Digital In Construction, How Can We Be Ready For It?

The Construction Industry of Singapore has been recently introduced to the Integrated Digital Delivery (IDD) process as announced by the Building and Construction Authority (BCA) on the 24th of October 2017. The IDD is one of the initiatives that support the suggestions in the Construction Industry Transformation Map (ITM) to power the construction industry of Singapore into the modern world, keeping its competitiveness and relevance. As one of the 23 sectors identified to develop its own ITM, it is set to see a sea change in the processes, technologies used, thought-leadership, and even the syllabus taught in the Institute of Higher Learnings (IHLs).

There are also many dimensional uses of technologies and software and the IDD is encouraging the sharing of information using cloud-based technologies to enhance collaboration between parties. Many articles have been published on:

The use of Building Information Modelling (BIM) and all its different dimensions such as 4D - on time and scheduling, 5D - on Cost Management, 6D - on Asset Management and 7D - on Simulations;

Coupling peripheral technologies such as using Drones for inspections; Virtual, Mixed, Immersive and Augmented Reality for visualization and the “touch and feel” in the virtual world; Computational Science which uses programming languages to optimize designs and even solve design challenges; and, The adoption of more Sustainable Practices and Green Building Design.

These advances in the Digital World will bring more and more transformation to the industry and it will place Singapore competitively amongst international economies. Coupled with home-grown talents in design and management systems, Singapore companies can now work overseas seamlessly and compete in design and engineering know-how efficaciously. There is also an aim to have more than 80,000 personnel trained in IDD, Design for Manufacturing and Assembly (DfMA), and Green Buildings, and this effort will create a base of skilled individuals to tackle industry challenges that digital construction could bring about.

Some exciting thought-leadership would surface in any discussion when it comes to IDD or the ITM, which could include the following:

Any change in process and technology adoption would require a well-thought-out plan for change management. Switching from 2D CAD to BIM has already caused a major paradigm shift and now, with the introduction of using cloud-based software, there is a need to thoroughly question what processes would be changed, why the need for change and how can such changes enhance productivity. What are the gaps and the immediate issues that would arise? For instance, if the information is to be kept highly confidential, then there is a need to have in-country cloud-based solutions with N+1 or 2N redundancy systems in-country as opposed to having data centers located outside Singapore.

There will also be a generation that will be accustomed to old technologies and current processes. Consideration has to be given to steadily change the mindset on the use of new technologies and processes. Imagine being used to a process for a decade and you are introduced to something new which is supposed to improve efficiencies. There will be an immediate barrier to change and adoption, hence a coaching mindset and programmed change management are needed.

Top management support and the use of coaching mindsets are therefore important ingredients to create a condition for success for adoption and change. The only constant thing is change, hence there is a need for constant change management. The Need for New Thought-Leadership in Design

Due to the use of the technologies and processes in IDD, clients and developers will have better choices and options to look at and virtually “see” using VR. This provides an excellent opportunity for designers to showcase their design considerations taking into account financial, technical, and product development parameters. The firm that will give the best value solution with the best options and design, will get the job. This can be done efficiently and effectively.

That would also spin a novel design approach to which design has to be carried out with construction in mind, i.e., Construction-Led-Design (CLD). For instance, it is inefficient to design traditionally in one system and have the contractor change it in his design proposal for DfMA. It will certainly prove costly. Another paradigm shift would be the need to design with DfMA principles. It is foreseeable that design in the future will be from an array of BIM catalogs that will be published in an open-source for designers to download, exchange information, and improve specifications of materials.

The design will shift more and more to CLD and developers will quickly realize that in this competitive world of high land prices and the need for quick product-to-market, CLD and DfMA will prove better in yield, rate of returns, and profitability; creating a win-win situation to everyone in the construction team. This will, in turn, improve the value-add in productivity that is measured by the Ministry of Trade and Industry (MTI), corresponding to the physical productivity improvement measured by BCA.

