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 3DEXPERIENCE Construction

Archive for the ‘Business Processes’ Category

THE VOICE OF EXPERIENCE: Jonathan Mallie, Principal, SHoP Architects, and Managing Principal, SC (SHoP Construction)

Thursday, July 10th, 2014

 

By Jonathan Mallie, Principal, SHoP Architects, and Managing Principal, SC (SHoP Construction).
Originally posted to Compass: The 3DEXPERIENCE Magazine


Architecture is a highly collaborative business.

Keeping numerous stakeholders – owners, architects, engineers, general contractors, utilities, permitting agencies, fabricators, suppliers and subcontractors – on the same page is a daunting task.

With so many players, the industry’s traditional, tried-and-true method for communication has been to develop dense and detailed drawing packages, which are then rolled into tubes and delivered by courier or overnight mail. As soon as drawings are received changes occur, requiring the revision, production and delivery of an entirely new set.

voice of exp1

Today, with international projects and teams spread across the globe, such as they are for the Botswana Innovation Hub in Gaborone, the importance of having an efficient and effective system for project communication is greater than ever.

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A Bottom-Up Approach to Lean Construction: Increase Business Opportunities for Subs, Value for Owners

Thursday, June 26th, 2014

 

shutterstock_77585377Trade contractors that have thought about going Lean but are still waiting for the “right” project to come along may be missing major opportunities.

It’s true that as Lean first moved from manufacturing into the construction arena, its use was typically driven by a project owner’s desire to keep costs from running over budget and ensure project milestones were reached on time.

Pioneering owners led the formation of integrated teams and required everyone (construction managers, architects, engineers, GCs, and major subcontractors) to apply lean project delivery methodologies

Today, however, even a single project contributor who adopts Lean Construction practices to improve business processes will ultimately deliver increased value to the customer.

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The Evolution of AEC Tech: Q-and-A with CornerCube’s Fernando España

Thursday, June 12th, 2014

Mr. Fernando España, President of Corner Cube, Inc.

Fernando España is at the forefront of Lean construction practices in the US and abroad.

With over 30 years in the construction industry, España has extensive experience in the facilitation, definition, design, implementation, monitoring, and optimization of Lean solutions.

He is the president of CornerCube, a Dassault Systèmes partner located in the San Francisco Bay area, which offers Lean construction solutions, 3D technology solutions, and related technical services to the AEC industry.

España recently offered his perspectives with us regarding the current state of the industry, trends in technology, and Lean Thinking. Below is a transcript of a portion of our conversation.

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How To Go From Facade Design To Fabrication and Back Again In a Heartbeat

Thursday, May 29th, 2014

 

You may have heard in the news about Façade Design for Fabrication, an offering recently announced by Dassault Systèmes.

Early release clients are thrilled with the impact it’s had on their services, so we thought we’d provide an overview to the AEC Café community.

What is the Façade Design for Fabrication offering?

Façade Design for Fabrication is what we call a “solution experience”—a set of applications built on our 3DEXPERIENCE platform. The following video provides an in-depth tour of the program’s revolutionary capabilities:

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A Space Planning Approach for Better, Faster, Stronger Schemes

Thursday, May 22nd, 2014

 

Instead of the linear, time-consuming 12-step process that most architectural planners cope with, here we propose an efficient, iterative planning process, which will also result in a superior design:

An Integrated Planning Process for the Architecture Industry

Integrated Planning Model 3DS

I. Functional Model

Create a single model that allows you to test your concepts, fail faster, and find the best options. This will enable you to present stronger concepts to your client.

Meanwhile, adapting to new data and feedback is crucial for an efficient planning process. As more information is collected and incorporated, your model should update accordingly.

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Why Your Space Planning Process Is Giving You Grey Hair

Thursday, May 1st, 2014

It was late on a Saturday…

The team was in a design competition, working over the weekend to develop a design massing concept to meet a project brief. They’d worked all day Saturday to produce drawings for the competition boards, and switched gears to produce the reports to accompany the boards.

Just as they were about to paste in the space program spreadsheet, someone realized that the concept was 10% under the requirement for a key department.

This late in the process, the team leader decided to fake the numbers in the spreadsheet.

“I’m sure no one will notice, and I sure wish we didn’t have to, but we’re out of time,“ he thought.

The next evening, the design principal learned about the faked spreadsheet and he wasn’t happy. The team worked overnight Sunday to update the design, reproduce the drawings, and recreate the spreadsheet so it reflected the actual solution to the brief.

