Improving Collaboration. Raul Gomez Executive Director Virtual Construction Technology

Transcription

1 Improving Collaboration Raul Gomez Executive Director Virtual Construction Technology

2 Who is this guy? Raul Gomez is the Executive Director of Virtual Design and Construction at Robins & Morton. A recognized BIM evangelist and early adopter of virtual design and construction with over 25 years of technology integration in AEC. Raul Gomez understands the true value of building information modeling. Raul is in charge of strategically implementing BIM / LEAN / IPD in construction practice for one of the premiere Healthcare General Contractors US wide. Trade Memberships Building Science BIM Tech Council

3 About Robins & Morton Same Ownership/Culture for 70+ Years Continuous Improvement LEAN National Healthcare Experience 35+ Large Replacement Hospital Over 1,500 completed healthcare projects in 35 states

4 Pre-BIM

5 BIM Not Just a Three Letter Acronym BIM is an acronym for Building Information Modelling, or Building Information Model. It describes the process of designing a building collaboratively using one coherent system of computer models rather than as separate sets of drawings

6 Model Interrogation Preconstruction PRECONSTRUCTION Virtual Design & Construction Model Based Estimating

7 VDC OK Another Three Letter Acronym: When BIM is described as a process, it translates into VDC. VDC or Virtual Design and Construction. VDC is a verb or taking action on BIM. VDC is simply a visual management methodology using BIM as part of our proven construction analysis and work processes.

8 Site Logistics

9 Safety

10 Coordination

11 Mobile Construction ipad Integration

12 We Build what is modeled

13 VDC Construction

14 Laser scanning

15 Robotic Total Stations

16 APL Autodesk Point Layout

17 4D Model linked to Schedule

18 4D Model linked to Schedule VDC UTMB Galveston TX Bringing Construction to Life 4D Schedules Synchro VIRTUAL DESIGN AND CONSTRUCTION //

19 Oculus Rift/HTC Vive Virtual Mock-Up Virtual Reality

20 Optimizing the Workflow between Architects, Contractors & Owners to Minimize Time Spent on Replicating Models Challenge Tradition this is the way we always do it Improve Contract type to be more collaborative IPD/DA Understand how to maximize Generational Change Baby boomers, Gen-X, Y and now Z Get Buy-in from the top Be innovative, but smart. Understand your organization and it s real business Find your champions, and make them the champion, not you. We need to stop the flattening of 3D to 2D and back again to 3D and back to 2D. Ugh

21 The Impact of Contract Type

22 The Impact of Contract Type

23 The Impact of Contract Type Maximize Value through Relational Project Delivery

24 Optimizing the Workflow between Architects & Contractors needs fixing Share the model Build Trust Apply modeling best practice Be innovative beyond design Model with Smart Revit Not Generic Expand use of new tools for QA/QC Learn how GC s are using your models Collaborate during design

25 Owner Mandates Do they really know what they want? BIM FM or Legacy BIM to FM = High LOD Good VDC leadership will always be ahead As General Contractor we have delivered 2 FM systems

26 So what s holding back Collaboration? Silo d industry Technologies contradict incompatible platforms Old processes vs new your still using ACAD 2000? WT#..? Traditional mindset in AE&C&O Thinking BIM is only a Fad AE not thinking about the importance of the lifecycle of BIM 20 Yr old Contracts that apply to old thinking Traditional DBB are naturally adversarial Academia has instilled not to trust Holding off for retirement - lol

27 Improving Collaboration IPD contracts on every project the end. Trust & Respect Sharing share the hell out of the model, weekly, daily, it ll be OK. Act like every contract is IPD or Design Assist A&E needs to become part of the process Contract Law needs to help support and remove liabilities Academia needs to align to real world -Architecture programs and Building Science/Con PM Believe in industry innovation Being content, is your enemy Lead by example and show passion VDC should always be leading innovation Don t mandate change, sell it.

