Industrialised, Integrated, Intelligent sustainable Construction - I3con

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SUSTAINABLE CONSTRUCTION HANDBOOK 2 Figure 3. Disassembly line of copying machines for the reuse of parts [Steinhilper 1999] The Living Building Concept The Living Building Concept [de Ridder 2006, de Ridder and Vrijhoef 2007] is an idea for a Product Service offering for construction. An LB provider takes full Extended Lifecycle responsibility for buildings and their parts. The provider is thus not hindered by the current fragmentation in the construction sector. Very much like common practice in other industries, LB providers have a supply chain which is strategic and thus independent of client orders. Providers develop a portfolio of solutions for specific product/service - market combinations, such as for housing, education (schools), health care (hospitals), retail (shops, retail centres, airports), business (offices) or infrastructures (bridges, tunnels, roads). A solution consists of a building concept and a suite of services that both can be customized to specific client needs. An LB contract aims at the delivery of maximum value for minimal money; it does not freeze user requirements or building performance. If user requirements or external conditions change such that the building no longer offers the best solution, it will be changed. The goal of the LB concept is therefore to keep a building fit-for-use, not just once, but always! A provider does not wait until clients or users start to complain. The provider understands the type of processes that are facilitated by the building, and is proactive. User processes, social and environmental boundary conditions, as well as building performance, are continuously monitored. If any of these conditions change such that the building becomes sub-optimal, the provider may adapt the building and/or service. Depending on details in the service level agreement and impact on the agreed price, the provider can do this autonomously or by mutual agreement with client and/or user. For each modification requirement, there may be zero, one or more solutions. Each solution will have its benefits and implications. These benefits and implications are considered in a broader context: change requirements can be addressed more economically by combining them into a single solution. Decisions about modifications are thus based on a rationale, in which integral benefits are weighed against integral implications. An LB contract does not specify a fixed performance for a fixed price, but defines an agreed valuecost balance. Within such an arrangement, the process is dynamically controlled: clients can alter their initial demand and calculate the impact on the initial price, and vice versa. Providers are encouraged to propose new solutions that reduce costs or deliver additional value. An initial price will grow within this dynamic process in a controlled way to a final price. Instead of enforcing the initial 192
HANDBOOK 2 SUSTAINABLE CONSTRUCTION planned value against a fixed price calculated in the first phase of the process, the price is based on actual delivered value during the process. The range between basic price and the client’s financial budget can be considered as the client’s “control budget”. On the supply side, providers are enabled to reduce costs or increase value. Traditional Building team Design Build (DB) Design Build Maintain (DBM) Design Build Maintain Operate (DBMO) Design Build Maintain Operate Finance (DBMOF) Living Building Feasibility Design Build Maintain Operate Own Vitalize Reuse or Recycle Figure 4. A comparison in lifecycle coverage of existing contract types and the Living Building concept. In the ideal situation, the provider also covers operation and ownership. In a minimal scenario, operation and ownership may remain the client’s responsibility Given the possibility that buildings may change quite drastically during their life, it makes sense that the providers legally own the buildings; not the clients. However, providers do not rent or lease out buildings, but facilitate user processes. Hence, buildings may be multifunctional to facilitate the processes of multiple clients. This creates new business opportunities for clients and results in substantial cost efficiencies. Figure 4 shows the lifecycle coverage of Living Building services compared with some well known contract types, where D=Design, B=Build, M=Maintain, O=Operate and F=Finance. Living Building services comprise in principle all of these stages plus vitalization and reuse or recycling. But the concept goes beyond mere lifecycle coverage and financing: it aims at the delivery of client value. Further, it can only be successful if a sufficiently large implementation base exists so that industrial production techniques can be used and a sufficiently large pool of interchangeable components can be built up. Measuring Value Values and costs are not limited to financial values and costs. Amongst the factors that can be incorporated in a value/cost model are social, cultural, environmental, ethical and aesthetical values, as well as risks, wellbeing and health. A complicating factor is that economical values may have to be weighed against non-economical costs. Reversely, non-economical values may also have to be weighed against economical costs. The fact that ‘costs’ and ‘values’ of different kind have to be weighed against each other forms a special challenge for the concept. This problem is, however, not limited to the new business concept: clients in construction always have to weigh financial costs and environmental damage against economical, social and/or cultural benefits. 193
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Industrialised, Integrated, Intelligent sustainable Construction - I3con

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