BIM in FM“Productivity Empowerment through
Technology…”
Keynote Speech Presented by
DAVID J. CAREY
CEO Middle East Technology (UAE)
Personal background
MSc (Facilities Management), PG Diploma FM
41 years in asset maintenance: air, land & sea
MD and CEO of FM organisations with 3,000+ resources
Managed estates in B2B, B2G and B2C sectors
Consultant and operations in SE Asia, EU, ME and India
Seven years in ME: in UAE, KSA, Bahrain, Oman and Qatar
Delivery of CMMS, CAFM: HFM, SFM, FMC, IFM
CIBSE, IFMA, IAM, MEFMA, CIOB & RICS – BIM programmes
First BIM project application in 2008 – TW PFI in St Helen’s NHS, UK
Recent BIM-FM productivity projects – Medina, KSA; RTA Dubai; DLF India
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David J Carey, CEO
“Empowering people for a productive world”
Global FM - highlighting FM in empowering the Nigerian people for the level of productivity required for the nation to achieve its economic goals
By empowering people for productivity from two perspectives:
Those who provide FM services
Those who benefit or consume FM services
Food for thought in the scheduled breakout sessions: how BIM in FM can empower people in the property and real estate markets, to improve Nigeria's productivity
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Self-test: Understood, Yes / No => (??/20)
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Speaking BIM-FM
1. BIM
2. FM
3. TFM
4. AMS
5. PPM
6. COBie
7. UNICLASS
8. OMNICLASS
9. HFM
10. SFM
11. BOQ
12. IFM
13. LOD
14. RFID
15. GIS
16. GPS
17. SMS
18. CAFM
19. CMMS
20. ERP
How did you do?
How is FM involved with BIM?
Top 5 driving forces & conflicting criteria:
Architects and engineers
o Design ever-more complex, high-tech buildings to impress and win clients
Technology advances
o In computer processing & storage; new materials, techniques and off-site manufacturing
Risk and Cost-constrained contractors
o Erect ever-more complex constructions to meet tight budgets, contracts & timelines
Recession-hit organisations
o Need to cut costs, yet improve workspace safety and efficiency standards
Need to maintain healthy, sustainable environment
o For valuable, workforces to remain motivated & productive
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How does BIM-FMfit in?
SMS
AMS
BOQ
CAFM
RFIDGIS & GPS
ERPs
T & P MS
LCC
BIMFM
DESIGN
CONSTRUCT
TRANSFER
OPERATEREFURBISH
DEMOLISH
PLAN
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Don’t forget to integrate the Sub-Systems…
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Speaking FM, or is it FM?
Closed Circuit Television SystemBuilding Management System
Access Control and Sensor Input SystemsHeating, Ventilation and Air Conditioning Systems
AV Display SystemsLighting Control Systems
Water Supply and Drainage SystemEmergency PA System
Fire Alarm and Suppression Control SystemsElectrical Power Distribution
Electrical Metering SystemWiFi LAN/WAN SystemsPABX Telephone System
Asset Management RFID Tagging System
Energy Management SystemTime & Attendance System
Irrigation Management SystemGuest Access Management System
Emergency Lighting SystemPest Control coverage
Parking Control SystemAir Exhaust and Kitchen Extraction System
Uninterruptable Power SuppliesSafe-To-Work Tag-Out System
Staff - Fast
People – Medium
Patients - Slow
Beds & bottles
Food trolleys
Wheelchairs
Laundry trains
Cleaning machines
Deliveries - in
Garbage trolleys -out
Gas bottles
Cadaver gurneys
Porters & doors
Pathology samples
Document transfers
© METT FZE
Technology Case Study – Hospitals
Photo: iRobot
It’s all about the transfer of Risk…
3 specific risks undertaken if BIM-FM specialists are not introduced early in any building project:
Information, intent & design integrity lost in key project stages: standards missed & resources under-used
Important data available in BIM model not leveraged: hazards are not identified, efficiencies are not achieved
Extra life cycle costs are incurred: opportunities wasted from poor comms and low collaboration between parties
14-Jul-16© METT FZE 10Source: www.dilbert.com
BIM Level Targets
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Bew and Richards, 2008 maturity model:
“Equates to a 20% reduction in capital cost and carbon burden on all UK Government contracts”
BIM business model levels
Source: CRC for Construction Innovation 2009, p.13 and McLachlan Lister’s blog, 2014
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The new BIM dimensions
3D – Spatial 4D – Time 5D – Cost 6D – Sustainability 7D – FM (& people)
Source: bimporn.tumblr.com14-Jul-16© METT FZE 13
BIM, as a modelling tool for FM Services
Enhances planning quality & improves capabilities:
3D – visual structural & system representation, and virtualisation
4D – incorporates time and scheduling criteria
5D – evaluates procurement, finances and life cycle costing
6D – used for sustainability purposes, from LEED to Energy Audits
7D – addresses human dimensions and FM operational needs
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The BIM-Centric phases – True or False?