28 Building information Model to FM Inaccessible Information

29 Building information Model to FM and even if you count on good BIM models, Documents and Data from Construction handover Facility Managers and Technicians are typically not BIM Software experts

30 Building information Model to FM Intergrate BIM models, with Asset s Specs, Cut sheets, Warranty information, Submittals, images, etc, etc And you can SIMPLY access it from any web browser or mobile device

31 BIM Facility Management Maine General Case Study B U S I N E S S P L A N N I N G : 31

32 Robins & Morton - Experience 100% Customer Satisfaction MAINEGENERAL MEDICAL CENTER - ALFOND CENTER FOR HEALTH Augusta, Maine Relevancy to NAMC Project Delivery Safety Prefabrication Quality at the Source Lean Project Delivery BAYLOR SCOTT AND WHITE MEDICAL CENTER HILLCREST Waco, Texas 100% Customer Satisfaction Relevancy to NAMC Design Assist Budget Constraints Size In Progress BAPTIST MEMORIAL HOSPITAL NORTH MISSISSIPPI Oxford, Mississippi Relevancy to NAMC Design Assist Prefabrication Safety Size

33 Maine General Hospital CASE STUDY Integrated Project Delivery MaineGeneral Medical Center New Regional Hospital CASE STUDY Presented by: Raul Gomez Director of Virtual Design & Construction

34 Maine General Hospital CASE STUDY Owner: MaineGeneral Medical Center Design Team: SMRT TROJB Construction Team: Joint Venture HP Cummings Robins & Morton

35 Maine General Hospital CASE STUDY PROJECT OVERVIEW MGMC New Regional Hospital Program Overview Program 640,000 +/- Total Square Feet Total Site 172 acres, 40 acres current project area 4 stories plus mechanical penthouses Inpatient Capacity 192 beds Interventional Suite 16 Procedure Rooms Imaging 25 Procedure Rooms ED 27 Treatment Rooms Cardiac Gym + PFT Conference Center Medical Office Building (2 Levels) Administration Support Services

36 INTEGRATED PROJECT DELIVERY (IPD) Integrated Project Delivery is a Value Based Virtual Organization That is Aligned to the Project Working in a Trust mindset

37 INTEGRATED PROJECT DELIVERY (IPD)

38 Maine General Hospital CASE STUDY INTEGRATED PROJECT DELIVERY (IPD) IPD Drivers Inherent waste in standard delivery models - Duplication of effort - Re-work - Loss of content as information is transferred Cost of insurance, dispute resolution, rectification Cost of multiple contingencies Parties not always aligned for project success Rivals Design-Build on cost and schedule savings and reduced Owner risk

39 INTEGRATED PROJECT DELIVERY (IPD) One Contract Owner Architect Contractor Fixed Price Consultants ICL Participating Consultants ICL Participating Subcontractors Fixed Price Subcontractors Cost Reimbursable Consultants Risk Sharing Bubble Cost Reimbursable Subcontractors

40 Maine General Hospital CASE STUDY PROCESS TOOLS Co-Location Site First 12 Months Working Sessions, Planning, etc. Transparency of Project Status Schedule Budget Converge Team Building Setting up culture COST SCHEDULE

41 INTEGRATED PROJECT DELIVERY (IPD) IPD Team Structure SMT Senior Management Team MGMC Chuck Hays Paul Stein AE TEAM Ellen Belknap SMRT Steve Evers TROJB CM TEAM Dallas Folk HPCCC Robert Gambrell RM PMT Project Management Team MGMC Rick Albert John Milbrand AE TEAM Craig Piper SMRT Stacey Yeragotelis TROJB CM TEAM John Scott HPCCC Steve Wiley RM PIT Project Implementation Team MGMC Planning Committee Steering Committee Admin. Director Group User Group A/E Team Civil Structural Arch./Int.ME P/FP Landscape Core/Shell Fitup LEED CM Team Pre-Con Construction Manager Estimating Prefabrication Schedule Site Utilization Etc. Consultants Med. Equip./IT Food Service Commissio ning Lean Etc. Subcontra ctors Mechanica l Electrical Structural Site Drywall

42 Maine General Hospital CASE STUDY MGMC IPD PROCESS Project Implementation Teams (PIT)

43 BIM PIT Co-BIM Managers Design Team Construction team Weekly/bi-weekly PIT Meetings Developed BIM Execution Plan Tested Workflow BIM MISSION: Work as team to produce a HIGH LEVEL, USEFUL, AND EFFICIENT BIM through an INTEGRATED PROCESS. The use of BIM should be for the BENEFIT OF THE PROJECT AND TEAM as a whole. The team will aim to STREAMLINE THE PROCESS throughout design, construction, and owner occupation. To achieve the greatest efficiency possibly, the team will be able to RELY ON THE ACCURACY of the model to the degree agreed upon in the BIM Execution Plan.

