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The Role of It in the Construction Industry in Canada

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Département de génie de construction MGC846 Nouvelles technologies de l’information appliquées à la construction

Examen Final « Take Home »

Préparé par : Carlos MUNAR MUNC 26055907

Chargée de cours: Souha TAHRANI , PhD. Avril 2013

Table des matières 1. PARTIE I COMPTE-RENDU DE TROIS PRÉSENTATIONS, AU CHOIX ......... 4 1.1 L’utilisation BIM dans le CSUM (SNC Lavalin) ................................... 4 1.1.1 Ressources impliqués .................................................................................................. 4 1.1.2 Leçons apprises : Corruption de fichiers dans la transmission via Internet ............................................................................................................................................. 4 1.1.3 Les stations de travail .................................................................................................. 5 1.1.4 Le décalage horaire ...................................................................................................... 5 1.1.5 Utilisation des outils .................................................................................................... 5 1.1.6 Suivi du PFT ..................................................................................................................... 5 1.1.7 Relation avec les architectes .................................................................................... 5 1.1.8 Marge technologique ................................................................................................... 5 1.1.9 Logiciel spécialisé de phasage et d’estimation de couts en BIM ............... 6 1.1.10 BIM et les processus .................................................................................................. 6 1.1.11 Mes observations ........................................................................................................ 6 1.2 Intégration de TI dans les entreprises l’amélioration par l’automatisation des processus .......................................................................................................... 7 1.2.1 Amélioration des processus ...................................................................................... 7 1.2.2 Identifier ............................................................................................................................ 8 1.2.3 Prioriser ............................................................................................................................. 8 1.2.4 Documenter. .................................................................................................................... 8 1.2.5 Automatiser ..................................................................................................................... 8 1.2.6 Gouvernance .................................................................................................................... 9 1.2.7 Triple simplification ..................................................................................................... 9 1.2.8 Étude de cas Solution de la gestion des achats. .............................................. 10 2. QUESTION 2 : RÔLE DE L'INTÉGRATION DE TI DANS L'INDUSTRIE DE LA CONSTRUCTION AU CANADA POUR RATTRAPER SON RETARD SUR L'INDUSTRIE AUX ÉTATS-UNIS ................................................................................ 11 1.3 Introduction ........................................................................................... 11 1.3.1 Hypothèse de travail .................................................................................................. 11 1.3.2 Le retard : Comment le mesurer? ......................................................................... 11 1.3.4 La Formation brute de capital fixe (bâtiments et génie) ............................ 13 Page 1.3.3 La recherche & développement ............................................................................ 12

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1.3.5 Croissance de la productivité à long terme ...................................................... 13 1.4 L’organisation, les processus (étude de cas) ......................................... 14 1.4.1 Gestion du savoir (KM) et les obstacles ............................................................. 14 1.4.2 Créativité et innovation ............................................................................................ 14 1.5 Conclusions question 2 ......................................................................... 16 3. RÉFÉRENCES ........................................................................................................ 17

Table de graphiques Figure 1 PIB par habitant au Canada par rapport aux États-­‐Unis de 1994 à 2005 ..................................................................................................................................................................... 11 Figure 2

Pourcentage d'entreprises qui utilisent CAD

.................................................. 12 Figure 3

Dépenses intérieures brutes de R-­‐D en pourcentage du PIB, 2009 ....... 12 Figure 4

Tendances de l’écart de croissance de Canada-­‐États-­‐Unis du progrès technologique, l'intensité de croissance de capital et composition de la main-­‐ d'œuvre ................................................................................................................................................... 13

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1. Partie I compte-­‐rendu de trois présentations, au choix 1.1 L’UTILISATION BIM DANS LE CSUM (SNC LAVALIN) L’implémentation de BIM chez SNC-­‐Lavalin avec un projet de cette envergure1 a représenté un vrai défi pour l’organisation. Le gouvernement backup ces initiatives avec des crédits d’impôts. 1.1.1 Ressources impliqués SNC Lavalin a avancé si vite parce que l’organisation est allée chercher des consultants aux États Unis.

