GREENBIM Half-Day Conference
1 April 2015 #GreenBIM
Round Table 1
Tea / Coffee (553 & 554)
Round Table 3 (555)
Round Round Table Table 4 5 (557) (558)
Toilets
Sign In Fire Exit
Boardroom (551)
Round Table 2
Fire Exit
Round Table 6 (559)
Lift
Chair Su Butcher
Just Practising
#GreenBIM
Industry Keynote Anne Kemp
Atkins / BuildingSMART UK
Collaborative working across the infrastructure industry ………… How hard can it be?! April 2015 Anne Kemp, PhD, FICE, FRICS Atkins Director and Fellow VC Building Smart UK Chair of ICE’s BIM Action Group, and of BIM4Infrastructure UK
The way into the problem - A Systemic approach “When people in organisations focus on their own needs and goals to the exclusion and sometimes detriment of the wider organisation and its aims – a lack of joined up, systemic or holistic thinking and behavior”. Willcock (2013, xi) .........”Contracts alone do not deliver improved performance or greater efficiency ……. further efficiencies can be made by aligning behaviours and commercial arrangements throughout the supply chain”.
Instigating change “Anne – this is not the softer side of BIM and collaborative working – this is the hard stuff”. There seems a lot of emotion around this ‘namby pamby’ soft stuff, generated from fear and defensiveness – a classic response to change. This resistance is pervasive. And it is a problem. Until we allow ourselves to be fully human and present in the workplace, with respect – until self-awareness and mindfulness can be integrated into the psyche of the industry, will we continue to feed the dysfunctional behaviours which cause so much angst and frustration?
You will certainly hear some people allege that they ’leave feelings at home’ …… But work stirs up emotion and why wouldn’t it when so much of our identity and satisfaction is (Rogers, 2010:15-16). bound up in it. .......
Instigating change “From a psychological perspective, an attempt to force change in a human system ……. can fall fowl of the natural human defences they evoke”, Willcock 2013:162
“Personally, I’m always ready to learn, Although I don’t always like being taught”. — Winston Churchill
“The problem of sustaining collaboration ... is the result of a paradox – attempts to provide solutions to the problem, particularly from one perspective, rather than providing the context and the means for people to find their own” Willcock 2013:163.
The systemic, conceptual framework
Anne Kemp, 2014
Looking to the Individual • • • • •
Individual responsibility Developing self-awareness Developing mindfulness Supporting diversity of thinking Intrinsic motivation and “organic solidarity”
A trend in the industry is to measure for competencies as part of the bidding process. I am concerned that on-going training and support to develop these competencies into embedded behaviours is not provided. Bower et al (2012:2038) confirm that competency does not mean that individuals have the
Turning to Leadership and the energy to empower individuals “Senior leaders need to strike that match to light the fire and then use their authority to empower others to fan it” Willcock 2013:166.
……”while many people are keen to contribute more at work, the behaviour of their managers and the culture of their organisation is actively discouraging them from doing so”. Alimo-Metcalfe and Alban-Metcalfe (2011:7)
“the concept of “shared” leadership .... leadership is not the sole preserve of those occupying formal leadership roles, but also emerges when people work together effectively”. Alimo-Metcalfe et al (2011:8)
……..And the Responsibility of Teams Too much identification with a team can get in the way of collaboration
The Open Team behaves as a healthy and balanced living system ….. it evolves alongside other teams and the organisation as a whole.
Working with a collaborative Open Team may not feel especially cosy at times…..
Challenge and support model from Willcock (2013:47)
Difficult Conversations – Team Dialogue The reluctance to be honest and speak up when things are not right “a key personal disappointment has been “call it when you see it” name it, and much rather take risk of it happening and stating it early on rather than leaving it until the end”. “Also a kind of - almost absence in UK construction industry honesty in response -if there are things you have to have, you have to say it. You don’t just sit there” “a clear, open channel for dialogue in order to communicate the good and the bad” “in our world of construction its quite easy to hide behind contracts – done it for decades if not centuries”
Walking the Talk A competency framework could be considered like a piece of music, a diagrammatic representation of the melody. It is only in the arrangement, playing and performance, however, that the piece truly comes to life. (Bolden and Gosling 2006: from Alimo-Metcalfe and Alban-Metcalfe (2011:11)
The missing pieces to instil collaborative working How do we make people feel “safe” to work collaboratively?
