affordable passive house commercial buildings ~ secrets

Affordable Passive House Commercial Buildings ~ Secrets Revealed

Better Buildings by Design 2016 Burlington, VT


Presenter: Adam J. Cohen, RA VT, NH, CO, MD, CPHC NA & EU, LEED AP ®



Adam who?



Near West Theater• 20,000 sq ft• Assembly • New construction

Competition BMW of Smithtown• 20,000 sq ft• Retail showroom• Renovation and addition

Westhampton Residence Hall• 50,000 sq ft• Dormitory• New construction

Oracle Institute• 8,000 sq ft• Assembly • New construction

The Distillery• 50,000 sq ft• Mixed Use • New construction

2nd & Delaware• 300,000 sq ft• Mixed Use • New construction

Care First• 20,000 sq ft• Animal Hospital • New construction

St. Paul’s• 6,000 sq ft• Residential• New construction

Adam who?

Odin View Senior Living• 50,000 sq ft• Multi-Family• New Construction

Roxbury Place• 50,000 sq ft• Multi-Family• New Construction

Ambridge Crossing• 50,000 sq ft• Multi-Family• New Construction



Better Buildings by Design 2014 We discussed the how of commercial Passivhaus

• Our Responsibility as Pioneers• We have the ability to move forward and change building in America• We also have the ability to ruin the future of Passivhaus in America



Better Buildings by Design 2014 We discussed the how of commercial Passivhaus

• Size• Occupancy and use patterns

• Simple occupancy• Complex occupancy• Special occupancy

• Applying occupancy to energy usage• DHW• Ventilation• Plug loads• Lighting• Process loads

• Getting the heat balance right• Zoning• Dynamic vs Static simulation

TOTAL Annual Kilowatt Hours Plug Loads

TFA kWh/SF Allowable kWh/sf 11.1/2.7

4396.986867 4640 0.94753 4.111111111OP #5 Doctor's

Curing Light 1 hr/day 1 Yes 9V, 1.2A, 11W 5 11 0.055 50 2.75Operating Light 7 hr/day + 4 hr 1 Yes 120V, 2.8A, 95W halogen 32 120 2.8 95 3.04 50 152Chair 20 min/day 1 Yes 120V, 10A 1.66667 120 10 1200 2 50 100Operatory Unit 30 min/day 1 Yes 120V, 3.1A,2.8A,1.4A 2.5 120 3.1 372 0.93 50 46.5Amalgamator 3 min/day 1 Yes 120V,155W 0.25 155 0.03875 50 1.9375X-Ray 30 sec/day 1 Yes 120V, 8Amomentary 0.04167 120 8 960 0.04 50 2

OP #6 Doctor's



Better Buildings by Design 2015We discussed the why of commercial Passivhaus

• What Makes it So Attractive?

?AR&T Architects

ScalePassivhaus Principles

COLD



Better Buildings by Design 2015To find solutions you must understanding the problem

• What is holding us back?• Understanding the basic physics• Understand how to use this knowledge• Understand the implications of the use of this knowledge• Understanding the obstacles



Better Buildings by Design 2015Mental Obstacles - Changing the way we do business

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Better Buildings by Design 2016This year we focus on understanding LEAN

• What is LEAN?• Lean is a bad name like Passivhaus• Applied by Americans to Toyota production system



Better Buildings by Design 2016This year we focus on understanding LEAN

• Lean is really a poor word because you tend to think of it as optimization to the detriment of others. Trying to make the mostmoney out of your employees – perception of lean

• Perception that Lean is a set of tools, a-3, pull planning, Kanban, etc



Lean AT HIGHEST LEVEL creating a system of thinkingIt is all in your head

• Respect for people – everybody involved in anything you do is a human being and needs to be seen as a human being, Equalto you that bring with them the potential for equal thinking and respect

• Also makes the assumption that people want to do the right thing• I fall down – I have been disappointed – I assume the best of everyone – not everyone is motived by wanting to do their best

• Certain folks just do not want to do their best



Team Building is ParamountNot about tools, without the mindset the tools just add work and complexity to project

• 30,000 Ft view – mindset – concept treat people with respect, do the best I can do always, give 110%, Own it• Getting minds over the hump of understanding of what you are doing• Understand the basis of LEAN – Take it into your soul• What does that mean for me in the way I do things



2nd level of lean What are we trying to do?

