Supply Chain Management with BIM 360

IAN OUELLETE: Welcome, everybody. This is Supply Chain Management with BIM 360. Ian Ouellete with Skanska USA Building. I'm glad to see everybody has made it through until Wednesday. I know it's been a challenge at AU. I just wanted to start off kind of gauging the audience, take a poll.

Who's an owner or owner's rep? If you guys could just raise your hand. Anybody? OK. Now anybody in the design, architecture, consultants, anything like that? OK. That's good. And then any CMs, construction managers, GCs? All right. Good. All right. And now any subcontractors? Subcontractors? Oh, good to know. OK, perfect. All right, yeah.

So moving on. To start off, myself-- Ian Ouellete, like I said. Don't let the photo fool you. That's a photo of me. I know, without the beard. Been with Skanska for almost-- it was five 5 and 1/2 years. I started off in Boston. I went to college there. I went to a small school, Wentworth Institute of Technology, right near Boston Red Sox, World Series champions. So, I had to throw that in there. I had to.

I was hired right out of college for Skanska. Did an internship-- actually, did two years of internships at Novartis, a large pharmaceutical campus in Cambridge. Some of the other things that, actually, when I was hired was through a competency core training program, where you actually are rotating in different departments. One of the first departments I actually was in was the VDC group. I started kind of working with them, and it kind of sparked my interest. And so I had those relationships going through my other rotations. So it was kind of nice to start off with that.

I worked on 1350 Boylston Street, which is actually the Harlo now. It's a precast building located near Fenway Park. South Boston Waterfront Transportation Center, which is the project that, actually, the session will be about, which is in the Seaport. And then now I'm currently, actually, in Collin College Wylie Campus in Dallas, Texas. So a little bit of a jump there. Relocated with Skanska, which that's what's great about being with a big company. So yeah.

For the agenda today, we'll be going through learning objectives, giving some background on the project itself, so that you guys have understanding of kind of what we had to deal with, the restrictions and some of the limits that we were held to. Go through the understanding the process. This is a big key. Obviously, we need to understand what's the end goal. What are the results of what we're trying to accomplish here, whether through the owner, or through the subcontractor, or within ourselves, making sure that we have an understanding in what those results will be.

Supply chain, going through actual process, what we expect, when we expect it, and who's actually going to be touching that at that point in the stage. Lessons learned, going through kind of the whole process as an entirety, making sure that everyone understands what was the beginning expectations and then what actually ended up becoming the result at the end. So, going through.

Learning objectives. How to go beyond the norm with BIM 360 field. As you know, the next gen actually doesn't have the barcoding yet. So that's exciting. But for this, we'll be covering the classic. There's a lot of items here that we'll be going through. Obviously, there's other people that have gone through different things, and we'll be focusing mostly on how that affected the barcoding of the precast. So it's pretty interesting what we were able to accomplish.

How to adapt BIM 360 Field for project specific needs. Talking about this previously, going through and seeing what the owner wants or what the sub needs and being able to incorporate that into the actual technology. Understanding how to use the equipment module to track material in various ways-- we'll be going through that, and I'll show that through the slides.

Explore more ways to collaborate with the subcontractors in BIM 360 Field. This is a big one. I think a lot of the times, we are either worried. Or there's a lot of risk in opening up for transparency and giving the tools to somebody else. There's a lot less control. And I think opening up that door is, there's a lot of transparency. And I think there's a big relationship that you need to build to be able to do that successfully. So we'll be talking about that today.

So the project, South Boston Transportation Center. This is a $75 million parking garage. It's for the Massachusetts Port Authority. It's located, like I said, in the Seaport. Some people nicknamed it the Garage Mahal. It was a pretty big structure, nine stories. You'll see-- I'll go through some slides on how we actually were able to build it. The project itself, the footprint is pretty much what the building was. So logistically it was pretty much a nightmare trying to get material in, especially these large pieces, 40 to 60 feet long. Pretty difficult, and so I'll go through the process in how we actually were able to do that.

Also, another big thing was the foundations. The way we actually had to construct this was the I-90 tunnel that was built during the Big Dig that connects Logan Airport to the city through the I-90 highway, we actually had to tap into the top of that tunnel system. Structurally, it's a very impressive project. I know it was a lot of different entities that you had to deal with. You have federally, state. You had to deal with the NBTA at some point due to the fact that there is a Silver Line for the subway system next door. So there's a lot of stuff that was involved and a lot of people that, obviously, had input into that project.

