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CIFECENTER FOR INTEGRATED FACILITY ENGINEERINGAn Integrated, Virtual Design andConstruction and Lean (IVL)Method for Coordination of MEPByAtul KhanzodeCIFE Technical Report #TR187February 2010STANFORD UNIVERSITY

COPYRIGHT 2010 BYCenter for Integrated Facility EngineeringIf you would like to contact the authors, please write to:c/o CIFE, Civil and Environmental Engineering Dept.,Stanford UniversityThe Jerry Yang & Akiko Yamazaki Environment & Energy Building473 Via Ortega, Room 292, Mail Code: 4020Stanford, CA 94305-4020

An Integrated Virtual Design and Construction and Lean (IVL)Method for coordination of MEP SystemsChapter from PhD Thesis by Atul R. KhanzodeClaimed Contribution:The objective of this paper is to describe the contribution to knowledge and practice in terms of anIntegrated, Virtual Design and Construction (VDC) and Lean (hereafter referred to as IVL) method for thecoordination of Mechanical, Plumbing and Electrical (MEP) Systems in the Architecture/Engineering andConstruction (AEC) industry. MEP Systems on many of the complex construction projects account for 40‐60% of the project value. But the method to coordinate MEP systems is still very ad hoc and organizingproject teams to coordinate MEP systems remains one of the most challenging, time consuming andpoorly understood aspects of many building projects today. The lack of a consistent, well grounded andrepeatable method for MEP coordination results in wasted effort of project team members, lack ofmetrics to track progress of coordination, suboptimal results due to conflicts in the field andinconsistent performance from one project to another. The IVL method for MEP coordination addressesthese challenges and provides a repeatable method that project teams can adopt to produce consistentresults for MEP coordination. The method describes:1.2.3.4.5.6.How to create the goals and objectives for the coordination of MEP systemsHow to organize the team to coordinate MEP systemsWhat metrics to use to track progress during the coordination of MEP systemsWhat technical logistics need to be setup to manage MEP CoordinationHow to create a schedule for the coordination of MEP systemsHow to operate, manage against the objectives and doing managerial interventions to trackagainst metricsThe IVL method for MEP coordination is based on case study research of four distinct cases where theauthor observed MEP coordination. The practical significance of this research is that project teams inAEC industry can organize MEP coordination in a much more consistent manner than before and thisresearch also highlights the aspects of coordination processes in general that are important in AECindustry.2

Introduction:Mechanical, Plumbing, Electrical and Fire Protection (MEP/FP) systems on modern day high techprojects account for about 40 to 60% of the total project cost. The complexity of these systems hasincreased over the years. At the same time the cost of materials has increased and the availability ofskilled labor to install these systems is steadily declining. Owners are demanding projects to be deliveredquicker and at lesser cost. Project teams are constantly seeking newer and better methods to addressthese challenges. One of the biggest areas of improvement is the design and coordination of MEP/FPsystems. On many construction projects the coordination is still done using 2D drawings and light tablesin what is called as a Sequential Composite Overlay Process (SCOP) (Korman, Fischer and Tatum, 2003).This method of coordination has proven to be inadequate and has led to many conflicts betweensystems, lack of confidence amongst subcontractors to pre‐fabricate, rework in the field and an overalllack of productivity installing these systems in the field. Recently Project teams are exploring the use ofVirtual Design and Construction (VDC) (Fischer and Kunz, 2004) tools like 3D‐4D and collaborativeproject delivery approaches like Lean construction (Ballard and Howell, 1997) to reduce the inherentwaste in this process and bring a greater efficiency and productivity to the projects. On one of the casestudy projects which implemented VDC to manage the coordination of MEP/FP systems in NorthernCalifornia and the results indicate that there are tremendous benefits to applying VDC to coordinate theMEP/FP systems. On this project using the VDC tools for the coordination of the MEP/FP the projectteam has realized the following benefits (Khanzode, Reed and Fischer, 2007): virtually zero field conflicts between various systemsless than 0.2% reworkproductivity improvement of more than 30% for the mechanical contractorless than 2 hours per month spent on field coordination issues by the Superintendent for theGeneral ContractorOnly two field issues related Request for InformationZero change orders related to field conflict issuesThis suggests that project teams and owners gain to benefit significantly by applying VDC tools(specifically 3D and 4D CAD) and Lean methods to manage the MEP / FP coordination process. In myobservation of the four case studies it was clear that even though project teams had the opportunity touse VDC tools and Lean processes for coordination, there was not a single, consistent way to performand organize MEP coordination. I summarize the observations from the case study in the followingsection.Case Study Summary:In order to understand the impact of the use of Lean Construction Methods and VDC tools for MEPcoordination I studied four projects that used a combination of VDC and Lean methods to perform MEPcoordination. The case studies are described in more detail in the Case Study chapter of the Thesis. Thefindings from the Case studies are summarized in this section. The 4 cases I reviewed are as follows:3

