Robotizing workforce in future built environments · Robotizing workforce in future built environments Citation for published version (APA): ... Future needs in automation and robotics

Robotizing workforce in future built environments

Citation for published version (APA):Maas, G. J., & Gassel, van, F. J. M. (2014). Robotizing workforce in future built environments. InternationalScientific Conference Construction Technology and Management (CTM 2014), September 9-10, 2014,Bratislava, Slovakia, Bratislava, Slovakia.

Document status and date:Published: 01/01/2014

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Robotizing Workforce in Future Built Environments Ger Maas & Frans van Gassel

CTM 2014

Safety

N. Karl Wiggins, BAM Construction

Safety

The presenters

Frans van Gassel Eindhoven University of

Technology (The Netherlands

• Construction management & engineering • Former Secretary General IAARC

Ger Maas Eindhoven University of

Technology and

Royal BAM Group (The Netherlands)

• Construction management & engineering • European strategy in construction

Construction management research

www.fransvangassel.nl

A method for analyzing unsafe en unhealthy

production processes on the construction site.

& Design principles to

improve creative and collaborative working.

http://www.fransvangassel.nl/

The construction sector in EU27 (1)

The biggest industrial employer: – 10.4% of GDP and 49.2% of

Gross Fixed Capital Formation (FIEC, 2008)

– 30% of industrial employment, 7.6% of total employment (16.3 million operatives)

– 3 millions enterprises (95% SMEs with <20 workers, local markets, low innovative)


A large influence on the whole economy

– 48,9 millions workers

depending on Construction – The buildings/infrastructure

supplied by the Construction sector serve a lot of other industries and services


A large influence on the whole economy

– Construction can make the

difference – Automation and Robotics can

help construction to do so!

European policy (1)

Challenges: To address and to adapt • Climate change • Demographic change, • Energy supply and security, • Food shortages • Safety • Environmental concerns.

Smart Grid

European policy (2)

Demands: For convenience • Low maintenance • Automation • Flexibility • Health improve features • Optimal environmental integration

From Production to Performance

• Not just what construction makes • Does it fit? • Are users happy? • Are working conditions safe?

Busan Geoje Fixed Link


26,5m

12m


Automation

To measure location To measure the flow and waves To control, check and steer tunnel elements

Human machine technologies Mechanization phases, Labor analysis, Modular construction

Process management Design meetings, BIM, Lean management

Performance technologies Active aging

Client and Societal values

Construction engineering

Future needs in automation and robotics

Construction management

Performance engineering

Topics Human machine technologies

Mechanization phases, Labor analysis, Modular construction




Mechanization graph (1) Horizontal axis: • Control tasks equipment Vertical axis: • Energy supply in production process.

Control tasks equipment

Energy task equipment

Mechanization graph (2)

http://world.honda.com/news/2010/c100512Bodyweight-Support-Assist-Device/photo/pages/01.html

Mechanization examples (1)

THE NETHERLANDS


JAPAN


CHINA

JAPAN


ROTTERDAM

R







Labor analysis (1)

Before starting to mechanize and robotize construction processes there is a need to get more insight into the production tasks of the construction worker and equipment. To get this insight an analysis method has been developed.

Human actions

Equipment actions

Initial situation

End situation

Labor analysis (2)

Before starting to mechanize and robotize construction processes there is a need to get more insight into the production tasks of the construction worker and equipment. To get this insight an analysis method has been developed.

Human actions

Equipment actions

Initial situation

Human actions

Equipment actions

Mechanization Robotizing

End situation






Modular construction

To shift heavy and complex construction tasks from the site to the factory modular construction can be a solution. To design the production process of such modular system a method has been developed and applied.

Topics Human machine Technologies

Mechanization phases, Labouranalysis, Modulair construction

Process management Creative meetings, BIM, Lean management



Creative meetings (1)

Designing mechanized and robotized production processes needs collaboration between all types of professionals. During creative meetings this collaboration can be taken place. Working methods are developed to create new ideas and concepts.


Creativity techniques 1. Making what you think visible: mind maps

2. Group idea creation: brainstorm sessions

3. Systematic idea generation: Systematic Inventive Thinking (SIT)

4. To create insight: simulation games

3

4 2

1


Problem (re-)formulation

Creation ideas

Choosing ideas

Action planning

Problem description A creative meeting has to be prepared very carefully. To obtain really new concepts a certain order of activities is necessary.






BIM (1)

Building Information Modeling (BIM) in the life cycle

BIM (2)

NCC’s three stepped approach to VDC, with some typical uses.