What went wrong? Why couldn’t the team keep up with a modification to the concept?

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Behind the Scenes: How SHoP Designed an Innovative, Modular Brooklyn Brownstone [VIDEO]

Thursday, April 24th, 2014

 

Last month, Fast Company named SHoP Architects as the world’s most innovative company in architecture of 2014.

This is no surprise to us at Dassault Systèmes. SHoP is a long-time customer and uses 3DS technology to develop high-profile projects such as the iconic Barclays Center in New York City, home to the Brooklyn Nets. Using the 3DS platform, SHoP designed and engineered the Center’s façade, then developed data for off-site fabrication and on-site construction coordination of 12,000 uniquely sized steel panels.

SHoP has always embraced the idea of a new challenge. So when approached to design and fabricate a four-story modular residence for Red Hook, an area in Brooklyn hard-hit by Hurricane Sandy, the firm was quick to rise to the occasion.
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The Architect’s Cheat Sheet: 3 Questions Your Client Needs You To Answer

Thursday, April 17th, 2014

 

Architects, you are in the sometimes-tricky position to help your clients craft the space of their dreams, within the constraints of reality.

When you’re hired to plan a project, and your client team is starry eyed over the unlimited possibilities, don’t forget to carefully consider the 3 essential business questions that only you can address.

To win the project, it’s critical to address their aesthetic, branding, and programmatic needs.

But to construct a long-term success, below are the key questions the building owner/operator needs you to answer.

Experienced architects and planners should be prepared to address the following 3 questions in detail after your building/space planning process is complete.

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A Lean Construction Case Study: Planning and Coordinating Prefabrication at St. Elizabeth Hospital

Thursday, April 10th, 2014

 

McGraw Hill Construction, the Lean Construction Institute and Dassault Systèmes teamed up recently to produce an in-depth report on Lean Construction. Below is a case study from the report:


Planning and Coordinating Prefabrication to Increase Project Profitability

St. Elizabeth Hospital 5-Story Patient Tower and Connector Building in Appleton, Wisconsin

Tweet: Planning & Coordinating #Prefabrication for Project Profitability [CASE STUDY] #LeanCon @Dassault3DS @mhconstruction http://ctt.ec/9ba9N+The Boldt Company has been using Lean project delivery for over a decade, and they have been able to bring many of the lessons they learned from the industrial side of their business to bear on their general building projects, according to Will Lichtig, vice president of business and process development at Boldt.

As general contractors who self-perform many trades and work collaboratively with trade partners on others, prefabrication is one area where they have been able to find opportunities to improve cost, schedule and safety on their projects while sustaining or improving quality. (more…)

Are You Ready for the Construction Industry’s “Industrial Revolution”?

Thursday, March 27th, 2014

 

Dr. Perry Daneshgari, MCA Inc

Dr. Perry Daneshgari, MCA Inc. (Photo by David Lamarand)

The AEC team at Dassault Systèmes works closely with industry leaders like Dr. Perry Daneshgari, CEO of MCA, Inc., to build technologies designed to improve our architecture, engineering and construction customers’ business processes and outcomes.

In this quarter’s issue of Compass: The 3DEXPERIENCE® MagazineNick Lerner reported on Dr. Daneshgari’s unique perspective on the construction industry, and why we need an industrial revolution. You can also access a related whitepaper by the MCA team, over on 3ds.com/aec


Breaking with Tradition: Why the Construction Industry Needs an Industrial Revolution

Until recently, the construction industry has suffered a technology bypass, relying on centuries-old processes and procedures to manage complex modern projects.

Today, however, the same software applications that make manufacturing industries efficient are being deployed in building construction.

Compass Magazine spoke with leading construction industry consultant Dr. Perry Daneshgari about why the industry must evolve.

Dr. Daneshgari, a widely published consultant to construction and other industries, holds a Ph.D. in Mechanical Engineering from University of Karlsruhe, Germany, and an MBA from Wayne State University (USA).

Through his company, MCA Inc., he advises businesses around the world on process and product development, waste reduction, labor productivity improvement, project management, estimation, accounting and customer care.

In 50 years of the most accelerated technological advances, a period in which industry after industry has used technology to improve efficiency, the art of building has lagged.

Studies by the National Institute of Standards and Technology, as well as Tulacz and Armistead, have documented 25% to 50% waste in coordinating labor and in managing, moving, and installing materials.

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