As head of global marketing for the AEC Industry at Dassault Systèmes, Mr. Moriwaki launches and promotes groundbreaking Industry Solution Experiences including "Optimized Construction," "Façade Design for Fabrication," and "Civil Design for Fabrication." He is a member of buildingSMART.
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.
July 17th, 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 digital configuration multi-product assemblies are increasing industry efficiency at Saint-Gobain.
Increasing Industry Efficiency With Digital Configuration Multi-Product Assemblies
Since 1988, building product manufacturers in the European Union have been working to comply with the “Construction Products Directive” (CPD), a piece of landmark legislation that “aims to ensure the free movement of all construction products by introducing a common technical language” to describe and define product characteristics.
THE VOICE OF EXPERIENCE: Jonathan Mallie, Principal, SHoP Architects, and Managing Principal, SC (SHoP Construction)
July 10th, 2014 by Akio Moriwaki
By Jonathan Mallie, Principal, SHoP Architects, and Managing Principal, SC (SHoP Construction).
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.
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.
July 3rd, 2014 by Akio Moriwaki
Pat Henderson, the outspoken president of Hardstone Construction, defied industry tradition to apply 3D techniques pioneered in discrete manufacturing to the challenges of a commercial project.
In the process, he proved that cost overruns are not a necessary evil of construction … and that some risks are well worth taking.
Before he founded Hardstone Construction, a Las Vegas-based general contracting firm, Pat Henderson led $3 billion in projects at two of the largest U.S.-based construction companies.
Despite 30 years of experience, however, certain aspects of the industry still puzzle him.
And why do construction companies resist the 3D design technologies proven in countless other industries – technologies that could eliminate the overruns?
Getting answers to those questions is important to Henderson because he wants to leave his employees and his daughter, whom he is grooming to take over the company, a stronger, more profitable, and less frustrating industry than the one he has known.
“I am convinced 3D has the power to eliminate the problems that abound in the construction industry,” the forthright Henderson said. “I believe it will reduce waste in construction by upwards of 10%. When you consider the trillions of dollars spent on construction in the U.S. alone, that is a very significant savings.”
A Bottom-Up Approach to Lean Construction: Increase Business Opportunities for Subs, Value for Owners
June 26th, 2014 by Akio Moriwaki
Trade 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.
How To Improve Construction Project Efficiency Part 2: Lean Principles, Tools, and Advanced Approaches
June 19th, 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, part 2 of a 2-part series on the adoption of Lean construction practices. (Click here to read part 1.)
Lean Construction Guiding Principles
As Lean has its roots in manufacturing, some have turned to approaches that are rooted in those industries.
While most experts said they are familiar with the set of Toyota Way principles, they tend to “pick and choose” aspects of it that apply to their businesses.
For example, some mentioned that respecting individuals and striving for continuous improvements—which are central in Toyota Way—are important precepts in their organizations.
Other principles of Toyota Way, like solving root problems, can be seen in the systems they use, such as Last Planner.
Similarly, Six Sigma strives to identify and solve root problems. Although Six Sigma is a system that offers tools and strategies for process improvement, there is limited adoption of it by companies.
Again, some say they may follow certain aspects that relate to their businesses, but not others. “Six Sigma tends to be a bit more manufacturing, and I don’t think we find it as applicable in our business,” says one contractor.
A trade contractor also notes that while industrial construction has embraced Six Sigma, “the commercial industry isn’t sophisticated enough to really embrace it,” and he notes that instead they rely on systems like Last Planner.
June 12th, 2014 by Akio Moriwaki
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.