La décision s’est avérée correcte. L’on a choisie le logiciel Revit.

1. 10 personnes temps plein dans chaque discipline 2. 1-­‐2 pour coordonner l’ensemble 3. Périodes côte : 2-­‐3 personnes pour coordonner 4. La liste de paie du personnel à Montréal est d’environ $8millions par an 5. Maintenait, l’organisation compte avec 200 personnes a travers le monde 1.1.2 Leçons apprises : Corruption de fichiers dans la transmission via Internet La taille des fichiers Revit est de l’ordre de 30 MB, ce que les fais très sensible a la corruption des données du a la latence de la communication2 via satellite. Deux stratégies ont été prises : 1.1.2.1 Réduction de taille des fichiers Après que le fichier a été détaché on enlevé les liens CAO et Revit inutiles, purgé toutes les familles non utilisés, supprime de vues de dessin, et d’éléments de construction dans les étages qu’on n'a plus besoin. 1.1.2.2 Reconfiguration du réseau Puisque la corruption des données est devenu si fréquente on décida modifier la connexion au serveur. En lieu de travailler à distance et d’envoyer les fichiers, maintenant les gens accèdent directement au serveur de Montréal, de façon telle qu’en cas de déconnexion il n’y a pas perte de travail

données .. La signal prend pour aller et revenir d’environ 300ms http://www.je-­‐comprends-­‐ enfin.fr/index.php?/Communiquer-­‐avec-­‐les-­‐satellites/latence-­‐dans-­‐la-­‐communication/id-­‐menu-­‐47.html

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2 « Les liaisons Internet par satellite sont…pénalisées.. les protocoles exigent confirmer la bonne réception des

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1 Avec une superficie de 200,000 m2 le CSUM est le chantier de bâtiment le plus grand au Canada.

1.1.3 Les stations de travail L’investissement en ordinateurs, licences et capacité additionnelle de stockage est considérable, mais préférable au risque de perte des journées de travail. 1.1.4 Le décalage horaire Eventuellement en cas de défaillances s’est passe que les équipes d'outre-­‐mer restent à rien faire une demie journée parce que à Montréal il est dimanche. 1.1.5 Utilisation des outils 1.1.5.1 Le phasage (Naviswork ?) Ils sont très performants pour la conception initiale du projet, étant l’interface avec Primavera Project Planer la plus attractive (approvisionnement) 1.1.5.2 Estimation SNC Lavalin a son propre logiciel de control de projets, donc que pour certaine applications il a fallu d’abord travailler avec bases de données. L’intégration de BIM au processus de soumission représente un avantage sur ses compétiteurs. 1.1.5.3 Détection de clashes Le bilan est très positif. C’est remarquable la coordination achevé entre le design d’architecture et les MEP pour combler les besoins des équipes médicaux, dont le degré de détails des modelés étais extraordinaire. 1.1.6 Suivi du PFT L'outil PFT permet simuler scénarios spécifiques, surveiller la température d’une zone, et produire des indicateurs de performance énergétique pour tout le modèle. 1.1.7 Relation avec les architectes Les architectes sont les clients. SNC Lavalin est le propriétaire de la maquette. GSM opèrera le bâtiment et achètera la maquette. SNC avait la conception générale et a engagé une compagnie spécialisée pour le faire. Pomerleau et son associé ont effectué l’autre bloc. 1.1.8 Marge technologique S’estime en 1%. Page

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1.1.9 Logiciel spécialisé de phasage et d’estimation de couts en BIM Lavalin n’était pas avertie de l’existence de VICO et puis il n’était plus possible donner marche arrière et le refaire avec ses protocoles 1.1.10 BIM et les processus En général tous les intervenants sont satisfait avec les nouveaux processus de conception et de travail collaborative.