So the next slide here, this is the overview of the whole project itself. So I'm not sure if you guys are familiar with the Seaport area. But we have Congress Street up here, and D Street is on the right. Silver Line right here-- Silver Line is actually a busing subway system. So that means that they actually have catenary lines that run above head. It's about-- I think it's 550 volts. So that's a very high risk, especially when you're erecting a building that essentially is the entire footprint of the project.

So one of the things that we had to do to build this was we actually had to go from east to west. And one of the things that we were able to do is we had to start from one end, go all the way up with nine stories, and come across. And so we were able to do this over time. And this is actually a concept construction sequence that we presented in our proposal to the Massport Authority. And we actually built it pretty much identical to the way we actually proposed.

Now as you can see here, this ramp that goes onto the I-90 highway is actually six feet away from the closest precast panel. So again, some serious constraints here. Let's see. As well as this plaza, there's this third story that's actually connecting to the World Trade Center Ave bridge right here. So there was a lot of stuff going on. As you can see, it's essentially what the footprint of the project is. So that was a huge feat itself.

Now, to get that precast pieces to our spot, we had to do it in a couple of steps. The precast came out of Western Mass. The Unistress Corporation did the actual precast. And one of the things we had was limitations on when we could bring the precast into the city. We had a very short window of time at night, and we had a bunch of land that was being used for parking for the cruise ships for Massport. We were able to utilize that for the precast itself.

So they would come in on the highway at night, dropped here, and then during the day, as you can see, we would bring in and bring them to the site. Now just for reference-- I'm not sure if anybody is aware-- this is the dry dock right here, where the build space for Autodesk is actually located in the Seaport in Boston. And as you can see, the Seaport Boulevard's here, World Trade, and our project.

OK, understanding the process. Why? Why barcode? Now, I think originally, the idea was, hey, guys. We got this cool idea. Let's start barcoding the pieces. Oh, yeah, let's do it. Let's do it. Well, what does that actually mean? Like, what is the point? Why are we actually barcoding? What information are we able to extract for that barcoding?

After talking to the owner, their biggest concern was fabrication and installation. Fabrication being these pieces are going to be produced in a year in advance of actually being on site. So their biggest thing was they want to make sure they're actually getting what they ordered, making sure that whatever that may be, it's actually their product, not somebody else's, that they just said, hey, we should just build for this ahead of time. And we were able to do that through this.

Installation, being able to track the installation as real time and not having someone go out-- myself-- go out and count the pieces in the field. So those are the two biggest things for them. Now being the construction manager, our biggest two was quality control and finishing the job, doing the punch lists. Those guys can go hand in hand, but some of the things is making sure that what they actually did order is what [INAUDIBLE], whether it's the color, whether it's the consistency, the sand blast, or overall, just structurally, making sure that they're producing the top product.

Now I did leave subcontractor here, specifically for a reason. When we did talk about this originally, one of the biggest issues was subcontractors had no input. Now that's a huge issue. And I think that goes into being transparent and making sure that they understand what's being expected of them. For that issue, there was a lot of talks. And at first, they were like, yeah, yeah, we'll do it. We'll do it. Yeah, it sounds great, barcoding. Whatever that may be. And it came down to the sub was doing things not exactly the way the process had been outlined. But that's because they weren't a part of creating that process. So there was a huge disconnect there. And I'll talk about that in a little bit.

Supply chain. So these are the original steps that was developed with the Massport Authority and Skanska. As you can see, it's very simple. You go from ordering when you create the barcode, making sure that it's understood that everybody has that piece in mind. And then you go to fabrication. All right, the piece has been made, slapped the barcode on, scan the barcode, and put it as fabricated, shifting it to delivered. Precast has been put that drop lot in the Seaport. It's pretty simple. And then of course, the installation.

That wasn't the actual case. The final status-- you can see here the original ordered fabrication. And essentially, received and installed is the same from the beginning and the end. But in the middle, there's a bunch of steps here that was missing. The reason being these steps-- green dot, blue dot, yellow dot, red dot-- those weren't steps that I created. Those were steps that were already existing in the precast shipyard. That's their system. That's their quality control.

So green dot, when it's fabricating complete, a green dot means that it's ready to be shipped out that day. Now, depending on what kind of product it is, a blue dot would be it needs sand coating. It needs another touch of whatever blend that may be for the precast. So that's another step. So it's not ready to go. So as you go fabrication, you can never leave the yard until it's a green dot. So whether it's blue dot, it has to go back to green eventually.

