A quarter or more of the world’s expensively treated drinking water never reaches a faucet as a result of aging, leaky infrastructure.
Dubbed “one of the most complex tunneling projects in the U.K.,” the Bond Street Station Upgrade (BSSU) project is being carried out to satisfy growing traffic demands within London’s busiest shopping district, the West End.
Upon its completion, Bond Street Station’s daily passenger numbers are expected to rise from 155,000 to 225,000.
A project this complex in nature has to consider the existing tunnel infrastructure, as well as the stress and strains imposed by the surrounding soil layers for the development of new tunnels.
In today’s construction environment the value transferred to the customer for every dollar spent is only around 46 cents. More than 40% of the tradesmens’ time on a job site is spent on material handling; most of the work on a job site is performed by highly trained and paid skill tradesmen.
To achieve comparable results as have been seen in the manufacturing and other industries the construction industry has to take these same five steps:
1. Segregation of Work
The most important contribution of Fredrick Taylor’s work to industrialization of manufacturing was his ability to observe the skilled and unskilled tradesmen at work for a long period of time and being able to breakdown the conducted work. Once the work was broken-down it could then be managed by better management of time, location and contributing resources.
Once the work was visible and understood, it could be designed in the most optimal manner, and segregated amongst the resources available.
The World Economic Forum recently reported that the current annual global infrastructure demand is US $4 trillion, a staggering number. Yet by 2025, that number is expected to jump closer to US $9 trillion, led in part by a global explosion of emerging markets.
In China in particular, civil infrastructure projects are booming.
In early 2015, China announced the acceleration of 300 infrastructure projects this year, valued at 7 trillion yuan (US $1.1 trillion), as policy makers seek to shore up growth. China is investing more than 800 billion yuan (US $128 billion) in domestic railway construction alone in 2015, the same as last year’s final target. (Bloomberg)
An important study by the National Research Council, “Advancing the Competitiveness and Efficiency of the U.S. Construction Industry” identified solutions for breakthrough improvement of productivity.
Five Key Areas for Productivity Improvements in Construction
- Widespread deployment and use of interoperable technology applications.
- Improved job-site efficiency through a more effective interface of people, processes, materials, equipment, and information.
- Greater use of pre-fabrication, pre-assembly, modularization, and off-site fabrication techniques and processes.
- Innovative, widespread use of demonstration installations.
- Improved performance measurement to drive efficiency and support innovation.
These findings are very much in line with what the manufacturing industry had realized after the advent of industrialization. The Industrial revolution, which started in mid 1700, led to an increase in population due to the first time in the human history that production levels were higher than self-consumption of the working man.
With higher population also came new markets and customers. The production facilities had to become more productive.
A monumental and historical study conducted by the National Research Council of the National Academies on behalf of NIST outlined the challenges and obstacles facing the construction industry.
Fragmentation of the Industry
“The sheer number of construction firms (760,000 in 2004) and their size—only 2 percent had 100 or more workers, while 80 percent had 10 or fewer workers—make it difficult to effectively deploy new technologies, best practices, or other innovations across a critical mass of owners, contractors, and subcontractors.
The industry is also segmented into least four distinct sectors—residential, commercial, industrial, and heavy construction.
Global adoption of BIM is proceeding with great momentum, and within Asia many are rapidly adopting BIM practices. Korea is one country leading the way with BIM adoption, with dramatic growth year over year.
Dassault Systèmes recently made speeches at two events focused on driving adoption of BIM in Korea. Building on the strong interest in the region, the company delivered these two talks on BIM.
Digital Tools for Sustainable Cities
Ingeborg Rocker, Vice President, GEOVIA 3DEXPERIENCity | Globe, Dassault Systèmes, presented “3DEXPERIENCITY” at buildSMART Forum 2015 Seoul, Korea on April 16.
With a soaring global population, vast numbers of people face living in cities that are decades or centuries old, built for much smaller populations with very different needs.
This puts our environment at risk by wasting resources such as land, water, and energy, and makes cities harder to manage logistically.
A diverse range of disciplines are helping to solve these challenges, aided by a suite of digital tools. These tools allow scientists and city planners to see and explore the futures we are creating and their effects on their inhabitants and the planet as a whole.
Dassault Systèmes’ 3DEXPERIENCity | Geosphere project aims to create holistic, virtual models that enable urban planners to digitally study and test ideas. This will allow them to consider the impact urbanization has both within the invisible boundaries of their city.
In some ways Edmondo Occhipinti, founder and director of BIM consultancy 3-im, is starting from the ground up —again.
Occhipinti spent more than eight years with Gehry Technologies, working from his role as a consultant to ultimately manager of the company’s European and South American divisions.
During that time, he grew from an individual with strong technical knowledge of 3D technologies to a manager who taught others how to apply these tools.
Now, in his new role with 3-im, Occhipinti is teaching a whole new group of players how advanced modeling can solve some of the most complex challenges facing the AEC industry.
Like many other industries the construction industry is under constant pressure to improve productivity, reduce cost, and minimize waste in the operation.
While the productivity in the manufacturing industry has improved by four hundred percent (400%) over the last century, the construction industry’s productivity has, in the best case, stayed flat or turned negative.
This post is an excerpt from the white paper, Lean Construction ‐ Advanced Project Delivery for the AEC Industry, from Dassault Systèmes’ Value Solution Business Partner CornerCube.
As organizations begin to understand the power of adopting an LPD approach to their programs and projects, they realize that a change process is underway and recognize that the production system is highly complex and dynamic. Every project has a lifecycle beginning with the business case and defining requirements to final installation and beneficial use. During the progression of the project’s lifecycle, the opportunity to influence or optimize the project’s development and eventual outcome lessens dramatically.