Case StudyVDC used for MEP CoordinationLean Methods used for MEPCoordinationCamino Medical Office BuildingYesYesAutodesk 1 Market ProjectYesNoStanford Medical CenterNoYesPAMF MOBNoNoTable 1: Table shows the Four Case Study projects and the use of VDC and Lean Methods for thecoordination of MEP systems on the four case study projects. Study is result of analysis of each of thepossible uses of VDC and Lean and forms a complete multi‐factorial prospective study of MEPcoordination.The reason I chose the four cases as described above is because between the four cases and the varieduse of VDC methods and Lean Construction for MEP coordination forms a multi‐factorial prospectivecase study pertaining to the domain of my research which is MEP coordination. To be consistent I alsochose case studies that belong to the same domain i.e. office building construction. Three of the casesare for healthcare medical office building and one case is for a slightly complex office and customergallery space.There are multiple aspects of MEP Coordination that one can study. One of the goals of MEPcoordination is to be able to produce an efficient MEP system that can be installed in the most efficientmanner, i.e. the best outcome of the MEP coordination is to be able to have the most efficient buildingprocess. Efficient building process can be described by the outcomes from the process of manufacturingand installing MEP systems. The measure of how efficient the process is can be obtained by observing:1. Amount of hours spent by each trade installing the systems and comparing this to the estimatedhours2. The field conflicts between the various systems that had to be resolved.3. The amount of prefabrication enabled by the process4. The actual prefabrication by each trade contractor5. The productivity of crew installing the systems6. The amount of time teams spent on rework to fix problems in the system7. The number of unnecessary or avoidable change ordersThe metrics that are traditionally tracked by most General Contractors and MEP subcontractors to trackthe efficiency of the building process are as follows: Schedule Compliance: This metric compares the estimated schedule to actual schedulecompletionChange Orders: This is a measure of how efficiently coordination was done, the less the changeorders the better was the outcome of MEP coordination4

RFI or Requests for Information during construction phase: RFIs are used to clarify un‐resolvedissues. The lesser the number of RFIs during construction the better the outcome of MEPcoordinationRework during construction: Lesser the rework during construction better the coordination isField Conflicts during installation: The lesser the field conflicts the better it is since this meanscoordination has resolved all the conflictsMore Prefabrication: More prefabrication leads to systems being built offsite in a controlledfactory environment and requires less skilled craft people on site so a coordination whichenables more prefabrication is better.Hours spent by Superintendents in the Field to resolve conflicts between trade contractors: Thelesser the number of hours a superintendent has to spend in the field to resolve installationconflicts between trade subcontractors the better the outcome of MEP coordination is.In the four case study projects I documented the how the project teams performed the MEPcoordination process and managed it. This included the controllable factors that teams used to performMEP coordination. I also studied the way the project teams tracked performance during MEPcoordination and the outcomes on the project as a result of what was coordinated. The outcomes weretraditional quantitative metrics such as change orders and Requests for Information but also qualitativemetrics such as the amount of time superintendents and formen spent on site to resolve field conflicts. Ialso interviewed multiple team members that directly worked on these projects. The results of myobservations are described in detail in the section below.Impact of the use of VDC and Lean Methods on Prefabrication of MEP SystemsBased on the interviews of the jobsite teams on the four case study project I identified the gross % ofprefabrication on each of the Case study project for the Mechanical, Electrical and Plumbing Systems.The % of Prefabrication is mapped against the use of VDC and Lean methods for the 4 case studyprojects in Figure 1.5

