Currently Dassault Systèmes AEC Industry Sales Director, Mr. Rozmanith has been an AEC leader for decades. Through various roles, he was one of the originators of the Revit building modeler and the first IFC standard AR-1 specification.
Building Lifecycle Management Fosters a BIM Level 3 Approach for End-to-End AEC Collaboration [Whitepaper]
October 2nd, 2014 by Marty Rozmanith
Industrialization techniques have been commonly used in Manufacturing industries for decades. Now the use of Industrialized Construction in AEC is expanding to help improve planning, design, construction, and assembly for increased sustainability, optimized operations, lower costs, and greater safety.
With the growing adoption of BIM, companies can further benefit by implementing a Building Lifecycle Management (BLM) system. BLM puts into practice a BIM Level 3 approach that enables a highly efficient Extended Collaboration model based on Product Lifecycle Management (PLM) and Manufacturing industry best practices.
Dassault Systèmes has just published an industry paper proposing an Extended Collaboration model for AEC, based on Manufacturing industry best practices.
The concepts covered include:
… and more.
September 25th, 2014 by Akio Moriwaki
The team that makes up Neme Design Solutions, a Long Beach, California-based BIM consultancy, specializes in simplifying highly complex projects to enable fabrication.
Led by founder Becher Neme, the firm includes a small team of architects and engineers with more than a decade of experience working onsite with general contractors, and with particular expertise in the CATIA solution.
This combination of field experience and software knowledge has helped the firm carve out a unique niche in model clash detection and resolving interface challenges.
September 18th, 2014 by Patrick Mays, AIA
When architects and planners work with owners, they usually accept a proposed site and think about how to arrange and orient a building on that site. They develop ideas about what the building should look like in some detail before engaging builders or construction managers in ideas about how the building will be delivered.
Then, if the project cost cannot be brought in line with the budget, another site or an existing building renovation is considered.
AEC teams tend to think first about what to build, then how to build, and finally where else they should think about building.
September 11th, 2014 by Akio Moriwaki
McGraw Hill Construction, the Lean Construction Institute, and Dassault Systèmes teamed up to produce an in-depth report on Lean Construction. Below is an excerpt from that report on the the impact Lean practices are having on contractors in regards to scheduling.
The Impact on Contractors of Schedule Decreases Due to the Adoption of Lean Practices
However, the savings only accrue to the contractor if the owner has not already factored the reduced amount of time into their expectations of the contractor, especially in the case of a negotiated project, or if the contractor has not deemed it necessary to build those cost savings into their bid in order to win a project in a highly competitive market.
The study results suggest, though, that these options are not mutually exclusive. About two thirds of contractors report that the schedule savings they experience due to their Lean practices do have a positive impact on the profit they experience in their projects, and just about the same percentage of contractors report that they are able to bid projects more competitively due to the schedule savings.
Clearly, there must be significant overlap of firms who both have schedule reductions feeding their bottom line and schedule reductions absorbed in their efforts to be more competitive.
However, the findings also reveal that the industry is nearly unanimous about the growing expectations of owners that projects can be done in shorter time frames due to the adoption of Lean practices in the industry.
September 4th, 2014 by Patrick Mays, AIA
Most BIM technologies today disconnect the production of permit drawings from the processes for fabrication and installation. When owners include subcontractors in preconstruction services (as they often do with general contractors) they have the ability to coordinate these activities and reduce errors.
What is needed then is a data backbone to connect the building design to the fabrication detailing and installation sequences. It is common practice to have architects design a façade, independently from the manufacturer who fabricates the façade, and also independently from the general contractor and subcontractors who install the façade system.
August 28th, 2014 by Akio Moriwaki
McGraw Hill Construction, the Lean Construction Institute, and Dassault Systèmes teamed up to produce an in-depth report on Lean Construction. Below is an excerpt from that report on the benefits that will influence non-practitioners to adopt Lean practices.
Potential Benefits With a High Influence on Non-Practitioners for the Adoption of Lean Practices
Over half of the firms that are familiar with Lean but are not using any Lean practices find that nine different benefits from achieving Lean would be highly influential on their decision to use a Lean approach.
August 21st, 2014 by Akio Moriwaki
The following is a reprint of a Compass: The 3DEXPERIENCE Magazine article by Dominique Fidel.
This fall, the Louis Vuitton Foundation for Creation will spread its glass wings in the Bois de Boulogne in Paris. This epic project is guided by two overarching themes: the celebration of visual art and the creativity of meeting a unique technological challenge.
Louis Vuitton’s Newest Landmark: The Jewel of the Bois De Boulogne
by Dominique Fidel
A spaceship, a cloud, a crystal chrysalis: Observers have found many metaphors to describe the structure under construction for the Louis Vuitton Foundation for Creation, a new art museum that will open to the public this fall.
August 7th, 2014 by Akio Moriwaki
Practices Adopted to Increase Efficiency
While taking a formal Lean approach is relatively new to the construction industry, many of the practices that are intended to increase efficiency have been adopted for a longer period of time.
July 31st, 2014 by Akio Moriwaki
McGraw Hill Construction, the Lean Construction Institute, and Dassault Systèmes teamed up to produce an in-depth report on Lean Construction. Below is an excerpt from that report on Value Stream Mapping, implemented on the Cardiovascular Research Building project at the University of California in San Francisco.
Achieving Savings Through Value Stream Mapping
Rosendin Electric was challenged by the project owner to look at ways to bring their projects even more under budget.
As a firm that prides itself on innovation and one that strives to remain on the cutting edge of technology, Rosendin tasked one of its in-house study groups to come up with ideas that would be able to save time and cost.
As a result, one of the approaches they decided to pursue was Value Stream Mapping (VSM).
Process Improvements Identified Through Value Stream Mapping
VSM, in its simplest term, sets out to observe every step of a process and identifies areas where improvements can be made to eliminate waste. The technique was first originated by Toyota and is a lean tool that employs a flow diagram documenting in high detail every step of a process.
July 24th, 2014 by Akio Moriwaki
McGraw Hill Construction, the Lean Construction Institute, and Dassault Systèmes teamed up to produce an in-depth report on Lean Construction. Below is an excerpt from that report on how Lean practices impact cost savings and profit margins.
Cost Savings from Lean Projects and Contractor Profit Margins
Given the importance of project profitability in helping to drive the adoption of Lean practices, it is critical to understand how individual players benefit from the efficiencies achieved in pursuing Lean.
Do the savings achieved improve the bottom line of the firm implementing Lean, or do they get passed along to their clients, whether that is general contractors or owners?
General (71%) and trade (72%) contractors who have implemented at least one key Lean practice agree that the savings they see from using Lean practices contributes to their bottom line and project profitability.