• Recognize everything we do is a system – talk on phone, answer email, draw working drawings, manufacturing panels, etc• All processes can be looked at analytically, then quantified then analyzed, optimized then create a feedback system for

improvement using benchmarks• I can do these three steps to make things better, then do it and analyze well these were pretty good now let’s tweak

them



Do more with lessEveryday, all day

• Work very much smarter (we all work hard already)• Anytime you create or do anything, work with the most leverage and most efficient processes• Always questioning – “what am I doing today” and “what can I bring to this process that I can systematize and improve it”



Concepts vs. Strategies

Implement

Assess

Revise

Develop

Implement

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Assess

Systematic SystemizationLEAN EVERYTHING!



How do I implement a strategy of continuous improvement?Standard work vs non-standard work

• Standard work is work you repeat• Standard work can be broken down into standard steps• Recognize where we can standardize, where we can create constancy with what we are doing, and start to create

efficiency by creating consistency• Recognize unique problems (non-standard work) and do not institutionalize non-standard work• Continually revisit process for improvement



Standard WorkWhat do you do all day?



How do I implement a strategy of continuous improvement?What do we suck at?

• What do we suck the worst at?5. Feedback variance reporting

Production Commercial1. Project coordinator position define & redistribute

a. Selectionsb. Processes

i. Earlierii. Knowledgeable hand holder

c. Allowances2. Handoff sales to production3. Final billing efficiency

a. Residential Goal – Complete final bill prior to owner occupying buildingb. Commercial Goals –

i. Preliminary final bill @ C of Oii. Final bill within two weeks of completion of work

4. Feedback variance reportingEstimating

1. Streamline estimating to accountinga. Update conversion sheetb. Automate schedule of values

2. Streamline field purchasing3. Feedback variance reporting

Architecture1. Scheduling

a. Estimate man hours, track time and moneyb. Adam analyze old jobsc. Integrate more with production for pricing drawings and final drawingsd. Use Revit

2. Standardize plans for consistency and accuracya. Basil to give Adam standard plans details

3. Design / build team into reality throughout process – ResidentialMarketing

1. Earlier buy in with clientsa. 1 contact personb. GMP which switches to fixed pricec. Define scope upfrontd. Scope evolution sheet

2. Prospecting3. Customer feedback

Management1. High / Mid level management processes

a. Job cost / schedule report – upper management – monthlyb. Weekly selection reporting – mid managementc. Weekly schedule reporting from the field - mid management d. Open field issue summary - mid managemente. “Job issues” report - upper management

2. Better PSA2. Improve Physical Plant3. Job descriptions integrate to processes3. Increase efficiency and define roles better4. Focus on employee morale5. Reduce interdepartmental disturbances6. Organize archives

Accounting1. Final billing efficiency

a. Residential Goal – Complete final bill prior to owner occupying buildingb. Commercial Goals –

i. Preliminary final bill @ C of Oii. Final bill within two weeks of completion of work

1a. Billing questions to Angie a. Change signature on bills from Carol to Angie2. Streamline field purchasing3. Streamline estimating to accounting process4. Accounting reports5. Fix change orders6. Feedback variance reporting

Production Residential1. Field quality control

a. PM weekly inspections, meetings & reportb. Implement checklist

2. Take lead / control of processes & customers3. Project coordinator position define & redistribute

a. Selectionsb. Processes

i. Earlierii. Knowledgeable hand holder

c. Allowances3. Design / build team into reality throughout process4. Handoff sales to production5. Feedback variance reporting



How do I implement a strategy of continuous improvement?What do we suck at?

• Prioritize the list, don’t try to attack the whole list at once• Take the top 3, make a 50% improvement in the top and move it

down the list• Creates continuous improvement• Look critically at standard work, try to improve standard work

and benchmark so we can make sure it is a better way to worktogether.

