SDCCD: Implementing Integrated Product Delivery, Lean Construction, and BIM through Design Build

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SAN DIEGO COMMUNITY COLLEGE DISTRICT

Implementing Integrated Project Delivery, Lean Construction and BIM through Design Build

November 1, 2011

Presented to the Community College Facility Coalition (CCFC)

18th Annual Conference

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• Second Largest Community College District in California

• Sixth Largest in Nation

• Centralized Maintenance & Operations

• Four Institutions – Three colleges (City, Mesa and Miramar Colleges) – Six Continuing Education campuses

San Diego Community College District

About the District

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Current Square Footage Buildings = 2,276,429 Gross Square Feet (GSF)

Parking = 840,606 Gross Square Feet (GSF)

Current Acres of Landscape = 130.2

Current Utilities Consumption Electric = $4,298,311

Gas = $391,561

Water = $868,531

Total = $5,558,403


About the District (Current State)

http://portal.sdccdprops-n.com/miramar/hourglass/Project Photos/CW Driver - Hourglass images/Picture 003.jpg

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Projected Square Footage

Additional Building GSF = 1,133,028

Total Building GSF = 3,409,457

Additional Parking GSF = 251,264

Total Parking GSF = 1,091,870

Grand Total GSF = 4,465,327


About the District (Future State)

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Practicing the Toyota Way Business Principles

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Principle 1

Base Your Management Decisions on a Long-Term Philosophy,

Even at the Expense of Short-Term Financial Goals

Principle 2

Create Continuous Process Flow to Bring Problems

to the Surface

Principle 3

Use “Pull” Systems to Avoid Overproduction

Principle 4

Level Out the Workload (Heijunka)

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Principle 5

Build a Culture of Stopping to Fix Problems,

to Get Quality Right the First Time

Principle 6

Standardized Tasks Are the Foundation

for Continuous Improvement and Employee Empowerment

Principle 7

Use Visual Control So No Problems are Hidden

Principle 8

Use Only Reliable, Thoroughly Test Technology

That Serves Your People and Processes

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Principle 9 Grow Leaders Who Thoroughly Understand the Work, Live the Philosophy, and Teach It to Others

Principle 10

Develop Exceptional People and Teams

Who Follow Your Company’s Philosophy

Principle 11

Respect Your Extended Network of Partners

and Suppliers by Challenging Them and

Helping Them Improve

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Principle 12

Go and See For Yourself to

Thoroughly Understand the Situation

(Genchi Genbustu)

Principle 13

Make Decisions Slowly by Consensus,

Thoroughly Considering All Options,

Implement Decisions Rapidly

Principle 14

Become a Learning Organization

Through Relentless Reflection (Hansei)

and Continuous Improvement (Kaizen)



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Early Attitudes Toward Lean

We’ve tried that.

We already do that.

We don’t need it.

It won’t work here.

We don’t build cars.

We’re different.

The other guy needs it, not me.

We’re doing well. Why change?

Courtesy: Lean Construction Institute


Program A3 Report

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“Rainbow” Report

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Change Order Rate

Average = 7.1%

CM Multi-Prime

Traditional Design-Bid-Build

Change Order Rate Average = 10.8%

Project Delay Average = 43.5 Days

Project Delay Average = 19.5 Days


Schedule Performance

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Pull Planning

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Target Costing – Project Budget Development

Space Programming

Efficiency

Targeted Cost Per Sq. Ft.

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BIM Standards

http://www.sdccdprops-n.com/BUILDING%20STANDARDS/SDCCD_BIM_Standards_Ver01.pdf

http://www.sdccdprops-n.com/BUILDING STANDARDS/SDCCD_BIM_Standards_Ver01.pdf



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BIM Clash Detection

Building Construction Mechanical piping hits cable tray and fire protection piping in ceiling space

Survey Average Results Man-hour Savings = 61

Delay Savings = 3 Days

Cost Savings = $30,349.00

Number of Clashes Shown in Example = 9

Savings per Clash Resolved = $3,372.00

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Change Order Metrics - BIM vs. No BIM

• Projects designed in BIM:

– Change Order Rate = 2.3%

• Projects not designed in BIM:

– Change Order Rate = 8.0%

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Integrated Project Delivery (IPD)

http://www.aia.org/ipdg

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IPD – What Is It?

Project delivery approach that integrates people, systems,

business structures, and practices to optimize project results,

increase value to the owner, reduce waste and maximize efficiency

of project delivery.

Distinguished by highly

effective collaboration among

the owner, prime designer and

prime constructor commencing

at early design through project

completion.

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IPD – Why Do It?

An integrated design process allows decisions to be made early when the opportunity for change is maximized and the cost of changes are minimized.

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Integrated Project Delivery Charter

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San Diego Community College District BIM Integration: Mesa College Social & Behavioral Sciences Building

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Design/Build Statute in California for CCS

As of January 1, 2008, Community Colleges can use design build under SB614.

Must be at least $2.5M in value Requires project-specific Board resolution

Need to evaluate the project based on five minimum criteria.

