Delivering Lean Results for Healthcare 18 July 2005

Using Virtual Building & the Last

Planner System

Presentation to
Australian Construction
Creating value
Eliminating waste
Industry Conference
Sydney, Australia
18 July 2005
Sutter Healths Challenge

Delivering Lean Results for

Healthcare Using Virtual Building
& the Last Planner System

Dean Reed
DPR Construction, Inc.
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Sutter Health Adopts The Five Big Ideas of Lean Project

Lean Project Delivery Delivery
1. Collaborate; really collaborate,
throughout design, planning, and
execution
2. Increase relatedness among all project
participants
3. Projects are networks of commitments
4. Optimize the project not the pieces
5. Tightly couple action with learning

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Collaborate; Really Collaborate

Projects as Networks of Commitment
Virtual Building and the Last Planner
System require collaboration and
strengthen the network of commitments
Will be the focus of this presentation

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Dean Reed, DPR Construction, Inc.

2005 1
Delivering Lean Results for Healthcare 18 July 2005
Using Virtual Building & the Last
Planner System

The Five Big Ideas of Lean Project Delivery Translating into Action on Camino
#1 Collaborate; really collaborate, throughout
design, planning, and execution Collaborate; Really Collaborate
Constructable, maintainable, and affordable design
requires the participation of the range of project
performers and constituencies. Since abandoning the
master-builder concept, and separating design from
construction, we have been patching a poorly
conceived design practice. Value engineering, design Share incomplete information early and often
assist, and constructability reviews mask an underlying Identify the Last Responsible Moment for taking action and
assumption that design can be successful when use the time to make the best possible decision
separated from engineering and construction. Design Form cross functional teams of Designers and Builders for
is an iterative conversation; the choice of ends affects Site, Parking Structure, MOB Shell and Core, and MOB
means, and available means affects ends. Interiors
Collaborative design and planning maximizes positive Coordinate in 3 and 4D as design evolves
iterations and reduces negative iterations.

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Parking Structure & Medical Office Building The Camino Medical Center
For the Camino Medical Group (CMG)
In Mountain View, California
Site & Infrastructure development (420,790sf)
Parking structure (1,110 stalls, 420,000sf)
Medical Office Building (110 Providers,
250,000sf)
Urgent Care Center (6,000sf)
Outpatient Surgery Center (5 Suites, 20,000sf)
Pharmacy (6,000sf)
Laboratory and Diagnostics Radiology Center
(30,000sf)
$100 million in construction costs
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Virtual Building is an enabling

Lean Project Delivery & Virtual Building
technology for Lean Project Delivery
Lean Project Delivery
A process
Lean Project Delivery System
Eliminate waste by designing product (the
building) and process (building the building) Purposes
Design
Concepts
Product
Design
Fabrication
& Logistics
Testing &
Turnover

simultaneously
Design Process Detailed
Installation

Virtual Building
Criteria Design Engineering

A technology and process

Virtual Building
3D object model of the product
Clash detection of multiple 3D object models Project
Definition
Lean
Design
Lean
Supply
Lean
Assembly

4D visualization of construction Production Control

Work Structuring

Post-Occupancy
Evaluation
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Dean Reed, DPR Construction, Inc.

2005 2
Delivering Lean Results for Healthcare 18 July 2005
Using Virtual Building & the Last
Planner System

Why & How Does Virtual Building 3D Solids / Parametric Objects

Enable Lean on the Camino Project? Not CAD Drafting - Not Surfaces
Design Concepts Product Design Object Model
3D visualization has allowed stakeholders to understand design 3D solid / parametric
Process Design objects with attributes
Construction sequence animated in 4D
Detailed Engineering
HVAC, plumbing, fire protection and electrical coordination and
shop drawings in 3D
Fabrication
HVAC will fabricate from 3D shop drawings
Plumbing and electrical will pre-fab from 3D shops
Logistics and Sequence
Trade installations within areas will be sequenced in 3/4D Surface Model
2D polygons into 3D
object with limited
attributes
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Modeling Raises Questions about How Multiple 3D Object Models Created

Things Fit Together (Much Earlier) by AE & Specialty Contractors

Objects from libraries Architectural Model

of predefined parts

Objects assembled
just like the real thing

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Multiple 3D Object Models Created Multiple 3D Object Models Created

by AE & Specialty Contractors by AE & Specialty Contractors

HVAC Model
Electrical Model

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Dean Reed, DPR Construction, Inc.

