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Provider Name: Lean Construction Institute

Provider Number – H561

Course Name: Improving the way we work – Case Studies from Leading Owners Course Number – 20121010AM

Course Speakers: William Seed, Craig Russell, Michael Bade, Dan Peyovich, Dan Fauchier, Chuck Hardy, Victor Sanvido Course Date: October 10, 2012

Credit(s) earned on completion of this course will be reported to AIA CES for AIA members. Certificates of Completion for both AIA members and non-AIA members are available upon request.

This course is registered with AIA CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using, distributing, or dealing in any material or product. _______________________________________

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Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation.

This presentation is protected by US and International Copyright laws. Reproduction, distribution, display and use of the presentation without written

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Copyright Materials

This session incorporates testimonies and case studies from participants in projects that used lean methodologies to improve the delivery of their facilities and change the way they deliver a project in design and construction. The case studies will dive deep into specific tools and techniques that will improve the quality of buildings, create a safer and more reliable work environment, and improve the design and construction practice.

Course Description

Learning Objectives

1. Learn how owners have implemented lean in their organizations and on their projects

2. Examine case studies from the federal sector and learn how incorporating 5s, increased levels of technologies including BIM, and other Lean Process Improvements has improved the schedule, quality, and communication on those projects.

3. Understand the factors driving clients to implement lean in their existing project delivery program.

4. Learn how to prepare responsive proposals that allow teams to secure work.

At the end of the this course, participants will be able to:

Lean Implementation Using The FARHenry M. Jackson Federal BuildingHenry M. Jackson Federal BuildingDesign‐Build Modernization

Presented By:

14th Annual LCI Congress, October 10th, 2012 

THE TEAM

• GSA Region 10 ‐ Owner• URS Corporation CMa• URS Corporation ‐ CMa• Howard S. Wright ‐ Design‐Builder• DLR Group ‐ Architect• Paladino ‐ HPGB Consultant• McKinstry‐ D‐B Mechanical• Prime ‐ Electrical• Gerber Engineering ‐ Electrical Engineer

HENRY M. JACKSON FEDERAL BLDG

• 37‐story, 865,000sf Federal Office Building 

• In the Business District in Downtown Seattle

• Built in 1974• Built in 1974• Modernized by Howard 

S. Wright in 2007 for gseismic, elevators, smoke control and ADA requirements

AGENDA• Solicitation that Enables Lean Thinking

• Target Value Design

• Lean Design within the gFAR

• Guaranteed EnergyGuaranteed Energy Performance

Solicitation that Enables Lean Thinking

SOLICITATION

• ARRA funded to become a Highbecome a High‐Performance Green Building• Reduce energy consumption by 30%

• Increase the Energy Star score to 97

• Achieve LEED‐EB SilverOriginal Chillers • Achieve LEED‐EB Silver Original Chillers

SOLICITATION

• Based on Energy Performance Requirements• Mandatory Energy Conservation Measures (ECMs) 

• Contractor’s Choice ECMs

• Stipulated Budget of $36,937,800

• Stipulated Schedule of 915 Days• Stipulated Schedule of 915 Days 

• Stipulated Energy 

• Measurement & Verification Period RequiredMeasurement & Verification Period Required

• The M&V Contract Line Item (CLIN)

• $1.8M line item not released to D‐B team until EUI is verified after 1 year

• Could not impact tenants

C ld t t t• Could not move tenants

SOLICITATION

• Mandatory ECMsA. Electric Switch GearB Mandatory ECM #1 Upgrade Facility EMSB. Mandatory ECM #1‐ Upgrade Facility EMSC. Mandatory ECM #2‐ Replace Cooling Towers, Pumping, Chillers, 

Lighting Control System (existing fixtures) D M d t ECM #3 R fi i h dli it h t/ ld d kD. Mandatory ECM #3‐ Reconfigure air handling units, hot/cold decks E. Mandatory ECM #5‐ Upgrade and upsize steam convertersF. Mandatory ECM #6‐ Elevator shaft stack effect controlG. Mandatory ECM #7‐ Sewage ejector system replacementH. Mandatory ECM #8‐ Heat pump to extract heat from toilet exhaustI Mandatory ECM #9‐ CO2 sensors to control outside air ventilationI. Mandatory ECM #9‐ CO2 sensors to control outside air ventilationJ. Mandatory ECM #11‐ Add heat recovery chiller to offset 24/7 

cooling load

PROPOSAL

• Short Time Frame• RFP received November 28th 2009 and due January 19thRFP received November 28 2009 and due January 192010 (Happy Holidays!)

