FRI44 Safe Planning Through 4D Schedule Integration Cardiff 3rd Level
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- 1. INTRO Introduce Speakers History of TIC Industrial
Construction Challenges Traditional Planning/Scheduling Solutions
Time-Scaled Resource Analysis 4D-Scheduling Solutions Workspace
Efficiency Spatial Resource Analysis Safety Data and Analysis
Benefits of 4D
- 2. Presenters Kenneth Meding, EIT District Virtual Design and
Construction Lead Steve Moore, PMP, PSP, PMI-SP, LEED AP District
Scheduling Manager
- 3. Overview of TIC TIC The Industrial Company (Founded 1974)
Heavy Industrial Contractor Owned by Kiewit (Founded 1884) 3rd
largest contractor in the U.S. One of the largest equipment fleets
in the U.S. Engineering/Design http://www.tic-inc.com/
http://www.kiewit.com/
- 4. Challenges Challenges in Industrial Construction
- 5. SAFETY Very high industry standards for safety especially in
operating facilities Heavy machinery usage in limited work space
High volume of heavy work covering many elevations in a small
footprint
- 6. TIME CONSTRAINTS Tight Deadlines Extremely-High Liquidated
Damages Short, Critical Outage periods Long-Lead Plant Equipment
and Materials Coinciding Engineering, Procurement, Construction and
Commissioning
- 7. COMPLEXITY Large plants often have more than 100 separate
system turnovers. Each system must be completed in a certain
sequence to support safe and effective commissioning. High-density
workspaces No two projects are alike
- 8. COORDINATION Most work self-performed Up to 700 direct-hire
craft workers on typical combined-cycle power projects Heavy owner
involvement High Quality Standards Stringent environmental
regulations
- 9. COMMUNICATION Large groups of managers and superintendents
working in small areas Expenditures of up to 20,000 Man-hours/week
on a single jobsite
- 10. TRADITIONAL SOLUTIONS
- 11. VISUAL COMMUNICATION Marked up Drawings 3D Models Schedule
Printouts Charts and Graphs
- 12. Analysis Resource Histograms Earned Value Reports
Productivity Tracking Schedule Performance Index Trend Analysis
Cause and Effect Piping 30% Civil 7% Concrete 14% Structural 4%
Electrical 25% Mechan 11% Insulation 9% Man-Hour Spread 0 100,000
200,000 300,000 400,000 500,000 10/2/2011 11/2/2011 12/2/2011
1/2/2012 2/2/2012 3/2/2012 4/2/2012 5/2/2012 6/2/2012 7/2/2012
8/2/2012 9/2/2012 10/2/2012 11/2/2012 12/2/2012 1/2/2013 Rev 3
Cumulative Earned Cumulative Anticipated Cumulative Pipe Manhours 0
1,000 2,000 3,000 4,000 Structural Earned Vs Spent 0.000 1.000
2.000 3.000 10/2/2011 10/2/2012 Civil Weekly Productivity (5,000) 0
5,000 10/2/20 11/2/20 12/2/20 1/2/2012 2/2/2012 3/2/2012 4/2/2012
5/2/2012 6/2/2012 7/2/2012 8/2/2012 9/2/2012 10/2/20 11/2/20
12/2/20 1/2/2013 Mechanical Hour Variance Actual Variance
Anticipated Variance 0 200 400 600 800 1,000 Rev 3 Manpower Actual
Manpower Project Manpower
- 13. Teams can view the project model with current progress.
Future jobsite conditions will be easier to visualize and discuss
as a team. Workspace conflicts easier to discuss and mitigate
VISUAL COMMUNICATION
- 14. Schedule Validation
- 15. EQUIPMENT COORDINATION Major equipment needs for upcoming
work are easier to assess. Equipment sharing options (cranes,
lifts, etc.) are more easy to plan. Equipment access and congestion
can be identified
- 16. SAFETY ANALYSIS Safety specialists can understand future
site conditions and plan ahead more accurately. Issues with trades
working too closely or above/below each other can be identified and
mitigated
- 17. TIME-SCALED RESOURCE ANALYSIS
- 18. UNLEVELED SCHEDULED
- 19. LEVELED SCHEDULE
- 20. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 07/08/12
08/08/12 09/08/12 10/08/12 11/08/12 12/08/12 01/08/13 02/08/13
03/08/13 04/08/13 Percentage Basis Civil Concrete Structural
Electrical Mechanical Piping Insulation
- 21. Workspace Efficiency
- 22. Tools Required Just as we level resources across time, we
should level resources across space. We need a different tool to
identify work front availability across a jobsite. We need to level
resources within a physical area (not just through time)
- 23. -50 50 150 250 350 450 550 650 Dec-11 Feb-12 Apr-12 Jun-12
Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13
Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15
Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 OVERALL MANPOWER BY
DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50
Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Stacked Manpower
Histograms
- 24. STACKED MANPOWER BY AREA We can use our activity and
resource codes to get a general idea of resource allocation by area
or system. Difficult to drill into high detail This takes us in the
right direction
- 25. 0 20 40 60 80 100 120 140 160 180 200 Dec-11 Feb-12 Apr-12
Jun-12 Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13
Dec-13 Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15
Jun-15 Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 1 MANPOWER BY
DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50
Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by
Area
- 26. -30 20 70 120 170 220 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12
Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14
Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15
Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 2 MANPOWER BY DISCPLINE 00
Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60
Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 27. 0 50 100 150 200 250 300 Dec-11 Feb-12 Apr-12 Jun-12 Aug-12
Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13 Feb-14
Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15 Aug-15
Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 3 MANPOWER BY DISCPLINE 00
Demo/Outage 10 Civil 20 Concrete 30 Structural 50 Electrical 60
Mechanical 70 Piping 85 Insul/Scaff Manpower by Area
- 28. -40 10 60 110 160 210 260 Dec-11 Feb-12 Apr-12 Jun-12
Aug-12 Oct-12 Dec-12 Feb-13 Apr-13 Jun-13 Aug-13 Oct-13 Dec-13
Feb-14 Apr-14 Jun-14 Aug-14 Oct-14 Dec-14 Feb-15 Apr-15 Jun-15
Aug-15 Oct-15 Dec-15 Feb-16 Apr-16 Jun-16 UNIT 4 MANPOWER BY
DISCPLINE 00 Demo/Outage 10 Civil 20 Concrete 30 Structural 50
Electrical 60 Mechanical 70 Piping 85 Insul/Scaff Manpower by
Area
- 29. SPATIAL RESOURCE ANALYSIS Workspace crowding can lead to:
Lower productivity Higher safety incident rates Poor schedule
performance Lower Morale Quality and Environmental Issues
- 30. POSSIBLE WORKSPACE SOLUTIONS Longer hours with fewer
workers ($) Additional shifts ($) Detailed coordination and
planning within tight constraints Must be planned at a detailed
level Involves an ever-changing, three-dimensional space
How?...
