Perspective Type： Articles

The Business of the Future

It’s an exciting time to be in the world. Humankind is dipping its toe into an expanding ocean of transformative technological innovation. The popular media is full of headlines claiming that technological innovations in medicine, transportation, finance, manufacturing and service industries are about to transform our lives. Social media is full of melodrama on Artificial Intelligence and how our world is about to change. Futurists like Gerd Leonhard warn us that we must embrace this challenge now, and not bury our heads in the sand or risk becoming a short biological prelude to a machine intelligence explosion.

But this article isn’t about predicting the future, it’s about looking hard enough and being brave enough to take action. We can all look back at predictions of the future made decades ago and laugh at their naivety, however any such disappointing points of reference simply divert attention from the fact that the accelerating rate of technological development will impact all our lives in the near future.

If you were working as a salesman in the automotive industry, a taxi driver, or even as an insurance or legal professional, would you have known 10 years ago that machine learning, coupled with advancements in scanning technology, would not only render drivers irrelevant but literally transform our paradigm for personal transportation? Probably not. In the coming years, a similar story will unfold in finance, law, service industries and many other professions.

Business leaders across the globe are now spending more and more time looking into the future. Artificial intelligence, additive manufacturing, nanotechnology and robotics are poised to penetrate and transform our industries, and business leaders want to be ahead of the curve. Futurism is now big business and business is taking it very seriously indeed.

Getting Left Behind

But what about the construction industry? Of all humankind’s industries, it is surely the most fundamental; fulfilling our basic physiological and safety needs described in Maslow’s Hierachy of Needs. Indeed, the Institution of Civil Engineers defines civil engineering in its Royal Charter as;

…the art of directing the great sources of power in Nature for the use and convenience of man…

Indeed, what other professions could claim such a grandiose role in society? Looking beyond the many great monuments across the world representing milestones in mankind’s historical ability to direct “the great sources of power in nature” such as the Pyramids of Giza, The Great Wall of China, The Empire State Building and the Panama Canal, the history of the built environment is littered with other lesser known but transformative technological milestones; Iron Bridge (1781, the first iron bridge), Ditherington Flax Mill (1796, the first iron framed building) and Alvord Lake Bridge (1889, the first reinforced concrete bridge) to name just a few.

The truth is these technological milestones have defined our paradigm for construction in the last few centuries. Our understanding of these traditional materials, and our ability to squeeze out ever increasing performance from them has continued to refine and improve the efficiency of the paradigm, but nevertheless the fundamental methods of construction, and the materials used to create our modern built environment, have remained exactly the same as they were.

Let’s take reinforced concrete for example. Ernest Ransome’s Alvord Bridge used deformed (twisted) reinforcement, placed by hand, and bonded to concrete poured into a shape predefined by temporary formwork. This process used in 1889 will seem familiar to many construction professionals today because it has fundamentally remained unchanged.

At this point I may hear protests from the industry, claiming a multitude of developments in the last few decades – concrete additive technology, prefabrication, modular construction, high strength steel and concrete to name a few. These are improvements sure enough, but they are no more than incremental changes, or slightly different applications of old technologies.

A similar story is apparent when we look at design. Computers have certainly improved our efficiency in performing calculations, and in some instances have helped us to perform calculations that were not possible before, however the fundamental paradigm for design remains largely unchanged.

Concept designs are based on the often tacit experience of individuals – feeding into a collaborative, iterative process to arise at a solution which is usually measured and compared using a combination of intuition and qualitative judgement. In general terms, as a project moves through the design stages the process becomes less creative, increasingly linear, more constrained by standards and more numerically driven. Despite the computing power that can be brought to bear using a standard desktop PC, the process remains relatively disjointed, slow and typically results in a compromised, imperfect outcome.

In terms of design communication, the use of Building Information Modelling (BIM) has improved our ability to visualise, measure and coordinate in three-dimensions, however the industry still insists, through fear and/or habit, on delivering 2D drawings – essentially the same format used to document designs several centuries ago.

There have been attempts in the construction industry to provide a vision of the future. A 2050 plan was recently announced by a major contractor which predicted the use of drones for surveying, Augmented Reality goggles for construction visualisation, exoskeletons for site workers and autonomous vehicles for delivery and movement of materials. When you consider that this represents a vision of construction in 33 years’ time (greater than the average age of many organisation’s employees), but is wholly based on current (or near-future) technology and relies entirely on current construction paradigms, it seems relatively short-sighted when compared with the blue-sky vision and ambition of other industries.

