robotizing workforce in future built environmentsbusan geoje fixed link 26,5m 12m busan geoje fixed...
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Robotizing workforce in future built environments
Citation for published version (APA):Maas, G. J., & Gassel, van, F. J. M. (2014). Robotizing workforce in future built environments. InternationalScientific Conference Construction Technology and Management (CTM 2014), September 9-10, 2014,Bratislava, Slovakia, Bratislava, Slovakia.
Document status and date:Published: 01/01/2014
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Download date: 22. Aug. 2020
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Robotizing Workforce in Future Built Environments Ger Maas & Frans van Gassel
CTM 2014
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Safety
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N. Karl Wiggins, BAM Construction
Safety
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The presenters
Frans van Gassel Eindhoven University of
Technology (The Netherlands
• Construction management & engineering • Former Secretary General IAARC
Ger Maas Eindhoven University of
Technology and
Royal BAM Group (The Netherlands)
• Construction management & engineering • European strategy in construction
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Construction management research
www.fransvangassel.nl
A method for analyzing unsafe en unhealthy
production processes on the construction site.
& Design principles to
improve creative and collaborative working.
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The construction sector in EU27 (1)
The biggest industrial employer: – 10.4% of GDP and 49.2% of
Gross Fixed Capital Formation (FIEC, 2008)
– 30% of industrial employment, 7.6% of total employment (16.3 million operatives)
– 3 millions enterprises (95% SMEs with <20 workers, local markets, low innovative)
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The construction sector in EU27 (2)
A large influence on the whole economy
– 48,9 millions workers
depending on Construction – The buildings/infrastructure
supplied by the Construction sector serve a lot of other industries and services
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The construction sector in EU27 (3)
A large influence on the whole economy
– Construction can make the
difference – Automation and Robotics can
help construction to do so!
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European policy (1)
Challenges: To address and to adapt • Climate change • Demographic change, • Energy supply and security, • Food shortages • Safety • Environmental concerns.
Smart Grid
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European policy (2)
Demands: For convenience • Low maintenance • Automation • Flexibility • Health improve features • Optimal environmental integration
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From Production to Performance
• Not just what construction makes • Does it fit? • Are users happy? • Are working conditions safe?
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Busan Geoje Fixed Link
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Busan Geoje Fixed Link
26,5m
12m
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Busan Geoje Fixed Link
Automation
To measure location To measure the flow and waves To control, check and steer tunnel elements
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Human machine technologies Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
Construction engineering
Future needs in automation and robotics
Construction management
Performance engineering
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Mechanization graph (1) Horizontal axis: • Control tasks equipment Vertical axis: • Energy supply in production process.
Control tasks equipment
Energy task equipment
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Mechanization graph (2)
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Mechanization examples (1)
THE NETHERLANDS
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Mechanization examples (2)
JAPAN
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Mechanization examples (3)
CHINA
JAPAN
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Mechanization examples (4)
ROTTERDAM
R
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Mechanization examples (5)
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Labor analysis (1)
Before starting to mechanize and robotize construction processes there is a need to get more insight into the production tasks of the construction worker and equipment. To get this insight an analysis method has been developed.
Human actions
Equipment actions
Initial situation
End situation
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Labor analysis (2)
Before starting to mechanize and robotize construction processes there is a need to get more insight into the production tasks of the construction worker and equipment. To get this insight an analysis method has been developed.
Human actions
Equipment actions
Initial situation
Human actions
Equipment actions
Mechanization Robotizing
End situation
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Modular construction
To shift heavy and complex construction tasks from the site to the factory modular construction can be a solution. To design the production process of such modular system a method has been developed and applied.
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Topics Human machine Technologies
Mechanization phases, Labouranalysis, Modulair construction
Process management Creative meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Creative meetings (1)
Designing mechanized and robotized production processes needs collaboration between all types of professionals. During creative meetings this collaboration can be taken place. Working methods are developed to create new ideas and concepts.
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Creative meetings (2)
Creativity techniques 1. Making what you think visible: mind maps
2. Group idea creation: brainstorm sessions
3. Systematic idea generation: Systematic Inventive Thinking (SIT)
4. To create insight: simulation games
3
4 2
1
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Creative meetings (3)
Problem (re-)formulation
Creation ideas
Choosing ideas
Action planning
Problem description A creative meeting has to be prepared very carefully. To obtain really new concepts a certain order of activities is necessary.
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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BIM (1)
Building Information Modeling (BIM) in the life cycle
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BIM (2)
NCC’s three stepped approach to VDC, with some typical uses.