The Need for Collaboration The ITM and IDD also called for the need for collaboration, not only in social terms but also in contract terms. Traditional contracts can be adversarial and there can only be one winner whereas collaborative contracts are fairer and have elements of sharing information, working together with a blameless culture. There are several contracts in the world that celebrates this collaboration ethos, contracts like the New Engineering Contract are just one example. Therefore, there will be definite changes in the standard forms used in Singapore. There will be 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. Here lies a new breed of discipline that requires facilitation cum coaching characteristics that will foster better ties with the project team members. 

 These individuals are not only respected but proficient in contracts, mediation, facilitation, and experienced with foresight on project issues that may become big issues later. They will coerce the team to work together to get a resolution early. Again, another interesting role to watch out for.

There will also be physical changes in meeting rooms and spaces for the meeting. Big Rooms, WAR (Work Action Resolution) Rooms, will be created to facilitate collaboration in BIM and in physical work. Co-location will be commonplace in construction teams, which will enhance the design process simply because everyone is seated together and working together.

It is granted that the design process will be more intensive, equating to increased manpower use for a single project, plus more fees. However, overall, the project will have a better product, be completed on time or earlier, maybe even with cost-savings. There are many tangible and intangible benefits that will arise from such a physical working paradigm in the digital world. The Need for Right Hardware and Software There are many hardware and software that can be used in the Construction Industry. For Virtual Reality, there are already several systems like HoloLens, HTC Vive, and the Immersive Virtual Reality Room (Cave). Each one has its specific purpose, capital, and operational cost and maintenance management. There is a need to understand how these software, hardware and the associated cost, will dovetail into businesses.

There are several types of collaborative platforms and varied brands can serve different purposes. Choosing the wrong software would be like using a sledgehammer to swat a fly and it can be costly to the company. Being costly and cumbersome may cause users to dislike the software, taking them longer to embrace the software. The Need for Education and Working with IHLs One of the highlights of the ITM is to work closely with the IHLs. This is essential because the IHLs can only give basic knowledge and foundational teaching to students and they may not be conversant with the latest procedures and challenges the industry is facing. Therefore, to ensure that the lectures are current, there is a need to ensure industry involvement and contribution to IHLs to ensure the education syllabus is kept current. Universities have now adopted a mixed route of learning, that is, the academic route and the practice route. What the IHLs need are volunteers or industry practitioners who want to try out the teaching field, to go into education from practice.

There is also an increasing trend that private and public-sector firms are now creating corporate laboratories in schools to resolve industry challenges. Academics and practitioners sit together to resolve technical and management issues. This sort of partnership is increasingly becoming important as not only applied solutions are found but are also passed down to students to learn from as case studies, thus bringing in the dimension of practicality to schools. There is also a call to ensure that IHLs go back to basics and ensure that the fundamentals are taught well. This is because, in the digital world, there are many things to consider. But if the foundations are not taught well, even with the IDD process, there could be life-threatening designs being produced. Some may argue that with computational BIM and automated checking systems in place, such mistakes will not happen. The question is, how much do you want to trust the computer? It is always good to have the fundamentals of the discipline grounded into the student prior to teaching the technologies and new management systems in the industry.

The Need for a 360 Degree Design Approach (Resiliency in Projects) The last point to be made is that with IDD and the pending digital age, we can expect to have exciting building designs because designers are able to push the boundaries of design through computation, and, manufacturers are able to produce components for assembly on-site under the DfMA concepts. So, Constructability, Buildability, Quality, and Sustainability will all be givens – the new catchphrase will be resiliency in projects, whereby there will be designs that are asset-proofed, all-inclusive to all walks of lives, and most importantly, sustainable.

These designs will be optimized through design efficiencies and because of the adoption of advanced digital technologies, buildings will host a wide array of high-tech stuff such as the Internet-of-things (IoT) that can improve the quality of lives and aid Digital Facilities Management. So, for instance, walkways will be wider to accommodate the aged or the hearing-impaired who require space to see each other who are signing.

Conclusion

Digital in Construction is here to stay and it is clear it is not as easy as switching on a light. There is a need for good thought leadership in process management and social adoption, including the participation of the industry to ensure the next generation of entrants have the opportunity to experience the digital journey. There is also a need to ensure that among all the digital processes, the embracement of the core knowledge, the back to basics, is ensued. Though the digital process can embellish and enhance design and communication, there is still the need for human participation and leadership.