Having said that, much of build smart revolves around our virtual modeling technologies. While most contractors are leveraging virtual models for simple MEP conflict detection, we are pushing the boundaries of virtual design and construction, leveraging it earlier as part of a more collaborative process, and using it for more sophisticated constructability reviews of everything from MEPs to rebar arrangements, room layouts and interior finishes. Our plan and control process brings together all stakeholders—clients, architects, trade partners and our project team members—earlier in the design phase for a heightened level of collaboration and easier, faster design approvals. During this process, all the stakeholders collaborate on the designs more closely and contribute coordinated, standardized data that feeds into the model. This close collaboration revolving around our model results in a more seamless design process, closer collaboration and more coordinated, flawless design layouts that lead to a more seamless construction process.

We have even taken our models a step further by integrating scheduling data and cost data into our 3D models to add another level of sophistication and value. For example, we are able to reuse data captured in the virtual model of 1700 Webster for future projects, which allows us to produce highly accurate and current cost estimates.

Our virtual modeling approach has resulted in a more positive, predictable experience for our clients and trade partners, and has resulted in more efficient, safer and higher-quality projects on the West Coast and throughout the country.

GlobeSt.com: How has Suffolk's approach to the pre-construction phase impacted the project? What kind of results are you seeing?

Van Der Sluis: Even though 1700 Webster is still in the early stages of construction, we are already seeing tangible results from our planning approach and sophisticated models. During preconstruction approximately 18 months before we broke ground, we completed a 5D estimating process that consisted of linking approximately 10,000 cost line items to elements in the model. That detailed and accurate model allowed our project team to foresee and mitigate challenges earlier in the design phase and address any significant issues before they became costly or time consuming. By integrating conventional design to support quality control and effective execution, our team addressed changes to the 1700 Webster model long before construction began and concrete was poured. I cannot overstate the real value that provides clients. Currently, the project is on budget and on schedule, and we don't foresee any issues that cannot be overcome with this model by our side.

GlobeSt.com: Can you tell me about the team behind the scenes on 1700 Webster?

Van Der Sluis: Our project team has a lot of history in this community. In fact, it's the same team that managed construction of 340 Fremont which is a 41-story residential tower in San Francisco that Suffolk delivered last year. Our team also has a lot of history together. Frank Haase, the vice president of operations for Suffolk, is working alongside the team and me on this project. Coincidentally, Frank and I met 20 years ago when he was a student of mine in Germany before he moved to the states to lead a virtual building department for another contractor. Frank joined Suffolk because he believed the company shared his vision of leveraging technology to revolutionize the construction industry. Just a few years later, Frank easily convinced me to join Suffolk so we could co-manage the 340 Fremont project and help this company disrupt the industry. I'm thrilled to be working alongside Frank and the rest of our experienced, passionate team members on 1700 Webster.

GlobeSt.com: Why did Suffolk decide to go completely paperless on this project?

Van Der Sluis: Suffolk has always been a community-conscious organization so it's not surprising that teams would want to pursue such an ambitious goal for a project of this size. The idea to go paperless on this project stemmed from a conversation I had with my two young children. I started to think about how projects can have an impact on the environment and future generations so I decided to act. I approached our team with the idea to go paperless on 1700 Webster and they were up for the challenge. Since the bulk of our work consists in the virtual models and we share designs electronically anyway so there is no need to print out plans on paper. We have also engaged the trade partner community in this paperless approach. We require all trades foremen to have iPads on the job and we don't even have a printer on site. The impact has been significant. We have estimated that we have already saved 23 trees worth of paper. And I know that is something that will make all our children proud.

OAKLAND, CA—1700 Webster is a 23-story residential tower scheduled for completion in winter 2018/spring 2019. The construction manager, Suffolk, is utilizing its “build smart” approach and also performed extensive preconstruction services for the project, including a complete 5D estimating process.

In the second of a two-part exclusive, Sven Van Der Sluis, project executive at Suffolk, discusses the build smart model, tangible results from the planning approach and exclusive use of iPads during the process.

GlobeSt.com: What is Suffolk's build smart approach? What types of technologies are you using?

