NEW CONSTRUCTION a Memorandum of Understanding for the Integrated Design Path for Large Buildings
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What Knowledge Is of Most Worth in Engineering Design Education?
Integrated Design: What Knowledge is of Most Worth in Engineering Design Education? Richard Devon Sven Bilén 213 Hammond 213 Hammond Pennsylvania State University Pennsylvania State University PA 16802 PA 16802 [email protected] sbilé[email protected] Alison McKay Alan de Pennington Dep’t. of Mechanical Engineering Dep’t. of Mechanical Engineering University of Leeds University of Leeds Leeds LS2 9JT, UK Leeds LS2 9JT, UK [email protected] [email protected] Patrick Serrafero Javier Sánchez Sierra Ecole Centrale de Lyon Esc. Sup. de Ingenieros de Tecnun 17 Chemin du Petit Bois Universidad de Navarra F-69130 Lyon-Ecully, France 20018 San Sebastián, Spain [email protected] [email protected] Abstract This paper is based on the premise that the design ideas and methods that cut across most fields of engineering, herein called integrated design, have grown rapidly in the last two or three decades and that integrated design now has the status of cumulative knowledge. This is old news for many, but a rather limited approach to teaching design knowledge is still common in the United States and perhaps elsewhere. In many engineering departments in the United States, students are only required to have a motivational and experiential introductory design course that is followed several years later by an experiential and discipline-specific capstone course [1]. Some limitations of the capstone approach, such as too little and too late, have been noted [2]. In some departments, and for some students, another experiential design course may be taken as an elective. A few non-design courses have an experiential design project added following a design across the curriculum approach. -
Examples of Integrated Design
IEA Solar Heating and Cooling Task 23 Presents: Examples of Integrated Design Five Low Energy Buildings Created Through Integrated Design Editor Gerelle van Cruchten, Damen Consultants, Arnhem, The Netherlands Contributions by Susanne Geissler, Austrian Ecology Institute, Vienna, Austria Nils Larsson, Canmet Energy Technology, Ottawa, Canada Christina Henriksen, Esbensen Consulting Engineers, Copenhagen, Denmark Matthias Schuler, Transsolar, Stuttgart, Germany Douglas Balcomb, NREL, Golden CO, USA Charts Günter Löhnert, Solidar, Berlin, Germany Lay out Hans Weggen, Wageningen, The Netherlands Print Advadi, Arnhem, The Netherlands Five low energy buildings created through integrated design integrated through buildings created energy low Five Examples of Integrated Design of Integrated Examples 2 Examples of Integrated Design Five Low Energy Buildings Created Through Integrated Design SHC Task 23: ‘Optimization of Solar Energy Use in Large Buildings’ Austria Canada Denmark Finland Germany Japan Netherlands Norway Spain Sweden Switzerland United States AUGUST 2000 3 Contents 4 Introduction 5 1.1 IEA, Solar Heating and Cooling Programme, Task 23 1.2 Stories of integrated design Lessons learned 6 2. Lessons learned Case Stories 7 Austria 8 3.1 The challenge to design an ‘ecological’ building in co-operation Canada 14 3.2 Integrated design works in a competitive market Denmark 20 3.3 Create a building as an example for ‘our common future’ Germany 26 3.4 An atmospheric office USA 30 3.5 Student performance improved by daylighting Five low energy buildings created through integrated design integrated through buildings created energy low Five Examples of Integrated Design of Integrated Examples 4 1 Introduction 1.1 IEA, Solar Heating and Cooling Programme, Task 23 Within the International Energy Agency (IEA) a comprehensive program of energy co-operation is carried out among the member countries. -
(Purple Masque) Scenic Design Checklist
