Integrated Project Delivery at Crate&Barrel

John Moebes, AIA NCARB

Director of Construction Crate&Barrel jmoebes@crateandbarrel.com

Crate&Barrel
Founded in 1962 Headquartered in Northbrook, IL 145 Stores $1.4 Billion Annual Sales 7,000 Employees Retailers of Housewares & Furniture Emphasis on People, Product and Presentation

Crate&Barrel
We dont use prototypes Each store is a unique design. No efficiency Complex articulation in plan and elevation Neo-Modernist approach to design and detailing Difficult materials to source High sensitivity to delivered facility. Building as Brand End users have powerful voices.
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What doesnt work with traditional delivery:
Longer production of Contract Documents Long Lead Items cannot be procured early Subcontractors cannot provide input in detailing and specifications Team Members still operate in their traditional silos of risk and reward
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Advantages we have in implementing IPD
Same consultants Same construction managers Same Systems Same end goal Willingness to absorb more project risk
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Our process In House Architecture and Design produces Schematic Design package In House Construction Department acts as CM at Agency Outsourced Associate Architecture (CDs & CA), Structural Engineering, MEP Engineering CM at Risk using the 1997 AIA A111 and A201 contract Large Amount of Owner Furnished Materials
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Our schedules 6 week conceptual design phase 24 week document schedule 32 42 week construction schedule 4 week commissioning period Start after January 15th Finish before November 15th Only open on a Thursday One opening per week
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Costs A/E: CM@Risk OFM FF&E Misc Total $450,000 $9,000,000 $1,500,000 $1,500,000 $550,000 $13,000,000

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We like to think of Integrated Project Delivery as the difference between Mixtures, Solutions, and Compounds. Mixtures: two or more Entities which have been organized such that each Entity retains its own traditional identity and is active only during certain phases of the process Solutions: A mixture of two or more Entities which have been organized and managed such that each Entity has a non-traditional identity during most phases of the process Compounds: A Solution of Entities which have been organized and managed such that each Entity has an identity defined by the compound during all phases of the process. A compound usually has properties unlike those of its constituent elements.
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Our Basic Principles Focus on optimizing our schedule Adjust traditional project roles to support the schedule Orchestrate meaningful collaboration Eliminate Low Value-Add Steps

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Most traditional (nonintegrated) delivery methods produce Mixtures Most IPD thinking produces Solutions At Crate&Barrel, we are trying to create a process that produces Compounds

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Integration Steps

Performance Metrics Workflow Standards AECO Team Solution Prime Subcontractor Awards Long-Lead Systems Operations Inclusion

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Performance Metrics Integration

What will make this project a success to us. Presentation of the Owners Pro Forma and Budget Discussion amongst the Team of all soft costs, fees, general conditions, general requirements, billing rates, etc. Everyone knows what everyone elses Risk & Reward profile is
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Workflow Standards Integration

Web-based Project Management for more and more workflow Acrobat file format for all deliverables BIM deliverables Web conferencing with sync Audio that is recorded and stored Owner-controlled shipping and reprography Blackberrys Synchronized Travel
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AECO Team Solution

People will not integrate if they dont like or respect each other. Use consultants with longstanding relationships to the other team members Good integration occurs with a healthy mix of experience and diversity on a team. Integrated teams will suffer from members that are close-minded and conservative. Avoid design-build in the construction phase if integration is improved in the earlier phases.

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Crate&Barrel

Prime SubContractor Integration - Steel

Early Contract to Owner (Cost Plus w/GMP), later assigned to CM via a novation agreement. Selection criteria includes ability to work with an AE design team. Software/person-ware Require conference-style review of shop drawings with AE. Fabricator must be included in all MEP/FP coordination. A good fabricator-member will want to educate the team about roll dates, Fab-Trol, etc. And will want you to tour their shop, which you should take advantage of.
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One of Our Strongest IDP Partner: SteelFAB

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Our Greatest Success: Steel, Steel, Steel
Benefits from: Good SER and Fabricator relationship; Mutually Beneficial Use of BIM: RAM to Tekla; and A Process-Oriented Fabricator Have been: 190 tons to 140 tons Average Project Weight Fabrication Times reduced from 6 weeks to 2 weeks. Shop Drawings Produced in 3 weeks instead of 6 weeks. Erection Times reduced to 3 weeks from 6 weeks. Almost Complete Elimination of Field Re-Work due to Fabricator Error

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Prime SubContractor Integration MEP/FP

Early Contract to Owner (Cost Plus w/GMP), later assigned to CM via a novation agreement. Selection criteria includes ability to work with an AE design team. Software/person-ware Require conference-style review of shop drawings with AECM. Mechanical Subcontractor must hold the third tier subcontracts for the plumbing and fire protection for coordination and scheduling purposes. Selected MCs must have digital design/fabricate/install systems in place.
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The New Kids on the IPD Block: Hill Mechanical, Johnson Controls, JF Ahern

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Long Lead Systems

Pre-purchase all materials that have lead times that exceed the CM schedule. Systems that contain engineering, fabrication, delivery, installation and commissioning must be treated the same as AE consultants. We maintain separate contracts with these Entities. Systems Providers provide a Readiness Checklist for their components that is included in the Contract Documents.
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Our Current Focus: Pre-Fabrication and Modularization

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Operations Inclusion
Business Critical Systems Providers are brought in prior to SD to begin planning design, procurement, , fabrication, delivery, installation, commissioning, and operations integration These Providers may be OwnerContracted, some may be CMContracted. Specifications and detailing conducted with Providers, AEs, CMs, and Operations to integrate all facets of need. Such integration has led to modularization and prefabrication of switchgear and doors
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Things we have learned that do not work with IPD
Activating team members too early Procuring material too early Focusing Technology of the wrong trade Silo-Scheduling Design-Building the wrong thing
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Things that we will never repeat with IPD AEs that didnt understand critical fabrication issues Assemblies that were procured too late and caused overtime CMs that didnt understand operations concerns Spending one month of time reworking miscoordinated disciplines
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Success Stories CD schedules have reduced from 24 weeks to 8 weeks Well Coordinated Contract Documents Transparent Workflow Tonnage reduction from 220 to 160 tons. Well Liked HVAC systems Elimination of overtime charges due to late deliveries Happier projects

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Questions
jmoebes@crateandbarrel.com

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