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Finding Rhythms in Design & Construction
Lean Design Forum
UC Berkeley
January 9, 2009
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Revealing Intent within Creative Ventures
Case Study of the CHMOB Validation Process
Uncovering Rhythms within the Design and Construction Process
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Revealing Intent within Creative Ventures
What can music teach us about a collaborative design process?
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Musical Excerpt 1
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Enigma Variations, “Nimrod” by Edward Elgar
Musical Excerpt 1
Soulful Emotional Expressive Solemn Reserved Melancholy
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Musical Excerpt 2
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Pini di Roma, “I Pini della Via Appia” by Ottorino Respighi
Musical Excerpt 2
Triumphant Majestic Growing Crescendo Soaring Rich
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Can Music be Lean?
A trained musician can read every written piece of music (standardization)
All members of the orchestra must act in a concerted fashion for the performance to be a success (optimize the whole)
Musical annotation is well-defined, yet allows the composer to be creative (innovation)
Music exists for the enjoyment and benefit of the performer and the listener (customer pull)
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What can a Team learn from music?
A clearly defined framework can produce predictable and reliable results
A commonly understood notational system or language allows everyone to add value
Only through willing collaboration of all can full potential be reached
A highly specific and refined outcome can be achieved with deliberate and careful preparation
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How should designers emulate musicians?
We must create a framework that produces predictable results while preserving the essence of creativity that is the hallmark of good design
We must work and present our work in a language that is inclusive and understood by all
We must properly engage ALL stakeholders and invite them to partake in the process in a meaningful way and at the proper time
We must endeavor to do it better the next time
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An Integrated Project Team Strikes a Harmonic Chord
What lessons can we learn from the CHMOB Validation Study?
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California Pacific Medical Center Sutter Health Affiliate Medical campus in downtown
San Francisco Campus includes a Hospital and
Medical Office Building Previously spent $25,000,000 on
design of a hospital facility that did not meet the design criteria
Subsequent Hospital design was very successful
MOB team built on that success
A Validation Study for a Medical Office Building
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Needed to listen to the customer and hear them define the value they required
It became clear that the hospital would not work without robust medical office space for doctors who would provide referals
Directive 1: Maximize the rentable area for physicians
Directive 2: Provide the lowest possible lease rate for tenants
What are we trying to validate?
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Architect Structural Engineer MEP Engineers CMGC Business Development Project Managment
An Integrated Team Approach
Assembled a multi-disciplinary team that represented the key stakeholders for the process
Missing stakeholder would have been future tenants, allowing their operational and process requirements to become part of the planning
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Project mission and vision Site and floor plans Massing studies Engineering design narratives Constructability analysis Cost Estimates and Budgets Business plans
Meaningful deliverables
Integrated team studied five alternative MOB scenarios, each of which included:
A pro forma was developed for each iteration of each scenario, providing immediate viability feedback on the scheme
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Make a quarter billion dollar decision with ease!
The integrated team presented the validation study to senior management
Meaningful information was consolidated on a single data table
Backup data was included for reference Data directly responded to the value criteria of
maximized space and minimized lease rate Essentially and extremely thorough and meaningful
A3 report that allowed senior management to make an informed decision on how to proceed
Process further refined at St. Luke’s, where end users were included in the process
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Uncovering Rhythms within the Design & Construction Process
How do we align ourselves with the appropriate cadence?
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“The Touch”
The original design failure. . .
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We began with basic tools
A reverse-phase schedule for concept design phase
Management of action items in a promise log
Measurement of personal reliability through planned percent complete
Applying Lean to the CHMOB Team
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Sutter big idea: “Collaborate, really collaborate”
What does this mean (really) and how do you do it?
Process refinement
• the big room• trade partner input• BIM• and more BIM
• collaboration• integration• increase value
success
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Sutter big idea: “Collaborate, really collaborate”
What does this mean (really) and how do you do it?
Process refinement
• the big room• trade partner input• BIM• and more BIM
• collaboration• integration• increase value
• awkward design process• too many chefs• too much BIM, too little design
breakdown
success
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Sutter big idea: “Collaborate, really collaborate”
What does this mean (really) and how do you do it?Process refinement
• the big room• trade partner input• BIM• and more BIM
• collaboration• integration• increase value
• awkward design process• too many chefs• too much BIM, too little design
• create design time• everyone is a designer• focus on design knots• establish design champions• design while fresh
breakdown
success
learning
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Design flow
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Design flow
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Focused design session
collectively define critical design knots – tier 1 problems
select problem Champion for each tier 1 problem
Champion defines problem needs constraints and goals
team “brain storms” to generate valid design sets
team establishes and explores parametric interactions
team forecasts potential outcomes (educated guesses)
close session when “expertise in the room” has been transmitted
Champion works alone to refine design…repeat as needed until A3 event
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Tier 1 design sets
1. core layout, entry sequence, ramp pattern – Champion, architect
2. mechanical feed of OSHPD floors – Champion, mechanical engineer
3. skin and exterior form – Champion, architect
4. structural system – Champion, structural engineer
• steel frame with core • concrete frame with core• steel moment frame
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Cathedral Hill Medical Office Building
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Cathedral Hill Medical Office Building
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Cathedral Hill Medical Office Building
Steel Moment Frames:
Option 3:
Conventional Steel Moment Frame.
L2 and L3 Beams = W30x292 (d=32”)
rejected as impractical.
Option 4:
ConXTech Steel Moment Frame
16”x16”x2” box cols W24x162 bms (d=25”)
Design implications shown on next pages
Reasonable Approximation Based on Crude Equivalent Lateral Force Method –
Not yet verified by
Linear Response Spectra Analysis –or- Nonlinear Time History Analysis
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Cathedral Hill Medical Office Building
Option 4: Levels L2, L3 and L4W24x162 girders at all column lines (can’t be shallower at big ducts) Upper Floors will be lighter, average may be 85% of cols & girders shown.
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Cathedral Hill Medical Office Building
Option 4: BRACES between levels L1 and L2 (incl. PL2)Very Large Buckling Restrained Braces in both directions. Probably requires elevator core to be rotated for transverse braces.
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Cathedral Hill Medical Office Building
Advantages of Core Options over ConXTech:
1. Avoids braces between levels L1 and L2.
2. Shallow structural depth at big trunk ducts (16” total depth for Option 1 including slabs and fireproofing, versus 33” for ConXTech)
3. Saves large steel cost (box cols and W24x162 girders). Added steel wt. = 10.4 lbs/sf, approx. 1,200 tons
4. Avoids single source vendor.
5. Cores coordinate naturally with elevators, stairs and ducts.
6. Core drift much lower: 1% versus 2% for steel frames, with associated much lower post-earthquake repair costs for partitions, cladding and risers.
7. Much lower chance of “Yellow Tag” post-EQ use restrictions
8. Lower initial costs for cladding, stair connections and risers due to lower seismic drifts.
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Decidedly NOT the successful application of Lean tools
Break down the barriers between team members
Create an environment where people could trust each other
Forge a new, shared identity as a team
The True Goal of Lean
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Enlightenment
Philosophy
Methodology
Tools and Skills
A Lean Systematic
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Thank You