Over the last 30 years, building and infrastructure needs have become more complex, schedules more aggressive and requirements for multi-disciplinary and contractor collaboration more intense. GS&P continues to innovate through the use of Building Information Modeling (BIM), 3D modeling and simulation, thus providing our clients and team members with the inspiration and evidence needed to meet these challenges.
Beyond the early values of quick, correct and collaborative project delivery achieved by CADD, there are three BIM/3D innovations we believe create the most value for clients:
RAPID PROTOTYPING AND PERFORMANCE SIMULATION
BIM/3D has revolutionized the ability of design teams and clients to explore multiple options quickly, and more importantly, to quickly understand the impact of each option on building performance.
The greatest impact is our ability to maximize energy efficiency versus cost. We use energy modeling as a value analysis tool to help clients understand how to best prioritize their investments to optimize their return. Utilizing these tools, we are able to regularly achieve 20%-40% reduction in basic energy consumption resulting in a lifetime of operational cost savings.
More than just artistic impressions, visualization helps clients understand how a facility works for them. We have used 3D modeling and visualization to help surgeons understand how OR suites will function and to help judges understand how a new courtroom can be improved. More recently we’ve applied this expertise to understand how to better control glare – a significant factor in user satisfaction - in airports, hospitals and office buildings. Ultimately, visualization is a powerful tool for soliciting user input, for understanding a client's needs, and for helping everyone gain a better understanding of design.
By creating a 3D database of building components and developing an understanding of how all the pieces fit together, projects teams are, at a minimum, able to identify potential problems and resolve them virtually before they become real problems in the field. At best, teams collaborate to see where subtle changes in one area can create substantial benefits in others. Examples include quicker dry-in and significant schedule gains by designing a unitized shell for a hospital, and cutting months from a complex office headquarters schedule by achieving enough certainty in design to allow for early delivery of structural steel.