That’s not to say there aren’t innovation forums and platforms in the industry (i3P for example), all of which are welcomed, but I fear none really ask truly challenging questions of the industry or are brave enough to look far enough outside the box.

All of which reminds me of one of Henry Ford’s supposed quotations;

“If I had asked people what they wanted, they would have said faster horses”

Although it is quite possible he never actually said these words, they certainly ring true for the construction industry – replace the words ‘faster horses’ with ‘stronger concrete’, ‘better drawings’ or ‘more accurate surveys’ and you will see the parallels. The industry has spent the last couple of centuries trying to perfect faster horses.

So (staying with the equine analogies), while other industries have been seen accelerating technological change transform their horses into rocket-propelled drag bikes, the construction industry appears to be happy with its old lumbering nag, brushing its tail and giving it a pretty rosette from time to time when it learns a new trick.

Why is this? Where is the new paradigm for construction? What makes the construction industry different from other industries where innovation, forward thinking and technological advancements are embraced quickly with rapid rewards?

Industrial Lock-in

In Jaron Lanier’s book ‘You are not a Gadget’, he explains the concept of lock-in as it applies specifically to programming and the design of computational systems. The concept is that it can often be difficult to implement change, even when technology can provide a far better solution, simply because of the prevalence of the current system. The example Lanier gives is the use of the MIDI format in the digitisation of sound and music; a format that stubbornly persists despite its limitations. Indeed, Lanier states that lock-in hinders development and creativity as solutions are inevitably developed to work around the limitations rather than challenge them.

On this basis the construction industry has more lock-in than Alcatraz. Indeed it has more than any other industry I can certainly think of, and that includes the massive automotive industry. However, if size is not the key factor to lock-in then what is?

• The construction industry builds unique products every time, differentiated either by brief, by design or by geographic/topographic constraints. As a result, the research phase of the product development cycle is non-existent and project teams are continually formed and disbanded without the benefit of continuity.
• The design and delivery cycle of a construction project is typically divided by procurement models that aim to pass on risk and limit reward. It’s inherently an industry of self-interest. After all, who reaps the rewards for innovation and who carries the risks?
• Economic drivers simply do not encourage innovation. How is anything different when there is no economic benefit to invest in change or do things differently? Why invest across boundaries when your commercial position is only as strong as your latest project?
• Clients continue to equate value with lowest cost. Whilst there are notable exceptions to this, for many in the industry, it is extremely limiting when clients do not respect or value brands that represent quality in engineering. Whilst this can be seen in other industries, it would appear that these industries seem better at educating and influencing the market place. Why has the construction industry continually failed to educate clients away from a ‘lowest bidder wins’ mentality and towards one that values quality and innovation?
• Standards and regulations always favour those that play safe and follow the status quo. They also vary by geographic location making it even more difficult to see the global picture when looking at the economics of innovation.

So there is lock-in on an industrial scale, the effects of which can be seen not just in an apparent lack of innovation but in stagnation of performance and a failure to meet society’s ever-increasing demands.

This is not new. Constraints to research and development in the construction industry have existed for decades and continue to hold the industry back. An example is the relatively recent application of additive manufacturing (3D printing) to the construction industry which, although holding great promise, has not yet been met with an adequate level of investment and interest by the industry;

• 3D printing innovators are crying out for partners and investors to help them effectively penetrate the construction market.
• Enthusiastic designers are wondering how they can apply the technology within current standards for competitive fees, or fit in a research project when they have ‘real’ projects to deliver.
• Contractors are wondering how the technology adds value, whilst reducing cost and decreasing (or at least maintaining) levels of risk.
• Clients just want their one-off asset at the cheapest price. Full stop.

While there is some innovative thought out there, the fact that the industry has failed to grasp the opportunities with both hands demonstrates a lack of holistic innovative thought and (cringe as I say it) an ‘out-of-the-box’ mindset. Why should it take a competition by NASA to get innovative thought moving in construction?

Similarly, in design delivery and design communication, advancements in technology have yet penetrated the industry. Issues of software compatibility, formats for data exchange, bandwidth for digital collaboration, digital change control, the application of machine learning algorithms, and the use of so-called ‘big data’ have yet to find their way to the construction market-place. The software part of the supply chain is too small to invest in the research and development necessary to apply these technologies effectively. And while the top-tier consultants inevitably use their own innovative abilities to apply patches to achieve certain aims (in the form of scripts and add-ins), the approach is parochial and the outcomes limited.

