1. 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. 2. Presenters Kenneth Meding, EIT District Virtual Design and Construction Lead Steve Moore, PMP, PSP, PMI-SP, LEED AP District Scheduling Manager
3. 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. 4. Challenges Challenges in Industrial Construction
5. 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. 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. 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. 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. 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. 10. TRADITIONAL SOLUTIONS
11. 11. VISUAL COMMUNICATION Marked up Drawings 3D Models Schedule Printouts Charts and Graphs
12. 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. 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. 14. Schedule Validation
15. 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. 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. 17. TIME-SCALED RESOURCE ANALYSIS
18. 18. UNLEVELED SCHEDULED
19. 19. LEVELED SCHEDULE
20. 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. 21. Workspace Efficiency
22. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 32. 4D SOLUTIONS
33. 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. 34. 4D Discipline Overview
35. 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. 36. 4D Detailed Discipline View
37. 37. SPACIAL RESOURCE ANALYSIS Alternate plans can be identified which lead to: Safety improvements Higher productivity Etc
38. 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. 39. 4D SAFETY What does safety planning look like? Can you plan for safety?
40. 40. OUR METHODS 4D simulations Focused on Safety Micro 4D Task Packages Field Deployment Training
41. 41. OUR METHODS
42. 42. 4D SIMULATIONS Safety Data Icons 4D Safety Reviews 4D Safety Post Game
43. 43. 4D SIMULATIONS Safety Data
44. 44. 4D SIMULATIONS ICONS Icons Injury Diamond Near Miss Diamond Potential Best Practice Potential Link to Website Data
45. 45. 4D SIMULATIONS ICONS Injury Known event that occurred on Site Tracking Icon
46. 46. 4D SIMULATIONS ICONS Near Miss Known event that occurred on Site Tracking Icon
47. 47. 4D SIMULATIONS ICONS Diamond Event Mining the Diamond Program Event that could have been avoided Both for Near Miss and Injury
48. 48. 4D SIMULATIONS ICONS Potential Issue Potential safety concern for activity Majority of icon would be Potential
49. 49. 4D SIMULATIONS ICONS Best Practice Best known practice for activity
50. 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. 51. LINE OF FIRE (LOF) 0 5 10 15 20 25 2011 2012 2013 2014 Series1
52. 52. DROPPED OBJECTS (DO) 0 5 10 15 20 25 2011 2012 2013 2014 Series1
53. 53. EQUIPMENT (E) 0 5 10 15 20 25 2011 2012 2013 2014 Series1
54. 54. 4D SIMULATIONS 4D Safety Reviews
55. 55. 4D SIMULATIONS RESULTS 4D Safety Post Game Past Projects Safety Data to Find Patterns and develop Best Practices
56. 56. MICRO 4D
57. 57. MICRO 4D
58. 58. MICRO 4D
59. 59. OUR METHODS Field Deployment Job site monitors
60. 60. OUR METHODS Training
61. 61. RESULTS Results Workspace Conflict Crane locations Current Hurdles Roles and Responsibilities
62. 62. RESULTS
63. 63. RESULTS
64. 64. RESULTS Current Hurdles Roles and Responsibilities
65. 65. QUESTIONS
66. 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