Chez le sous-­‐traitants il y a de résistance au changement, ne donnent pas d’importance au modelé, seulement à l’ouvre achevée.

La qualité de plans est très supérieure et les relevés de quantités aussi. 1.1.11 Mes observations Un fichier de Microstation de Bentley a une taille de 10-­‐12 MB pour un projet similaire. L’installation du logiciel tel quel ne prenne qu’un 1/6 part de l’espace en disque dure qui exige Revit. De plus le logiciel et moins exigent en matière de processeur, donc moindre de consommation d’énergie électrique. J’ai connu Microstation en 1994 est j’ai vu ses possibilités.

Les données de la tendance sont accablantes. Une fois plus se prouve le paradoxe de Jevons,

http://fr.wikipedia.org/wiki/Paradoxe_de_Jevons

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« à mesure que les améliorations technologiques augmentent l'efficacité avec laquelle une ressource est employée, la consommation totale de cette ressource peut augmenter au lieu de diminuer. En particulier, ce paradoxe implique que l'introduction de technologies plus efficaces en matière d'énergie peut, dans l'agrégat, augmenter la consommation totale de l'énergie »

1.2 INTÉGRATION DE TI DANS LES ENTREPRISES L’AMÉLIORATION PAR L’AUTOMATISATION DES PROCESSUS

La compagnie aide à ses clients à prendre conscience de processus effectués au sein des entreprises et à déterminer son utilité et valeur ajoutée. Cela se fait dans un contexte des ateliers ou le consultant joue un rôle d’animateur pour faire sentir en confiance tous les intervenants. Là il fait un peut de psychologue parce que pas mal de fois les employés sont là sans une vrai motivation. Il arrive aussi que certains personnes sont plus a l’aise pour donner son avis en privé si l’on les rassure la confidentialité. L’approche est originale. Dans la pratique de la compagnie ils ont trouvé que les décideurs haut-­‐placés dans l’hiérarchie de l’entreprise ont une connaissance très flou de la réalité de processus qui génèrent de la valeur pour la compagnie. La présentation a montré les principes de l’automatisation de processus, et après les a expliquer avec une étude de cas qui éclaircie le concept : 1.2.1 Amélioration des processus L’amélioration de processus passe par quatre etapes 1. Identification 2. Priorisation 3. Description 4. Automatisation 5. Gouverner 6. Étendre

Las plus intéressantes sont las dernières -­‐ Mise en production -­‐ Après la mise en production -­‐ Contrôler et gouverner le processus -­‐ Étendre l’automatisation aux processus liés C’est la ou l’organisation doit gérer le changement!

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1.2.2 Identifier Objectif : Clarifier les attentes et connaitre l’enjeu du client sur la valeur ajouté Les interlocuteurs doivent être dument autorisés. Très souvent on doit Redéfinir le problème. 1.2.2.1 L’ajustement Doivent êtres objectives SMART (par exemple que les 95% des ajustements budgétaires soient justifiables aux yeux de la direction. 1.2.3 Prioriser 1.2.4 Documenter. Consiste en clarifier les besoins en fonction de la situation actuelle du client 1.2.4.1 Outils BPM : Business Mrocess Modeling ZEUS : Logiciel QUALIGRAM Le livrable est le diagramme de flux actuel. Pour cela il faut éliminer les redondances.

Le découpage c’est une question très importante dans les entreprises. Il a trois degrés d’abstraction qui posent des questions différentes : 1. Pour quoi? Ver quoi? 2. Qui fait quoi? 3. Comment?