BIM (3)

BIM implementation process of BAM (2013)






Lean management (1) How to start Lean management at project level? • Place responsibility as low as possible within

the organization • The project manager nor the works foreman

has the lead during the Lean session • The specialists (workforce of BAM Civiel and

workforce of subcontractors/supplies) have the lead during the Lean sessions

• The specialists make interface agreements

Lean management (2) Key learning: Reverse the hierarchy. • Managers are there to support and enable the site teams and the workforce • Work to change key resistors – they will become advocates of lean • Leadership messages need to be carefully cascaded on large projects • The approach can be scaled up for large projects (the supply chain led the planning of work to deliver client outcomes within constraints) • Integrate the team(s) - work together e.g. through co-location • Interfaces must be owned by the parties interfacing – not the main contractor

Lean management (3)

Transferring this approach to construction focuses on: • the reduction of construction period • the reduction of the variability • the simplification of tasks • the increase of transparency • the increase of flexibility

Lean management (4)

Project values 1 • Reduction building period (25-

50%) • Better communication • Less stress on the work floor • Reduction on general

construction costs (e.g. man-hours, equipment, offices for staff, rooms for personnel)

Lean management (5)

Project values 2 • Building specialists know what they and the others have to do • Building specialists take responsibility for their scope of work, the interfaces and the success of the entire project






Active aging in an aging society (1)

The coming decades a discrepancy will arise between the number people who can work and median age of people who are part of our community.

COUNTRIES – LARGEST POPULATION

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

20142030

X 1000

(Koshi, 2014)

GLOBAL POPULATION DISTRIBUTION

CHINA INDIA

25%

Rest

United States Indonesia

Brazil Pakistan Nigeria

Bangladesh Russia Japan

62% 13%

(Koshi, 2014)

http://www.worldlifeexpectancy.com/

World 1990

(Koshi, 2014)

World 1950 - 2050

(Koshi, 2014)

2020 (World)

1990 (World)

2000 (World)

2050 (World)

2020 (China)

2020 (India)

2020 (USA)

2020 (Japan)

2020 (Nigeria)

http://www.worldlifeexpectancy.com/

POPULATION TRIANGLE SHAPE

GENERAL REQUIREMENT FOR AUTOMATION

REQUIREMENT FOR JOB CREATION

LOW HIGH

MED HIGH

HIGH LOW (Koshi, 2014)

1: Developing business models. Proposing new business models that are able to exploit the new regulations / methodologies / technologies for building. Theme 2: Housing policies. To support affordable housing and in-home care later in life. Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular Theme 4: Housing costs and energy saving. A need for innovative, economical design and building. Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers. Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.

and in-home care later in life. Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular Theme 4: Housing costs and energy saving. A need for innovative, economical design and building. Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers. Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.

Theme 1: Developing business models. Proposing new business models that are able to exploit the new regulations / methodologies / technologies for building.

Theme 2: Housing policies. To support affordable housing and in-home care later in life.

Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular.

Theme 4: Housing costs and energy saving. A need for innovative, economical design and building.

Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers.

Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.

Themes for R&D in active ageing in the built environment

Active aging in an aging society (3)

Themes: • Housing & Daily Living

• Mobility & Transport

• Work & Leisure

http://www.zorgbelang-nederland.nl/index.php?p=180






Client’s and societal values

Rotterdam Medical Centre (1) • City centre of Rotterdam • New hospital • Condensed urban area • No space • 31 stories high building • In a factory

<Wijzig de datum met beeld\kop en voettekst>

Koninklijke BAM Groep nv - <vestiging> - <verkorte titel> 57

Rotterdam Medical Centre (3) • No space

• 31 stories high building • In a factory

G Rotterdam Medical Centre (4) Every week one floor in the factory on top of the new building

Rotterdam Medical Centre (5) • Every week one floor in

the factory on top of the new building • Prefab wall elements • Prefab floor elements • In situ top layer at the floor

Rotterdam Medical Centre (7)

G Rotterdam Medical Centre (8)




Rotterdam Medical Centre (12) concrete elements As wall As floor Fixed with dry joints

Rotterdam Medical Centre (13) 2 “Frames” support the steel factory


2 steel beams support the shed from 2 levels below.

Rotterdam Medical Centre (15) Hydraulic jacks move the

factory up every week one floor

Rotterdam Medical Centre (16) • Health and Safety conditions • Integration of Design and Build • Community relation • Quality

<Wijzig de datum met beeld\kop en voettekst>

Koninklijke BAM Groep nv - <vestiging> - <verkorte titel> 71

Client’s and societal values

Process • Make work less heavy and more safe • Support collaborative design and construction • Monitor the performance of the designers/suppliers/contractors Product • Create low maintenance products • Support aging people at work and at home

Thank you for listening and enjoy the CTM 2014 symposium

Ger Maas & Frans van Gassel

CTM 2014

Documents

Robotizing workforce in future built environments · Robotizing workforce in future built environments Citation for published version (APA): ... Future needs in automation and robotics