Anne Kemp, 2014 Interviewee S (Ref B6) ...... Trust is not an emotional issue - its practical – about competence, consistency and openness. Thought about that a long time – often use that phrase. In a sense can have most lovely cuddly relationship, but if they are not competent, consistent and open, you can’t trust them. Incredibly pragmatic thing, trust.
Interviewee J (Ref D6) Trust is right at the top. Got to be open. Trust is more a human condition I think, we’ve all got our ways of .approaching.... with trust ... you won’t get a collaborative contract delivering the goods unless there is a complete trust.
Interviewee R (Ref A2) Trust. How you build that trust is the key. I think that nearly everything else leads to creating that trusting relationship. Whether it be information, behaviours, collocation, scope clearing or whatever it is or developing those pieces. It all comes back to trust. If you don’t have great, trusting
• • • • • •
Alignment Motivation Leadership Openness and trust Relationships Diversity
Learning and Development The need for better learning and development, under-pinned by on-going support ‘on-the-job’, which is where 70% of embedded learning occurs.
Misalignment - a key feature in break-downs of relationships and trust
Structures
Utilities
Customers
Energy
Environment
“BIM is driven by people and process, underpinned by collaboration. The basic problem is that we have been trained by the tribalists to fight our corners….the Architect is the enemy….the QS is the enemy …the nasty Contractor is the enemy and so on……. It’s been ingrained in our DNA and again its time to change. The professions and disciplines
One Shared Version of the Truth
Lonely, limp B
The future collaborative B
Misalignment - a key feature in break-downs of relationships and trust Executives and senior managers have to commit to adopting such behaviours – particularly the latter who are typically most reluctant to participate actively in leadership development, may yet adopt command and control behaviour when under stress, and yet are the most influential on organisational culture
The Energy Within – Intrinsic Motivation
SERVICE
Seamless from street to platform
ASSETS
Comfortable, smooth, uninterrupted
Safely to your destination
A responsive, efficient, flexible railway that adapts to variations in demand and perturbations
Customer Asset Ops & Control service Technicians Engaged, motivated, valued people with tools to
diagnose, predict and advise
User Applications
SYSTEMS
PEOPLE
Predictable 24/7 service
Objective - intelligent infrastructure
If it is true that to sustain motivation, it needs to be intrinsic rather than extrinsic, this impacts the whole of the system, and how it is tuned. Perhaps focusing on this – throughout the system – will help to get a better gearing of the system, and a more powerful source of sustained energy.
Central Data Hub
Asset Information
Intelligent Assets that manage themselves and require minimal human intervention
Stati ons
Rolling stock
Infrastr ucture
Anne Kemp, 2014
: ......”Shared meaning is much more than fulfilling your mission statement – it’s about forging and maintaining powerful connections between personal and organizational values. When you do that, you foster individuality and a strong culture
SERVICE
Objective - intelligent infrastructure
Predictable 24/7 service
Seamless from street to platform
Comfortable, smooth, uninterrupted
Safely to your destination
PEOPLE
A responsive, efficient, flexible railway that adapts to variations in demand and perturbations
Customer service
Ops & Control
Asset Technicians
Engaged, motivated, valued people with tools to diagnose, predict and advise
SYSTEMS
User Applications Central Data Hub
Asset Information
ASSETS
Intelligent Assets that manage themselves and require minimal human intervention
Statio ns
Rolling stock
Infrastruc ture
Cognitive
Providing common purpose, rationale and ongoing narrative to create shared context for collaboration.
