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News Release from: TPS | Subject: Object technology through design and construction
Edited by the Buildingtalk Editorial
Team on 28 November 2005
Smart building: the key to massive
savings
One of the first buildings in the UK to use object technology through design and construction has been completed - demonstrating use of latest technology and collaborative working.
One of the first buildings in the UK to use object technology through design and construction has been completed, and is a real demonstration to the industry of the successful use of the latest technology and collaborative working The GBP20 million Diagnostic Treatment Centre (DTC) at the Great Western Hospital in Swindon, procured and operated under a 25-year PFI agreement by Carillion plc, has now opened to the public and is fully operational
This article was originally published on Buildingtalk on 19 Aug 2003 at 8.00am (UK)
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TPS, the design and project management division of Carillion Business Services, created a full 3D virtual model of the building as part of the design process.
TPS's Paul King said: "This revolutionary method for designing, building and operating new buildings is probably the most important advance in design and construction since we began using computers.
"Conservative estimates of the savings are for a five per cent cut in construction costs - a total saving of over GBP1 million on a project of this type".
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By innovatively linking off-the-shelf software applications, TPS has developed an approach which allows the 3D model to be used during all stages of the building's life: from concept and planning, through the construction, then the operation, periodic refurbishment and modification, right through until the building is demolished.
TPS calls this approach 'Smart Building' and it is a powerful, proven tool for planning, designing, constructing and operating the modern built environment in a manner that reduces risk, improves profitability and promotes a positive image.
Smart Building works by creating an exact replica of a building from intelligent components that understand how they should interact with one another and the world around them - all within the framework of a single project model.
Data is stored in a format that lets it be shared between the different applications used by project teams.
The replica can be fully developed and tested in the computer, rather than on site, allowing coordination issues and other problems to be highlighted using real-time manipulation of a 'live' three-dimensional building.
When fully rendered in photo-realistic detail the model becomes a powerful tool to support sensitive or contentious planning applications, and to promote a scheme.
The benefits extend throughout the life cycle of a building because occupiers can use the same model to efficiently manage building operations.
Using effective business process management and orchestration software, the potential manipulations of the model are almost limitless.
It can be used to provide detailed 3D pictures, walkthroughs and cutaways.
It can be used for automatically producing accurate material and cost schedules, trade package information and sets of 2D drawings for construction.
It can be used to model the effects of changes, indicating the holistic effect upon the building in terms of programming, costs and buildability.
However, Smart Building is not about IT.
Although it exploits common software packages in novel ways it is fundamentally about improving the processes that go on within supply chains; it is not about imposing new processes.
Nor is it another 3D modelling system - many design and construction organisations use those already; Smart Building uses multi-disciplinary 3D models at its heart but they are composed of intelligent objects that enable data sharing.
Nor is it just another collaboration tool or a workflow management system, although Smart Building does encourage collaboration and it works because the process is, by definition, collaborative.
A major part of the potential cost saving is that Smart Building enables a building to be designed and constructed without flaws.
Design errors and construction clashes can be eliminated as soon as they appear - if the model is asked to do something that is impossible, such as locating two pipes in the same space, or positioning a light switch on the wrong side of a door swing, it will highlight the problem instantly.
The prevention of these niggling design faults has the potential to reduce enormous amounts of wasted time and materials.
Variations are also a major cause of wasted time.
With a traditional approach, two-dimensional drawings are typically redrawn at the end of each stage of the planning, design and construction process, culminating with the production of as-built drawings.
Errors and design development on major projects can require hundreds of drawings to be revisited, revised and re-issued.
With Smart Building the 3D object model is developed continually to reflect the evolving design.
Errors are eliminated on an ongoing basis and the time required for design development is reduced.
Material management is another key feature of Smart Building.
Using data embedded in the model it is possible to produce material and cost schedules quickly and easily, together with forecasts of operational costs that enable whole life costs to be optimised.
Smart Building is also the focus of the construction process.
It will produce schedules of quantities for tendering processes, together with engineering and architectural design details that allow subcontractors to fully appreciate the project and get a feel for what is expected, and minimise the risk of errors in the pricing process.
Unlimited numbers of drawings can be produced from the model on site, replicating the way that the construction industry works now.
Some clients are even using the dynamic modelling capabilities of Smart Building to plan temporary works and site logistics: for example, checking whether large delivery vehicles can manoeuvre on site.
Once the building is complete, the entire package can be passed on to the building owner or tenant to assist with day-to-day building management issues, such as maintenance and space planning.
It can help to produce detailed operation and maintenance programmes because the relevant data already resides in the object model.
"The cost of operating a building can be many times greater than that of the construction," said Paul King, head of Smart Building at TPS.
"But all too often, facilities management is only considered once the building process is under way or completed.
Smart Building will give accurate indications of running costs before the first foundations are dug, and will therefore enable clients to operate their buildings more effectively and cost-efficiently.
"Smart Building has a real financial value to our clients.
The project at Swindon, the first where Smart Building has been used throughout the project, resulted in significant savings.
"The next technological leap for the construction industry will be collaborative working, and for that there will need to be a common data environment.
Smart Building provides that framework".
Smart Building helps project team members and supply chain partners to communicate openly and to share their expertise, and enables buildings to be designed so that they cannot be wrong.
It can help to reduce conflict in the industry by encouraging collaboration and integrated supply chain working, and help to improve safety on site.
TPS is helping the UK construction industry to eliminate waste, reduce costs and significantly reduce risk; clients will benefit from a more responsive industry that is better placed to consistently deliver real value.
Smart Building provides significant cost benefits to designers, contractors and operators, with reductions in costs going straight to bottom line profit.
Current projects where collaborative working is being used include Heathrow T5 and the National Assembly for Wales.
The latter used 3D virtual models in the design and development phases, when TPS Schal was appointed following the failure of the first project team, and has proved extremely useful for the project manager in ensuring that the project was achievable, and remained within budget and on time, key performance requirements following the example set at the Scottish Assembly.
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