GreenBIM - 1st April 2015

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

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Nightfall CC 2.0 flickr.com

Strevo CC 2.0 flickr.com

#ODF CC 2.0 flickr.com

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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