Design communication and coordination is perhaps an area where there is more of a buzz in the industry. Building Information Modelling (BIM) has gained momentum in the last decade, however this extended timeframe is symptomatic of an industry that is slow to realise the benefits of technology and stubbornly insists on keeping one foot in the past. Despite the obvious benefits in coordination, clash detection and design visualisation, one of the reasons 3D BIM was slow to penetrate the market was due to the criticism that it produced poorer quality drawings. We can all see the irony, but such lock-in is still pervasive today. 2D drawings are still a default contractual deliverable and are still the primary tool for design coordination and on-site reference. Faced with a problem, a site engineer is still likely to pull out a bulky roll of A1 drawings, thumb through them and scribble on them with a pencil – so clearly there is still much to be done to move an industry out of its comfort zone. With developments in virtual reality, and in particular augmented reality now providing tangible solutions, there is every reason to look at new paradigms for visualisation, communication and coordination that do not rely on rolls of paper, aid practical delivery and add significant value to project stakeholders. It’s not hard to see how powerful BIM could be when aligned fully with Life-cycle Asset Management and the Internet of Things.

To summarise, unlike a ‘widget’ market, where successful business models demand a more efficient widget, a different kind of widget, or even the benefits of a widget delivered in a different way, the construction market has no significant driver for change or innovation, or any effective mechanism to deliver it. The lock-in in construction is systematic and self-fulfilling. Faster horses it is then?

Time For a Change

The debate continues and the causes persist. But of course talk is easy and turning it into action is where it gets difficult. There’s clearly no magic bullet and making changes to an industry is akin to turning an oil-tanker locked on auto-pilot.

In very simple terms, the industry must turn its attention away from giving individual clients what they want and instead focus on developing new solutions for what society will need. The tail should stop wagging the dog. Clients will ultimately want what we can provide for society as it will make overriding commercial sense to provide it.

So how do we do it?…

• More collaboration, less barriers. The construction industry is unmatched in its ability to collaborate on huge projects at very little notice, pulling together multi-disciplinary teams and extraordinary talent to solve problems. This collaboration needs to bridge across contractual, procurement and project barriers if long-term, value-adding, holistic solutions are to be realised. We need industry-led mechanisms to pull these barriers down.
• More ambition. We need people to be ambitious and have strong and persuasive visions. Where are the industry visionaries sticking their heads up over the parapet? The industry needs to look beyond how it can utilise the innovations of other industries (although they inevitably have their place) and lead innovation from within – setting itself bigger goals. Institutions such as the Institution of Civil Engineers and the Institution of Structural Engineers are critical to engendering this ambition.
• More learning from other industries. The construction industry will learn to innovate from within better if it looks outside itself. How do other industries do it? What barriers have they broken down? How do they work together? How do they fund research?
• More original research. With greater collaboration and ambition, the industry will understand the research that it needs in both materials and construction methods, and the investment necessary to develop new holistic design solutions. As a regular reviewer of technical papers, I see very few that actually tread new ground or present innovative technologies or methods.
• More understanding of the potential risks and opportunities technology presents to the industry. There is a general lack of understanding seen in other industries regarding the areas where technology will be pervasive and the consequences and strategies that go hand-in-hand with its use. The potential for automation, the application of machine learning and the future impact this will have on the design industry I will explore in a later article.

New paradigms for construction will only come from within the industry if the above challenges are met head on. So, while contemplating this challenge, it is worth remembering that the recent transformative developments in the automotive and personal telecommunication industries did not come from within those industries.

The world needs smarter construction solutions. I would like to think we are smart enough and determined enough to provide them from within the construction industry, but we must look to the future soon or someone, or who knows – maybe something, will take the future out of our hands.

Building Information Modelling (BIM) is a digital representation of physical and functional characteristics of a facility. It is about information that is built up starting from the phase of design, to construction, and finally operations and maintenance, in both geometry and non-geometrical form describing building elements. It is gaining traction around the world, presenting new ways of building models that were previously not possible. So, how can a BIM model be advantageous to facility managers?

It is important to firstly understand that BIM is not a technology. While technology helps in the creation of a BIM model, the software alone does not make up BIM. It is the way in which the model is produced, shared and used throughout the entire project life cycle. And in the case of Facilities Management (FM), it means working on the same vanguard beyond construction phase.