Dans cette étape on a le workflow de l’organisation! 1.2.5 Automatiser Il faut toujours identifier les activités avec valeur ajoutées. Il ne faut pas automatiser des activités qui n’ont pas de valeur ajoutée. Il a de fois que les ateliers prennent 3-­‐4 jours et les gens ne se mettent pas d’accord sur comment il

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faut le faire dorénavant. L’implication des gens dans un atelier d’automatisation est déjà la parce que sont eux qui ont demandé l’automatisation. Il ne faut que ce soit vu comme si on voulait chequer comment est-­‐ce que quelqu’un travaille. A la fin il faut designer le processus et le proposer pour le valider. Finalement on déploie le processus. 1.2.6 Gouvernance Puis il faut programmer de visite pour mesurer la « Courbe d’apprentissage dans la gestion du changement. » Le consultant est jugé sur les livrables, donc il faut éliminer les FLOUS Un projet pilote prend de 3-­‐6 mois parce que les gens doivent prendre le temps pour sortir un processus clair 1.2.7 Triple simplification 1.2.7.1 Du processus Erreurs corrigées Processus épurés Élimination du flou 1.2.7.2 De son exécution Cheminements encadrés Communications efficaces favorisées 1.2.7.3 De son contrôle Faciliter l’audit Mesurer les faits Soutenir l’amélioration continue Il faut que tout le monde embarque pour qu’il soit un succès!.

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1.2.8 Étude de cas Solution de la gestion des achats. 1.2.8.1 Intervenants Chargé de projets -­‐ Devais demander les soumissions -­‐ Faire les commendes -­‐ Approuver les paiements des factures Préposé d’entrepôt -­‐ Devais recevoir les matériaux -­‐ Refuser les matériaux no conformes 1.2.8.2 Problèmes -­‐ -­‐

Les chantiers ne recevaient en temps les matériaux parce que les commandes s’achalandaient dans le bureau du Chargé de projets. Le préposé accepté très souvent de matériaux no conformes parce qu’il ignorait les bonnes spécifications.

1.2.8.3 Solution Redéfinition du problème : Embouche d’un préposé aux achats.

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2. Question 2 : Rôle de l'intégration de TI dans l'industrie de la construction au Canada pour rattraper son retard sur l'industrie aux États-­‐Unis 1.3 INTRODUCTION 1.3.1 Hypothèse de travail Le retard est un phénomène microéconomique et la lente implémentation des TI la cause principal de ce malaise dans l’industrie de la construction. Ceci est rattaché au style d’entreprenariat du pays.

Il faut dépasser le paradigme de la surprotection de l'industrie, autrement le retard technologique continuera à croître. 1.3.2 Le retard : Comment le mesurer? L’écart entre la productivité de l’industrie aux États-­‐Unis et au Canada est d’environ le 8%. (Maynard, Jean-­‐Pierre. 2007) ..3

Figure 1 PIB par habitant au Canada par rapport aux États-Unis de 1994 à 2005

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4 Graphique prise du By Jean-­‐Pierre Maynard Canadian Productivity Accounts Micro-­‐economic Analysis Division Statistics Canada OECD Seminar, Bern, October 2006

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Rivard (2002) a trouvé qu’à l’époque les logiciels CAD n’étaient utilisés que par le 26% des entrepreneurs.5

Figure 2

Pourcentage d'entreprises qui utilisent CAD

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1.3.3 La recherche & développement La part du PIB attribuée à la recherche et au développement (R&D) a diminué de 13,3% 2001 (2.09%) et 2010 (1.80%). 4% du 13,3% en moins correspond à la R&D du secteur de l’ingénierie.

Figure 3

Dépenses intérieures brutes de R-D en pourcentage du PIB, 2009

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Moins d’investissement dans le domaine de la R&D signifient aussi moins d’innovations. Par conséquent, en diminuant la part du PIB attribué à la R&D nous diminuons aussi l’attrait des investissements direct étranger (IDE).

Il y a une étroite relation entre l’IDE, la formation intérieure de capital et l’implémentation des TI.

5 L’étude sur l'impact des technologies de l'information dans l'architecture du Canada, de l'ingénierie et de la construction (2002) 6 Prise de A Survey on the Impact of Information Technology in the Canadian Architecture, 7 Prise de Gross Domestic Expenditures on Research and Development in Canada (GERD), and the Provinces, Catalogue no. 88-­‐221-­‐X, Ottawa: Statistics Canada,

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1.3.4 La Formation brute de capital fixe (bâtiments et génie) L’IDE en travaux de génie est la source efficace pour la Formation brute de capital fixe (FBCF); elle génère des excèdent pour financer la R&D. (Walid&Peter, 2002).