Source: Aristeo Construction, Ontario, 2015
• Life Cycle Operations &
Maintenance
87.2%
• Transition 3.1%
• Construction 8.7%
• Planning & Design1%
Data: IFMA BIM Healthcare 2014
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FALSE
Selective, phased deployment
Current portfolio of
buildings and facilities
Current projects already
underway ( in varying stages of
progress)
New projects about to be
launched
Known major milestones
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BIM-FM and Asset Sustainability (All the R’s)
Reuse
Renew
Refuse
Repair
Reduce
Recycle
Reclaim
Replant
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How to incorporate BIM-FM goals, objectives and issues, also co-ordinating with other, broader campaigns such as Asset Sustainability and Carbon Burden reduction:
Respect
Restore
Rethink
Reschedule
Regeneration
Reassessment
Responsibility
Refurbishment
BIM deliverables = FM BD differentiators
Identifiable cost savings, organisational enhancements, productivity empowerment and budget efficiencies to be targeted:
BIM is a potential revenue stream for IFM:
Live operations and on-line archives: Maintaining the building’s model Y-O-Y
Space management: flexibility demands of churn, change and enhancement planning
Financial analysis of occupancy costs, asset inventories & building efficiency modelling
Co-ordination of maintenance, planning and calendars with downtime and projects
BIM is a clear differentiator for IFM: Clear, unambiguous means of comms and data exchange with clients at all levels
Client relations enhanced when forecast savings are achieved, measured & reported
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Asset-based Objectives: by FM Consultants
Strategic objectives and deliverable outputs desired:
Improved lifecycle costings
Mixed portfolio asset management
Effective, efficient asset management operations
High performing assets
Enhanced, stable asset value
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Measuring, by FM Surveyors
Defining measurable baselines and conducting accurate gap analysis to mitigate project risks and enforce cost management:
Clash detection, As Built inspections and Commissioning / Handovers
Bill of Quantities (sampling quotas)
Physical surveys and asset audits (lasers & PDAs)
Benchmarking and archive comparisons
Sustainability / LEED & BREEAM policies in force
Accurate forecasting, budgets & economies, strategic goals defining a building’s life
Case study: Compare JBR with JLT developments
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Do’s and Don'ts by FM BIM Management
The route to BIM in 2016 in 10 logical steps:(Source: http://www.building.co.uk/the-route-to-bim-in-10-steps/5049305.article)
1. GET OVER THE SOFTWARE
2. WORK OUT WHERE YOU’RE STARTING FROM
3. DON’T LEAVE IT TO THE IT MANAGER
4. MAKE A PLAN
5. LEARN ON YOUR OWN TIME
6. MAKE IT EASY TO DO THE RIGHT THING
7. DON’T TREAT EVERYONE THE SAME
8. DON’T TRAIN UNTIL THE LAST MINUTE
9. DON’T USE EMAIL AS A PROJECT TOOL
10. STOP BUYING LOW-SPEC COMPUTERS & ICT EQUIPMENT
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Productivity through Collaboration
Incorporation of international best practices and standards, as applicable to a Middle Eastern environment, adapted specifically to Dubai and its infrastructure:
NBS BIM Library: http://www.nationalbimlibrary.com/Content/BIMStandard/NBS-BIM-Object-Standard-v1_1.pdf
Soft landings: https://www.bsria.co.uk/services/design/soft-landings/
ISO 16739:2013: Industry Foundation Classes (IFC) for data sharing in the construction and facility management industries: http://www.iso.org/iso/catalogue_detail.htm?csnumber=51622
BS 1192:2007: Collaborative production of architectural, engineering and construction information – Code of practice; Collaborative management process; Data naming; http://bimtalk.co.uk/bim_glossary:bs_1192
COBie UK 2012: Construction Operations Building Information Exchange (COBie) is a data format for the publication of a subset of building model information focused on delivering building information not geometric modelling. http://www.bimtaskgroup.org/cobie-uk-2012/
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Summary of BIM-FM major differentiators
Technology and opportunities are driving collaborative change
Think life cycle costs, not just project or annual budgets
Data storage is relatively cheap, resource inefficiencies are not
Considered, project-centric migration is the recommended, phased deployment method
Are you a “Can’t do”, “Might do”, “Will do”, or “Am doing!”?