Behavioural
Developing as ‘Open Teams’ and role modelling collaboration. Leaders need to step into the organisation and show commitment to that way of working. Creating a safe emotional environment for collaborative working, being mindful of differing needs and stages of relationship development. Providing a framework of values and processes that support enquiry and collaborative dialogue throughout the organisation.
Emotional
Situational
Table 3: Energies to stimulate and motivate collaborative working (Kemp, 2014 derived from Willcock 2013:165)
Key Recommendations Anne Kemp, 2014
Key Recommendations Recommendation A Recommendation B Recommendation C Recommendation E Recommendation F
Sustained and supported learning and development
Thought leadership on the “soft” issues
Empowering leadership at an individual level, guided by an intrinsic motivation in alignment with the system as a whole may sound like a panacea, but isn’t a bad aspiration to set off with.
The common sense and conscience monitor A sense of balance - use of the framework as a tool
If the individual and the collective responsibility can align, then collaborative working should become self-sustaining
Consider further:
Input from an appropriate ‘common sense and conscience’ monitor with the duty to continually scan the landscape for challenges to the collaborative working dynamic would seem an important feature for the long term health of the system.
Alignment and Motivation
Group Dynamics and Team Working Openness Leadership
Mindfulness
The essence of being human – more than simply intellect Alignment, motivation Leadership, relationships, trust, diversity (of thinking)
Mind change Susan Greenfield, 2014
The merging of our virtual and physical worlds – how far do we go?
Health and Safety Moment First case of IAD from Google Glass – 14 October 2014 Our digital future - http://vimeo.com/101752405
Conclusions There is no overnight solution to collaborative working. The recommendations emerging from this research investigation provide practical steps to instil collaborative working in the infrastructure industry. But the operative word is instil this is a long term, and gradual transformation which requires commitment, quiet determination, resolution and persistence. Anne Kemp, 2014
And being braver about the “softer� issues will certainly help.
Industry Keynote Richard Watson
RIBA Enterprises
The BIM Toolkit Richard Watson – March 2015
BIM – Government Construction Strategy
Francis Maude Minister for the Cabinet Office
BIM – Government Construction Strategy
BIM – Government Construction Strategy
Completing “Level-2” BIM Suite
The Missing Pieces
The Project Clients
Brief
Team
Industry
2014
2015
Jan
Feb
Scope
Brief
Mar
Apr
May
Jun
Phase 1 - Define
Jul
Aug
Sep
Oct
Nov
Phase 2 - Deliver
Dec
Jan
Feb
Mar
BIM Toolkit and Level-2 BIM
How will the BIM Toolkit benefit those working within the level-2 BIM process? Standards are freely available at - http://shop.bsigroup.com/BIM
Procurement Post-contract award and mobilisation
Production
Assessment and need
Maintenance and use Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards
Assessment and need
Assessment and need
Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards
Assessment and need Client determines their plain language questions (determines the need) Client produces their employer’s information requirements (Required information to meet the needs as defined in PLQs) Information requirements aligned to the project stages This is part of the tender documentation
Assessment and need – BIM Toolkit
A collection of projects
Assessment and need – BIM Toolkit
Information at a project level
Assessment and need – BIM Toolkit
Information at a stage level
Assessment and need – BIM Toolkit
At the start of the project the client has not assembled their team
Assessment and need – BIM Toolkit
At strategy/brief stage it is possible to determine information needs
Assessment and need – BIM Toolkit
Template tasks can be modified, removed and added to
Assessment and need – BIM Toolkit
These projects can be refined and reused on future projects
Assessment and need – BIM Toolkit
This information may be exported
Tasks and deliverables are assigned to roles prior to the team being assembled
Assessment and need Export to MS Excel for inclusion within the EIR document (PDF)