Where Model Integrates Data

Effective FM includes the ability to achieve real-time access to accurate information on building facilities. Knowing instantly about your assets (basic information) and how things can be fixed correctly (maintenance information) are key to providing quick & effective responses to issues & problems.

With BIM modelling that integrates real-time data, FM professionals are able to plan smartly for building systems that require preventive maintenance, and understand the real-time health conditions of the operations systems. For this, extending BIM modelling through to meet the needs of FM is essential.

Manufacturers are now offering their products in BIM format, so engineers and architects can incorporate specific product data into the model from the onset. One could even create a quick link of the manufacturer’s manual and operating instructions to our BIM FM models.

BIM Processes, Standards & Classifications

The BIM development process is usually planned and defined in the BIM Execution Plan (BEP), to ensure that all parties involved have access to shared data and platform. Data exchange formats need to be agreed by the entire value chain, collaborating and contributing to the Information Delivery Process.

A step-by-step approach (Refer to Diagram 1 – BIM Guide for Asset Information Delivery) is conducted to assist the building owner in:

• Defining and identifying information requirements at Strategic Level (Organisational Information Requirements or OIR);
• Achieving information requirements at Operational Level (Assets Information Requirements or AIR);
• And how this could be specified in the Tender Specifications (Employer Information Requirements, EIR). our BIM FM models.

The process also establishes an Asset Data Drop throughout the whole project cycle, adding data in the build-up of the BIM model. It is designed for BIM managers to manage all data drop during the design stage, and further complete it throughout the entire construction stage.

The current situation with the design and build sector is that asset information handovers are usually done in the form of 2D drawings or paper documents. Hence, COBie (Construction-Operations Building information exchange) standard is introduced as an open, standardised electronic format to replace the current paper-based documents. In general, the COBie standard was developed for the exchange of information including spaces, equipment and assets. This standard defines expectations for the exchange of information throughout the lifecycle of a facility.

The importance of building an Asset Classification Systems in BIM (Omniclass; Uniclass or other) is to provide the sector with agreed and standardised terminology and semantics. It is a unique set of numbers to describe everything in the building element, and is usually agreed upon at the planning & design stages. It also aids the contractor to ensure the completeness of this information in the handover BIM as-built model. The as-built model will then be made suitable for further development into BIM FM models, to be integrated for building facilities management.

BIM Maturity Towards Digital Sustainability

New projects are always planned with different set of requirements. Either the client or the local authorities have high expectations of the overall process of implementation regarding building standards and sustainable design. BIM allows all parties including building owners, architects, consultants, contractors and FM, to work simultaneously with the access of shared collaboration and BIM information.

In this section, we explore the different levels of shared collaboration and information throughout the lifecycle of a building asset and these are known as BIM maturity levels. As we move across the levels, the collaboration intensity increases. There are 0-4 distinct BIM maturity levels (please refer to Diagram 2):

Level 0 (Low Collaboration)

At Level 0, there is no collaboration between parties collating information about a built asset. Most data is available in 2D (likely CAD) drawings, and any exchange in information is done so using paperwork.

Level 1 (Partial Collaboration)

Most organisations today are conducting their work at this level. A Common Data Environment (CDE) is used in this case. It is an online shared repository, where all the necessary project data is collected and managed. BIM Level 1 focuses on the transition from CAD to 2D/3D pieces of information.

Level 2 (Full Collaboration)

At Level 2, collaboration is introduced between teams and the process of BIM is now being followed through. There is still a lack of a single source of data, but crucially any data collected about a built asset is now shared. There is commonality in the data structure which enables a federated BIM model to be produced.

Level 3 (Full Integration)

Level 3 is where full integration (iBIM) of information is achieved in a cloud-based environment. This is accomplished through the use of a common shared model. A new dimension (6D BIM), which is also known as BIM for FM is expected to evolve and develop at this stage to address the needs of FM operators.

Level 4 (Digital Sustainability)

This level describes how 6D BIM Model can be well integrated with SMART Data to develop the final BIM FM Model within the Operational Digital Environment (ODE). A higher level of intelligence can be achieved through added information generated from Big Data Analytics. This environment (ODE) develops predictive and prescriptive ability – from iterative domain processes that optimises work efficiency, through continuous learning throughout the lifecycle of the building management.