Figure 1: Picture shows the Actual % of Prefabrication (for Mechanical, Electrical and Plumbing) on 4case study projects. The data suggests that when VDC methods are used for coordination the % ofActual prefabrication is higher for Mechanical systems. The data also seems to indicate the greater theuse of VDC and Lean methods greater the % of Actual Prefabrication for MEP systems.Use of VDC seems to create more opportunities for Prefabrication. Looking deeper into the project casestudies and through Interview of Project Superintendents and Foremen on the case study projects it wasalso evident that the Actual Prefabrication also depends upon other factors such as jobsite logisticsissues such as access.Number and Timing of Requests for Information on Case Study projects:I also reviewed what the actual number of RFIs related to conflicts or potential conflicts between thevarious MEP systems were on the case study projects and also when were these RFIs generated andanswered during the project. This data is summarized in Figure 2.6

Figure 2: Picture shows the number and timing of Request for Information (RFIs) on 4 case studyprojects. The data suggests that the use of VDC early in the Design allows teams to identify more conflictrelated issues versus when VDC is not used for the MEP coordination process. The data also shows thatconflict related RFIs are not completely resolved when VDC is not used.The data suggests that the use of VDC early in the Design allows teams to identify more conflict relatedissues versus when VDC is not used for the MEP coordination process. The data also shows that conflictrelated RFIs are not completely resolved when VDC is not used.Conflicts between MEP systems in the Field:Figure 3 shows the actual conflicts that the project teams encountered during the installation of MEPsystems. These conflicts were related to the fact that the systems occupied same physical space andwere not related to the installation method. This means that the systems were not adequatelycoordinated to resolve the geometric clashes during the coordination of MEP systems.The data suggests that when VDC is used for MEP coordination teams are able to resolve conflict relatedissues but when VDC is not used the number of actual conflicts between systems goes up. The data alsosuggests that impact of Lean methods without VDC is marginal in resolving conflicts between MEPsystems.7

Conflicts in Field on 4 Case StudyProjects3020100YesYesNoYesConflicts in FieldYesNoNoNoLean UsedVDC UsedFigure 3: Picture shows the number of Field conflicts between the various Mechanical, Plumbing andElectrical (MEP) systems for 4 case study projects that used a combination of VDC and Lean methodsduring the MEP coordination process. The data suggests that the use of VDC results in the least fieldconflicts between MEP systems.Rework during the MEP Installation process:Figure 4 shows the % of rework during the installation of MEP systems on the 4 case study projects. Thedata suggests that when VDC is used for MEP coordination there is less rework during the installation ofMEP systems compared to when VDC is not used. The data also suggests that use of Lean methods canreduce rework but the non use of VDC is much more significant in terms of amount of rework.8

Rework % on 4 Case Study Projects20%15%10%5%0%Rework %YesYesNoYesRework %YesNoNoLean UsedNoVDC UsedFigure 4: Picture shows the Percentage of Rework that had to be done for MEP systems on 4 case studyprojects that used a combination of VDC and Lean methods during the MEP coordination process. Theevidence suggests that the use of VDC results in the least rework also shows that using Lean techniquesalone teams can reduce rework but not completely eliminate rework.Time spent (in minutes per day) by Superintendents in the Field Resolving conflicts between MEPSystems:Figure 5 shows the time that the Superintendents spent (in minutes per day) in the field resolvingconflict related issues between trade subcontractors during the MEP installation process. The datasuggests that when VDC methods are used Superintendents spend less time in the field dealing withconflict related issues compared to when VDC is not used.9

