Skip to main content

BIM+LEAN "A New Breed of Construction" (From DPR Newsletter Spring 2006)

Groundbreaking work on 250,000-sq.-ft. outpatient medical facility for Camino Medical Group showcases benefits of LEAN construction, paves way for new form of project delivery

Rising from the debris of an abandoned department store is a new 250,000-sq.-ft. medical office building that will not only provide progressive outpatient healthcare services but also, according to DPR's Dean Reed, set new standards in the design and construction of facilities.

The more than two-year project for Camino Medical Group (CMG), a division of the not-for-profit Palo Alto Medical Foundation, which is an affiliate of Sutter Health, is currently past the mid-way point and being delivered using LEAN construction techniques designed to maximize overall production value and reduce waste while maintaining the highest quality. Months before construction began in late February 2005, with the demolition of the vacant Emporium building on the 9.9 acre site in Mountain View, CA, the CMG project team, including the owner, architect, DPR and all major subcontractors, worked closely together to design the delivery process in conjunction with the facility—a key step in LEAN construction management.
"As a team, we broke down every step of the construction delivery process and examined ways to promote a more fluid transition, creating a better, more reliable work flow between various trades as work was handed off from one party to another," said Reed.

Virtual design and construction technologies, such as three-dimensional (3-D) and four-dimensional (4-D) models, also are being used throughout the project, along with LEAN construction practices. Early on, the virtual building models, which incorporate the element of time into 3-D computer-aided design drawings, helped communicate sequencing issues during design coordination, allowing the project team to best understand and take advantage of potential time and space conflicts. More recently, the virtual building models developed for the project have enabled subcontractors to prefabricate most of the MEP materials for a just-in-time delivery.

"Our use of virtual building technology, coupled with a LEAN approach, is resulting in a more efficient installation of MEP systems," said Reed. "The first section was completed in early February without any field issues, and based on conversations with many of our key subcontractors, the process has improved productivity by as much as 20 percent on this portion of the job."

The team anticipates that productivity will only increase.

"Usually the time estimated for MEP installations is based on people's previous experience, and we expect a small learning curve at the beginning that puts us slightly behind schedule," said DPR Superintendent Ralph Eslick. "The idea is that once we work out the initial 'kinks' in the process, productivity improves and the time is made up. In the case of CMG, we have the learning curve behind us, and we finished that portion ahead of schedule. It should only get better."

The project also includes simultaneous construction of a 400,000-sq.-ft. parking garage adjacent to the facility. The two structures take up 8.5 acres of the 9.9 acre lot, making for a very constricted construction site and creating an additional challenge for the project team.

"The accelerated schedule and tight site required a sophisticated, phased logistics plan," said Eslick. "We used the five months of the demolition and mass excavation phase of the project to plan every future step."

The team broke the parking garage into three phases, with the middle section finishing up last. As a result, the parking structure can be completed on time without impacting the critical path to the office building and limiting access to the site.

Once complete in February 2007, the new three-story medical office building will house offices, exam rooms, urgent care center, outpatient surgery center, pharmacy, laboratory and diagnostic radiology services, and according to CMG's CEO Richard Slavin, M.D., the new space will bring together nine of CMG's 15 clinics for "greater ease of access by nearly 200,000 patients."

Team Players
Client: Camino Medical Group
Architect: Hawley Peterson & Snyder Architects


Post a Comment

Popular posts from this blog

Business Case for Building Information Modeling (BIM), Lean, Green and IPD - What we can learn from an Economist?

Vijay Govindarajan recently caught attention for his recent book "The Other Side of Innovation: Solving the Execution Challenge" published by Harvard Business Review and his work on "Designing $300 Home". He is called the strategic innovation Guru and he is also the Earl C. Daum 1924 Professor of International Business at Dartmouth’s Tuck School in US. He believes that perspiration is more important than innovation i.e. execution of an idea is more important than only coming up with the idea itself.

I will try to explain the advantages of BIM, Lean, Green and IPD by his theory of strategic inovation. He talks about three boxes that large organizations operate into (or where organizations' projects fall into)-

Building Lean and Green using BIM and IPD fall under Box-2 and Box-3 that is selectively forgetting the past practices and creating the future (and here we are talking about 20 years from now i.e. about 2030).
Hear is his talk with Harvard Business Review -…

World's Tallest Building Sky City-1 Changsha China and BIM, Lean and Green - What might be coming?

I feel fortunate to be living in an era when there are Computers, iPhones, iPads, Androids, Google Glasses, Google Earth, Facebook, Twitter and Broad Sustainable Construction. All but the last one out of my list are pretty obvious and I do not feel explaining why they are awesome. However, I feel like talking a lot about Broad Sustainable Construction, a company which is based out of China and doing miracle after miracle and revolutionizing what world calls development. As a matter of fact, China is doing great with several other things too. But this blog won’t be talking about that.

At this very moment (January 5th 2013) Broad Sustainable Construction is building world’s tallest building – Sky City –1, which is almost a kilometer high (838 m/2749 ft to be precise) with 220 floors. They are set to complete the construction of this building within 90 days. This is remarkable and revolutionary. They claim to prefabricate 95% of building off site. Guess what, whole world is trying to bri…

Building Information Modeling (BIM) and Lean Construction for successful project management

Recently I came across this article by Dennis Sowards "BIM and LPS improve project management". Dennis explained LPS-Last Planner System and Building Information Modeling (BIM) fairly well.

However, in my opinion there is no point in asking the question "Should we choose BIM over Lean or Lean over BIM?" As Dennis explains in the article that before asking this question "you need to consider what each process offers before choosing one over the other", I would say: lean is a management philosophy and BIM is a technology for effective management of project information. In other words lean is a way of management and BIM is a tool for management.

Lean construction is based on a simple principle "reduce waste and increase value." To reduce waste (of time, material, labor etc.) a number of initiatives have been taken, for example Last Planner System (LPS) of production control, Value Stream Mapping (VSM), Target Value Design (TVD) etc.

If we closely look…