…and export to IFC/COBie for digital re-use
Procurement
Procurement
Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards
Procurement Bidders respond with their pre-contract BIM execution plan Proposed responsibility of bidders supply-chain is provided The client can compare these against their original information requirements Selection can take place
Assessment and need – BIM Toolkit
The bidder
The proposed project team has been added Each item, at each stage has a party responsible
The proposed roles have been assigned
Production
Production
Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards
Production From design suppliers to construction suppliers: The federated Project Information Model begins to grow dPOW defines the what, the when and who Information exchanges between supply-chain Information delivery to the client as agreed in EIR Documented classification and data structure allows for verification
Assessment and need – BIM Toolkit
Moving into the design phases the team is now assembled and the information requirements grow
Assessment and need – BIM Toolkit
Level of detail guidance can be defined for each deliverable
Assessment and need – BIM Toolkit
Level of information guidance can be defined for each deliverable
Assessment and need – BIM Toolkit
A definitions library of 6,000 items across all construction disciplines will be provided
Assessment and need – BIM Toolkit
At concept stage – the operations phase may be considered
Assessment and need – BIM Toolkit
At the technical design stage more geometric detail is required
Assessment and need – BIM Toolkit
The level of information grows through the bandings too
Assessment and need – BIM Toolkit
LOI-6 contains the standard COBie properties for transfer to the asset management systems
Assessment and need – BIM Toolkit
Assessment and need – BIM Toolkit
The definitions library covers infrastructure in addition to buildings
Assessment and need – BIM Toolkit
Assessment and need – BIM Toolkit
RICS were part of the core team and have provided classification mappings to NRM1
Assessment and need – BIM Toolkit
A number of new Uniclass classification tables will be published
New Uniclass – the Core Classification
Assessment and need – BIM Toolkit
Advanced search technology is used to take the complexity away from classification
Production
What has been asked for by the project lead
What is provided by the project team
Validation Process Overview
EIR Data
Schema too rich
DPoW Exchange
Requirements
Schema too loose
COBieLite
IFC 2x3
COBie XLS
Objects
Objects
Objects
Documents
Documents
Documents
Objects
Objects
Objects
Documents
Documents
Documents
Validation
Deliverables
BEP Data
DPoW Exchange
IFC Exchange XML
BIM Tool
Spreadsheet
Assessment and need – BIM Toolkit
Each IFC ‘cube’ is a deliverable with property sets
Assessment and need – BIM Toolkit
A free online viewer allows the delivery to be verified against the demand
Following hand-over then “In use”
Operation
Figure taken from PAS1192-2:2013 – Copyright Mervyn Richards
-
ID ParentSpace Level Manufacturer Model ExpectedLife O+M-Manual
More Information
BIMTaskGroup.org
theNBS.com/BIMToolkit Social Media - #BIMToolkit
Roundtable Session A
Roundtable Session B
International Keynote Dr James Harty
Copenhagen School of Design & Technology
BIM & SUSTAINABILITY ThinkBIM Leeds Beckett University Dr James HARTY BArch MArchSc RIBA MAA Wednesday 1st April 2015
Thom Mayne FAIA
• “If you want to survive, you’re going to change; if you don’t, you’re going to perish. It’s as simple as that.” Thom Mayne, FAIA, 2005 Pritzker Prize Winner, during the Building Information Modeling Panel Discussion at the 2005 AIA national convention in Las Vegas.
A Brick!
Location?
Location, Location?
Location, Location, Location?
‌ or not?
cost of carbon
MacLeamy Curve /RIBA Plan of Work 2013
Resources/Cost
Impact on Project
Project's Time Line
Traditional Workphases
Cost of Design Changes
Ability to Make Changes
New Tendencies
Slide 101/48
Maturity Plan
Slide102/48
Kyoto and New Buildings
CO2 Sequestration
Energy Fabric €€€
© Simon McGuinness, DIT
Performance • Digitalisation opens the door for a matrix of analysis, performance metrics and simulation to take centre stage, instead of the trusted pencil and tracing paper, which cannot be tested.
