overcome feeling of “Just get the bar here.”
– Balance benefit of achieving better quality with not starting on initial schedule
Target Value Design (TVD)
• Project Teams are responsible to the Owner to define the Problem
• Problem Seeking vs Problem Solving
• The Architect and the Contractor create solutions after The Architect and the Contractor create solutions after
defining the “Problem”
• The Owner, Architect and Contractor work as a team to solve the Problem
solve the Problem
Charter Projects
Charter Projects
Charter Project – Concept Public School Reform
Freed from rules in exchange for producing results
Charter defines the “use
use cases
cases”
• Target Value Design
• Integrated Project Delivery
Deli er
• Revised project team – Sub Contractors & Suppliers
• Shared
Sh d risk
i k with
ith mostt tteam members
b
• Interrupting the supply chain
17
Charter Projects
Charter Projects
Top 10 Compelling Reasons for Charter Projects
1. Creates an incubation environment
2. Provides a structure for radical innovation
3. Innovation investments are concentrated & accounted for
4 Defines
4.
D fi
performance
f
standards
t d d – “Use
“U Cases”
C
”
5. Allows rethinking of both financial & risk approaches
6 Targets brightest managers for future leadership
6.
7. Allows for Game Changing Ideas to develop & transfer
8. Experimentation is not done on owners dime
9. The charter is a “business plan” for the project
10. Grows Firm’s reputation as an Innovator
18
Contact Information
Contact Information
Bruce C. Cousins AIA
National Manager of Virtual Design and Construction
The Weitz Company
4725 S. Monaco St., Suite 100
D e n v e r, C O 8 0 2 3 7
303-860-6631
bruce.cousins@weitz.com

5.4 Case Studies of VDC for Lean Project Delivery

Transcription

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