The complete process of BIM maturity progression towards digital sustainability encompasses two stages of “transformation”. First, it will undergo a model transformation at Level 3 where a “Heavy-weight” BIM (as built) Model is “transformed” into a “Light-weight” 6D BIM Model. Irrelevant information that is not required for facilities management purposes will be taken off from the completed BIM (as built) Models.

Secondly, in order to be applicable for Facility Management, a final transformation process at Level 4 into an Asset Management System or “BIM FM” operational readiness is therefore necessary. This final stage of transformation shall rest on the Operational Digital Environment (ODE) for future digital sustainability.

Glossary of Terms

4D – A 3D representation of an asset with the element of time is included to enable simulations.

5D – A 3D representation of an asset with the element of time and cost included/linked to enable simulations, commercial management and earned value tracking to take place.

6D – A 3D representation of an asset which includes data which enables the efficient management, operation and maintenance of the completed asset.

Bringing Benefits to the FM Industry

The progress of BIM maturity delivers the following important benefits for the FM Industry:

Increased Productivity

With the ability to share information faster, easier and more accurately, it offers a significant productivity boost to the work process. The increased productivity through collaborative work can also help lower cost and increase efficiency in terms of building maintenance & management.

Efficiency Transformation

The digital transformation through leveraging on technologies requires the FM team to re-strategise current working methods. It is not just about improving the overall service quality and realigning the scope of works, but most importantly, it’s about changing mindsets and moving out of comfort zones.

Iterative Learning Process

It is by nature that we often depend on our experiences to conclude that we have reached work optimisation. Or are we less comfortable and more reluctant to manage changes? The process to digital sustainability requires continuous iterative learning push. Refining process and our domain knowledge as we move along with internal and external changes (including building management constraints and the advancement in technologies) is what we need to adapt.

Improved Liveable Environment

When attaining full integration of BIM modelling with higher efficiency in FM, more complex & higher quality buildings can be designed and built. This is also determined by the ability to manage more complex building with operations that require higher precision and service quality.

Conclusion

The introduction to BIM for Facilities Management represents the highest level of BIM maturity towards Digital Sustainability of the intelligent built environment. All these new processes & technologies hold potential, but it depends on how much efficiencies and group synergies can be maximised from the various stages of integration. Can the different stakeholders across the design & construction stages contribute to a better delivery of BIM model for FM? As BIM for FM is a relatively new kid on the block, adding it to the traditional FM process means rethinking how the team works together. Nevertheless, this is still an evolving practice & change that has significant meaning & value towards building a better, efficient, smarter and sustainable environment.

This article is co-created by Surbana Jurong Academy.

The old paradigm of Facilities Management (FM) is viewed primarily as a maintenance focused field, with FM team running on regular team schedule, and the use of nuts and bolts to rectify faults and breakdowns. This model has since evolved with technological advancements making great strides, having the ability to aid the facilities manager in carrying out his duties more efficiently.

The facilities manager needs to stay updated with current innovations and be prepared for digital transformation. The reality is that buildings are increasingly intelligent, all affixed with softwares, sensors, and even artificial intelligence developments.

This shift is being motivated by the convergence of a few key factors:

• Internet of Things (IoT) in FM
• Advanced HVAC Technology
• Drones in FM
• BIM for FM

The Internet of Things (IoT) in Facilities Management

In the FM sector, IoT refers to the network of internet accessible devices used by a building/facility. It relies on tools such as sensors and thermostats to evaluate data, thereby reducing the amount of energy used for each FM task. Each sensor picks up data in a building to better inform the FM team on current temperature, number of people utilising certain areas, light, vibration or even sound levels in different areas of a building.

A smart FM system is capable of interacting with the occupants and designing preventive or predictive systems for building owners. For example, organisations that provide cafeteria service for a large staff, can display a sensor system capable of detecting the amount of clean trays stacked on the shelves, so that cooks are able to find out if more food needs to be prepared.

The example of IoT is better described using the human anatomy. With better communication between the sum of different body parts, it yields better results for a healthy person with a fully functional body system. In the case of using IoT systems, it can potentially reduce total energy bills, and provide insightful data to improve the entire value chain of a building.