Slide 104/48
…modelling…
14 April, 2015
Slide105/48
14 April, 2015
Slide106/48
14 April, 2015
Slide107/48
BIM
Material library
Workflow
Environment
Benefits
IRL
Conclusion
Replacing Rhetoric with Reality • It extends, gladly, this process into the everyday use of the building, with post-occupancy checklists and environmental performance data, while ultimately giving society a better end product. – This hopefully then restores certainty, and replaces rhetoric with reality (Harty, Laing 2010). Slide 109/48
Three Pillars of Excellence • Ultimately with constructive feedback the ‘Three Pillars’ of constructing excellence can be met: Post Occupancy Evaluation (POE), true Evidence-Based Design (EBD) and better project briefing. – EBD is the realisation that design options should be based on researched evidence rather than the intuition of the designer (Ulrich 2001). Slide 110/48
Apps/Bots • This can include apps (applications) or bots (robots) that process the information finding solutions and approving or flagging issues that would otherwise take much time (Harty 2012). – Examples of this are digital building code approval, or search engines that automatically find building products that meet an element’s increasingly-refined properties (Obonyo 2010).
SME’s • ‘There were an estimated 4.9 million businesses in the UK which employed 24.3 million people, and had a combined turnover of £3,300 billion. SMEs accounted for 99.9 per cent of all private sector businesses in the UK, 59.3 per cent of private sector employment and 48.1 per cent of private sector turnover’ – (Federation of Small Businesses 2013) Slide 112/48
Technology • A technologist is one who can implement, understand and communicate the new requirements in a salient, appropriate manner, stressing who is the bearer of this news and who can guarantee safe passage, to those who can best be served by better informed design, whether they are clients, users or society at large. Slide 113/48
Halmlagret, Carlsberg
Slide 114/48
Inventory of Carbon & Energy
Slide 115/48
Embodied Energy
Slide 116/48
Brick Properties
Slide 117/48
Project Parameters
Slide 118/48
Exam 30.10.2014
Recap Drawings
3D Renders
Individual
Documents
BIM Cost/Time
Carbon Slide 119/48
Exam 30.10.2014
Vasari Revit Energy analysis Drawings
3D Renders
Individual Wind analysis Documents
BIM Cost/Time
Carbon
Back PDF
Slide 121/48
Back
Item catalog Resource catalog Quantity Takeoffs Sets
Back
Quality assurance Timeliner
Back
Item catalog Resource catalog Quantity Takeoffs Sets
Abuse • Sustainability, energy consumption and embodied carbon appreciation are all a result of poor management and abuse of the finite resources this planet has to offer.
Slide 125/48
Biomass Algae Reactor
ECOWeek
Flooding Damage/Greening Project
Panels Follow the Sun
Mapping Virtuality • Practically speaking, Augmented Reality (AR) is the mapping of the virtual world onto the real one. • It allows both worlds to be experienced together at the same time, meaning the proposal can be assessed before being realised. – Where this will truly pay dividends is when the model filters down to the least expected actor in the project.
Slide 130/48
Augmented Reality • For example, this could mean an electrician seeing where the light switch is to be placed or mounted on a wall … on his/her mobile device. – Conduits, methods and expected qualities can be shown superimposed on the reality, location is correctly marked and both the components and their assembly correctly sequenced. Slide 131/48
Page 132/48
One Unit Simulation
Page 133/30
Site Simulation
Page 134/54
Solmøllen
Scalability • Bringing consultants, developers and users closer together integrates design better (Gravad, Brenøe 2014). – Buildability improves; both sustainability and digitalisation become the driving force for better communication among the customer, design team, contractor, subcontractor and supplier (Manthorpe 2014)
Slide 136/48
The Price of Carbon
Sustainability
Thank You
• •
Dr James HARTY BArch MArchSc RIBA MAA Wednesday 1st April 2015
Pecha Kucha Showcase
Mark Francis Account Manager, LEICA Geosystems Ltd
Leica Geosystems ‘BIM Field Trip’ Robotic Setting-out thinkBIM | greenBIM, Leeds 1st April 2015
@MarkF_Leica @Survey4BIM
Agenda Who are Leica Geosystems?