• Limited As‐Builts and Site Visits (1 day)

• With Guaranteed Energy Savings we needed to design far enough to be certain about scope, feasibility and cost

C t t ’ Ch i ECM d ti l t d b d t l ft it• Contractor’s Choice ECMs and stipulated budget left it wide open to innovation

• We needed weeks to assign budget and energy savings to g g gy gthe Mandatory ECMs

• The Perfect Storm for Target Value Design

Target Value Designg g

TARGET VALUE DESIGN

1. Develop list of possible ECMs

2. Rapid estimating of each ECM on 4 levels1. Cost

2. Energy Savings

3 Schedule3. Schedule

4. Tenant/Building Impact

3. Culled ECMs quickly on these criteriavisualphotos.com

q y

4. All work done in integrated teams

5. High speed Set‐based design on STEROIDSg p g

6. Focus on Innovation

7. Made all decisions at Last Responsible Moments

TARGET VALUE DESIGN

55 ECMs Studied/Designed/Priced Concurrently!55 ECMs Studied/Designed/Priced Concurrently!

TARGET VALUE DESIGNDesigning for Guaranteed Energy PerformanceDesigning for Guaranteed Energy Performance

Values to

FILTERING TOOLS• Modeling• Rapid Estimating

REFINEMENT OF ENERGY MODEL & DESIGNValues to 

Consider• Logistics ECMs Confirmed

• Envelope upgradeEUI

COST

p pg

• Revised heat recovery concept

• Validate central system upgrades

ENERGY PERFORMANCE CERTAINTY

30% ENERGY

SCHEDULE

BUILDING

system upgrades

• Equipment phasing

30% ENERGY REDUCTION

BUILDING IMPACT

FAIL/FALLOUT• Full window replacement• Impractical heat recovery method• Extended system shutdown

TARGET VALUE DESIGN

GOAL: Get glazing & insulation into project scope 

• No mandatory envelope upgrades

• But, our design required new glazing to get to EUI target

Re‐glazing Curved Windows

Lean Design within the FARg

LEAN DESIGN

• Defining Value• Team Alignment• Team Alignment

• Design Mapping ProcessR i W t i D i• Removing Waste in Design

• Re‐Defining Design Documentsocu e ts

• Target Value Design

• Pull Planningg

• Set‐Based Design

LEAN DESIGN

• Establishing Team Thinking• Incorporating Foremen into design teams

Defining Value

Incorporating Foremen into design teams

• Focusing on the Tenants• Zero tenant moves• Work in a space only one time

• Focusing on the Facilities• Zero unscheduled outagesZero unscheduled outages• O&M staff in design teams• Over the shoulder reviews

DESIGN VALUE WORKSHOP

LEAN DESIGN

Design Mapping• Define the process before the designDefine the process before the design started

• Remove iteration to accelerate the design and preconstruction phase

• Remove unnecessary and redundantd idesign

• Level design resources

• Design with the value of minimizing tenant impacts in mind

LEAN DESIGN

• Pull planning the Integrated Schedule

LEAN DESIGN

• Pull Planning the Integrated Schedule

LEAN DESIGN

• Design Mapping Improved the Design Schedule by Removing• Non‐Value Added work

• Identifying drawing sets and decisions made from them/outcome

• Overburdening People or Equipment• Integrated shop drawings/subcontractors into design

• Unevenness (leveling)• Phasing design and design reviews

TARGET VALUE DESIGN

INNOVATIONElectrical Superintendent d l ddeveloped technique for lighting upgrades without opening regulated ceilings

TARGET VALUE DESIGN

INNOVATIONMechanical foreman as part of d i t tdesign team to plan logistics before design started

Original Air Handlersg

TARGET VALUE DESIGN

INNOVATIONStructured Process to Keep Existing AHUsExisting AHUs Running While Building Fan Walls

TARGET VALUE DESIGN

INNOVATIONNew Fan WallsNew Fan Walls Running Without Any Loss of Cooling to Tenants

SET‐BASED DESIGN

Hoisting All Equipment Via Modified Freight Elevators

SET‐BASED DESIGN

New Cooling Towers Brought Up in 14,000 PiecesPieces

SET‐BASED DESIGN

Completed Cooling Tower

Performance Guarantees

PERFORMANCE GUARANTEES

Monitoring Building Operation by Tracking KPIs

Monthly Validation to Assure AnnualAssure Annual Performance

MEASUREMENT& 

VERIFICATION PLAN

PERFORMANCE GUARANTEES

MEASUREMENTMEASUREMENT & 

VERIFICATION PLAN

Pl d A lPlanned Annual Usage

PERFORMANCE GUARANTEES

ENERGY PERFORMANCE MONITORING & REPORTINGMonthly Reconciliation & Fine Tuning

Summaryy

SUMMARY

• Project is under‐budget at Howard S. Wright and GSA level

• Accelerated schedule allowed for 12% additional scopepincorporated with completion still ahead of original schedule

• ZERO tenant impacts or complaints

• ZERO unplanned facility impacts

• ZERO down time during 

occupied hours

• Guaranteed Energy Savings 

are on track

SUMMARY• Solicitation that Enables Lean ThinkingSolicitation that Enables Lean Thinking

• Dictate cost, schedule and value in RFP

• Allows teams to innovate and incorporate Lean tools

• Target Value Design• Allows for decisions at the last responsible moment

• Set‐Based Design maximizes design value in any delivery method

• Lean Design within the FAR• Detailed information makes the case for shift away from 30/60/90

G t d E P f• Guaranteed Energy Performance• Energy performance guarantees and incentives ensure operation meets design intent

This concludes The American Institute of Architects Continuing Education Systems Course

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