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BIM (3)
BIM implementation process of BAM (2013)
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Lean management (1) How to start Lean management at project level? • Place responsibility as low as possible within
the organization • The project manager nor the works foreman
has the lead during the Lean session • The specialists (workforce of BAM Civiel and
workforce of subcontractors/supplies) have the lead during the Lean sessions
• The specialists make interface agreements
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Lean management (2) Key learning: Reverse the hierarchy. • Managers are there to support and enable the site teams and the workforce • Work to change key resistors – they will become advocates of lean • Leadership messages need to be carefully cascaded on large projects • The approach can be scaled up for large projects (the supply chain led the planning of work to deliver client outcomes within constraints) • Integrate the team(s) - work together e.g. through co-location • Interfaces must be owned by the parties interfacing – not the main contractor
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Lean management (3)
Transferring this approach to construction focuses on: • the reduction of construction period • the reduction of the variability • the simplification of tasks • the increase of transparency • the increase of flexibility
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Lean management (4)
Project values 1 • Reduction building period (25-
50%) • Better communication • Less stress on the work floor • Reduction on general
construction costs (e.g. man-hours, equipment, offices for staff, rooms for personnel)
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Lean management (5)
Project values 2 • Building specialists know what they and the others have to do • Building specialists take responsibility for their scope of work, the interfaces and the success of the entire project
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Active aging in an aging society (1)
The coming decades a discrepancy will arise between the number people who can work and median age of people who are part of our community.
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COUNTRIES – LARGEST POPULATION
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1,600,000
20142030
X 1000
(Koshi, 2014)
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GLOBAL POPULATION DISTRIBUTION
CHINA INDIA
25%
Rest
United States Indonesia
Brazil Pakistan Nigeria
Bangladesh Russia Japan
62% 13%
(Koshi, 2014)
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http://www.worldlifeexpectancy.com/
World 1990
(Koshi, 2014)
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World 1950 - 2050
(Koshi, 2014)
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2020 (World)
1990 (World)
2000 (World)
2050 (World)
2020 (China)
2020 (India)
2020 (USA)
2020 (Japan)
2020 (Nigeria)
http://www.worldlifeexpectancy.com/
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POPULATION TRIANGLE SHAPE
GENERAL REQUIREMENT FOR AUTOMATION
REQUIREMENT FOR JOB CREATION
LOW HIGH
MED HIGH
HIGH LOW (Koshi, 2014)
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1: Developing business models. Proposing new business models that are able to exploit the new regulations / methodologies / technologies for building. Theme 2: Housing policies. To support affordable housing and in-home care later in life. Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular Theme 4: Housing costs and energy saving. A need for innovative, economical design and building. Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers. Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.
and in-home care later in life. Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular Theme 4: Housing costs and energy saving. A need for innovative, economical design and building. Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers. Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.
Theme 1: Developing business models. Proposing new business models that are able to exploit the new regulations / methodologies / technologies for building.
Theme 2: Housing policies. To support affordable housing and in-home care later in life.
Theme 3: Ageing and consumer spending. Attitudes and spending patterns with respect to housing, healthcare and accessibility in particular.
Theme 4: Housing costs and energy saving. A need for innovative, economical design and building.
Theme 5: Ageing at work. Productivity and skills. The changing needs of workers and employers.
Theme 6: Investment and Infrastructure. Assessing the true economic value of investment in projects for the ageing population particularly in the planning and designing for an ageing populace at an urban level.
Themes for R&D in active ageing in the built environment
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Active aging in an aging society (3)
Themes: • Housing & Daily Living
• Mobility & Transport
• Work & Leisure
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Topics Human machine technologies
Mechanization phases, Labor analysis, Modular construction
Process management Design meetings, BIM, Lean management
Performance technologies Active aging
Client and Societal values
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Client’s and societal values
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Rotterdam Medical Centre (1) • City centre of Rotterdam • New hospital • Condensed urban area • No space • 31 stories high building • In a factory
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<Wijzig de datum met beeld\kop en voettekst>
Koninklijke BAM Groep nv - <vestiging> - <verkorte titel> 57
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Rotterdam Medical Centre (3) • No space
• 31 stories high building • In a factory
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G Rotterdam Medical Centre (4) Every week one floor in the factory on top of the new building
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Rotterdam Medical Centre (5) • Every week one floor in
the factory on top of the new building • Prefab wall elements • Prefab floor elements • In situ top layer at the floor
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Rotterdam Medical Centre (7)
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G Rotterdam Medical Centre (8)
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Rotterdam Medical Centre (9)
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Rotterdam Medical Centre (10)
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Rotterdam Medical Centre (11)
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Rotterdam Medical Centre (12) concrete elements As wall As floor Fixed with dry joints
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Rotterdam Medical Centre (13) 2 “Frames” support the steel factory
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Rotterdam Medical Centre (14)
2 steel beams support the shed from 2 levels below.
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Rotterdam Medical Centre (15) Hydraulic jacks move the
factory up every week one floor
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Rotterdam Medical Centre (16) • Health and Safety conditions • Integration of Design and Build • Community relation • Quality
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<Wijzig de datum met beeld\kop en voettekst>
Koninklijke BAM Groep nv - <vestiging> - <verkorte titel> 71
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Client’s and societal values
Process • Make work less heavy and more safe • Support collaborative design and construction • Monitor the performance of the designers/suppliers/contractors Product • Create low maintenance products • Support aging people at work and at home
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Thank you for listening and enjoy the CTM 2014 symposium
Ger Maas & Frans van Gassel
CTM 2014
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