Minutes Spent per dayHours per Day Spent bySuperintendent Resolving Issues(Minutes)Hours per Day Spent bySuperintendent ResolvingIssues (Minutes)2001000YesNoYesNoYesYesNoNoFigure 5: Picture shows the amount of time (in minutes) spent by the General Superintendent for theGeneral Contractor in the field playing referee and resolving conflicts between the MEP trades on 4 casestudy projects that used a combination of VDC and Lean methods during the MEP coordination process.The evidence suggests that the use of VDC results in the least amount of time resolving issues betweentrades in the field and also suggests that the use of Lean techniques can result in better time spent inthe field although the impact of VDC seems more pronounced.Inferences from Case Studies:What the evidence from the case studies suggests:1. Use of VDC seems to be the key for MEP coordination process. i.e. when VDC is used theoutcome of coordination is better (more prefabrication, lesser RFIs during construction, virtuallyno conflicts during construction, substantially less rework during construction, lesser thenumber of conflict related change orders and less the amount of time spent by superintendentsto resolve trade conflicts during construction) but when VDC is not used the outcomes of MEPcoordination process get negatively impacted (more conflicts, more rework, more and later RFIs,lesser prefabrication, more number of conflict related change orders and more time spent bysuperintendents resolving the issues between trades in the field during construction). Uponfurther studying the use of VDC on these four case study projects it was also clear than whenVDC was used it was used by a cross‐disciplinary team of designers, GC and subcontractors andthe team identified the specific trade input during the use of VDC as one of the key benefits ofusing VDC for MEP coordination. This observation is critical since this substantiates the claims ofother researchers in the industry who have studied the benefits of early involvement ofspecialty contractors on the project outcomes (Liker et.al., 1996)2. Early involvement of subs seems to be the key in MEP coordination process. On the two casestudy projects when the subs were involved in the coordination process earlier (during10

schematic design) the outcome of MEP coordination was better. This also confirms the benefitsof early involvement by specialty trade contractors during the design process as observed byothers in the industry. (Gil et. al., 2000)3. Use of VDC can lead to more prefabrication and schedule acceleration due to parallel offsitework. Comparing the actual prefabrication that happened on the Camino MOB project as well asdiscussing the prefabrication that was enabled through the coordination process with the tradeforemen it is clear that use of VDC is a necessary condition for more prefabrication and a way toaccelerate onsite installation schedule since prefabrication activities can be undertaken atoffsite facilities in parallel. The foremen also acknowledged that the decision to prefabricationalso depends heavily on the jobsite logistics. For example although the team at Autodesk 1Market felt that they could prefabricate quite a lot more the limitation of brining the materialsin to the site meant that the prefabrication was less. On the flip side when VDC was not used theforemen did not feel comfortable with getting prefabricated materials due to lack of certaintythat it will fit in the field although the jobsite logistics would have allowed for moreprefabrication.4. Use of Lean seems to impact the most in terms of avoiding rework during construction process.Compared to all other outcomes of coordination rework seems to be most impacted throughthe use of Lean Last Planner method during coordination.5. Use of Lean methods, more specifically the Pull Planning and Last Planner system adds morereliability to the coordination of MEP systems. The Pull planning was considered important bythe project teams to align the rate at which coordination was done as well as doing coordinationbased on the way the construction process was structured. Specifically the work breakdownstructure for coordination needs to match that of construction process for the process to bemost efficient. The use of Last Planner method also added more reliability to the teamcommitments and when this was not done the commitment reliability was considered lower.6. When the team members who performed coordination using VDC tools as compared to lighttable coordination were also the ones who were involved in construction the outcome of MEPcoordination was better. This indicates that the use of VDC tools allows the team members abetter simulation environment to try and test solutions and also enhances their knowledge ofhow the systems can be assembled in the field. This is an important point and confirmsobservations made by others about the notion of practice using simulation tools leads to betterprototypes and better outcomes (Schrage, Michael, 2000).7. Collocation seems to have an impact on the coordination process due to the early resolution ofissues. Out of the 4 case study projects one team had a fully collocated coordination, one otherteam had collocated partially and two other teams had weekly work sessions for coordination.The outcome of the collocated team in terms of MEP coordination was the best. On furtherobservation it was also clear that having the multi‐disciplinary team collocate was what was11

important. This highlights the importance of collocation

1. How to create the goals and objectives for the coordination of MEP systems 2. How to organize the team to coordinate MEP systems 3. What metrics to use to track progress during the coordination of MEP systems 4. What technical logistics need to be setup to manage MEP Coordination 5.

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