The Lifelong Learning Institute (LLI), where it is home to state-of-the-art vertical green walls that run on an automatic irrigation system is an example on the use of sensors (in this case to measure water levels) to evaluate data. This is where Surbana Jurong’s FM site team works alongside building owner, to devise a schedule that holds records on balanced water supply, ensuring that the plants are acclimatised to the unpredictable weather, and are properly hydrated. (Please refer to Diagram 1 for the vertical green walls with automatic irrigation system)

An Energy Management Programme was initiated with LLI building tenants to help them reduce carbon footprint through energy reduction. The team was able to do this by individually customising the air-con operating hours of in-house tenants, so they will automatically switch on/off during business hours. LLI has also started the use of Smart Building Management System, which works on a single platform to control various mechanical and electrical systems in the building.

The use of automation such as Robotic Cleaners, Automated Mobile Floor Scrubbers, and Customer Service Kiosks, not only improve efficiency level, there is also a significant reduction in the need to employ more cleaning staff.

Advanced HVAC Technology

We know that the HVAC system is expensive to use and maintain in large facilities. And building owners are armed with the objective to reduce cost of heating and cooling a facility, while also reducing environmental footprint. Advancements in HVAC facility management technologies and Building Automation Systems (BAS) have come a long way in reducing FM costs, which also provide building owners the opportunity to prevent costly equipment failure by solving problems, ie preventive maintenance, before they occur.

In the last couple of years, technology and the implementation of “Green” ideas have prompted some transformational changes in HVAC systems. The Hive @ National Technological University of Singapore (NTU) first adopted and implemented the Passive Displacement Ventilation (PDV) technology, with the assistance of Surbana Jurong’s FM team in their maintenance efforts. PDV is a method of cooling a room where no fans are required, resulting in the elimination of vibration and noises from the supplied air flow. The building is equipped with special metal coils with cold water flowing through them. This cools the wind which enters the classroom and removes hot air via convection. In addition, the openings between pods allow for natural ventilation to the atrium, corridors, staircases, and lift lobby. As PDV does not contain mechanical parts, the likelihood of faults and breakdown is reduced significantly. Manpower needed for maintenance is also decreased, as it only involves vacuuming and draining the system. In the following years, approximately half of NTU’s campus space will be retrofitted with PDV.

Surbana Jurong’s FM team has also proposed and assisted NTU to implement several energy savings strategies for its Air-Conditioning & Mechanical Ventilation (ACMV) systems. These notable energy saving strategies based on a two-pronged approach have helped NTU achieve the required energy efficiency for the BCA Green Mark Platinum Award.

Drones in Facilities Management

Drones, or unmanned aerial vehicles, bring about incredible opportunities for improved efficiency in FM. They are set to revolutionise the way FMs work. Access equipment such as aerial work platforms, scaffolding and lifts is expensive, but is necessary to inspect rooftops and other hard-to-reach areas. It is also time-consuming to build and put in place, and then to tear down. Drones, on the other hand, allow inspections of areas that are difficult to access or dangerous to monitor, saving time and keeping workers safe. JTC Corporation, in which Surbana Jurong provides services & support for its industrial projects, uses drones to carry out trial and façade inspections.

The speed of collecting data is another huge benefit for FMs who use drones. It is not just money saved in man hours, it is also money saved through getting equipment back in place sooner than later.

BIM for Facility Management

Building Information Modelling (BIM) is a method of creating and using coordinated computational information about a building project in design, construction and operation. It is gaining traction around the world, presenting new methods of analysing models in ways that were not previously possible.

BIM takes on different meanings to different stakeholders – it is based on the different requirements and objectives across the entire building lifecycle. Architects can analyse designs and look at more design iterations earlier in the process, and provide basic rendered models faster to help communicate design intent. Engineers can understand how their systems will affect building design, operation requirements, sustainability and cost. Construction teams can use BIM model for time and cost management in the fabrication and assembly process. Facility Managers can have 3D visualisation from the geometry model of the design, and both the model and data can be ported into FM systems to better manage the building.

Conclusion

The demands of constantly building the most technologically advanced FM systems and automation is prevalent in keeping pace with the growth of global economy. Integration is key to streamlining processes, and the involvement of FM at every stage of building plan, design and construction is crucial

The role of the Facilities Management team, in a nutshell, also changes with time and ever-evolving technology. The FM team now plays a more involved role in co-managing/partnering a facility. While the delivery of service quality to clients remains a top priority, the ability to co-manage a facility cohesively and successfully, together with the building owner, is a skill which may not be trained.