Areas of Improvement Priority Came from CompletedBack Office Office Administrative Purchase order system - implementing AdamBack Office Office Administrative Conduct reasearch on existing processes prior to implementing change AdamBack Office Office Administrative Scheduling of work in pipeline AdamBack Office Office Phase #1 - Initialize Project Office work flow management AaronBack Office Office Phase #1 - Initialize Project Office work flow management - Track estimate timing (from start to finish) SteveBack Office Office Phase #1 - Initialize Project Office work flow management - Track drawing timing (from start to finish) SteveBack Office Office Phase #1 - Initialize Project Pre estimate questionaire AaronBack Office Office Phase #2 - Project Development Form Development - Specs - Residential Adam YESBack Office Office Phase #2 - Project Development Form Development - Specs - Commercial AdamBack Office Office Phase #2 - Project Development Form Development - Drawing Checklist AdamBack Office Office Phase #3 - Project Commencement Job start up procedure AdamBack Office Office Phase #3 - Project Commencement Drawing file system - active jobs AaronBack Office Office Phase #3 - Project Commencement Form Development - Precon Checklist AdamBack Office Office Phase #3 - Project Commencement Form Development - Sub Scope Sheets including Quality AdamBack Office Office Phase #4 - Production Pass through pricing for owners for unknowns AaronBack Office Office Phase #4 - Production Form Development - Selections AdamBack Office Office Phase #4 - Production Form Development - Liability Release Adam YESBack Office Office Phase #4 - Production Form Development - Change Order Policy Adam YESBack Office Office Phase #4 - Production Form Development - Construction Standards AdamBack Office Office Phase #4 - Production Form Development - Rough-in Checklists AdamBack Office Office Phase #4 - Production Bonus Tracking AngelaBack Office Office Phase #5 - Project Closeout Drawing file system - closed jobs AdamFinancial Office Administrative Starts / Superintendant SteveFinancial Office Administrative What is the ideal organization for a 10 mill. Company? AdamFinancial Office Phase #1 - Initialize Project Boiler plate forms for Branch AaronFinancial Office Phase #3 - Project Commencement Issue PO w/ schedule of values / Payment Schedule SteveFinancial Office Phase #3 - Project Commencement Sub Contractor Agreements AdamFinancial Office Phase #4 - Production Retainage SteveFinancial Office Phase #5 - Project Closeout Closing System AaronFinancial Office Phase #5 - Project Closeout Purchase order system - improving AdamHuman Resources Office Administrative Personnel forms - Non disclosure, non compete, non solicitation SteveHuman Resources Office Administrative Policy & Procedures for each company position AdamProduction Office Administrative Capturing Subs AdamProduction Field Phase #4 - Production Use of Carpenter Draw Sheets AdamProduction Field Phase #4 - Production Purchase order system - simplifying SteveProduction Field Phase #4 - Production Field Procedure Efficiency AdamProduction Field Phase #4 - Production Change order procedures SteveProduction Field Phase #5 - Project Closeout Warranty system AdamSales Office Administrative Create simple boiler plate contracts AaronSales Office Administrative Keeping pipeline full & consistent AdamSales Office Phase #1 - Initialize Project General list of project type, SF based on historical data (old project database) AaronSales Office Phase #2 - Project Development NAHB construction standards in contracts AdamSales Office Phase #2 - Project Development Deposit vs downpayment Steve

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1) Lack of control 0% 79% 21%2) Communication between office and field 7% 93% 0%3) Lack of efficient systems 0% 86% 14%4) Lack of good subs 50% 50% 0%5) Knowing how to efficiently achieve target 0% 100% 0%6) Systems training 100% 0% 0%7) Sub clean up 8% 92% 0%8) Rule enforcement on subs 20% 70% 10%9) Not thorough enough in estimating 10% 90% 0%10) Sharing of information / specs. 0% 90% 10%11) Detailed plans – increase accuracy and level 86% 14% 0%12) Job descriptions for employees13) Communication between customer, office, field 8% 85% 8%14) Not efficient / lack of defined goals / procedures 14% 43% 43%15) Not enough help in field 33% 67% 0%15) Not enough help in office 0% 50% 50%16) Utilize employees efficiently 13% 88% 0%17) Constant crisis management 0% 100% 0%18) Lack of fiscal control 0% 40% 60%

Under development



Is your house in orderGain control, operate more effectively

• Crosspollination across businesses and across teams• High performance teams can create high performance buildings• Start on the path of what does this mean - Risk – Recognize risk.