There was a huge misconnect with the whole precast when we were doing this. And that's what we found out as an issue with the first few pieces of precast on site. Because we had this great quality control plan, and somehow we have three pieces that went through. And we have marks on them, and it wasn't satisfactory. It's like, how are we missing this? So these steps were added shortly after it actually began. And I think that was a huge issue in the beginning.

But as you can see, red dot would be a piece would be rejected. And so they would actually fabricate a new piece in its place. But everything else would be pretty much the same. And as you can see, the received, as it comes in on the drop lot, we actually did a checklist through the BIM 360 Field app, just to do another quality control check and have that piece outlined.

And as it is installed, the sub would actually scan it. It would be installed. And then as we did the post-installation, Skanska would do the checklist review as well. So there was a double check first with the subcontractor and then with the Skanska team.

OK, let's just go through the steps. Ordered. When we had their engineering model, every single piece of precast had already been labeled. This was their model. This was their system. So what I didn't want to do was create some fancy number system that maybe the architect had created, or maybe I had created. I wanted to use something that they were used to because that was the number one thing, is keeping it simple.

Now so we would take the engineering model. We would create the barcodes with a unique name for each piece up here. So these are double T precast pieces, and each one was very specific. So it's T7-013. Now that piece, we took those numbers, and I would actually populate all of the piece numbers, which there was 1,468 pieces in the actual parking garage.

So that being said, we were able just to use those numbers. I would upload it into BIM 360 and take the equipment types, which they already had a system for, put that in the equipment module as well. So for those two pieces of information, we already had that at hand.

And these were the equipment types. So you can see, double Ts, columns, spandrels, lite wall tops, lite wall, shear wall, riser, all those already there. That's why we could have used that information and keep track of it. And the sub actually knows what's going on.

All right. So now going back to the quality control. Fabrication complete. They would take these pieces. They would use the precast molds. As soon as this was placed, set, and cured, they would strip the pieces. And then that's when they would apply the barcode. Now, they always had to do two barcodes. It was a challenge at the end not realizing where the barcodes would be located. Initially, there was a simple, at each end of the actual piece-- the double Ts were very well easily accessible, but some of the columns were a challenge.

So now the precast pieces. So this is actually their yard. This is how they did the system. So talking with them, they actually had a spreadsheet that they would print. Their quality control manager would go out into this massive yard and take a piece of paper, check it, have a diagram of the piece, circle on his piece of paper, and look at it. And then at the end of the day, after doing 20 pieces, would go back to their office and type it into the same spreadsheet they printed in the beginning of the day. And which it was totally inefficient.

When I was talking to them, I actually got really excited. Because looking through, I'm like, guys, you can use the iPad. You can use this iPad. What they ended up doing was they took it, they scanned it. They were able to take a photo of what actually was happening, and then they were uploading that through the sync. Because of the BIM 360 classic, you have to sync it. And once it was saved, it eliminated their end of day reporting.

So the quality control manager was ecstatic. He goes, I can do my job so much better, so much faster. He's like I don't have to sit at my desk at the end of the day and do all this paperwork, where this is like saving me so much time.

And another key is this is their system actually existing. They would take the pieces, and that number that was designated for that piece was already here. They would literally write on it. And they would write the date that it was made. So our barcode was on that piece. And I had the exact same information. So they were duplicating it because obviously, this is a new system that they weren't sure about. But they still had the same information, just differently placed. So it was huge.

And as you can see here, this is a great photo. So it's T6-85A. It would show you the date, and they would take a photo of the actual barcode on the precast. It was very simple, and yet super effective. The same information was there. It just was a different format.

All right. So now, once that has been done, once they do their internal quality control, they actually inspect it one more time. And they put it on their trucks. And then they scan it to go shipped and then it's actually shipped to our yard. And once it gets into our yard-- we actually had set up a early morning 6:00 AM meeting to inspect it as a team. It would be Skanska, Massport Authority's resident engineer, as well as the subcontractor.

This was a team project, so we all understood, obviously, the heightened awareness. In the beginning, we had three pieces that just didn't make the actual requirements that were needed. So we had to, every day, meet at 6:00 AM to go through this. That's where that check was populated.

And this is the actual checklist. So this is standard stuff that they had in their quality control. So this was tagged to every single piece of equipment, which is the precast. So as we're going through, we're changing the status of the piece, and you can see that history. And you're collecting more information with the checklists. So at one location in the equipment module, you can actually see these pieces gaining information.