1$ DOLLAR Services Machines et matériel Travaux de génie Bâtiments ENTRANT + 45 sous + 22 sous + 19 sous + 6 sous SORTANT -17 sous -13 sous + 29 sous

1.3.5 Croissance de la productivité à long terme L’accroissement de la productivité du travail au Canada s’est fait à peu près au même rythme qu’aux États-­‐Unis au cours des 50 dernières années. En fait, jusqu'au début des années 1980, le Canada dépassait généralement les États-­‐Unis. Puis, la croissance américaine dépassa la canadienne, et l'écart se fait de plus en plus marqué depuis le nouveau millénaire. Causes : 1. Augmentation de l'intensité du capital 2. Hausse du niveau de compétence de la main-­‐d'œuvre 3. Résidu = Croissance de la productivité multifactorielle est aussi désigné comme le progrès technologique.

Figure 4

Tendances de l’écart de croissance de Canada-États-Unis du progrès technologique

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1.4 L’ORGANISATION, LES PROCESSUS (ÉTUDE DE CAS) Nous pouvons ainsi dire que le progrès technologique au Canada s’accroit à un rythme 2% inferieur qu’aux États-­‐Unis. Cela peut se corriger avec une approche "gagnant -­‐gagnant" (IDE), et l’exportation de services de génie.

Pourtant, seules les compagnies innovatrices sauront incitées les investisseurs internationaux davantage que les États-­‐Unis. 1.4.1 Gestion du savoir (KM) et les obstacles Les TI fournissent des outils pour augmenter l’efficacité des entreprises et aussi l’infrastructure pour la Gestion de savoir.8 KM s'adresse à résoudre des problèmes particuliers des entreprises pour faciliter la création et la délivrance de produits ou services innovants; pour gérer et améliorer les relations avec les partenaires, les clients ou les fournisseurs ou améliorer les processus de travail et faciliter l’intégration et l'application de connaissances fragmentées de l’organisation (Tiwana A. 2002) Pourtant, le simple achat d’un logiciel n’est pas suffisant. Son application exige le développement des compétences chez le personnel et la gestion du changement. Les entreprises doivent concevoir une stratégie de financement de son acquisition. (Baldwin J., 2001) 1.4.2 Créativité et innovation On trouve des exemples d’innovation parmi les entreprises laurées à la mention 50 compagnies mieux gérées au Canada9 .

Du répertoire 2012, nous avons choisi celle avec croissance supérieure dans le marché des États-­‐Unis10

8 -­‐

KM is much more than just technology…is a fluid mix of framed experience, values, contextual information, expert insight, and intuition that provides and environment and framework for evaluating and incorporating new experiences and information…KM enables the creation, distribution, and exploitation of knowledge to create and retain greater value from core business competencies. Tiwana A. 2010, The Knowledge Management toolkit, pag 09 9 www.canada50best.com 10 Pour cela on a pris le répertoire de Exportation et développement Canada www.canadiansatwork.ca

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1.4.2.1 DIRTT Environmental Solutions

http://dirtt.net/ DIRTT 11 offre la création d'espaces de travail durables à la fine pointe de la technologie des solutions architecturales. Fondée en 2004 avec seulement 9 employés, elle a connu une croissance marquée et compte aujourd’hui plus de 600 employés. Elle est reconnue comme le plus innovateur des fabricants de systèmes muraux modulaires. Son expertise couvre la maitrise de technologies, la constante innovation et des services personnalisés, suite à l’intégration de la chaine d’approvisionnement. C’est à noter que le PDG attribue son succès au logiciel ICE (conception en 5D en temps réelle) qui offre une visualisation réaliste des espaces.