SECOND STAGE (PURPLE MASQUE) SCENIC DESIGN CHECKLIST MANDATORY ATTENDANCE AT: All director/designer meetings Minimum of two meetings with Faculty Scenic Designer: one prior to preliminary deadline, and one prior to final deadline. All production meetings Minimum of one run-through rehearsal prior to crew watch Crew watch All technical and dress rehearsals Strike Any conflicts with attending the above meetings/rehearsals must be cleared ahead of time with the faculty designer and the director. IMPORTANT INFORMATION There is a very limited time frame for installation and painting of scenery in the masque. Therefore, it is extremely important for you to be organized prior to your load in date. Some things to consider: You will be working late nights/weekends during load in and tech, so plan ahead to have papers/homework/studying done ahead of time. “I had to write a paper so the set didn’t get done until opening night” is not a valid excuse. EVERYTHING needs to be built prior to load in. It is best if you can paint pieces beforehand, also. If you are building a large unit, make sure it will fit through all doors. Large units in pieces should be “dry fit” in the scene shop to make sure they assemble as planned. Make sure you arrange for help ahead of time. People will be more willing to assist you if they know a week or two beforehand. This is not just your show. Having the scenery unfinished not only affects the actors, but the lighting and costume designs as well. ROUGH DESIGNS Rough designs will include research image boards of conceptual, architectural and detail inspirations for the set. -
Integrated Design Process Guideline
Integrated Design Process Task 23 Optimization of Solar Energy Use in Large Buildings Subtask B Design Process Guidelines Günter Löhnert sol°id°ar planungswerkstatt Andreas Dalkowski architects and engineers Berlin, Germany Werner Sutter Architekten B+S Zug, Switzerland Version 1.1 Berlin / Zug, April 2003 A Guideline for Sustainable and Solar-Optimised Building Design INTEGRATED DESIGN PROCESS GUIDELINE CONTENTS 0. Preface......................................................... 2 1. Introduction ................................................... 1 2. Considerations of Design..................................... 6 3. Design Process Development Model .......................12 ACKNOWLEDGEMENT 4. Key Issues in Design Process................................22 The guideline was supported by fruitful comments from several experts and practitioners. The authors wish to 5. Design Process Recommendations .........................35 express particular appreciation to the Task 23 experts, 6. Implementation of Integrated Design Process ...........55 Gerelle van Cruchten, The Netherlands Anne Grete Hestnes, Norway 7. Glossary .......................................................59 Pierre Jaboyedoff, Switzerland Nils Larsson, Canada 8. Sources ........................................................61 Bart Poel, The Netherlands Matthias Schuler, Germany 9. IEA Task 23 Participants ....................................62 Maria Wall, Sweden Zdenek Zavrel, The Netherlands and to contributing outside experts Roman Jakobiak, Germany Thomas Lützkendorf, -
Sean Michael Savoie ˘ Lighting Designer 7358 Pershing Ave
Sean Michael Savoie ˘ Lighting Designer 7358 Pershing Ave. Apt 2W z St. Louis, MO 63130 z 513.319.8407 [email protected] Professional Vita Employment Washington University in St. Louis St. Louis, MO Lighting Designer / Production Manager (Summer 2007 ˘ Present) • Teach all Lighting Design courses and others as assigned • Lead Designer for main stage productions and supervisor of student designs • Production Manager for Performing Arts Department • Design / Technology Coordinator The Muny St. Louis, MO Production Manager ( 2008 ˘ 2011) • Manage build, installation and tech of a very demanding seven show summer season • Coordination between IATSE crew and Broadway designers, directors and stage managers • 11,000 seat performance venue; over $7 million budget; Broadway’s top performers • Oversee design internship company • Nation’s oldest and largest outdoor musical theatre University of Cincinnati, College Conservatory of Music Cincinnati, OH Production Manager / Adjunct Instructor (Autumn 2005 ˘ Summer 2007) • Technical coordinator of all CCM Dance & Preparatory Department concerts • Technical coordinator of all CCM Unsupported (non-mainstage) workshops for Drama, Opera and Musical Theatre • Average academic year will include about 14 productions • Coordinate and manage student crews for any non-university performance group • Instructor of Stage Lighting I in BFA curriculum (full year course) • Instructor of Introduction to Lighting (quarterly) • Numerous lectures on Architectural Lighting Design & Practice Cincinnati Fringe Festival Cincinnati, -
Integrated Design Process and Integrated Project Delivery Rocky Mountain ASHRAE Technical Conference 2011
The Integrated Design Process and Integrated Project Delivery Rocky Mountain ASHRAE Technical Conference 2011 Presented for April 15, 2011 PttiPresentation OtliOutline Evolution of the Design Process Definitions Design Effort Curve Practicing Integrated Design Disintegrated / Dysfunctional IDP Tips for Integrated Design IDP and LEED Certification Conclusion Q & A Contact / Resources QtiQuestions When you hear the term “Integrated Design”, what comes to mind? Do you associate Integrated Design with sustainability? Is Integrated Design critical to the success of every project? EltiEvolution of the DiDesign Process Building Design is increasing in complexity at an exponential rate. Emphasis on total building performance is forcing the design/construction industry to perform at a higher level. Integrated Design represents an evolution in the construction industry. Design and construction firms are struggling with information overldload, growing bibusiness complilexity and associdiated rikisk and compliance challenges, as well as increasing complexity managing internal and external collaboration. Firms are faced with the challenge of continually assimilating and updating the firm’s computer and communications technology, and ensuring that everyone involved in a project is on the same page, with the same information and versions of key documents. DfiitiDefinitions Integrated Design Process (IDP): A discovery process optimizing the elements that comprise all building projects and their inter‐relationships across increasingly larger fields in the service of efficient and effective use of resources. Source: ANSI/MTS WSIP Guide, 2007 Integrated Project Delivery (IPD): A project delivery approach that integrates people, systems, business structures and practices into a process that collaboratively utilizes the talents and insights of all participants to optimize project results, increasing value to the Owner, reduce waste, and maxiiimize effic iency thhhrough all phases of design, fabrication, and construction. -
CIB White Paper on IDDS “Integrated Design and Delivery Solutions”
CIB White Paper on IDDS “Integrated Design and Delivery Solutions” CIB Publication 328 ISBN: 978-90-6363-060-7 CIB White Paper on IDDS Integrated Design & Delivery Solutions edited by Robert Owen University of Salford, UK CIB Publication 328 ISBN 978‐90‐6363‐060‐7 Table of Contents Introduction and Use of this White Paper 3 Vision and Main Elements of Exemplary IDDS Delivery 5 Main Elements of IDDS 7 ‐ Collaborative Processes across all Project Phases 7 ‐ Enhanced Skills 9 ‐ Integrated Information and Automation Systems 10 ‐ Knowledge Management 13 Involving Stakeholders to Realise Wholelife Value 14 Acknowledgements 15 CIB White Paper on IDDS Integrated Design & Delivery Solutions This global priority theme is aimed at transforming the construction sector through the rapid adoption of new processes, such as Integrated Project Delivery (IPD), together with Building Information Modelling (BIM), and automation technologies, using people with enhanced skills in more productive environments. ________________________________ The development of IDDS is about radical and continuous improvement, rather than development of a single optimal solution. Introduction and Use of this White Paper CIB is developing a priority theme, now termed Improving Construction and Use through Integrated Design & Delivery Solutions (IDDS). The IDDS working group for this theme adopted the following definition: Integrated Design and Delivery Solutions use collaborative work processes and enhanced skills, with integrated data, information, and knowledge management to -
Integrated Reliable and Robust Design
Scholars' Mine Masters Theses Student Theses and Dissertations Spring 2011 Integrated reliable and robust design Gowrishankar Ravichandran Follow this and additional works at: https://scholarsmine.mst.edu/masters_theses Part of the Mechanical Engineering Commons Department: Recommended Citation Ravichandran, Gowrishankar, "Integrated reliable and robust design" (2011). Masters Theses. 4860. https://scholarsmine.mst.edu/masters_theses/4860 This thesis is brought to you by Scholars' Mine, a service of the Missouri S&T Library and Learning Resources. This work is protected by U. S. Copyright Law. Unauthorized use including reproduction for redistribution requires the permission of the copyright holder. For more information, please contact [email protected]. INTEGRATED RELIABLE AND ROBUST DESIGN by GOWRISHANKAR RAVICHANDRAN A THESIS Presented to the Faculty of the Graduate School of the MISSOURI UNIVERSITY OF SCIENCE AND TECHNOLOGY In Partial Fulfillment of the Requirements for the Degree MASTER OF SCIENCE IN MECHANICAL ENGINEERING 2011 Approved by Xiaoping Du, Advisor Arindam Banerjee Shun Takai iii ABSTRACT The objective of this research is to develop an integrated design methodology for reliability and robustness. Reliability-based design (RBD) and robust design (RD) are important to obtain optimal design characterized by low probability of failure and minimum performance variations respectively. But performing both RBD and RD in a product design may be conflicting and time consuming. An integrated design model is needed to achieve both reliability and robustness simultaneously. The purpose of this thesis is to integrate reliability and robustness. To achieve this objective, we first study the general relationship between reliability and robustness. Then we perform a numerical study on the relationship between reliability and robustness, by combining the reliability based design, robust design, multi objective optimization and Taguchi’s quality loss function to formulate an integrated design model. -
Public Procurement Practice SELECTING the APPROPRIATE CONSTRUCTION PROJECT DELIVERY METHOD
Public Procurement Practice SELECTING THE APPROPRIATE CONSTRUCTION PROJECT DELIVERY METHOD INTRODUCTION Application of guidance in public procurement practices will depend on the laws, procurement codes, ordinances, and policies of each entity, along with any grant provisions. Individual agencies may also use different terms for the methods described. STANDARD Selection of a construction project delivery method will depend on which delivery methods are permitted by legislation and will be determined through a business analysis of the project characteristics. Project characteristics may include price, complexity of scope, risk, and qualifications, experience, capability, and capacity of the contractor. The attributes of each project characteristic and the priorities of the entity will also help determine which method is selected. Definition: Project Delivery Method A project delivery method is a process that achieves the satisfactory completion of a construction project. The method is selected for the purpose of assigning risk and responsibility to members of the project team, i.e., owner, designer, builder. Element 1: The three primary construction project delivery methods are Design-Bid-Build (DBB), Design-Build (DB), and Construction Manager at Risk (CMAR). o i t c u r Definition: Design-Bid-Build t s d o n o h The traditional construction project delivery method, which t C e customarily involves three sequential project phases of design, e M t procurement, and construction, and two distinct contracts, one for a y i r the design phase and one for the construction (build) phase. r e p v o i l r e p p D A t c e e j 1.1 Design-Bid-Build (DBB) h t o When using the DBB construction project delivery method, the designer is generally selected r g P through qualifications-based selection. -
Lighting for the Workplace
Lighting for the Workplace AWB_Workplace_Q_Produktb_UK.qxd 02.05.2005 10:35 Uhr Seite 3 CONTENTS 3 Foreword by Paul Morrell, 4–5 President of the British Council for Offices INTRODUCTION 6–7 The Changing Corporate Perspective 6–7 WORKPLACE LIGHTING – PAST, PRESENT AND FUTURE 8–51 Lighting Research versus the Codes 10–11 – The Lessons of Lighting Research 12–15 – Current Guidance and its Limitations 16–23 Key Issues in Workplace Lighting 24–29 Natural Light, Active Light & Balanced Light 30–37 Further Considerations in Workplace Lighting 38–47 Lighting Techniques – Comparing the Options 48–51 WORKPLACE LIGHTING – APPLICATION AREAS 52–97 Open Plan Offices 56–67 Cellular Offices 68–71 Dealer Rooms 72–75 Control Rooms 76–79 Call Centres 80–83 Communication Areas/Meeting Rooms 84–87 Break-Out Zones 88–91 Storage 92–93 Common Parts 94–97 WORKPLACE LIGHTING – LIGHTING DESIGN 98–135 Product Selector 100–133 Advisory Services 134–135 References & Useful Websites 135 IMPRINT Publisher: Zumtobel Staff GmbH, Dornbirn/A Design: Marketing Communication Reprints, even in part, require the permission of the publishers © 2005 Zumtobel Staff GmbH, Dornbirn/A Paul Morrell President of the British Council for Offices (BCO) London aims to continue being Europe’s leading financial centre and will need more, higher quality office space in the future (photo: Piper’s model of the future City of London, shown at MIPIM 2005) FOREWORD 5 The UK office market, in particular in London, is changing, driven by a number of long-term trends in international banking and finance. Informed forecasts, such as the recent Radley Report*, point, firstly, to a shift towards our capital city, at the expense of Paris and Frankfurt, as Europe’s leading financial centre, with a commensurate pressure on office space. -
Jeffrey N. Kahn, Ies Senior Lighting Designer
JEFFREY N. KAHN, IES SENIOR LIGHTING DESIGNER EDUCATION LIGHTING PROJECTS (partial list) Temple University 30th Street Station. Philadelphia, PA Bachelor of Arts; Radio, Television and Film Facade lighting design and interior concourse for historic landmark and train station in West Philadelphia EXPERIENCE Entercom. Philadelphia, PA Senior Lighting Designer, BEAM, 2017–present Interior lighting design for 60,000sf headquarters for local Director of Lighting Design, Jacobs, 2014-2016 and national radio stations and offices Senior Lighting Designer, Kling/Jacobs 2006-2014 Mitten Hall Career Center at Temple University. Lighting Designer / Project Manager, Grenald Waldron Philadelphia, PA Associates, 1999-2006 Interior lighting design for renovations including training rooms, student labs, offices and support spaces PROFESSIONAL AFFILIATIONS Prior to focusing on architectural lighting design, Jeffrey Hotel Rock Lititz. Lititz, PA worked in lighting for film, television and theater where Member 1999-present, IES (Illuminating Engineering Society) lighting is considered another character, reinforcing the Interior, exterior and facade lighting for new construction thematic boutique hotel emotion and the story. Recognizing the link between HONORS AND ACTIVITIES visual storytelling and how we experience our planned environments, Jeffrey brought his skills to architectural Contributing author Sustainable Design of Research Celgene Incubator lab. Summit, NJ lighting design, using current and appropriate technologies Laboratories, Wiley Publishing, 2010) Interior lab and office renovation for rental chemistry and enhancing that experience. biology labs designed to stimulate innovation Campbell Employee Center: Campbell’s Soup Company, Art Yard. Frenchtown, NJ Jeffrey has been practicing his passion for light in the built Camden NJ Interior and exterior lighting for the new home of an art environment for over 19 years. -
SPOTLIGHT REPORT Lighting Design for Health and Sustainability: a Guide for Architects Editors
SPOTLIGHT REPORT Lighting Design for Health and Sustainability: A Guide for Architects Editors Paula Melton Editorial Director Brent Ehrlich Nadav Malin Alex Wilson James Wilson Peter Yost Graphic Design Julia Eva Bacon Cover Photo The Louisville Free Public Library South Central Regional Library Photo: Brandon Stengel About BuildingGreen BuildingGreen, Inc is an independent consultancy committed to providing accurate, unbiased, and timely guidance to help building industry professionals and policy makers improve the environmental performance of buildings and reduce their adverse impacts. We offer consulting, training, facilitation, and online resources to help our customers design and build from a whole-systems perspective. Our integrated design approach minimizes ecological impact and maximizes economic performance. Readers of this guide are eligible for continuing education credits from the AIA and GBCI. To claim your credits, take the quiz at www.buildinggreen.com/spotlight/lighting Published by BuildingGreen, Inc. 122 Birge St., Suite 30 Brattleboro, Vermont 05301 ©2021 BuildingGreen, Inc. All rights reserved. BuildingGreen Spotlight Report Lighting Design for Health and Sustainability: A Guide for Architects Lighting is an essential element in quality environments that support health and wellness while reducing energy use. By James Wilson Associate Editor The functionality of a building is largely dependent on the quality of its lighting. In order to safely and comfortably per- form their tasks, occupants need lighting that provides