Download Annual Report 2012 - Drees & Sommer

IN FOCUS
Board for detailed planning on the construction site
Board planning as a construction
schedule and visual work scheduling
The most visible LCM tool on site is the
planning board for detailed planning.
This day-to-day construction schedule
has a range of four weeks and is used
by site management and the contractors
as an active control tool. It provides detailed
and stable work scheduling,
and shows everyone on site the interfaces,
dependencies and processes.
The work card on the planning board
represents work to be performed in
a defined area on a particular day.
Problems – such as missing information –
are visualized by means of problem
cards. This makes it clear at a glance,
how many problems, if any, need to be
resolved to ensure a smooth process,
and whether stable work scheduling
has been achieved. A quick daily update
of the construction schedule on the site
ensures high stability and reliability.
Ideally, construction projects are joint projects in
which entrepreneurs, planners, project managers,
principal/decision-makers and project managers
share a common goal
Focus on people
In conjunction with Building Information
Modeling, LCM links the ‘real world’
closely to virtual planning on the building
site. Overall process analysis and
process planning define the processes
that are implemented virtually in BIM.
This allows construction processes to
be checked and simulated, and any
bottlenecks and execution issues to be
detected and resolved even earlier.
Also, as a result of the high stability
of planning and the link to execution
steps over the next four weeks, it can
be ensured that the right quantity of
the right material is in the right place
at the right time.
But regardless of all the tools, people
remain the most important factor: The
fact that close personal coordination
takes place between the parties involved
during the construction process, that are
all very close to the action, and that they
see rebar installers, smell concrete, and
hear circular saws. These impressions
add impetus and are the best possible
combination of virtual planning and the
real world of construction. Collaboration
between creative young designers and
managers and experienced builders is
also optimal. Such a ‘think tank’ becomes
the control center for all major decisions.
During actual construction, too, the lean
construction managers work closely
together with site management and with
the individual contractors on site. This
means that all trades must be involved
in the project as partners at an early
stage. Close cooperation stabilizes
project execution and increases the
chance of achieving shared cost savings.
STAGE 4: PREPARE OPERATION
As part of project management, BIM
also supports defect elimination and
commissioning. The technology can even
be used to update data over the entire
life cycle – from planning to demolition.
And precisely this is one of the enormous
potential benefits of BIM: Data
can be systematically used beyond the
individual planning and construction
phases, with the result that timeconsuming
and error-prone re-entry of
information is considerably reduced.
This results in the following tasks:
To do
Create the basis for professional
operation!
Defect management: Focus on users
Defects are the primary cause of late
acceptance and commissioning. Efficient
management of defect elimination
and a transparent reporting system are
prerequisites for smooth building commissioning
and handover.
Stringent defect management during
construction can considerably speed
up defect elimination right through to
the acceptance inspection, minimizing
intrusive delays after occupation of the
building. Here, too, BIM can provide
valuable support to project management
by geometric mapping of defects and
documentation of the required properties.
Commissioning management – the basis
for plant operation
Systematic commissioning forms the
basis for smooth operation and makes
an important contribution to improving
the function of building services
equipment. Following acceptance,
Drees & Sommer synchronizes the
individual components of the building
Building construction/fitout
1543
283
Facade/roof
75
1638
BSE mechanical
406
91
.
.
.
open defects
open defects
open defects
Carefully structured reporting allows the rapid identification of date critical defects – and supports their
rapid elimination
services equipment and undertakes
initial adjustment.
Commissioning management requires
services that start as early as the
planning stage, for example in relation
to documentation. Here, Building
Information Modeling complements our
expertise perfectly, as all information
can be integrated in the course of
planning, tendering and implementation.
Efficient building operation
The operation of a building should be
designed to increase profitability in the
long term and preserve the value of
the property. Together with the building
owners or investors, our experts develop
individual facility management concepts
on the basis of which we create tender
documents for the future partners.
Special interfaces allow additions to be
made to BIM technology, whose content
is then updated throughout the building’s
entire service life.
Contracts between principal, investor
and tenant often face the threat of
incalculable schedule and cost risks. For
this reason, successful leasing of offices,
apartments and function rooms begins
14
1529
8
1630
3
403
.
.
.
of which
of which
of which
3
Defective metal ceiling panel
Casino MBN
2
Defective structural engineering
mullion/transom construction MBN
2
.
.
.
Open
Eliminated
Work in progress
Time-critical
with early tenant or user management.
This should begin when specification of
the basic fitout starts, as the complexity
of a construction project increases
quickly in the final stage.
The bottom line
Clients supported by Drees & Sommer
with Lean Construction Management
so far primarily highlight the reliability
of processes and cost estimates. The
stability of a project execution with
LCM is almost twice as high as with
conventional planning and construction
processes, and avoids expensive catchup
payments and ‘task-force’ initiatives.
Generally, processes can be shortened
and costs reduced. And the quality of
execution is right from the outset.
However, the proviso made at the beginning
still applies: The principal must
actively support the process and reckon
with higher fees than usual for project
control. But the value-add achieved will
certainly be considerably greater.
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