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Application opportunities & processes
Assumption #1: That 80% of operational costs are incurred beyond construction
What are these costs and how are they tracked & analysed?
With which assets are the costs associated and who “owns” each asset?
How could one demonstrate that savings could be made without data modelling?
Are the titles, identities, costs, location, condition all tested and validated?
Where is the data stored, in which format, who has access and how accurate is it?
When is the asset due for maintenance, refurbishment or replacement?
What of LEAN supply chain management for spares, parts, consumables & materials?
How does one deliver accurate reporting and forecasting without precise data?
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Integrated management by BIM-FM firms
Action steps needed to prioritise the various issues into an effective, definable, manageable and measurable programme
Start at the beginning: Commit to BIM
Demand better design deliverables from the architect, engineers and contractor
Consult the architect or design / build team to start the process. In choosing the right team, facility executives should ask:
What is the firm’s experience with BIM (beyond 3D modelling), as it relates to other project members outside the firm?
How long has the firm been using BIM?
What is the firm’s company philosophy regarding BIM?
Are the firm’s consultants using BIM?
Develop implementation strategy with architect or design / build team
Invest in quality training, hardware and software: don’t go for cheap options!
Adopt and support universal standards for interoperability: the ISOs are here now!
(Source: after Jorge Carmona and Kathleen Irwin, facilitiesnet.com, Oct 2007)
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www.amfacilities.com
Prof. Babatunde O. GreenMD/CEO, Alpha Mead Healthcare Management Services
FACILITY MANAGEMENT FOR THE
HEALTHCARE INDUSTRY
ROUNDTABLE 2016
THE NIGERIAN
www.amfacilities.com
Introduction: Prof. Babatunde O. Green
During 1st
yr at LUTH, won scholarship in 1976 for further education in the USA • Obtained BS in Medical Technology; BS and MS in Chemistry (Univ. Bridgeport, CT)• National Certification in Clinical Chemistry and Hematology• Doctorate in Health Administration (School of Advanced Studies, Univ. Phoenix, Ar) • Board Certification in Healthcare Management• Fellow, American College of Healthcare Executives•
Academic and Healthcare Management Experience • About 30 yrs of clinical, academic and executive hospital management experience • Publications: several academic scientific and health management papers• Several healthcare management conferences & seminars (ACHE, Yale Health System)• Appointed UNDP Consultant in Healthcare (1995) – TOKTEN assignment at UDFUTH• Professional Membership: ACHE, CTAHE • Medical missions work in Nigeria since 2003; Board member Kateri Medical Service
www.amfacilities.com
Introduction
History of Early Missionaries in Nigeria,
Education
Healthcare
Gospel
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Poor State of Health Care in Nigeria
These institutions have been • Inadequately funded• Neglected• Not well maintained
Suffered tremendous decline both in • structure and • Their capability to live up to their past
glorious days.
www.amfacilities.com
Causes of Decline in Health Institutions
• Inadequate planning Ignoring the concept of integrated healthcare facilities management model (IHFMM)
• Inadequate attention to front-end activities and initiatives integral to the asset life cycle
• Inability to exploit technological advances and innovations in healthcare
www.amfacilities.com
Effect of Poor Healthcare System in Nigeria
• Nigeria loses 1 to 3 billion naira annually to medical tourism
• Indian hospitals received 18,000 Nigerians on medical visas in 2012
• Nigeria is said to be at the top of the medical tourism list of Africans going to India for medical attention.