And we did that for every single piece. We did that for 1,468 pieces. Now, that took a tremendous amount of work. But in the beginning, it took a lot of learning curves. But over time, the benefit was there. We weren't missing any silly miscellaneous cracking or whatever. And if we did have it, we knew about it. We knew about it way before it was even installed. So they had a great team that would follow behind the install team, making these corrections. So there was really no delay in quality control.

All right, install. Now this is huge for me, personally, because being the Skanska representative out in the field, I would be the one that would actually have to count and make sure we were on track in where we were overall in the schedule. This was able to take the information that they're scanning real time and put it into a report. I actually ran a report every day at 3 o'clock after they had been finishing up.

This report went out to us. It went out to the owner. It went out to the sub. Everyone saw it. There was no confliction with information because everybody agreed that had been done. So to be able to have that instantaneously was a huge benefit to me, personally.

And we have all that information. You can go on. So just to backtrack, now you can see where the pieces have been fabricated. You can see when the pieces were delivered. And now you can see when it was installed, as well as that information for those checklists. So you're gaining information through the progression of the project.

And the punch list. Punch list-- I think I talked about this a little bit. One of the challenges we had was with finding the barcodes. Now the columns, the beams, things that weren't obviously out in the open were kind of an issue. But one of the nicest things that we found working with the architect, they loved this. They were able to walk with me, just to go around and see what they wanted on the pieces of precast, and take photos of things that they weren't really sure about and document it in the precast piece. And then that would go right to the sub.

So his team, doing the items that he's already addressed, now he can address the architect's issues in the same list. So there's no going back and forth, going back and forth with all of this emails, or spreadsheets, or making sure we're on one punch list. We all had one list. It was all there, documented. And they could address it in a timely manner. It was good for the sub because he doesn't have to go back multiple times. Great for the architect because he's seeing the items that he's being asked about being addressed instantaneously.

And this is an example, obviously, of the barcoding on the precast. All right. And this is how detailed it got. This is a punch list example. When we went through this, you can see here the location path was huge. Being able to understand where that piece was when we did the walk with the architect was huge. And we get pretty descriptive with what we had for items.

Now, like I said, this information was collected and given to the sub instantaneously. So there was no disputing. There was no confusion on, hey, did you address this? Have you not addressed this? We could have this information. He could, obviously, take care of it. And then we can review it again with the architect and him and close it out.

The results. This was a great idea. All the information that I've talked about, whether it be the name, the type, the description, where it is located, and the status of the piece, all is in one location. Fabrication date, we have the barcode item, and the install date. I didn't have to go and rush and find six different places for this information. I had this in one location. And it was through the progress of the supply chain, I was able to collect this without having any headaches.

Now I also want to know. There's an issue here, above, right here. That was actually done at the Unistress yard. That was the quality control manager going through those lines of precast, making his notes, taking photos, and recording that in the actual equipment module.

Now, some subcontractors-- and I think the issue we had in the beginning was, honestly, they didn't feel comfortable recording this information in BIM 360. The idea is I think that-- I don't know-- whether that we would use it against them in the future or making sure that we weren't going to kind of poke them in the eye when the piece hadn't even shown up to the job site yet.

So I think there was a huge expectation that we needed to sit down and say, hey, guys, listen. We're not here to poke before we even start putting these pieces in. We're here to help. We want to understand what you need. We want to make your life easier. And ultimately, through the relationship gathered, it really did help. But there was a long time of kind of this-- I don't think they were using it to the potential. And I think me going out there every month to show them and help them really, I think, helped grow that relationship.

But I think in the beginning, they definitely were hesitant. They didn't want to use this new system. And it wasn't because-- I don't know if it was because of their understanding of the product. But I think that they just weren't unsure. It wasn't their company, so why would they trust someone else's company? And I think that was one of the barriers that we had to break.

But I think at the end, everyone talking to, it was pretty funny. They always were saying like, one of the biggest results, I think, the PM told me at first was like, wait a minute. So you paid me extra 100 grand to buy a bunch of iPads and make my job easier? I was like, how does that make any sense? I'm like, hey, listen. I don't know what to tell you. You literally just had to do the program. And it would speed it up.

And he loved that. He said that one of the things that was the best feedback was for the production. The production manager, he took all that information and never had to touch a piece of paper. One of the things that he struggled with was actually documenting it. And that was one of the actual results that we found out, was some of the guys in their shop didn't update their records.

