SAN DIEGO COMMUNITY COLLEGE DISTRICT
Implementing Integrated Project Delivery, Lean Construction and BIM through Design Build Presented to the LCI Los Angeles Community of Practice
March 7, 2012 1
San Diego Community College District
About the District • 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
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San Diego Community College District
About the District (Current State) 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
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San Diego Community College District
About the District (Future State) 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
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San Diego Community College District
About the District Projected Acres of Landscape Additional Acres of Landscape = 19 Total Acres of Landscape = 149.2 Projected Utilities Consumption Additional Utility Costs = $4,542,390 Total Annual Costs = $8,790,209
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San Diego Community College District
Practicing the Toyota Way Business Principles
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San Diego Community College District
Practicing the Toyota Way Business Principles 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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San Diego Community College District
Practicing the Toyota Way Business Principles 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 Tested Technology That Serves Your People and Processes 8
San Diego Community College District
Practicing the Toyota Way Business Principles 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 9
San Diego Community College District
Practicing the Toyota Way Business Principles 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) 10
San Diego Community College District
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
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San Diego Community College District
Program A3 Report
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San Diego Community College District
“Rainbow” Report
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San Diego Community College District
Schedule Performance Traditional Design‐Bid‐Build Change Order Rate
Project Delay
Average = 10.8%
Average = 43.5 Days
CM Multi‐Prime Change Order Rate
Project Delay
Average = 7.1%
Average = 19.5 Days
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San Diego Community College District
Pull Planning
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San Diego Community College District
Target Costing – Project Budget Development Space Programming Efficiency Targeted Cost Per Sq. Ft.
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San Diego Community College District
BIM Standards
http://www.sdccdprops‐n.com/BUILDING%20STANDARDS/SDCCD_BIM_Standards_Ver01.pdf 17
San Diego Community College District
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 18
San Diego Community College District
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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San Diego Community College District
Integrated Project Delivery (IPD)
http://www.aia.org/ipdg 20
San Diego Community College District
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. 21
San Diego Community College District
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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San Diego Community College District
Sample Proposal Organizational Chart
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San Diego Community College District
Integrated Project Delivery Charter
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San Diego Community College District
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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San Diego Community College District
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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San Diego Community College District
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/DVBE/MBE/DBE/WBE participation
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San Diego Community College District
Basis of Design/Build Programming
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San Diego Community College District
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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San Diego Community College District
Design/Build Proposal Ranking Methodology 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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San Diego Community College District
Design/Build Proposal Ranking Methodology 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. 32
San Diego Community College District
Small Business Participation Contractor Participation SBE WBE DVBE DBE MBE Other
Other SBE MBE
DVBE WBE DBE
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% 33
San Diego Community College District
Design/Build Scoring Criteria and Weight
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San Diego Community College District (SDCCD)
A3 Problem Solving – Risk/Benefit Analysis
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San Diego Community College District (SDCCD)
A3 Reporting System Design � Mechanical
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San Diego Community College District (SDCCD)
A3 Reporting System Design � Structural
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San Diego Community College District
Set‐Based Design and Life Cycle Cost Analysis Miramar College Cafeteria and Bookstore Options OPTIONS
ANNUAL SYSTEM ENERGY COST ($)
ANNUAL SYSTEM MAINTENANCE COST ($)
ANNUAL WATER USAGE COST
TOTAL ANNUAL OPERATING COST
SYSTEM SIMPLE INSTALLATION COST PAYBACK ($) (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*
3
CONBINATION VAV WITH REHEAT (49.1%) / CHILLED BEAM (50.9%)
119,865
12,700
1,664
134,229
3,767,147
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4
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
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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*
Note: A Negative (-) Payback indicates that this option will not pay for itself.
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San Diego Community College District
Value Stream Mapping – Change Order Process Old Change Order Process
Total Process Duration: 67 Working Days With Negotiation
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San Diego Community College District
Value Stream Mapping – Change Order Process New Change Order Process Effective January 2011
1 Working Day
START Resolution to CM
CM Requests Pricing from Contractor via Fax/Email
5 Working Days Contractor Issues Price, CM Reviews & Prepares Change Order
7 Working Days
Negotiate
Determine entitlement Before proceeding From this point
Price Fair and Reasonable?