• Short life expectancy • Male 53.7, female 55.4 and total life expectancy is 54.5
which gives Nigeria a World Life Expectancy ranking of 175.
www.amfacilities.com
Key Factors to Maintaining Public Health
• The science and art of preventing disease, prolonging life Promoting physical health efficiency
• The sanitation of the environment• The control of community infections• The education of the individual in the principles of personal
hygiene• The organization of medical and nursing services for early
diagnosis and preventive treatment of disease• The development of the social machinery (policies, funding
and facilities)
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The Health-care Environment
Diagnostic centers
Inpatient settings
Outpatient settings
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Quality of Care Indicators
• Structure• Process• Outcome• In-hospital mortality• Unplanned 30-day re-admissions• Complications• Acute care length of stay (LOS)
www.amfacilities.com
Quality Assessment Model for Healthcare
Avedis Donabedian's (1919-2000) model StructureThis consists of the characteristics internally and externally to the facilityProcessThis consists of the organization of the procedures performedOutcomeThis is the ultimate status of the patient following a given set of interventions or procedures
www.amfacilities.com
Structure
StructureThe appearance and esthetics of healthcare facilities add value to the asset as well as the healing process. Other critical components of the structure• Integrated heating, vacuum and air conditioning
(HVAC) system• Portable water• Power supply• Waste management
www.amfacilities.com
Critical Components of the Structure
Effective HVAC System • Contribute to the reduction of microbial and fungal growth
that may lead to asthma and other detrimental health effects
Power Supply – guaranteed and uninterruptedThis system should include an ongoing collaboration process involving • Energy performance, • Identifying energy saving opportunities, • Implementation plan, monitoring, and evaluationEffective Waste Management System • Reduction of infection or illness through contact with
discarded material and in the prevention of environmental contamination in hospital facilities
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Process & Outcome
Process• The clinical processes tend to be more efficiently carried
out when properly coordinated with the structure of the facility
• Close coordination of structure and process is vital in promoting safe delivery of care
OutcomeThe performance of the facility is assessed through its goal to achieving improved patient care.
www.amfacilities.com
Effects of Effective Facility Management
Improvement in the structure components
Improvement in the clinical processes performed within the facility
Improve patient outcome
Faci
litie
s M
anag
em
ent
Par
tne
rsh
ip l Increased value on assetl Delivery of high quality carel Patient satisfaction in positive health outcome
www.amfacilities.com
Alpha Mead Healthcare Management Services
Facilities Management for the healthcare industry requires high level of professionalism and coordination to keep the standard of the facility in a safe and fit for purpose condition:
• AMFMS is 1st
Nigerian FM company to gain ISO9001:2008 certification from both UKAS and ANAB in the UK and US respectively
l Certification means practices in consonance with global best practices and standards
• 10-year history across Africa managing rich portfolio of residential and commercial real estate asset including:
l The Nigerian Stock Exchange . MTN
l Shell Nigeria (industrial, commercial, medical & residential facilities in Lagos, Port Harcourt, and Warri)
l Total E & P . Brass LNG . Primrose Properties Investment Ltd (PPIL)
l Ado Bayero Mall (Kano)
l First City Monument Bank . Access Bank
l Treasure Gardens Estate . etc
www.amfacilities.com
Alpha Mead Healthcare Management Services
Business Development:
• In collaboration with our Foreign Technical Partner, Cluttons UK, we leverage our knowledge and expertise of the local operating environment to deliver global best practices, systems and standards for best value
l Network of offices in Europe, Middle East, South Africa, the Caribbean and Nigeria
• Other Strategic Business Units within the AM Facilities and Management Services
• Our Business and Technical operations built on a strong platform of the “3Ps”:
l People, Process and Place
l - Significantly defines our mission predicated on engaging the right People –
l employees, customers, suppliers and even our communities where we operate
l - Using the right Process and standards to ensure delivery of sustainable,
l comfortable, safe and good results
l - In Places where our customers live, work and play
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Alpha Mead Healthcare Management Services
Value Proposition:
• Our combined strength, experience and capabilities position AMHMS to continually add value to healthcare industry assets as well as for the following model initiatives:
• 1st
: Actively grow customer base for quality healthcare services through strategic partnerships with healthcare providers and specialists both in Nigeria and internationally
l Especially to reduce medical tourism in support of our States and Federal govt.
• 2nd
: Effective Referral System: ensuring our close relationship between all levels of the health system as well as with Health Maintenance Organizations (HMOs)
l Will ensure that patients get timely quality care where and when needed
l Relationship with HMOs is to ensure quality and robust services for subscribers
• 3rd
: Active participation in healthcare industry events through sponsorship, paper presentations and strategic alliances with state and federal teaching hospitals for specialized training of various categories of clinicians and healthcare workers