Finding Rhythms in Design & Construction Lean Design Forum UC Berkeley January 9, 2009

Finding Rhythms in Design & Construction

Lean Design Forum

UC Berkeley

January 9, 2009

Revealing Intent within Creative Ventures

Case Study of the CHMOB Validation Process

Uncovering Rhythms within the Design and Construction Process

Revealing Intent within Creative Ventures

What can music teach us about a collaborative design process?

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Musical Excerpt 1

Enigma Variations, “Nimrod” by Edward Elgar

Musical Excerpt 1

Soulful Emotional Expressive Solemn Reserved Melancholy

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Musical Excerpt 2

Pini di Roma, “I Pini della Via Appia” by Ottorino Respighi

Musical Excerpt 2

Triumphant Majestic Growing Crescendo Soaring Rich

Can Music be Lean?

A trained musician can read every written piece of music (standardization)

All members of the orchestra must act in a concerted fashion for the performance to be a success (optimize the whole)

Musical annotation is well-defined, yet allows the composer to be creative (innovation)

Music exists for the enjoyment and benefit of the performer and the listener (customer pull)

What can a Team learn from music?

A clearly defined framework can produce predictable and reliable results

A commonly understood notational system or language allows everyone to add value

Only through willing collaboration of all can full potential be reached

A highly specific and refined outcome can be achieved with deliberate and careful preparation

How should designers emulate musicians?

We must create a framework that produces predictable results while preserving the essence of creativity that is the hallmark of good design

We must work and present our work in a language that is inclusive and understood by all

We must properly engage ALL stakeholders and invite them to partake in the process in a meaningful way and at the proper time

We must endeavor to do it better the next time

An Integrated Project Team Strikes a Harmonic Chord

What lessons can we learn from the CHMOB Validation Study?

California Pacific Medical Center Sutter Health Affiliate Medical campus in downtown

San Francisco Campus includes a Hospital and

Medical Office Building Previously spent $25,000,000 on

design of a hospital facility that did not meet the design criteria

Subsequent Hospital design was very successful

MOB team built on that success

A Validation Study for a Medical Office Building

Needed to listen to the customer and hear them define the value they required

It became clear that the hospital would not work without robust medical office space for doctors who would provide referals

Directive 1: Maximize the rentable area for physicians

Directive 2: Provide the lowest possible lease rate for tenants

What are we trying to validate?

Architect Structural Engineer MEP Engineers CMGC Business Development Project Managment

An Integrated Team Approach

Assembled a multi-disciplinary team that represented the key stakeholders for the process

Missing stakeholder would have been future tenants, allowing their operational and process requirements to become part of the planning

Project mission and vision Site and floor plans Massing studies Engineering design narratives Constructability analysis Cost Estimates and Budgets Business plans

Meaningful deliverables

Integrated team studied five alternative MOB scenarios, each of which included:

A pro forma was developed for each iteration of each scenario, providing immediate viability feedback on the scheme

Make a quarter billion dollar decision with ease!

The integrated team presented the validation study to senior management

Meaningful information was consolidated on a single data table

Backup data was included for reference Data directly responded to the value criteria of

maximized space and minimized lease rate Essentially and extremely thorough and meaningful

A3 report that allowed senior management to make an informed decision on how to proceed

Process further refined at St. Luke’s, where end users were included in the process

Uncovering Rhythms within the Design & Construction Process

How do we align ourselves with the appropriate cadence?

“The Touch”

The original design failure. . .

We began with basic tools

A reverse-phase schedule for concept design phase

Management of action items in a promise log

Measurement of personal reliability through planned percent complete

Applying Lean to the CHMOB Team

Sutter big idea: “Collaborate, really collaborate”

What does this mean (really) and how do you do it?

Process refinement

• the big room• trade partner input• BIM• and more BIM

• collaboration• integration• increase value

success


What does this mean (really) and how do you do it?

Process refinement



• awkward design process• too many chefs• too much BIM, too little design

breakdown

success


What does this mean (really) and how do you do it?Process refinement



• awkward design process• too many chefs• too much BIM, too little design

• create design time• everyone is a designer• focus on design knots• establish design champions• design while fresh

breakdown

success

learning

Design flow

Design flow

Focused design session

collectively define critical design knots – tier 1 problems

select problem Champion for each tier 1 problem

Champion defines problem needs constraints and goals

team “brain storms” to generate valid design sets

team establishes and explores parametric interactions

team forecasts potential outcomes (educated guesses)

close session when “expertise in the room” has been transmitted

Champion works alone to refine design…repeat as needed until A3 event

Tier 1 design sets

1. core layout, entry sequence, ramp pattern – Champion, architect

2. mechanical feed of OSHPD floors – Champion, mechanical engineer

3. skin and exterior form – Champion, architect

4. structural system – Champion, structural engineer

• steel frame with core • concrete frame with core• steel moment frame

Cathedral Hill Medical Office Building



Steel Moment Frames:

Option 3:

Conventional Steel Moment Frame.

L2 and L3 Beams = W30x292 (d=32”)

rejected as impractical.

Option 4:

ConXTech Steel Moment Frame

16”x16”x2” box cols W24x162 bms (d=25”)

Design implications shown on next pages

Reasonable Approximation Based on Crude Equivalent Lateral Force Method –

Not yet verified by

Linear Response Spectra Analysis –or- Nonlinear Time History Analysis


Option 4: Levels L2, L3 and L4W24x162 girders at all column lines (can’t be shallower at big ducts) Upper Floors will be lighter, average may be 85% of cols & girders shown.


Option 4: BRACES between levels L1 and L2 (incl. PL2)Very Large Buckling Restrained Braces in both directions. Probably requires elevator core to be rotated for transverse braces.


Advantages of Core Options over ConXTech:

1. Avoids braces between levels L1 and L2.

2. Shallow structural depth at big trunk ducts (16” total depth for Option 1 including slabs and fireproofing, versus 33” for ConXTech)

3. Saves large steel cost (box cols and W24x162 girders). Added steel wt. = 10.4 lbs/sf, approx. 1,200 tons

4. Avoids single source vendor.

5. Cores coordinate naturally with elevators, stairs and ducts.

6. Core drift much lower: 1% versus 2% for steel frames, with associated much lower post-earthquake repair costs for partitions, cladding and risers.

7. Much lower chance of “Yellow Tag” post-EQ use restrictions

8. Lower initial costs for cladding, stair connections and risers due to lower seismic drifts.

Decidedly NOT the successful application of Lean tools

Break down the barriers between team members

Create an environment where people could trust each other

Forge a new, shared identity as a team

The True Goal of Lean

Enlightenment

Philosophy

Methodology

Tools and Skills

A Lean Systematic

Thank You

Documents

Finding Rhythms in Design & Construction Lean Design Forum UC Berkeley January 9, 2009