DIRTT est présent aux États-­‐Unis grâce aux partenariats et l’IDE, en gardent toujours ses usines en Alberta.

11 «Doing It Right This Time" DIRTT Environmental Solutions

http://dirtt.net/

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1.5 CONCLUSIONS QUESTION 2 L’entreprenariat au Canada doit changer de paradigme pour que ses compagnies demeurent compétitives à l’échelle mondiale12, et par conséquent pour qu’elles soient attrayantes aux IDE. Implanter les TI (portails, conception 3D-­‐4D-­‐5D-­‐6D) peut assurer le transfert des savoirs. 40% de l’économie des États-­‐Unis est attribuable à la création de capital intellectuel (Tiwana A. 2002); donc, l’industrie doit inviter des chercheurs à s’investir dans la recherche appliquée. C’est la capacité d’innover qui ajoute de la valeur aux entreprises.

Il faut vendre des services à l’étranger pour générer le flux monétaire nécessaire pour financer la R&D.

12 À ce propos, en 2011 Canada a exporté aux États-­‐Unis des services d’architecture et

d’ingénierie par 99.2$ milliards, autant que les importations n’ont été que de 50,8$ milliards. À ce bilan positif contribue en bonne part la construction métallique, qui envoi jusque le 50% de sa production aux États Unis depuis les années 60s. Canada Statistics, 2009. Canada’s international trade in culture services, by type of service Table 1 Service bulletin Culture Services Trade: Data Tables Catalogue no. 87-­‐213-­‐X

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3. Références

Baldwin J., 2001. Impact de l’adoption des technologies de l’information et des communications de pointe sur la performance des entreprises du secteur de la fabrication au Canada, Division de l’analyse micro-­‐économique, Statistique Canada ISBN : 0-­‐662-­‐86206-­‐6.

http://publications.gc.ca/site/fra/104285/publication.html DIRTT Environmental Solutions

http://dirtt.net/ Hejazi Walid & Pauly Peter, 2002, Foreign Direct Investment and Domestic Capital Formation, University of Toronto, Research Publications Program, Statistics Canad, http://www.ic.gc.ca/eic/site/eas-­‐ aes.nsf/vwapj/wp36e.pdf/$file/wp36e.pdf Hugues Rivard, 2000. A Survey on the Impact of Information Technology in the Canadian Architecture, Engineering and Construction Industry Bo-­‐Christer Björk. Concordia University, Canada. http://itcon.org/2000/3/paper.htm

Klasson, Kirk, 1999. Managing Knowledge for Advantage: content and collaboration Technologies, The Cambridge Information Network Journal, vol. 1, No. 1 Maynard, Jean-­‐Pierre. 2007a. A Comparison of GDP per Capita in Canada and the United States from 1994 to 2005. Insights on the Canadian Economy. Catalogue no. 11-­‐625-­‐ MIE2007016. Catalogue no. 15-­‐206-­‐XIE no. 00x Ottawa: Statistics Canada, http://www.oecd.org/std/productivity-­‐stats/37520682.pdf Minister of Industry, 2007. Long-­‐term Productivity Growth in Canada and the United States 1961 to 2006. Minister of Statistics Canada ©

http://www5.statcan.gc.ca/bsolc/olc-­‐cel/olc-­‐cel?catno=15-­‐206-­‐ X2007015&lang=eng Statistics Canada, 2012. Gross Domestic Expenditures on Research and Development in Canada (GERD), and the Provinces, Catalogue no. 88-­‐221-­‐X, National estimates 2001 to 2011 /, Provincial estimates 2005 to 2009, Ottawa: Statistics Canada, http://www.statcan.gc.ca/pub/88-­‐221-­‐x/88-­‐221-­‐x2011001-­‐eng.pdf Tiwana A. 2010. The Knowledge Management toolkit, Orchestrating IT, Strategy, and Knoledge Platforms, Prentice Hall. PTR pag 09

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