2005 3
Delivering Lean Results for Healthcare 18 July 2005
Using Virtual Building & the Last
Planner System

3D Process Lessons Learned from Previous

Integration of Multiple Models in 3 & 4D Projects
Modeling is early learning
Model incomplete work early
Integrated Model Start with blocks in schematics and develop
detail as design progresses
Model to shop drawing level and below
Integrate models created with different tools
Model in field to solve coordination problems
Surround team with 3D images
Structure work in 4D with subcontractors
Progress 4D models to use in lookahead
planning
DPR Portland Office
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Sutter Healths Expectation The Vision

Facility Assembled in Computer Before Its Built Onsite

Sutter Health agreed to invest money in early All important design decisions are made during
collaboration and virtual building design phase:
DRR hired during Conceptual Design
MEP/FP, Skin and Steel subcontractors brought on in No misunderstanding
Schematic Design No conflict of systems
Architectural and construction budgets increased to No change orders
pay for additional expense of 3 / 4D modeling and
coordination
Construction costs will be reduced overall
Changes take
RFIs will be significantly reduced place during the
Change orders due to coordination conflicts will be design phase
eliminated not during
construction

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Lean Virtual Building Guidelines

Lean Virtual Building Guidelines 1. Architects & Structural Engineer

Created 3D Object Models
1. Determine authors of architectural and structural 3D
object models
2. Define the Virtual - Lean Design Collaboration process
3. Pre-qualify A/Es and subcontractors for Virtual Building
capability
4. Determine collaboration and modeling responsibilities
5. Agree on protocol for sharing drawings and models
6. Agree on coordination and conflict resolution process
7. Pull design coordination from construction
8. Sequence trades through interactive construction of 4D
models

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Dean Reed, DPR Construction, Inc.

2005 4
Delivering Lean Results for Healthcare 18 July 2005
Using Virtual Building & the Last
Planner System

Lean Virtual Building Guidelines

Lean Virtual Building Guidelines
2. Camino Design Collaboration Process 3. Subcontractors Pre-qualified for
Contractor
Input to Design
Criteria & Equip
Virtual Building Capability
Contractor Selection, Sizing,
Input to Design Routing &
Alternatives Coordination

SD SD DD
50% Collaboration 100% 50% Collaboration

Engineer Object Modeling

Engineering & Engineer
Design in 2D Design in 2D Detailed design will be done in CAD 3D object modeling software,
which can create objects having the following characteristics:
Each object in the model has a unique name or object identifier, and
Contractor
can have attributes attached to it, i.e., geometry info, weight, cost,
Detailed Design & schedule, procurement info, etc.
Coordination in 3D
These objects are either 3D solids or true parametric objects. They
Engr
DD Bldg CD are not 2D polygons that are combined to create a 3D object, as is the
Collaboration Stamps Permit
100% Drwgs Dept Set 100% case in a surface model.
The object model is assembled from libraries of predefined parts
Engineer
Design Review & representing a constructible component or assembly of components.
RFIs = Drawing Author
Documentaion in Build
2D
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Lean Virtual Building Guidelines

Lean Virtual Building Guidelines
4. Modeling Responsibilities
Scope
Architect
Structural Engineer
Mechanical Engineer
Electrical Engineer
HVAC Contractor
Plumbing Contractor
Electrical Contractor
Fire Protection Contractor
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5. Protocols Agreed for Sharing
Drawings & Models
Design Phase 3D File naming conventions
Model Created Reference point for 3D models
Schematic Design
Protocol for sharing files using FTP site
Design Development
Protocol for updating the drawing files
No 3D
No 3D CAD backgrounds, colors and layer
Construction Documents
management for the drawings / models
Construction Documents Protocol for combining drawings in a
Construction Documents single NavisWorks model for coordination
Construction Documents
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Lean Virtual Building Guidelines Lean Virtual Building Guidelines

6. Coordination & Conflict Resolution 7. 3D Coordination Drawings Pulled

Process Established from Construction Schedule

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Dean Reed, DPR Construction, Inc.

