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

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.

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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

85

5

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.

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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

28

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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