Finding Rhythms in Design

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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 VenturesCase
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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Musical Excerpt 1
Enigma Variations, Nimrod by Edward Elgar

• Soulful
• Emotional
• Expressive
• Solemn
• Reserved
• Melancholy

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Musical Excerpt 2

• ?

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Musical Excerpt 2
Pini di Roma, I Pini della Via Appia by
Ottorino Respighi

• 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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A Validation Study for a Medical Office Building

• 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

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What are we trying to validate?

• 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

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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

• Architect
• Structural Engineer
• MEP Engineers
• CMGC
• Business Development
• Project Managment

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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

• Project mission and vision
• Site and floor plans
• Massing studies
• Engineering design narratives
• Constructability analysis
• Cost Estimates and Budgets
• Business plans

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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. Lukes, 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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Applying Lean to the CHMOB Team

• 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

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Sutter big idea Collaborate, really
collaborate
What does this mean (really) and how do you do it?
Process refinement

• collaboration
• integration
• increase value

• the big room
• trade partner input
• BIM
• and more BIM

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Sutter big idea Collaborate, really
collaborate
What does this mean (really) and how do you do it?
Process refinement

• collaboration
• integration
• increase value

• the big room
• trade partner input
• BIM
• and more BIM

• awkward design process
• too many chefs
• too much BIM, too little design

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Sutter big idea Collaborate, really
collaborate
What does this mean (really) and how do you do it?
Process refinement

• collaboration
• integration
• increase value

• create design time
• everyone is a designer
• focus on design knots
• establish design champions
• design while fresh

• the big room
• trade partner input
• BIM
• and more BIM

• awkward design process
• too many chefs
• too much BIM, too little design

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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
designrepeat as needed until A3 event
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Tier 1 design sets

• core layout, entry sequence, ramp pattern
  Champion, architect
• mechanical feed of OSHPD floors Champion,
  mechanical engineer
• skin and exterior form Champion, architect
• 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
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Cathedral Hill Medical Office Building
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Steel Moment Frames Option 3 Conventional
Steel Moment Frame. L2 and L3 Beams W30x292
(d32) rejected as impractical. Option 4
ConXTech Steel Moment Frame 16x16x2 box cols
W24x162 bms (d25) 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
Cathedral Hill Medical Office Building
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Option 4 Levels L2, L3 and L4 W24x162 girders at
all column lines (cant be shallower at big
ducts) Upper Floors will be lighter, average may
be 85 of cols girders shown.
Cathedral Hill Medical Office Building
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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.
Cathedral Hill Medical Office Building
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• Advantages of Core Options over ConXTech
• Avoids braces between levels L1 and L2.
• Shallow structural depth at big trunk ducts (16
  total depth for Option 1 including slabs and
  fireproofing, versus 33 for ConXTech)
• Saves large steel cost (box cols and W24x162
  girders). Added steel wt. 10.4 lbs/sf,
  approx. 1,200 tons
• Avoids single source vendor.
• Cores coordinate naturally with elevators, stairs
  and ducts.
• Core drift much lower 1 versus 2 for steel
  frames, with associated much lower
  post-earthquake repair costs for partitions,
  cladding and risers.
• Much lower chance of Yellow Tag post-EQ use
  restrictions
• Lower initial costs for cladding, stair
  connections and risers due to lower seismic
  drifts.

Cathedral Hill Medical Office Building
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The True Goal of Lean

• 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

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A Lean Systematic
Enlightenment Philosophy Methodology Tools
and Skills
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Thank You