OSM Readiness Tool

The OSM Readiness Tool (V1.0) was developed in response to a request by industry partners, SBEnrc Project 2.2 Offsite Fabrication. The problem identified was: 'What will enable us to determine if Off-Ssite Manufacture (OSM) is suitable for a building project?' International studies indicate that benefits are accrued if OSM is considered at early stages and incorporated into the design. Successful OSM adoption can be increased though planning and engagement with all OSM stakeholders throughout the entire building process. Having OSM capability and capacity information available will assist the project team with decision-making concering adopting an OSM procurement model. Timing of the decision to adopt an OSM procurement model effects project outcomes: Early adoption of the OSM procurement model, with input from a wide variety of OSM stakeholders, is considered the low risk option. A high level of stakeholder engagement provides information concerning the availability of essential OSM capability and capacity. Expertise, from a wide range of stakeholders, supports integration of OSM into the total project at the Arrange Team stage. Adopting OSM at the Tendering stage could mean additional delays for delivery and possible problems with integrating OSM specifications into the Shop Drawings. Adopting an OSM procurement strategy after the Detail Design is completed can benefit a building project, but the benefits afforded by early AEC knowledge sharing relationships will be limited, thus constraining the effectiveness of an OSM procurement model indicating a medium level of risk. Adopting OSM at the Construction stage of a project is always an option. But, the lack of early project team planning and engagement will certainly mean delays and difficulty with on-site installation. Thus, late adoption of an OSM procurement model is considered a high risk delivery strategy.

OSM就绪工具（V1.0）是应行业合作伙伴SBEnrc项目2.2“场外预制”的需求开发的。已识别的问题是：“哪些因素可帮助我们判断场外预制（OSM）是否适用于某一建筑项目？”国际研究表明，若在项目早期阶段考虑OSM并将其融入设计，可获得诸多效益。通过在整个建筑流程中开展规划并与所有OSM利益相关方协作，可提升OSM应用的成功率。掌握OSM的能力与产能信息，将有助于项目团队就采用OSM采购模式做出决策。

采用OSM采购模式的决策时机影响项目成果：在项目早期采纳OSM采购模式，并吸纳各类OSM利益相关方的意见，被视为低风险选项。高水平的利益相关方参与可提供关于关键OSM能力与产能可用性的信息。来自各类利益相关方的专业知识，有助于在团队组建阶段将OSM整合至整个项目中。

在招标阶段采用OSM可能导致交付额外延迟，且可能在将OSM规范整合至施工图时出现问题。在详细设计完成后采用OSM采购策略虽能为建筑项目带来益处，但早期建筑、工程与施工（AEC）领域知识共享关系所产生的效益将受到限制，从而制约OSM采购模式的有效性，此情况风险等级为中等。

在项目施工阶段采用OSM始终是一种选择，但缺乏早期项目团队规划与参与必然会导致延迟及现场安装困难。因此，晚期采纳OSM采购模式被视为高风险交付策略。