44 INTEGRATED PROJECT DELIVERY (IPD) BIM GOALS Streamline the process 3D Coordination Construction layout from the BIM Design Analysis / Energy Modeling Maximize Prefabrication Cost Analysis / Quantity Take-offs Shop drawings from the BIM Facilities Management Integrated Model

45 INTEGRATED PROJECT DELIVERY (IPD) BIM ON THE PROJECT BIM is a Contract Document & Complementary to Dwgs & Specs BIM workflow and execution plan sets standards

46 Design Deliverables Based on Construction Needs Foot Print Lock Site Package Core & Shell Lock Structural Packages Core and Shell Package Floor Plan Lock Architectural Fit Out Packages MEP Fit Out Packages

47 PROCESS IMPLICATIONS Structural Design Team Model Major Framing Sketch BOD Details Regular Review Meetings Sub Team Model Connection Details Model Fabrication Pieces Shop Drawings Stamp Permit Set

48 Maine General Hospital CASE STUDY PROCESS IMPLICATIONS Mechanical and Electrical Design Team BOD and One Line Drawings Regular Review Meetings Sub Team Model and Coordination Stamp Permit Set Shop Drawings

49 Maine General Hospital CASE STUDY PROCESS IMPLICATIONS: Shell / Envelope Design Team: Model BOD Elevation & BOD Details Permit Set Regular Review Meetings; Coordination; Updating Separate yet fully coordinated sets Sub Team: Means & Methods Details (CW Sub does Coord Dwgs) Shop Dwgs

50 Maine General Hospital CASE STUDY Lean Is BIM Lean? BIM is a tool Lean is a Philosophy not a kit of tools Tools are not philosophies However, tools can be applied under a philosophy

51 Maine General Hospital CASE STUDY Lean Philosophy is simple Add value to the owner Understand what is value and what is waste Remove the waste Respect people Continually improve

52 Maine General Hospital CASE STUDY Lean Continuous Improvement We definitely have been successful Accurate and functional model Value beyond just construction phase Reflecting on the process (Reflection) Brought together the BIM PIT to ask What worked What didn t work What we would do different

53 Maine General Hospital CASE STUDY Lean What Worked Having the Subs involved Co-location Small lead time from coordination to installation Go-To Meetings for above ceiling coordination BIM box onsite All electrical participants in Revit Model Receive stamped drawing vs. Draw Once Prefab of headwalls and bath Determination of hand-offs and work flows Intense communication Structure design workflow

54 Maine General Hospital CASE STUDY Lean What Didn t Work Model Once Need to receive stamped drawings to model Model Mechanical off BOD before final equipment selection Understand where the value is in the process Electrical Syncing Establish Standards Co-locate all members Inoperability Establish operability standards Not having approved submittals Model mechanical off BOD before final equipment selection

55 Maine General Hospital CASE STUDY Lean Not every discipline had a point person Establish standards Sustain processes put in place as team grows Document all decisions Not Enough time More drafters on contractors side Model before final equipment selection Do not stop engineers (financial) People modeling systems have experience modeling and building

56 Maine General Hospital CASE STUDY RESULTS Maine General Medical Center 26% reduction in duration 34 months to 25 months Educated Subcontractor Community Achieved Majority of Goals What's in the field matches what is in the model The Reuse of BIM Data for Facilitates Management

57 Raul Gomez Executive Director of Virtual Design & Construction Building Information Modeling Robins & Morton 400 Shades Creek Parkway Birmingham, AL tel: cel: