Empowering Subcontractor Decision Making: A Guide to Streamlining Workflows and Lowering Costs with Autodesk Construction Cloud

ANDREW TIGHE: Hello, and welcome to today's case study called Empowering Subcontractor Decision-Making: A Guide to Streamlining Workflows and Costs with Autodesk Construction Cloud. So just a little bit about myself. I'm a regional BIM manager for the Nordics and Europe for Jones Engineering Fire Protection. And over the last 20 years, I've been working across various sectors of the AEC industry. I've been utilizing building information modeling processes since 2010. And my experience within the AEC industry spans across construction, passive house architecture, process engineering, building services, and now fire protection. I've worked for the Fire Protection Division of Jones Engineering Group in Dublin, Ireland since 2017.

So a brief introduction about Jones Engineering. So Jones Engineering is a multidivisional company founded by Harry O'Neill in Dublin, Ireland in 1890. And in its 134 year history has developed to become an industry leader in Ireland's AEC sector.

Today, the Jones group has over 4,000 employees across five primary divisions of mechanical, fire protection, electrical, maintenance, and bioenergy. We also have an international presence in 19 countries across Europe, the Middle East, Africa, and Asia. Jones Engineering work across many sectors of the AEC industry, including life science, commercial, data centers, industrial, healthcare, food and beverage, public sector, and renewable energy.

Over the past 12 years, we have been utilizing digital engineering philosophies, such as Building Information Modeling, or BIM, on numerous construction projects, and we are accredited to BSI, BIM Level 2, and Kitemark. Our divisions utilize the latest BIM modeling techniques, incorporating new self-established BIM initiatives to successfully execute clash free coordination, offsite and onsite fabrication, and accurate installation of mechanical and electrical services all within project schedule.

The Jones Engineering Fire Protection Division, where I'm a regional BIM manager for the Nordics in Europe, was established in 1965 and continues to deliver bespoke solutions for our clients across all industry sectors. All our projects are designed in-house by our expert team of sprinkler design engineers to FM, NFPA, BS EN 12845/LPCB standards, and we hold an LPCB 1048 Level 4 certification, which is the highest level of approval in this scheme. This permits us to self-certify our works to all categories of sprinkler works without supervision.

We have several workshops and fabrication facilities, both in Ireland and the UK, and this allows us to improve productivity and maximize quality in a controlled environment. We also have modular workshops that we mobilize onsite to suit client requirements.

So, understanding our processes and workflows. At Jones Engineering, we believe in engineering through our people. Our core values are recruiting, nurturing, and developing the best people have been a cornerstone of the group's development over the last number of decades. We are very much a people business in which opportunities are realized, challenges are met, and success is driven by collaborative teams of some of the most highly skilled people in the AEC industry.

The global COVID-19 pandemic in early 2020 had a drastic impact on all sectors of the AEC industry, and Ireland was no different as it severely impacted our domestic construction sector. Mandatory social distancing measures drastically altered our traditional daily site and office working conditions within Jones Engineering through the new hybrid and remote working methods and procedures. It was noted by some analysts that Ireland was living under one of the harshest Coronavirus lockdowns in the world during this period. These new adjustments needed to maintain a functional business within the team at Jones engineering fire protection allowed us to take stock and use this to develop the foundations for our digital implementation strategy roadmap.

So for some context, we were no different to many other businesses within the AEC industry during this time as statistics here show that the drastic increase in remote working during COVID-19 in the UK and Ireland accelerated the digital implementation process to keep engineering businesses functioning. According to the UK Committee's Parliament, 4.7% of the AEC industry worked remotely pre-COVID-19. They also reported that after the lockdowns began to ease, there were still as much as 35% hybrid working.

Research surveys completed by the NBS found that during the pandemic that 69% of businesses within the AEC industry initiated a digital transformation within their business, such as adopting to Autodesk BIM 360. The NBS also found that 69% that enabled a digital transformation, 74% of employees within these businesses found it helped create a better built environment.

Some of the initial steps our team at Jones Engineering Fire Protection took during the pandemic was to take stock of the current design workflows we had in place using lean construction principles, such as the A-tree problem solving chart to understand where we had value in our engineering processes and where non-value waste occurred. This included analysis of each design task in which departments were involved, time analysis, cost analysis, root cause analysis, fishbone, and Six Sigma. All of these processes enabled us to understand where improvements were needed and what adjustments we could focus on.

It could be perceived that the key to achieving project success within a design stage of a project is to just supply the design team with endless supply of decent coffee throughout the day to enable a project design to be completed quicker. But this is not the case at all. The key to any project success can be found by enabling a streamlined platform that can harness clear communication across the whole engineering department, where effective teamwork can be implemented throughout the design, construction, and maintenance teams, and efficient workflows that enhance the collaboration process to increase productivity across the whole company.

This is something we wanted to achieve with Jones Engineering Fire Protection. So to achieve this, we leaned on the following digital transformation framework by Jeff Winter, who was a leader in industry 4.0 implementation strategies. It provides a good example of the importance for driving innovation within the whole team to achieve cohesive business success. He breaks down the traditional framework of people, process, and technology into more detail.

So we can see here, for people, he illustrates the importance for effective leadership from the top management down to company employees and the importance for implementing these digital transformation strategies from the top down. The employees are only as good as the training that is provided to them to drive this digital change. There must be clear and effective communication and collaboration across the whole division to ensure siloed processes are eliminated.

The digital implementation process must be done in incremental stages within all departments to ensure that any feedback received from the team during the testing phase is implemented and the necessary adjustments are made before moving on to the next stage. It is critical that the core of the digital implementation strategy is always with the end user in mind, who gets the most benefit from the digital strategy once fully implemented. And any value in must have a metric to measure the value out. So this is why it's critical that an analytical tool is implemented as part of the digital implementation strategy.

So for technology, the platform deployed must be secure to ensure sensitive data stored here is safe from external hackers. The platform must be flexible. And it should be able to adjust and expand as the business grows to meet the business demands.

And finally, one of the most important features in Jeff's framework is the ability for a new platform to integrate with other platforms for seamless workflows. The AEC industry is so diverse that it's impossible to store all information on one platform. So user friendly integration of different systems ensure all processes are streamlined.

So why go to all this effort? Well, the reason is to ensure all project data is easily accessible, to ensure the whole design team and internal project supply chain can access it from a single platform.

So using the examples, such as the digital transformation framework illustrated by Jeff, we initiated a review of our processes within the business model to achieve success across all projects. And from this, we identified the four key primary principles that are critical to all projects we work on to be successful, and this includes design, plan, build, and operate. But these principles would not be possible without also integrating the five core pillars that are the foundation to achieve any project success. And these are design, safety, planning, analytics, commissioning, and facilities management.

As part of this internal review, we found that while these principles and pillars were already in place across various teams within the company, they were generally siloed in how they collaborated on projects and had ineffective communication practices in place. This resulted in rework from errors in design and installation and also harnessed an environment where exhaustive methods and procedures were in place to complete non-value tasks during the design and engineering processes.

The following design to installation workflow from a fire protection subcontractors perspective illustrates an example of how these fractured processes can result in errors in design and installation, resulting in additional labor costs and lost productivity. The three core processes required to successfully implement a fire protection system within an asset are design, fabricate, and install. Communication across the whole supply chain is critical here for each process to efficiently complete their part of the process. The following is an example of where this process can fall down with ineffective communication.

Here we can see the design team have just completed their full design and coordination within the BIM model and have now issued the design sheets to the design manager for internal review prior to issue for approval to the general contractor. The design manager reviews the sheets, and once satisfied with the proposed sheets meet the regulatory requirements and standards, he issues to the doc control team for the final internal check prior to issue to the general contractor for approval.

The doc control is satisfied with the design sheets, they have the necessary revisions and status codes, and now issues to the general contractors common data environment for review. The general contractor reviews the sheets on the client's behalf and then returns the sheets to the doc control originator with a status A, B, or C comments based on the approval review. Doc control then returns these sheets to the design team to incorporate the general contractors approval comments prior to the next stage issue for IFC construction.

Here we can see the design team have now reviewed and incorporated the general contractors comments where possible and are now preparing the sheets to be updated with the revision for IFC issue C01. Doc control reviews the status codes and revisions again within the sheets before issuing for construction to the general contractors common data environment again for records. At the same time, the fabrication team also received construction sheets to commence the manufacture of the modular fire protection design.

So this is where it gets interesting. During the two to three week fabrication lead time, the fire protection team are notified of a late design coordination change from the HVAC design team, resulting in modifications to the fire protection design already issued and frozen to the fabrication team for manufacture. The communication of this change to the sprinkler design team may not have been clearly communicated back to the internal doc control team and fabrication teams, resulting in changes in design, reaching the site without moving through the correct internal review channels.

Once the fabricated fire protection design reaches the site and is ready for installation, the site team will receive the original installation sheet from the fabrication team and the latest construction drawing for R sheet from the doc controller. This could potentially risk having outdated information being shared to the site teams, causing confusion and errors in the installation.

So the outcome could result in multiple versions of the same sheet on site, at different revisions, resulting in poor communication between the supply chain and poor errors in installation. Sometimes this can be frustrating for the whole team and can feel like the blind leading the blind. And this is what we don't want.

We don't want multiple versions of the same document in circulation throughout the office and site teams with conflicting information. And we certainly don't want our design team having to search through all the emails to check if the correct people were included on the original mail to notify the team of late changes as this causes stress and confusion across the whole team, like this guy.

Instead, what we want is to have a process where it's fully transparent and ensures that full accountability, where key members that are needed to check and review the design information prior to issue are included in the review process. So to do this, we need improved communication channels, enhanced collaboration, team unity, visualization of live information between the office and site, a single source of truth, and something that can be easily accessible anywhere from mobile, PC, or tablet.

And this is where we initiate our digital implementation strategy. So to start this process, we mapped out the key requirements needed to enable this. And these were to enable a single project platform-- sorry, to enable a single project platform, to transition all documentation to a digital format, improve communication and collaboration between the site and office, drive innovation to increase productivity, improve transparency and accountability, reduce non-value added tasks and harness lean principles.

To achieve success within our digital implementation roadmap, we needed a platform that could streamline our processes and move them away from the traditional siloed methods and procedures that we were accustomed to. So in consultation with our premium Autodesk supply partners, Diatec NTI, we found this through Autodesk Build.

We realized the benefits that Autodesk Construction Cloud and Autodesk Build could provide Jones Engineering Fire Protection, such as the ability to enable a one-stop-shop for all engineering processes, including field management, project management, document management, design collaboration, and asset management. This also enabled us to implement lean principles within our daily tasks, reduce non-value added tasks, enhance communication and collaboration within the team, promote positive work processes, provide the necessary tools to complete all tasks within a project on time, and enable a single source of truth.

So some may ask, Why Autodesk Build? Well, we saw the potential Autodesk Build could provide us at Jones Engineering Fire Protection, such as the ability to conduct all our business through one platform to manage, organize, and distribute project information within the team when needed instead of multiple different platforms for each process. That was the norm up until recently, which drastically improved the communication and collaboration within the company.

Additional benefits also included the ability to access project information within Build anytime, anywhere, using PC, laptop, and mobile devices, which drastically improved the project communication within the teams as we currently have many projects across Ireland, the Nordics, and mainland Europe that require our engineers to travel between projects across Europe. This now enables easily accessible project information on the go when needed.

So just to give you some context as to the digital design journey Jones Engineering Fire Protection have been on so far, we constantly strive to be pioneers in digital technology. And this is illustrated here, where we can see the evolution through the years of our design processes from 2D CAD, to 3D Revit modeling, and now ACC and Build.

Across the 1990s and early 2000s, our design processes were primarily completed using 2D AutoCAD. But this changed in 2012 when we migrated over to some early iterations of Autodesk Revit for 3D modeling. The procedure from here was to save Revit models in project folders on a local server, and then this carried through right up to 2017 when we embraced BIM 360 Docs on our initial journey to enable a Jones common data environment.

In 2021, Jones Engineering Fire Protection were one of the first AEC companies in Ireland to migrate from Autodesk BIM 360 to Autodesk Construction Cloud as its primary common data environment. In 2022, we acquired Autodesk Build to complement as part of our design and engineering workflows. Although this was introduced on a phase basis to initially test its functionality, it soon became clear of its benefits to the design and site teams.

So in 2023, once we had mapped out the four main principles and five pillars within our business model, we began to implement the processes and workflows that were to be used within each pillar of design, planning, analytics, safety, commissioning, and facilities management. And over the last 12 months, we've been testing and adjusting the processes and workflows we have in place based on the feedback from the users, both in-house and on-site, and adjusting and reimplementing accordingly.

Once we identified the five pillars for project success, we began to map out the key players within the fire protection team that would lead the implementation of these pillars within the company to drive the digital implementation strategy within ACC and Build. From here, we are now able to begin utilizing the tools within ACC and Build to adjust our engineering workflows and become more efficient. We will now look at how we went about this within each pillar.

So for design, we will begin with the pillar of design. So the big question we needed to ask ourselves here was, are all our ducks in a row to effectively integrate all departments within the team? And the general response was, no. So as part of our design implementation strategy, the key requirements identified were to drastically reduce siloed working conditions between internal teams on projects and to eliminate as much use of paper copies for project information.

Other requirements noted were to improve design workflows and increase accountability and transparency. To break these traditional processes within our team, we focused on the key principles discussed earlier, such as improved communication and collaboration, enabling team unity, easy access from any device, and a single source of truth because all of this provides accountability. Accountability and ensuring all information is fully checked and reviewed prior to leaving the office and reaching the site and having full access to historical information of how the design information got from approval stage and then onto IFC construction, the people involved in the review process and their comments along the way.

And next, we will look at how we implemented this process by enabling approval workflows. Enabling approval workflows provides full accountability within the design team by using the reviews tools shown here to develop linear two to six stage approval workflows. And here we can see, I've created a two stage approval workflow within the reviews page.

From here, the design team can now initiate the review process and directly include the design manager and the doc controller into the conversation. By doing so within ACC Build platform, all common statuses and markups are recorded and easily accessible.

So on the left, we can see I've submitted the ground floor design sheet of Damastown Road using the initial pre-approval workflow seen before. The middle image shows who within the template will be included within the workflow to review the sheet. And the right image illustrates the final notification I received before I submit the sheet for review, where it's telling me that Mick will be notified that he needs to review the sheet. Here we can see where our design manager, Mick, has now started his review and added the relevant comments and markups if needed and is now about to pass on to our doc controller, Sinead, to complete the review.

So back in the review section. Once the workflow has been completed, the Review tab shows me the status of the review I've initiated and will also include an activity log on the right where-- sorry-- shown on the right of where the chain in the workflow assignees, so we can actually see within the activity log who is in the workflow and what comments and statuses they have added to each stage. By enabling a process where the design team or initiator can activate an approval process that includes the design manager, or reviewer, and the doc control team, who is the approver, within the same platform as the design information, models, sheets, and documents, this provides a full transparency and accountability across the whole internal supply chain within Jones Engineering Fire Protection.

The ACC platforms enables Jones Engineering Fire Protection to initiate a streamlined approval workflow that ensures that all members of the supply chain are fully involved in the design review process to ensure full accountability and transparency by all. And this is the key win for us here, transparency.

Full transparency across the review process enables the team at Jones Engineering Fire Protection the ability to store documented information of how the design information passed through each stage of the review process and what were the comments along the way. Next, we will look at another feature within ACC Build that we utilize to automate the collaboration of files while maintaining control of our project information. And we enable this through ACC Bridge.

So, ACC Bridge is a tool that allowed us to collaborate with other members of the supply chain within the general contractors ACC platform while maintaining full control of our internal project data within our own Jones Engineering Fire Protection ACC accounts. This process requires us to initialize teams-- sorry, this process requires us to use of initializing teams within design collaboration and then bridging these teams between accounts to share packages that contain model files that can then be linked into each other's Revit models.

So here we can see a workflow where I have sent an invitation to our sister company, H. A. O'Neil Mechanical, who are lead contractors on the Damastown Road projects and are using ACC as their main common data environment on this project. Within design collaboration in our Damastown Road project, I've initiated the fire protection team within our account and shared this team through the true bridge with H. A. O'Neil. I have then scheduled the publishing and sharing of a package containing our Revit model to happen each Friday at midnight.

Within the activity log on ACC Bridge, we can see where the team has shared the package within design collaboration. And these have then been pushed out to the lead contractors design collaboration through our shared team within Bridge. The incoming package shared by H. A. O'Neil have also been shared from their design collaboration back to our account, which is visible within the swimlanes on our design collaboration.

We can now consume these packages and link these files into our Revit models for coordination purposes whenever an update is shared. This streamlined workflow has eliminated the non-value processes of manual downloading files from the GC account and then upload to our ACC account as this is a time-consuming process and takes the designer away from what they should be doing, designing fire protection systems. With ACC Bridge, shared packages within the bridge teams on design collaboration quickly allow us to source the content directly from the swimlane in our design collaboration platform as if we were working directly on the general contractors accounts.

So next, we will look at our use of Point Cloud scanning. Another process we have implemented within the design team on ACC is utilizing Point Cloud scanning. This has become increasingly popular in recent years due to the accuracy it provides for designing verification against 3D models in BIM. As BIM processes become more prevalent within the AEC industry, client requirements from subcontractors have also become more stringent. Some recent projects we have worked on required 5 to 20 mil tolerance of model versus install verification prior to asset model handover.

Point Cloud scans can be linked into the design model in Revit to verify the site installation against the model design for clarity. And this also enables a visual timestamp of installation prior to the second fixed ceiling install. ACC and Build now enables Jones Engineering Fire Protection to store their Point Cloud files within the platform to provide easy access from any PC or laptop device. Key advantages of this is that we can source the point clouds anywhere, anytime, and they are easy to navigate within platform.

Here we can see an example of where a recent Point Cloud scan has been completed of Damastown Roads. And the RCP and support folder have now been downloaded from the scanner machine and uploaded to the project folder on ACC Docs. This now enables the whole project team full access to the Point Cloud and can be easily viewed when needed.

Frequent Point Cloud scans ensure the fire protection installation is tracked and recorded. And these scans can be linked into our Revit model to ensure modeling is correctly aligned to the install prior to asset information model handover to the client for facilities management usage in the future.

So now we will move on to health and safety. So at Jones Engineering, we continually drive to promote and maintain the physical, mental, and social well-being of all employees. And everyone is empowered through our proactive safety culture.

As part of our digital implementation strategy at Jones Fire Protection, we wanted to improve the standards even further by enhancing the communication and collaboration between the site and office teams to ensure that all safety and hazards are easily identified and quickly communicated to eliminate accidents as much as feasibly possible through the implementation of ACC and Build. We see safety as not just a standard, it's a frame of mind. And safety is our number one value because priorities change, values do not.

One of the key improvements we were able to implement through Autodesk Build for safety, commissioning, and facilities management were the digitalization of our checklists, traditionally filled out by hand, into smart PDFs and uploaded to the form section of Build through the forms templates to be populated on projects within the ACC app. Safety forms are now transformed and uploaded as templates to ACC Build, where they can be easily utilized and used on projects housed on ACC within the Jones Engineering Fire Protection accounts.

Site teams can now easily identify issues and hazards during the installation stage and instantly notify the design team back to the office for clarification and instruction to remediate the issue. By identifying safety issues onsite, safety is maintained and accidents are prevented. Here we can see the difference between the traditional methods and procedures to source and populate a safety audit form before returning to the office for storage versus the new process within our digital forms on ACC.

The traditional process included travel to and from the office and amounted to an average 120 minutes. Whereas now, the team can quickly and easily source the safety audit form directly from the form section in Build and populate it instantly without having to leave the site. This process took, on average, between 15 and 20 minutes in total. We are already seeing a positive impact from our digital implementation strategy, as illustrated here by our EHS manager, James Phelan, who says the digital forms have expedited his processes by 10x.

And next we will look at the enhancements we implemented within our planning and analytics team. To integrate our planning team within ACC platform, we have enabled the process where we can now utilize the Schedule tool within Build to import the general contractors Microsoft Project and P6 Primavera schedules into this plan and delegate upcoming tasks to site teams.

Here we can see where Luisa from our planning team has imported the current schedule from the general contractor. Once the schedule has been successfully imported into the scheduling tool, from here, the planning team can effectively manage and delegate upcoming tasks to the site teams when needed.

The planning team can also utilize the Insight tool through the integration of Power BI to efficiently organize and design the installation processes for all Jones Engineering Fire Protection projects. This provides easily accessible and readable KPI dashboards that can be shared with the whole supply chain within the Insight tool. Here we can see within the Insight tool, we can navigate to the Data Connector and run an extraction of all project data.

Once within the Data Connector, we can then go to the Data Extraction and run a data extraction from the project to source the latest project information. Once the extraction has been completed, it will then be visible within the activity log shown here, and the compressed file will be ready to be downloaded and used within Power BI. ACC also offers Power BI Autodesk templates that can be used on all aspects of project information, such as design issues, [INAUDIBLE], et cetera.

These templates can be easily customized to suit the needs and requirements of each dashboard. Here we can see Alm, our projects control engineer, has utilized the available dashboard templates and then customized them to suit the requirements he wants to illustrate within his KPI for the Damastown Road project.

Commissioning is next on the agenda. At Jones Engineering, we have never failed to deliver a project to our clients in our 134 year history of business. And the key to this success is ensuring the design and installation is validated for full functionality prior to handover. At Jones Engineering Fire Protection, this is no different, as we ensure our sprinkler systems are reliable and fully functional as it mitigates risk, prevents accidents, and ensures regulatory compliance.

Similar to the safety forms referenced earlier, we have developed all test pack forms from the traditional paper copies and into a digital format and uploaded them to our company forms library under the classification of commissioning so they can be distributed to projects when needed. We can see here within the Damastown Road project that we are manipulating the assets tool to be used for facilities management and using it to create commissioning test pack folders.

For each area that is to be commissioned, I'm creating a test pack folder and assigning it to a location that has been preconfigured within the Project Settings. Once all the test pack folders have been created, I can now begin adding the necessary forms to each folder. This can be completed by selecting a folder, as illustrated here, and then using the reference tool, going to the forms, and creating the necessary form to be added for the test pack.

I can add additional information to the forms once created, such as description, name, as well as any additional information deemed necessary. Once all commissioning forms have been added to the test pack folder, I will move on to the next folder and complete the same process until all test packs have the necessary forms added. Here we can see the final few forms are about to be added to the last test pack, and they will be now ready to be assigned to the commissioning team.

One final check of all the references added. They are in the correct order, and we should be good to go.

Once all the test packs have been developed within the required forms added, I can now assign the relevant forms to the commissioning team ready to be populated. Once the commissioning team have completed the test pack information and the test pack is ready for issue to the clients, we can develop a report within ACC using the Report Tool. Here we can see where I've created a template for level 0 test pack. And because all of the commissioning forms have been created using the commissioning classification and the test pack folders have been assigned one of the preconfigured locations already set up, we can now use these parameters to filter what the report will be looking to generate.

When the report has been generated, we can now go to the report template and download the generated report, which will download as a PDF file. This file will now show all forms and any other references that were assigned to this test pack during its development, such as photos, issues, and files.

The final pillar we will look at is facilities management. Jones Engineering Fire Protection regularly conducts maintenance on all projects they are contracted to supervise to ensure the mechanical equipment enabling the system to function is properly performing. Regular maintenance requirements is typically detailed in the relevant standards used on the project. Examples of this include fire pump flow tests that require yearly checks, dry pre-action systems that should be trip tested every three years, foam systems that are tested as required, as foam systems are replaced per manufacturer's requirements, normally a seven year shelf life.

Here we can see where I've again utilized the assets tool, but this time I've created new categories for facilities management. This category can now be used to house the asset folders for all maintainable assets within our project. The additional advantage we've implemented for the facilities management team within the assets tool is to utilize the barcode generated when developing the project locations and then using a QR code generator, develop QR tags that enable instant access to any project information assigned to that location within the assets tool.

These QR tags are then distributed to the relevant assets. And this enables quick and easy access to review, create, or comment on the asset maintenance forms assigned to this asset when needed from a simple scan of the asset QR code.

So in summary, the process we have implemented across all aspects of the company, from design, safety and planning, and analytics to commissioning and facilities management, they've drastically improved how the team at Jones Engineering Fire Protection conducts our business in a completely positive action. This has drastically improved the workflows we have in place and has promoted an efficient workplace for all.

There were obviously obstacles we encountered along the way, such as how we can make the transition as seamless as possible from the traditional workflows in place through design, safety, commissioning, and FM. And this had to be teased out in an agile format in incremental stages.

Another hurdle we had was to look at where the workflows we currently had in place-- look at the workflows we currently had in place with other software platforms and how we could enable a streamlined transition from these external platforms over to ACC. And change management was a topic that constantly came up within our implementation journey. How do we change the mindset of the end user away from the traditional processes and onto a new and more efficient process that they were not used to?

While these obstacles were encountered, there were many advantages that outweigh the hurdles we encountered. The workflows enabled lean principles to harness a more efficient time-saving tasks that in turn lowered labor costs for the company. Efficient workflows enabled a positive work environment and ensured accountability across the team. The overall process increased client and customer satisfaction by the team, improving the quality of design data and shared externally, and employee engagement also improved, which encouraged a better work environment.

ACC Docs and Autodesk Build has drastically improved the communication and collaboration processes on all projects currently implemented on our ACC platform, including design, safety, commissioning, facilities management tasks. The steps we have implemented now within ACC have transformed our business from the old siloed and paper trail workflows to a new, digital, user friendly, and easy-to-use platform that now acts as a single source of truth across all departments. Thank you for your time today.