CE267F – High-Tech Building and Industrial Construction

1. CE267F – High-Tech Building and Industrial Construction Iris D. Tommelein, Professor www.ce.berkeley.edu/~tommelein 215-A McLaughlin Hall tommelein@ce.berkeley.edu L1&2 - Fall 2001

2. Course Logistics • My background • Handouts • Class time and field trips • Student information sheet • Guest speakers • Individual homework • Term project in teams of 2-3 • Reading materials • Tao and Janis – textbook • e-Reader on class website www.ce.berkeley.edu/~tommelein/CE267FF01HO1.htm

3. Construction: a Service Industry service = providing advice (knowledge) or support (skilled people) to the customer (as opposed to simply handing over a product) • 6% of workforce is employed directly in construction industry (5-6 mio workers) • expenditures over $800 billion per year in new construction (65% of work) • 7-11% of Gross Domestic Product need to concurrently design the product and the process

4. Characteristics • One-off Projects • Complex Owner • Capital Intensive

5. Industry Sectors • Residential 30-35% of market • Building 35-40% • Heavy Civil 20-25% • Industrial Construction 5-10% Public 25% Private 75%

6. Feasibility & Concept Development Design Procurement Fabrication On-site Construction Turnover & Startup O&M Decommissioning Construction? • Architecture & Engineering Design • 2-10% of Project Cost • Materials • 40-70% of Project Cost • Construction • 30-60% of Project Cost MORE than design-construction integration PROJECT

7. Objectives faster – better – cheaper productivity – quality – reliability

9. Construction Services • Concept development and Design • Construction labor • Operations and maintenance • Manufacturing companies move into construction to deliver life-cycle solutions • Developers lease and maintain ready-to-use facilities • Financing, Legal advising, etc.

10. Challenges • Product vs. Process • Project vs. Production • Centralized vs. Distributed Problem Solving, Decision Making, and Control • Even big construction players ... are still small • Globalization vs. local construction • e.g., engineering ‘around the clock’

11. Faster Better Cheaper Projects are becoming increasingly challenging • Stodgy • Simple • Slow • Certain • Dynamic • Complex • Quick • Uncertain Production Task System Transactional Contracts For Delivery Organization Relational Contracts For Behavior Lean Construction Institute 1998

12. after Lean Construction Institute 1998 The Situation • Customers demand better performance. • Projects are complex, uncertain, and quick. • Increasing % are brownfield projects (vs. greenfield) • Current management tools are appropriate for simple, slow, and certain. • Technology is changing rapidly • Increasing number of technical systems in all facilities • e.g., wired buildings for communication and environmental and safety controls • e.g., bridge and highway instrumentation • Specialty contractors know more • Suppliers are moving into design & construction • Serious problems - inadequate partial solutions • Working on the wrong problem = conceptual failure.

13. “So complex that you have to be highly intelligent and well informed just to be undecided about them.” Laurence J. Peter

14. Construction Management • Technical Issues • Product • Process • Contracting and Legal Issues • Economical Issues • Organizational Issues

15. Technical Issues (mostly PRODUCT focused) • Quantitative Models • Numerous Discipline-specific Design Tools • Data exchange (integration, detailing, tolerances, …) • Qualitative Models • Databases • Decision Capture and Analysis Tools (KBES, data mining, ...) • Web-based systems for communication and collaboration, …

16. Process Focus • Few problems are simple enough to allow for closed-form analytical solutions • Humans in the loop • Planning and Simulation • Process Models with Resource Interactions • Organizational Modeling • Product Models • Object-oriented Databases • 4 D CAD Animation

17. Challenges • Hands-on Experience vs. Learned Theory • Engineering vs. Management • People

18. Systems-level Theory • We have no explicit theory in the Architecture-Engineering-Construction (AEC) industry Production Management Theory is VERY Promising!

19. Theory of Lean Production • Lean Production = Build to Order System • akin to agile mfg., mass customization, … • Conversion, Flow, and Value • Management of Uncertainties • Throughput, cycle time, buffers (handoffs between stations, time delays), etc. • Concurrent engineering, set-based design, postponed commitment, etc. • Extended to product development and delivery • Adapted for project-based production = Lean Construction

20. Course Objectives • Focus on Specialty Contracting Industry • Impart Product Knowledge • Mechanical Systems incl. HVAC • Power generation and Electrical Systems • Plumbing and Piping Systems • Building Controls Systems • Introduce Systems-level Engineering Tools • Lean Construction • Virtual Projects • Simulation and Prototyping • Multiple participants and discipline teaming • Collaborative & Concurrent Engineering • Supply-chain Management

21. Considerations for making Product-Process Tradeoffs • Product • Appearance, offering, purchase price, etc. • Process • Procurement availability, ease of installation, etc. TIC = Total Installed Cost • O&M • Operating cost (e.g., California Energy Crisis) • Replacement labor TCO = Total Cost of Operation • Decommissioning • Owner values  What are yours?

22. California Energy Crisis • Deregulation • Alert levels • Stage 3 alert: power reserves fall below 1.5% of demand

23. Building Development vs. Technological Innovation • Structural steel • Taller buildings • Elevators • Increased floor plan • Offices further from natural light • Central core has no natural ventilation/cooling • Air conditioning • Additional lighting • More heat • Fluorescent light • Lower heat generation • Lower power consumption

24. Light Bulbs • Incandescent light bulb • Compact fluorescent lamp

25. Compact Fluorescent Bulb From www.bulbs.com visited 8/24/01