In an organisation like Surbana Jurong that offers the full suite of urban planning, construction and maintenance, the Facilities Management team or the “Heartwares” behind it, is truly the backbone that will withstand the building’s test of time – making it operationally viable, and sustainable.

This article is co-created by Surbana Jurong Academy.

Transforming the construction sector to take advantage of the opportunities presented by digital technologies is a global challenge. Singapore has a vision to meet this challenge, but is the industry prepared for the scale of change required?

Introduction

The use of digital technologies is transforming the global construction industry. New data-led tools and processes are available with the capacity to boost productivity in design and construction and are already enabling new levels of efficiency and collaboration across the supply chain.

Singapore’s Building and Construction Authority (BCA) is embracing this opportunity and responding to other global challenges such as climate change and rapid urbanisation with its recently launched Construction Industry Transformation Map (ITM). This intends to power Singapore’s construction industry into the modern world by supporting supply chain skills to underpin competitiveness.

The widespread use of Integrated Digital Delivery (IDD), as illustrated in diagram 1, is one of three key initiatives driving the transformation announced by BCA on 24th October 2017. IDD sits alongside the adoption of Design for Manufacturing and Assembly (DfMA) techniques and the development of Green Buildings as key investments that the government hopes will radically change Singapore’s approach to construction.

Yet this transformation is a global challenge. As such, BCA’s ITM initiative looks to support existing home-grown design and management systems expertise and position Singapore’s industry ready to compete across other international economies. Changes to the syllabus taught in Institutes of Higher Learning (IHL), should see some 80,000 personnel trained to create a new national skill base ready to tackle these critical global challenges.

Putting Integrated Digital Delivery at the Heart of Construction

Integrated Digital Delivery describes the use of digital technologies to integrate all processes and stakeholders throughout the construction lifecycle. It is a process which, using cloud-based technologies, enables a single, up-to-date source of project data to be accessed by all.

The adoption of Building Information Modelling (BIM) is the key to the success of IDD, enabling all parties and stakeholders to collaborate using advanced info-communications technology (ICT) and smart technologies.

However, there are also many design and dimensional uses of digital technologies and IDD encourages and enables information sharing while also reducing the risk of error and duplication. Technologies that underpin this delivery include:

• The use of Building Information Modelling (BIM) and all its different dimensions such as 4D time and scheduling, 5D cost management, 6D asset management and 7D simulations;
• Coupling peripheral technologies such as using drones for inspections;
• Virtual, mixed, immersive, and augmented reality for visualisation;
• Computational science to analyse data and optimise or even solve design challenges.

The BCA’s ITM puts these technologies at the heart of construction’s transformation to deliver more sustainable design and construction practices.

Making the Case for Digital Change

One of the biggest global challenges facing the construction sector as it prepares for digital transformation is overcoming the inherent social resistance to the use of new technologies. In such an established and conservative sector, establishing a robust plan for change is essential.

The move away from 2D design to embrace technology started with 3D Computer Aided Design (CAD). More recently, the widespread adoption of BIM has caused a major shift in thinking, practice, and process across the sector.

The shift towards the use of centralised cloud-based data storage as the foundation of Integrated Digital Design presents new challenges for a sector used to working locally. It will require industry professionals to adopt an open mind and to thoroughly question what and how processes should be changed to maximise potential gains.

Embracing this change should also include work to identify the potential gaps in knowledge or any immediate practical issues that might arise from the use of a cloud based system. Staff will need to be trained to embrace this new world.

Helping a generation accustomed to existing technologies and processes will require focus to steadily change their mind-set towards the use of new technologies and new ways of working. Awareness of the likely immediate impact on staff motivation is vital along with establishment of a change management programme designed to break down any barrier to adoption.

A New Approach to Design

The use of the powerful shared modelling, design and visualisation technologies are central benefits of Integrated Digital Design processes. They provide clients and developers with more options to interrogate and virtually “see” finished designs, and provide designers with an excellent opportunity to showcase and contrast a range of design options and considerations.

Significantly, this ability to rapidly assess multiple options across the design process, provides commercial opportunities. In effect, the firm capable of designing and demonstrating the best value solutions, with the best options and design, should be better positioned to win the job.

As a result, we also now see IDD, and in particular the use of 4D (as seen in Diagram 2 – the use of 4D BIM for design and consultancy works for Wisteria Mall in Yishun) and 5D BIM, driving a new approach to design in which construction and constructability is kept top of mind. This so-called Construction-Led-Design (CLD) boosts efficiency by integrating the design and construction process, preventing contractors from having to redesign proposals to suit their specific methods or working preferences.