• Want to look at what the risks are in the process and how do we mitigate those risks within the system• Reduce risk, Reduce liability, reduce rework



Is your house in orderGain control, operate more effectively

• Create Processes, processes involve people, one quickly understands that there needs to be a deliberate handoff of work• This is what I have promised to you• This is what I am delivering to you• Is what I am delivering to you what you need to go forward• If it does not meet COS, what can I do to improve it.• Mitigate risks through clear communication and

• Minimize effort lost• Minimize information loss• Minimize dis-continuity



Value added vs non-value added workRecognizing waste

• Value added work is different from standard work• Non-Standard work is one off, not repeated, my concept is almost everything can be made standard• Maximize Value added work• Minimize non Value Added work• NEVER ENTER THE SAME INFORMATION MORE THAN ONCE

• Once I find myself entering things twice that is an opportunity for standardizing work and eliminating non-value addedwork

VALUE ADDED WORKNON- VALUE ADDED WORK




• EXAMPLE - Build SMART –• Where am I adding value, where am I moving the ball down the field, where am I spinning the wheels• Create a system that minimizes constraints on the designer while maximizing the power of manufacturing• Energy model – exterior envelope – not have to remodel the geometry, only enter information only once• Manufacturing process – stop measure cut move = waste• Non-value added – shop drawings – little value lots of cost and time – minimize the shop drawing process.• Combine trips around building

• 1 – frame• 2 – airtight• 3 - windows and doors• 4 - Exterior insulation• 5 -WRB




• Looking for Waste first steps• What is it that we are doing?• Where do our handoffs occur?• Where and how is that creating waste?• Where do we enter the same information more then once?• What can we automate?



The Tools – Conceptual UnderstandingNuts & Bolts

• High level - Respect.• Second level - What is we are doing? Continuous improvement• Lowest level – nuts and bolts – a lot of tools many, many, many ways to look at and solve problems

• Do not want to solve it by yourself• Solve the problem as a group• When you solve a problem you are not done, you have taken the first step on a journey, that journey is to create an

optimized process, implement it, assess it and then re implement more optimized process – be patient feedback takestime



The Tools – Conceptual UnderstandingNuts & Bolts

• Different tools for different problems –which tools for which problems• If the tool does not work to help solve the problem, do not use that tool• People get confused and bogged down with the tools and miss the bigger objective.

• People think the tools are LEAN, the tools are not lean, the tools are tools• Passivhaus is not the modeling software – it is the holistic concept of a building as a system

• Tools are not Passivhaus, do not see the whole picture• We do not want to go and say “we want to implement lean and as a result we will generate all this paperwork”• Absolutely the wrong way to approach it, the opposite of LEAN



Starting the JourneyOne step at a time

• I want to think and act in a lean way I want to understand myself and my interactions and to understand how my actions withother people can create synergies or roadblocks. Leverage the synergies and eliminate the roadblocks – THIS IS LEAN

• Do not just to do it, do it to improve ourselves• “Just get it done attitude” – often results in inferior solutions, planning and group thinking

• Journey with no end• Make a greater sum of parts as individuals



Starting the JourneyOne step at a time

• Not about tools, it is a mindset• Tools search for ways to eliminate waste – that is all they are doing• Learning to see waste is a process, take your time• Communication is almost always the cause of team breakdowns

• Breakdowns in communication – need to be able to declare a breakdown• Follow the rules of engagement



ImplementationOther topics to start thinking about

• Team formation• Integrated Project Delivery• The first step of IPD is the hardest and most important

• Leadership• Leaders produce learning environments where failing is Ok.• You want to have failures and learn from them, solve the problem, and find another mistake and another problem.• Do not want to make the same mistakes, find new ones

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ImplementationOther topics to start thinking about

• Naysayers• Management gobblety goop - no it will make a difference• Easier to change your thinking through behavior rather than changing behavior through thinking• Depends on the Person

• Group thinking• Once you start thinking and working as a group your brain will change

• Hierarchical vs collective organizations• In experienced teams sometimes hierarchical is better

• Remember• This is not about me, it is about us

affordable passive house commercial buildings ~ secrets

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