Van Der Sluis: Build smart is a mindset and culture as much as an approach or specific technology. Suffolk's vision is to 'transform the construction experience by building smart.' Our teams are consistently challenging the industry status quo and pushing the boundaries of what is possible. These teams believe in the power of innovation and we empower our people to think differently, work collaboratively and executive flawlessly on our projects. That strong culture of innovation, combined with the most advanced tools such as virtual design and construction, virtual reality technologies and lean construction principles, is revolutionizing our industry and redefining what it means to be a builder. That is what build smart is all about.

Having said that, much of build smart revolves around our virtual modeling technologies. While most contractors are leveraging virtual models for simple MEP conflict detection, we are pushing the boundaries of virtual design and construction, leveraging it earlier as part of a more collaborative process, and using it for more sophisticated constructability reviews of everything from MEPs to rebar arrangements, room layouts and interior finishes. Our plan and control process brings together all stakeholders—clients, architects, trade partners and our project team members—earlier in the design phase for a heightened level of collaboration and easier, faster design approvals. During this process, all the stakeholders collaborate on the designs more closely and contribute coordinated, standardized data that feeds into the model. This close collaboration revolving around our model results in a more seamless design process, closer collaboration and more coordinated, flawless design layouts that lead to a more seamless construction process.

We have even taken our models a step further by integrating scheduling data and cost data into our 3D models to add another level of sophistication and value. For example, we are able to reuse data captured in the virtual model of 1700 Webster for future projects, which allows us to produce highly accurate and current cost estimates.

Our virtual modeling approach has resulted in a more positive, predictable experience for our clients and trade partners, and has resulted in more efficient, safer and higher-quality projects on the West Coast and throughout the country.

GlobeSt.com: How has Suffolk's approach to the pre-construction phase impacted the project? What kind of results are you seeing?

Van Der Sluis: Even though 1700 Webster is still in the early stages of construction, we are already seeing tangible results from our planning approach and sophisticated models. During preconstruction approximately 18 months before we broke ground, we completed a 5D estimating process that consisted of linking approximately 10,000 cost line items to elements in the model. That detailed and accurate model allowed our project team to foresee and mitigate challenges earlier in the design phase and address any significant issues before they became costly or time consuming. By integrating conventional design to support quality control and effective execution, our team addressed changes to the 1700 Webster model long before construction began and concrete was poured. I cannot overstate the real value that provides clients. Currently, the project is on budget and on schedule, and we don't foresee any issues that cannot be overcome with this model by our side.

GlobeSt.com: Can you tell me about the team behind the scenes on 1700 Webster?

Van Der Sluis: Our project team has a lot of history in this community. In fact, it's the same team that managed construction of 340 Fremont which is a 41-story residential tower in San Francisco that Suffolk delivered last year. Our team also has a lot of history together. Frank Haase, the vice president of operations for Suffolk, is working alongside the team and me on this project. Coincidentally, Frank and I met 20 years ago when he was a student of mine in Germany before he moved to the states to lead a virtual building department for another contractor. Frank joined Suffolk because he believed the company shared his vision of leveraging technology to revolutionize the construction industry. Just a few years later, Frank easily convinced me to join Suffolk so we could co-manage the 340 Fremont project and help this company disrupt the industry. I'm thrilled to be working alongside Frank and the rest of our experienced, passionate team members on 1700 Webster.

GlobeSt.com: Why did Suffolk decide to go completely paperless on this project?

Van Der Sluis: Suffolk has always been a community-conscious organization so it's not surprising that teams would want to pursue such an ambitious goal for a project of this size. The idea to go paperless on this project stemmed from a conversation I had with my two young children. I started to think about how projects can have an impact on the environment and future generations so I decided to act. I approached our team with the idea to go paperless on 1700 Webster and they were up for the challenge. Since the bulk of our work consists in the virtual models and we share designs electronically anyway so there is no need to print out plans on paper. We have also engaged the trade partner community in this paperless approach. We require all trades foremen to have iPads on the job and we don't even have a printer on site. The impact has been significant. We have estimated that we have already saved 23 trees worth of paper. And I know that is something that will make all our children proud.