So they would have something fabricated, and then it would take three or four days to update that through the reporting that they had. And it was incredible because this was instantaneous. So their quality control managers wouldn't know for three or four days where the pieces were. It's kind of mind boggling. But at the same time, I'm glad that it was a helpful tool for them.

All right, by the numbers. So as I talked about, 1,468 pieces-- that's how many pieces of precast there were in this project. Now the total number of work days to erect, there was 71 days. Average piece of install was 20. If you break that out on a 10 hour day, that's-- let's see. You're working 10 hours a day. That's 30 pieces a day. We did about one piece every 20 minutes.

It was a huge safety factor, but at the same time, they weren't worried about making another list. Because all they had to do was look at-- the piece would come in, he would take his iPad, scan the piece, and then they would rig it and then they would slide and install. There wasn't an extra 5 or 10 minutes of trying to figure out paperwork, anything like that. It was very simple, very clean, and it was very beneficial for everybody.

Non-conformance-- now I don't really like to talk about this, but the first three pieces we actually had on site, we were written up for non-conformance. There was a little bit of debate on what the quality was, but long story short, the original system was missing the quality piece. And I think that that showed in the first steps.

So when we actually stepped back, looked at the process, added those quality pieces that was existing in there in the subcontractors' methods, that's when we had no more issues. So out of the first three, the rest of the 1,465 pieces was great. I mean, in my eyes, that's a huge accomplishment. Three non-conformances for a project that large? Right and then, the results, I mean, speak for themselves.

All right, lessons learned. Lessons learned, setting expectations early in the process. Like I said, I think the idea started with the owner really wanted to do barcoding. And we did, too. But it was making sure that everyone understood what that meant and what was the results intended to do, whether it was trying to do the fabrication tracking or the installation tracking. There was a huge gap in what we really understood to be the result at the end.

Taking the existing process, interacting it with the input from the project team prior to starting, that was, I think, one of the issues we had with bringing in the subcontractor. We needed to bring them in earlier. We didn't have their input in the beginning. And I think that we struggled with that. And that's what it showed, those three pieces.

Full communication through all parties. This is what I was talking about as far as getting that trust, getting that relationship as well, and the transparency that we needed. Some of the subs, obviously, they don't understand BIM 360. And I think that's one of the things that we really need to focus on as a whole as well. Because we're expecting the subcontractors to use this information, but at the same time, we're not helping them support them. So just like the GC or the CM needs support, I think the sub needs support as well.

And as projects go faster and faster, we're expected to have turnaround. And we're expecting the subs to have turnaround. And I think a lot of the times, if they're struggling with paperwork, there needs to be some sort of communication with them. And I think that that's one of the steps for the future. We have the owners. We have the designers. Now we need the subcontractors as well.

One of the last things is barcodes. The locations of the barcodes was a pretty big problem. Like I said, the columns-- we had 45 foot tall columns. And we'd have a barcode at the top, and then we'd have a barcode at the bottom with a piece that is adjacent to it. So once it's installed, it was hard to scan. But luckily, we had the writing that they had originally. So you could see how it lined up. But that was a huge issue we had. Not all pieces for the punch list, but it was definitely a struggle that I think that we would definitely need to look at each piece individually and understand where we could scan them for the future.

And one of the things I definitely want to leave off on is AU is an inspiration. There's a lot of products here. There's a lot of projects. There's a lot of people. And I think all these things can inspire people. But it's the actions of the people that really mean a lot. Now last year was my first year at AU. I didn't really know what to expect. I sat in a bunch of the barcoding. This was something that I really picked up on from those experiences. Those actions are from really listening to other people here. And I think that's huge.

And I just want to ask you guys, whatever that may be, please act on those. Because that's ultimately going to make a better project or a better future. And I think everyone is trying to do that here, which is why they obviously come here. And I just wanted to leave off on that note. So thank you.

[APPLAUSE]

Now does anybody have any questions? Oh, sorry.

AUDIENCE: What was the modification of the changes to the interface of BIM 360 that you had to make in order to support your workflow? Or it is out of the books supporting the workflow for the QA of the concrete precast elements?

IAN OUELLETE: So, yeah. The question, what modifications did I do to any of the BIM 360 Field?

AUDIENCE: Correct.

IAN OUELLETE: So I actually did no modifications. I was able to use the existing system with the equipment module, adding in the checklists at different various stages. And I was able to use that system for what we were trying to accomplish in that process. So I mean, I didn't modify at all. And I was able to adapt it. And I think that was huge. And to be able to gather that information for the equipment module was so beneficial.