- 31. 4D SOLUTIONS 4D Schedules can show us exactly when and
where resources are utilized. It is a great tool for identifying
sequencing issues. It can also help to identify workspace crowding
and trade conflicts
- 32. 4D SOLUTIONS
- 33. 4D PROFILE MODIFICATIONS Only ongoing work is displayed,
then fades to grey Separate use profiles were created for each
trade Colors correspond to stacked manpower charts Trade-specific
workspace conflicts can be easily identified
- 34. 4D Discipline Overview
- 35. A MORE DETAILED VIEW That was a high-level view of over 1M
man-hours worked over three-years. Lets dive into more detail to
gain greater insight. These custom use profiles will help us to
identify issues and opportunities in: Safety Productivity Equipment
Usage Etc
- 36. 4D Detailed Discipline View
- 37. SPACIAL RESOURCE ANALYSIS Alternate plans can be identified
which lead to: Safety improvements Higher productivity Etc
- 38. SUMMARY Introduce Speakers History of TIC Industrial
Construction Challenges Traditional Planning/Scheduling Solutions
Time-Scaled Resource Analysis 4D-Scheduling Solutions Workspace
Efficiency Spatial Resource Analysis Safety Data and Analysis
Benefits of 4D
- 39. 4D SAFETY What does safety planning look like? Can you plan
for safety?
- 40. OUR METHODS 4D simulations Focused on Safety Micro 4D Task
Packages Field Deployment Training
- 41. OUR METHODS
- 42. 4D SIMULATIONS Safety Data Icons 4D Safety Reviews 4D
Safety Post Game
- 43. 4D SIMULATIONS Safety Data
- 44. 4D SIMULATIONS ICONS Icons Injury Diamond Near Miss Diamond
Potential Best Practice Potential Link to Website Data
- 45. 4D SIMULATIONS ICONS Injury Known event that occurred on
Site Tracking Icon
- 46. 4D SIMULATIONS ICONS Near Miss Known event that occurred on
Site Tracking Icon
- 47. 4D SIMULATIONS ICONS Diamond Event Mining the Diamond
Program Event that could have been avoided Both for Near Miss and
Injury
- 48. 4D SIMULATIONS ICONS Potential Issue Potential safety
concern for activity Majority of icon would be Potential
- 49. 4D SIMULATIONS ICONS Best Practice Best known practice for
activity
- 50. ICONS Crush Point Body Positioning Confined Spaces
Equipment Falls Fire Hoisting and Rigging Ladders Line of Fire
Signage Tools Falling Objects PPE Lockout Tag Out Sharp Edges
- 51. LINE OF FIRE (LOF) 0 5 10 15 20 25 2011 2012 2013 2014
Series1
- 52. DROPPED OBJECTS (DO) 0 5 10 15 20 25 2011 2012 2013 2014
Series1
- 53. EQUIPMENT (E) 0 5 10 15 20 25 2011 2012 2013 2014
Series1
- 54. 4D SIMULATIONS 4D Safety Reviews
- 55. 4D SIMULATIONS RESULTS 4D Safety Post Game Past Projects
Safety Data to Find Patterns and develop Best Practices
- 56. MICRO 4D
- 57. MICRO 4D
- 58. MICRO 4D
- 59. OUR METHODS Field Deployment Job site monitors
- 60. OUR METHODS Training
- 61. RESULTS Results Workspace Conflict Crane locations Current
Hurdles Roles and Responsibilities
- 62. RESULTS
- 63. RESULTS
- 64. RESULTS Current Hurdles Roles and Responsibilities
- 65. QUESTIONS
- 66. CONTACT INFORMATION Ken Meding, EIT Virtual Design and
Construction Specialist 315-212-1980 cell 832-707-4830 cell
kenneth.meding@ticus.com Steve Moore, PSP PMP PMI District
Scheduling Manager 720-438-5674 cell steve.moore@ticus.com