2005 5
Delivering Lean Results for Healthcare
Using Virtual Building & the Last
Planner System
Lean Virtual Building Guidelines
8. Trades Will Be Sequenced through
Interactive Development of 4D Models
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Translating into Action on Camino
Projects as Networks of Commitments
Negotiate deliverables rather than issuing commands
Be willing to say and hear No
Ask for and make honest commitments
Declare complete when youre done to release work to the
next performer
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Silos & Big Batches
Architects and engineers worked and
communicated in their own silos, apart
from builders
A/Es used to working in large batches
Schematic Design
Design Development
Construction Documents
A/Es traditional practice was to throw the
batches over the wall for cost and
construct-ability review
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Dean Reed, DPR Construction, Inc.
2005
18 July 2005
The Five Big Ideas of Lean Project Delivery
#3 Projects are networks of commitments
Projects are not processes. They are not value
streams. The work of management in project
environments is the ongoing articulation and
activation of unique networks of commitment.
The work of leaders is bringing coherence to
the network of commitments in the face of the
uncertain future and co-creating the future with
project participants. This contrasts with the
commonsense understanding that planning is
predicting, managing is controlling, and
leadership is setting direction.
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Camino Organization Was Typical
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The Black Box of Design
Architects developed a summary level
work plan to deliver the big batches
Customer inputs and deliverables within
the design team and to contractors not
planned
Difficult to get architect to agree to delivery
dates for design packages
No Success in pulling a design phase
schedule from deliverable dates
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Delivering Lean Results for Healthcare
Using Virtual Building & the Last
Planner System
Seeing Inside the Black Box
Project team came to understand
importance of making requests and
keeping promises
Commitment Manager software reviewed
and selected by project team as a tool for
strengthen the network of commitments
Team members could make requests and
respond from their workplaces
Requesters, performers and observers
could see status of requested actions
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Making a Request
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Dean Reed, DPR Construction, Inc.
2005
18 July 2005
Commitment Manager
Tracks commitments and related actions
between people
Maintains status of commitment
Manages commitments reminds and escalates
Provides visualization of commitment status
Provides metrics as a byproduct of tracking the
actions
Runs on a Web or Microsoft Outlook server
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Commitment Manager in Place of RFIs
During Design
Commitment Manager should be used for the following:
Documenting all design collaboration queries between the
project team prior to the permit being issued for the
particular scope of work.
Documenting of all cost impact issues shall be entered by
the subcontractors in the Commitment Manager as a
request of Scott Sass. The requests will then be committed
by Scott Sass and the DPR team in the cost impact log.
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Commitment Status Report
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Delivering Lean Results for Healthcare 18 July 2005
Using Virtual Building & the Last
Planner System

Applying the Last Planner System in

Design
Not able to create a pull Design Phase
schedule
Not able to look ahead and do constraints
analysis
DPR worked with Sutter Health to make
the Weekly Work Plan the focus of the
weekly project meeting
Meeting minutes are kept to record
discussion, not used to run the meeting
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Using the Weekly Work Plan
Requests for information and offers to
provide answers are recorded in a MEP
Weekly Work Plan
WWP developed on screen in the meeting
Commitments by A/Es, the GC and
subcontractors are scored and charted
each week
WWP is distributed to all participants after
the meeting
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Mechanical & Electrical Weekly Work Cost Benefits Study

Plan & Pareto Charts Collaboration Results So Far

Cost Avoidance: $5,356,980

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Presentation to
Australian Construction
Creating value
Industry Conference
Eliminating waste Sydney, Australia
18 July 2005

Questions & Answers

Dean Reed, DPR Construction, Inc.

2005 8