Leica Geosystems – 200 years of excellence
Leica’s BIM Field Trip – Design to Field
What is Leica’s BIM Field Trip and what are the benefits?
Robotic Total Station technology – efficient Setting-out
Optical positioning
ENRICH – Taking BIM data to the Field
Leica Construction setting-out
VALIDATE – Capture the as-built
143
As-constructed validation for QC
Who are Leica Geosystems? Almost 200 years of heritage and innovation
 Insert
144
BIM Field Trip – Bridging the Gap INFORM Pre-Construction / FM As-Built
ENRICH Construction Layout
Model
Office
145
VALIDATE As-Built During Construction (QA)
Reality
Field
Before Total Stations Optical, Angle and Distance Measurement Sensor
 Theodolites measure Horizontal and Vertical angles accurately  Integrate distance measurement for 3D point coordinate 146
What is a Total Station / MultiStation? Angle, distance measurement sensor and more… Hz & V angle sensor Distance measurement Motorised Auto-aim & follow target Target Search Powerful software Weatherproof Cameras x2 3D Laserscanner
147
What is a Total Station? Optical, Angle and Distance Measurement Sensor 1. Upload design coordinates 2. Position & orient 3. Aim, measure, navigate to point 4. Mark ground
148
Total Station Setting-out Conventional: 2 person
149
Labour x2
Hand signals
Walkie-talkies
Slow
Skilled?
Error-prone?
Setting-out relative to Reference Line Almost 200 years of heritage
Insert ‘Control’ Points in the model
150
Robotic Total Stations One person operation  Work efficiently
151
Robotic Total Stations One person operation  Productive and efficient
152
Robotic Total Stations One person Setting-out  Work efficiently
153
Remote Control devices Ruggedness, screen size, connectivity, keypad‌
 Insert
154
Integrating Total Station & GPS (GNSS) Leica SmartStation & SmartPole  Work efficiently even with obstructed line-of-sight
155
Robotic target lock How to reacquire a lost target
156
Field Software Simply Productive Intuitive Comprehensive, powerful apps
157
Field Software Simply Productive
158
ENRICH – Construction Layout How does it work?
Leica Building Link Plugin
Insert layout points in the 3D model & export
159
Leica Total Station
Construction Layout
Import points into the Total Station and locate on site
Total Station turns automatically to layout points
VALIDATE – Construction Layout How does it work?
As-Constructed Verification
Leica Total Station & Scanner
Monitor project Take single, multiple progress or validate or numerous as-constructed measurements
160
Leica Building Link & CloudWorx for CAD
Import data into Authoring tool to check/compare
Robotic Total Stations Machine Control & Automation
161
Leica 3D Disto Positioning for all
162
Thank You
mark.francis@leica-geosystems.com
@MarkF_Leica
163
Rob Woollin Stakeholder Manager, Business Growth Services
Support for Manufacturers & BIM Rob Woollin
The Business Growth Service
Business Growth Service’ brings together:Manufacturing Advisory Service, GrowthAccelerator, Leadership & Management Training funding PLUS: schemes from the Intellectual Property Office (IP Audits) & the Design Council (Designing Mentoring)
The Business Growth Service
Export support is provided by UKTI and UKEF.
Service closely linked to InnovateUK (formerly TSB).
How does it work?
ďƒ˜ Easier for manufacturers with the potential to improve and grow to access support.
ďƒ˜ Help businesses to achieve their potential by identifying barriers to growth & providing tailored support that fits their needs.
How does it work?
Dedicated ‘Business Growth Manager’ who understands manufacturing & business challenges. Discuss your needs & barriers to growth, identify the areas of support that are right for your business and introduce you to the specialists that can help.