Price (10%) Technical Experience (10%) Life cycle cost over 15 years (10%) Skilled Labor Force (10%) Safety Record (10%)

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Design/Build with Elements of Lean

Elements of Integrated Project Delivery

Building Information Modeling

List/prequalify all major trade contractors

List/prequalify all major engineering consultants

Target Budgeting

SBE participation

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Basis of Design/Build Programming

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Design/Build Proposal Ranking Methodology

The ranking of Design/Build price proposals will be based on point totals. The highest point totals will be ranked “most advantageous” and the lowest point totals will be ranked the “least advantageous” in the following manner:

Design Fees (including Preconstruction Services) + General Conditions Cost + (OH&P% x $43,000,000) = Proposer’s Price

• 200 points = -1σ

• 190 points = 1σ - 5σ

• 280 points = +/- .5σ

• 170 points = 0.5 - 1σ

• 160 points = >+1σ

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Non-Price Factors will account for 80% (800 points) of the total ranking:

Technical Expertise (200 points)

Design Excellence (200 points)

Life Cycle Costs (100 points)

Skilled Labor Force Availability (100 points)

Safety Record (100 points)

Commitment to Diversity (100 points)

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Technical Expertise (200 points)

General Firm Information

Firm Experience

Team Member Experience

Firm & Team References

Life Cycle Costs (100 points)

First cost, estimated life, annual maintenance cost,

operation cost and projected replacement timeline for: Mechanical systems

Electrical systems

Vertical transportation

Energy consumption based on 40 year project life escalated

at current CPI.

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Small Business Participation

SBE

WBE DVBE

DBE

MBE

Other

Contractor Participation

SBE

WBE

DVBE

DBE

MBE

Other

Targeted Contractor Group # of Contracts Percentage of Participation

Disadvantaged Business Enterprise (DBE) 27 5%

Disabled Veteran Business Enterprise (DVBE) 27 5%

Minority Business Enterprise (MBE) 23 4%

Woman-owned Business Enterprise (WBE) 35 7%

Small Business Enterprise (SBE) 188 36%

Other Business Enterprise 229 43%

Total Contractors 529 100%

Total Contractors Qualified as Small/Underutilized 300 57%

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Design/Build Scoring Criteria and Weight

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Sample Proposal Organizational Chart

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San Diego Community College District (SDCCD)

A3 Problem Solving – Risk/Benefit Analysis

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A3 Reporting System Design - Mechanical

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A3 Reporting System Design - Structural

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Set-Based Design and Life Cycle Cost Analysis

Note: A Negative (-) Payback indicates that this option will not pay for itself.

Options OPTIONS

ANNUAL SYSTEM

ENERGY COST

($)

ANNUAL SYSTEM

MAINTENANCE COST

($)

ANNUAL WATER

USAGE COST

TOTAL ANNUAL

OPERATING COST

SYSTEM

INSTALLATION COST

($)

SIMPLE

PAYBACK

(Years)

1 VAV WITH REHEAT 126,488 15,400 1,735 143,623 3,462,000 0

2 GROUND SOURCE HEAT PUMP 135,285 19,100 0 154,385 4,196,000 - 68.2*

3CONBINATION VAV WITH REHEAT

(49.1%) / CHILLED BEAM (50.9%)119,865 12,700 1,664 134,229 3,767,147 33

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COMBINATION VAV WITH REHEAT

(42.1%) / CHILLED BEAM (40.9%) /

DISPLACEMENT VENTILATION

(17.0%)

124,759 13,300 1,643 139,702 3,794,725 85

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COMBINATION VAV WITH REHEAT

(84.3%) / DISPLACEMENT

VENTILATION (15.7%)

129,601 15,600 1,675 146,876 3,536,348 - 22.9*

Miramar College Cafeteria and Bookstore

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Value Stream Mapping – Change Order Process

Resolution toCM

CM Creates RFP;

Issues to Contractor

Price Fair and Reasonable?

CM Creates Change Order

Distribution

Contractor Issues Price, CM Reviews Price, Issues

COR

Negotiate

A/E SignsContractor

Signs

CMSigns

IORSigns

CPMSigns

Richard BSigns

Dave USigns

District Admin. Receives and

Processes

Determine entitlementBefore proceeding

From this point

NO

YES

1 Working Day 15 Working Days 15 Working Days

1 Working Day

5 Working Days5 Working Days

5 Working Days 5 Working Days 5 Working Days 5 Working Days 5 Working Days

0 Working Day

1 Working DaySTARTEND

Old Change Order Process

Total Process Duration: 67 Working Days With Negotiation

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New Change Order Process Effective January 2011

Total Process Duration: 28 Working Days With Negotiation

Resolution toCM

CM Requests Pricing from

Contractor via Fax/Email

Price Fair and Reasonable?

Distribution

Negotiate

CPM Signs

Richard BDave U

Sign

District Admin. Receives and

Processes

Determine entitlementBefore proceeding

From this point

NO

YES

1 Working Day 5 Working Days 7 Working Days

7 Working Days

1 Working Day

1 Working Day

START

END

Contractor Issues Price, CM Reviews &

Prepares Change Order

A/E, IOR, Contractor, CM Sign Separate

CO Cover Sheet

7 Working Days


Value Stream Mapping – Change Order Process

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Value Stream Mapping – Purchasing

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• Required fall protection

• Enhanced training for spotters

• Zero-tolerance safety culture


Safety – Root Cause Analysis of Repeated Incidents

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Kanban Tools in Process – The Sticky Note

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Genchi Genbutsu

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Hourensou

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Facilities Services Lean Enterprise Efforts

Industry Findings: Cost of O&M Inefficiencies

Over half the costs are from searching for and

validating data

* Source: NIST Study – August 2004

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Building the Solution: BIM to FM

Inexpensive access to BIM model

Any time, anywhere access to facilities docs

Consistent, scalable, unified database

Collaboration and communication productivity platform

Integration with and extension of existing Program Portal

Lean Processes


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Approach: Improve Collaboration and Transparency

Lean Processes


SharePoint 2010

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Questions?

David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District

[email protected] (619) 388-6456

SAN DIEGO COMMUNITY COLLEGE DISTRICT

mailto:[email protected]

Documents

SDCCD: Implementing Integrated Product Delivery, Lean Construction, and BIM through Design Build