7 Working Days
Total Process Duration: 28 Working Days With Negotiation
NO
YES
CPM Signs
A/E, IOR, Contractor, CM Sign Separate CO Cover Sheet
Richard B Dave U Sign
District Admin. Receives and Processes
END Distribution 1 Working Day 7 Working Days
1 Working Day
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San Diego Community College District
Value Stream Mapping – Purchasing
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents
City College Campus Safety Report – February 2012 Overall Safety Comments
Overall Safety Issues
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents Central Plant
Math & Social Science
Business & Humanities
Science
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San Diego Community College District
Safety – Root Cause Analysis of Repeated Incidents • Required fall protection • Enhanced training for spotters • Zero‐tolerance safety culture
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San Diego Community College District
Andon Tools in Process – The Sticky Note
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San Diego Community College District
Genchi Genbutsu
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San Diego Community College District
Hourensou
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San Diego Community College District
Invoice Processing Kaizen
Old Procedure • • •
Extraneous Actions Long Process Generates Excessive Paperwork 48
San Diego Community College District
Invoice Processing Kaizen
New Procedure • • •
Simplified Actions Within 30 days Less Paperwork 49
San Diego Community College District
Beyond Lean Construction – Lean Processes in Maintenance & Operations APPA Award for Effective and Innovative Practices July 2011
By applying lean principles to custodial and maintenance functions, SDCCD eliminated the need to add 20 positions, shaving off $813,000 in the first of a seven‐ year process. Additional efficiencies implemented over the next six years will increase savings to $20 million. 50
San Diego Community College District
Maintenance Process Findings • Reactive organization • No formal prioritization process • Inefficient, unpredictable processes • Too much windshield time for technicians • Needed more robust computerized maintenance management system 51
San Diego Community College District
Maintenance Process Improvement Steps • Developed a prioritization matrix • Designed new work flow processes • Created a centralized work distribution center • Standardized triage and follow up procedures to support processes and reduce windshield time 52
San Diego Community College District
Maintenance Process Improvement Steps
• Purchased a more robust computerized maintenance management system • Added Grainger rolling stock for fleet
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San Diego Community College District
Priority Matrix – Service Level Agreement
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San Diego Community College District
Work Order Metrics FACILITIES SERVICES PRIORITY 1/2/3 WORK ORDERS AVERAGE DAYS TO COMPLETE 14.00
12.00
Days to Complete
10.00
8.00
6.00
4.00
2.00
0.00
Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Jan Feb Mar' Apr' May' Jun' Jul Aug‐ Sep‐ Oct‐ Nov‐ Dec‐ Jan‐ '10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '10 '11 '11 11 11 11 11 '11 11 11 11 11 11 12
Priority 1 5.56 2.13 0.12 0.18 0.02 0.02 0.04 0.29 0.79 0.52 1.93 1.77 0.90 0.50 0.53 0.40 0.41 0.39 0.18 0.10 0.21 0.28 0.08 0.11 0.18 Priority 2 7.89 4.26 1.10 0.46 1.00 0.00 1.44 0.09 0.48 1.48 1.04 3.29 2.92 2.00 0.98 0.57 0.88 0.62 0.33 0.35 0.41 0.41 0.13 0.38 0.71 Priority 3 13.0 7.27 2.06 1.54 1.12 1.09 1.11 1.06 0.92 1.65 1.97 3.72 2.49 1.85 1.75 1.31 1.35 0.91 0.72 0.71 0.67 1.36 0.42 0.67 0.84
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San Diego Community College District
Electronic Work Order Delivery
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San Diego Community College District
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 57
Lean Processes
Facilities Services Lean Enterprise Efforts 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
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Lean Processes
Facilities Services Lean Enterprise Efforts Approach: Improve Collaboration and Transparency
SharePoint 2010
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San Diego Community College District
Custodial Practices
• Identify core mission • Identify how time is spent • Load leveling • Increase cleaning square footage • Beat books • Cleaning standards • Management By Walking Around • Pride Program 60
San Diego Community College District
Assessment of Custodial Services Findings • • • • • • • •
Opening doors Stock room duties Personal assistants Event set‐ups Temperature checks Movers Concierge service Cleaning 61
San Diego Community College District
Opportunities for Improvement • Get back to core mission • Board of Trustees and Chancellor buy‐in
Developed a door opening policy Developed an out of scope work list Directing work requests through the call center Plan and schedule work
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San Diego Community College District
The Maintenance and Operations Challenge Custodial • Beginning cleanable square feet ‐ 13,900 per custodian • Increase to 25,000 square feet over 3 years
Maintenance • Beginning cost per square foot ‐ $3.93 • Reduce to $2.25 per square foot over 3 years
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San Diego Community College District
Potential Cumulative Savings ‐ $25,863,512 FY
FY 09/10
Custodial
FY09
FY10
FY11
FY12
FY13
FY14
FY15
FY16
Ave Salary
Custodial Forecast H/C
104
113
132
149
162
173
189
191
$ 58,643
Cust Forecast Salary Custodial Adj HC
$ 6,098,855 $ 6,650,098 $ 7,769,004 $ 8,731,333 $ 9,504,832 $ 10,169,255 $ 11,098,158 $ 11,227,172 77
82
88
100
122
130
140
147
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Custodial Adj Budget
$ 4,497,197 $ 4,782,522 $ 5,187,077 $ 5,878,320 $ 7,150,669 $ 7,622,296 $ 8,208,826 $ 8,597,611
Delta
$ 1,601,658 $ 1,867,576 $ 2,581,927 $ 2,853,013 $ 2,354,162 $ 2,546,959 $ 2,889,331 $ 2,629,561 $ 19,324,187 Hold HC Flat until projection exceeds current HC
$ 13,273,027
Maintenance Maint Forecast H/C Maint Forecast Salary Maintenance Adj H/C
45
50
57
64
69
73
79
80
$ 76,457
$ 3,440,546 $ 3,793,010 $ 4,344,262 $ 4,857,286 $ 5,245,685 $ 5,579,036 $ 6,044,656 $ 6,108,880 29
32
37
41
45
47
51
52
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Maint Adj Salary
$ 2,236,355 $ 2,465,457 $ 2,823,770 $ 3,157,236 $ 3,409,695 $ 3,626,373 $ 3,929,027 $ 3,970,772
Delta
$ 1,204,191 $ 1,327,554 $ 1,520,492 $ 1,700,050 $ 1,835,990 $ 1,952,663 $ 2,115,630 $ 2,138,108 $ 13,794,676 Hold HC Flat until projection exceeds current HC
$ 12,590,485
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San Diego Community College District
2011 Progress Snapshot
Custodial (Benchmark 13,900 SF) • Goal: 25,000 square feet per custodian • Actual: 21,225 square feet
Maintenance (Benchmark $3.93/SF) • Goal: $2.25 per square foot • Actual: $2.31 per square foot
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SAN DIEGO COMMUNITY COLLEGE DISTRICT
Questions? David Umstot, PE Vice Chancellor, Facilities Management San Diego Community College District dumstot@sdccd.edu (619) 388‐6456
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