Now, that being said, there's still a silo of information in that equipment module that essentially, we just pull it for reports. Now the next gen, ideally, there's a lot more interaction that you can use. Yesterday, I actually sat in a great presentation where the gentleman took it from Revit used it doing BIM 360 Field, and was able to update it into Navisworks. Now that information, he actually had to do a lot of modifications. But I hope in next gen, we can get to a point where we don't have to actually struggle to get to that. But yeah, so to answer your question, I didn't actually have to do any modifications.

AUDIENCE: So in the [INAUDIBLE] model, the barcode name was not connected to the field?

IAN OUELLETE: So we had two models. We had their engineered model, and then we had the architectural model. The architectural model didn't have that barcoding, but their engineered model did. So that engineered model was connected. It wasn't connected by location, but it was located-- it was connected by piece number, if that makes sense.

AUDIENCE: So you had to somehow aggregate the piece number to pull it out from the Revit and then push it back to BIM 360?

IAN OUELLETE: Yeah. We actually did that. So we extracted all those piece numbers from the model, and we're able to use that for the equipment barcode number. It's pretty cool.

AUDIENCE: So I'm curious about the adoption or the initial concerns about the data.

IAN OUELLETE: Yeah.

AUDIENCE: Who in this project, who actually owned the data?

IAN OUELLETE: Skanska did.

AUDIENCE: So Skanska owned it. And then did you do anything to transfer or share the data with the supplier afterwards?

IAN OUELLETE: Oh, yeah. No, no, they actually-- one of the things that they really liked was the whole platform itself. And they actually wanted to get in contact with Autodesk after the fact. So now we own that project. But we did share openly with all the information. And there was a point where they actually were able to start to start looking at the trends, specifically with the shipping. So they started looking at things differently. And they started to ask them questions.

So they used different trucking. So one of the big things that they were worried about, or I guess, concerned about, is, well, is there any difference in who we're using for trucking? And I think they started to analyze that. I don't have the results of that, but I know that they did start to look at the trends of how they do business. So they started to ask their own questions, which was kind of interesting.

AUDIENCE: Yeah. And then at the end of the project, did you transition the data or give the data to the owner or the--

IAN OUELLETE: Yes, of course.

AUDIENCE: --the operator? OK.

IAN OUELLETE: Yeah. And like I said, everything we did for reports, we always turned that over to Massport Authority. We did that. I mean, obviously, the idea is to collect as much information as possible, so that if there's anything for the future, they would have that. There was a lot of information, and to go back to the whole model issue, they needed the engineering model, which they would have to obviously pull up, and then to realize what piece that was. But ultimately, they had all that information.

AUDIENCE: Very good.

AUDIENCE: I guess, for the barcoding, did you have any issues sequencing the work or sequencing the install at the trucking level? How did you make sure that that was the right panel at the right location, in one sense?

IAN OUELLETE: Yeah. So I think what you're asking is, how did the pieces line up through the sequence, like as far as them shipping it?

AUDIENCE: Yeah. And if there was any-- did the coding help with anything? Because we struggle sometimes with the trucking coming in the right sequence on our jobs. And I don't know if the code-- we're thinking that QR codes or bar codes can help. [INAUDIBLE] model somehow. But was there any issues lately?

IAN OUELLETE: So as far as that goes, so what they would do is when you see a certain type of number, they actually-- that number wasn't specific to any location in the model, which was, I think, an issue. I think what I would like in the future, which was the lessons learned, was, I wish we could designate whatever that double T would be in that level, too.

Like if it was T6-30-2, it would be on the second floor. But that wasn't the case. It was T-30, but that T-30 could be on the ninth floor, or it could be on the second floor. It didn't matter because they fabricated all the pieces are the same. So for sequencing, it didn't really affect it. But we were able to locate those, as far as when they were installed, through the sequencing. So I think-- does that help?

AUDIENCE: So all you were doing at the trucking level, you were just checking in the panel--

IAN OUELLETE: We're checking in-- yep.

AUDIENCE: --to say that it's here, and then installed.

IAN OUELLETE: Yeah.

AUDIENCE: It's installed. You're scanning it or you're taking a number.

IAN OUELLETE: But we would also tag it to a location of the floor. So once that piece was in, we would know what floor it was on. So if that helps. Any other questions? All right. Thank you, guys, so much. Appreciate it.

[APPLAUSE]