Inevitably the sector will shift more and more towards this CLD approach as developers quickly realize that in a world of high land prices requiring quick product-to-market times, such techniques will improve yield, rates of return and profitability.

Embracing IDD processes should also underpin greater use of off-site fabrication and Design for Manufacturing and Assembly (DfMA – as seen in Diagram 3) principles to create a win-win across construction – from the client down through the supply chain. And from Singapore’s national economic perspective, this approach will improve productivity as measured by the Ministry of Trade and Industry (MTI).

Unleashing the Power of Collaboration

Singapore’s ITM vision also called for greater collaboration across the construction supply chain, in the way that contracts are set out. The use of IDD is central to delivering this vision.

Traditional contracts can be adversarial, setting firms head to head with clear winners and losers. In contrast, collaborative contracts such as, for example, the New Engineering Contract, take a fairer approach; sharing information and working with a blameless culture.

The increased use of IDD in Singapore will inevitably accelerate the move towards more such collaborative contracts. But it will also prompt new roles in the industry, roles that help facilitate collaboration and help to avoid and/or decide on disputes faster so that the project can move on.

This change will require a new breed of professionals with facilitation and coaching skills to help foster better communication between the project team members. These individuals will not only have to be proficient in contracts, mediation and facilitation, but also have the technical skills to spot potential issues early.

The move to embrace digital technology will also change the way that construction professionals interact, with office spaces changing to accommodate tele-conferencing and virtual reality workshops. Co-location will be commonplace in construction teams and so-called WAR (Work Action Resolution) Rooms will enable geographically separated teams to collaborate and interact virtually.

Choosing the Right Hardware and Software

As the construction sector embraces the new digital world, it becomes increasingly important that professionals understand and manage the impact of their software and hardware choices and the associated costs.

The market for construction-focused hardware and software has grown rapidly. For example, in the virtual reality field, there are already a multitude of solutions available based around products such as the Microsoft HoloLens and HTC Vive headsets and many other platforms exist to create bespoke Immersive Virtual Reality Rooms. Each has its specific purpose, capital and operational cost, and maintenance regime which need to be thoroughly understood.

Similarly, there are also several types of collaborative platforms with different brands serving different purposes. Choosing the wrong software not only can be costly but may also cause users to dislike the software, taking them longer to embrace new work processes.

The Need for Education

Greater use of digital technology in construction has prompted a transformation in the way professionals are educated and a change to the subjects taught at universities and technical colleges.

Globally it is vital that industry works closely with academia to set out the requirements of a modern construction syllabus. With Singapore’s universities now adopting a mix of academic and practical learning, Institutes of Higher Learning (IHL) are increasingly seeking volunteers from industry to transfer their practical knowledge into education.

There is also an increasing trend for private and public-sector firms to create corporate laboratories in schools in which academics and practitioners sit together to resolve technical and management issues.

However, as more and more of engineering design becomes computerised and modelled, there are growing calls from industry for IHLs to focus on the basics and ensure that the foundations are taught well. Without these basic skills, the use of IDD process could propel the production of poor or even life-threatening designs.

Conclusion

The use of IDD will see future designs optimised, with buildings hosting a wide array of high-tech Internet-of-things (IoT) sensors and monitors to improve building performance, boost the quality of life for occupants and aid facilities management.

Yet embracing the required change will not be straightforward for many in this traditional sector. Leadership is vital to embed new technologies into process management and to encourage the adoption of new working practices and tools by staff.

To maximise the opportunities that this change presents, industry must shape the sector to capitalise on the digital journey. That means making investment not only in the vital hardware and software tools necessary to embrace a digital future, but also in the education required to provide professionals with the right skills.

However, it is also clear that for construction to embrace its digital future, educators cannot overlook the teaching of core engineering knowledge. While digital process can certainly enhance design and communication, there will still be a vital need for human participation, leadership and engineering skill.

This article is co-created by Surbana Jurong Academy.

Perspectives, developed by SJ Academy, is our platform to explore new ways of tackling some of today’s most complex challenges. We draw on ideas and opinions from our staff associates and experts across different businesses. Click here to read more about Technology & Innovation, Infrastructure & Connectivity, and Design Leadership.