Product & Service Offering
Business Growth Service Strategic Development
Finance Optimisation
Leadership & Management
GA Business Development Coaching
GA Access to Finance
GA Leadership & Management
MAS Strategy Consulting
Growth Showcase
Productivity & Operational Improvement MAS Efficiency
Innovation, Design & IP GA Growth Through Innovation MAS Innovation
Supply Chains
Connectivity
MAS Supply Chains
Growth Community
Design Mentoring IP Audits
With strong relationships to: UK Trade & Investment
UK Export Finance
British Business Bank
Innovate UK
Growth hubs
Support includes Develop a Growth Strategy Develop a manufacturing strategy – Is BIM part of that strategy ? Building leadership & management skills
Accessing finance Developing new ideas & products – Is BIM embedded in that process ?
Support includes Accessing or Building supply chains – Does BIM have a role ? Exporting for the first time or breaking into new markets Develop your USP and Sales & Marketing strategies
Improving manufacturing processes – How can BIM help ? Protecting ‘Intellectual Property’
Specialised support - BIM BIM4M2 conducted a survey of ~ 200 product manufacturers to understand how the group could add value to those embarking on BIM Those surveyed that have invested in BIM (40%) have done so: to create commercial advantage (41%) in response to customer demand (27%) to get specified (12%)
Specialised support - BIM
However, 50% of those surveyed, whilst planning to invest in BIM soon (next 12 months), have yet to make a start.
Manufacturers not intending to invest in BIM - cost was the main barrier (77%), followed by lack of in-house resource (43%). BGS-MAS can help & has helped.
Specialised support - BIM
Standards and optional tools due to be complete by Spring 2015. There is increasing clarity on what is required from product manufacturers.
Are you ready to start your BIM journey ? BGS-MAS is ready to help you.
Support – the rules ! SME’s ONLY. Manufacturers ONLY. (Funding for non-manufacturers via GrowthAccelerator) Businesses with “Growth Ambition” – T/O, Profit, Staff
50% Grant Funding. Typical grant £2500 (maximum).
Developing BIM Objects - Choices
ďƒ˜ What do you need to develop?
ďƒ˜ Do you do it yourself or get a third party to do the work?
Developing BIM Objects - Choices
Look of the ‘MAS Directory’ to find a supplier you want to work with or get them to register on the directory if you have a supplier:www.masdirectory.org/mas/Consultant/register.php
Developing BIM Objects - Choices
Contact ‘Business Growth Services’/MAS now. NEW FUNDING ROUND FROM 01/04/15 for NEXT 2 YEARS.
Give us a call Team of ‘Business Growth Managers’ dedicated to advising manufacturers.
Free of charge, no obligation, meeting. Don’t spend on :
i. Consultants/Coaches or ii. Skills/Training or iii. Capital Expenditure without talking to us first.
Thank You rob.woollin@mymas.org 07795 454 286
Steve Brunning Managing Director, Rapid 5D
Richard MacCowan Director & Co-founder, Biomimicry UK
learning from nature
@Biomimicry_UK
volvox-8 CC 2.0 flickr.com
The MIT Lab - Knight Foundation CC 2.0 flickr.com
1, 1, 2, 3, 5, 8, 13, 21….
jurvetson CC 2.0 flickr.com
1 9
Eric Kilby CC 2.0 flickr.com
1 9
cudipeich CC 2.0 flickr.com
1 9
KJGarbutt CC 2.0 flickr.com
1 9
Nicki Varkevisser CC 2.0 flickr.com
1 9
Peter Blanchard CC 2.0 flickr.com
1 9
Nightfall CC 2.0 flickr.com
Strevo CC 2.0 flickr.com
#ODF CC 2.0 flickr.com
j.e.mcgowan CC 2.0 flickr.com
Mycelium_RH_(3).jpg Wikimedia Commons 3.0
Stirling
Kirkcaldy
Alloa Dunfermline Falkirk
Edinburgh
Glasgow
Copyright © 1995–2014 Esri.
how does nature build?
Richard James MacCowan www.biomimicry-uk.org @Biomimicry_UK
Questions?
Networking, Food & #BIMBeers