Digital Solutions

ConTech Conversations presents monthly discussions with construction pros who are using technology to improve the way their companies do business. Click here for past conversations.

Aaron Anderson is staying grounded on artificial intelligence.

The director of innovation for Concord, California-based builder Swinerton, Anderson talked with Construction Dive about the technology and more at the ENR FutureTech conference in San Diego last month.

In his role at Swinerton, he’s developed technology for Swinerton’s Perq parking structures, which provide clients with a pre-designed and pre-engineered garage, according to the company’s website. He also contributed to the growth of the firm’s mass timber, concrete and drywall divisions.

Here, Anderson talks with Construction Dive about a few key ideas on generative AI’s current capabilities, while also looking to the future on what could come next for the technology.

Editor’s Note: This interview has been edited for brevity and clarity.

CONSTRUCTION DIVE: What did you hope to learn at FutureTech?

AARON ANDERSON: It's always important to understand how everyone else is using the tools that are out there. Being at a company like Swinerton, those tools and startups and more established technologies find us, and we hear about them.

There are three key areas that I'm looking at that will heavily affect our business. 

One of them is AI tools, and how folks are finding something beyond basic large language model applications, how they're actually really using them for the construction process and in some of these special use cases in construction. 

Then there's robotics, and how people are finding ways to work those into their business models. 

The other side of it is, generally, how people are using technology to shift the business model to provide new services. It’s about new ways of working with clients, but also new ways of taking this core competency around construction and turning it into other businesses.

Are you working on any projects right now in those three focus areas?

We're working on a number of things with AI. We're a Microsoft shop, so we have access to a lot of that stuff, the OpenAI tools that are hitting Microsoft already. 

Truthfully, they've been doing a lot of interesting stuff for a long time when it comes to recommendations and design ideas and all that. But none of that really gives us an edge.

When we look for an edge, we're looking at things like project management processes, or looking to really dig into the ways that we would process things like submittals or RFIs, and the way we communicate about what's happening with design changes. 

And, we’re looking at the way that we turn requests, and the work and expectations from our client into daily reminders, how to track and keep up with the expectations that we've set for projects.
 

What’s it like being a Microsoft shop?

We use the Teams tools, we use Outlook. As a Microsoft partner, we also have access to the Copilot stuff that they've changed. They branded that as Bing Chat and some of these tools like that. 

T​​hose Copilot tools can work in a bunch of different applications. They can work in their Power Automate platforms, they can work in their Excel platforms, they can work in their Word and PowerPoint platforms. But we've really struggled to find a way to make a major impact on that outside of our marketing and knowledge management.

It will make an impact on reviewing large, complicated documents. And then, managing that and turning it into actionable steps. 

I think it's going to be in things like scope from construction documents, how to define all the work that's presented, and then be able to make sure that systematically you can move through that.

In the long run, I think there’s the opportunity to take all of these documents that are in a digital format, but not digital ideas. They're not uniquely sorted into rows and searchable and groupable and manageable, digitally. There’s opportunity in turning those into things that are manageable digitally, and making them into things that you can get to sort and filter and group and combine those specific requirements of a project or those specific areas of work.

What do you think about AI as a solution for the construction industry? 

AI is great for things where there's a high level of uncertainty. What AI tools, right now, are really driving the construction folks to do, is to catch up on putting the systems in place to have answers to those finite solutions.

But sometimes they're big, and they're really complicated solutions. AI alone isn't going to solve construction problems. But, faster, more available compute might.

There's so many different systems at play that if you could observe them and train on them, that would be great. But we're constantly running into brand new things, brand new ideas, brand new ways of building, and those tools would have to be able to train on all of that historical data, and it's just not available.

We've already seen the fact that large language models are great at things like marketing, but are still not aware of physics. 

I think the biggest thing that it presents an immediate opportunity for is the fact that at each stage of construction, we hand everything off in PDFs. It would be really helpful to have that stuff with a more proper digital connection with unique identifiers that connect those things from space to fit space. And I think right away, AI tools offer us an opportunity to do that.

Dive Brief:

• As the labor gap continues to widen, builders need to think of different, creative ways to attract new labor and bolster what they already have, according to an April report from consulting firm McKinsey.
• The picture that the firm paints is grim. In skilled trades roles such as construction laborers, welders and electricians, the firm said for every successful new hire in the industry, there will be an additional 20 job openings to fill. Illustrating how robust demand for workers is, average wages in manufacturing and construction have increased by more than 20% since the first quarter of 2020.
• To rectify these issues, McKinsey says that builders must turn to solutions that include collective action across public, private and social sectors, along with technology. The report’s authors pointed to, for example, an engineering firm on an unnamed high-profile project that secured scarce skilled workers with attractive sign-on bonuses and relocation packages.

Dive Insight:

McKinsey noted that construction laborer positions are among the hardest jobs to fill, as about 80% of all construction firms struggle to find workers. This, coupled with the flood of cash from the $1.2 trillion Infrastructure Investment and Jobs Act, which could increase the amount of needed positions by 345,000 jobs, according to the report, could potentially worsen the situation as more money disburses from the bipartisan infrastructure law.

“Persistent challenges in filling vacancies are already delaying projects, hampering quality control, and raising costs—and are likely to worsen as demand for megaprojects accelerates,” wrote the report’s authors.

McKinsey’s findings build on its oft-cited report from 2017 about the lack of productivity gains in construction. While certain industries, such as agriculture and manufacturing, have increased productivity 10 to 15 times since the 1950s, the productivity of construction has been stuck in the same place it was at 80 years ago. Worse, the firm found productivity in construction has actually been declining since the 1960s.

To combat the issue, McKinsey cited the engineering firm that enticed workers with high pay packages, as well as the use of robotics. For example, the report referenced a heavy equipment manufacturer that used what it called “cobots'' to automate repetitive tasks and free up workers, resulting in a 40% productivity gain and a 50% improvement in resource utilization. It also pointed to an electronics manufacturer that used digital twins and remote controls, which allowed employees to problem solve issues from anywhere in the world, which reduced vacancies by 25% and nearly doubled productivity.

The idea that technology could fix construction’s labor woes isn’t a new one, but rapidly advancing products, like generative artificial intelligence, could help builders save time and money, according to panelists at the National Institute of Building Sciences Building Innovation Conference in Washington, D.C., on May 20.

Other tech, such as robots, are on the way, but won’t dominate the jobsite in the near future. They can move around, execute simple tasks and have even been successful operating one experimental jobsite on their own.

“In the short term, with labor increasingly scarce and expensive, productivity is the answer to prosperity,” the report’s authors write.

Lena Kenny is safety manager at New York City-based contractor JT Magen & Co. Opinions are the author’s own.

Construction Safety Week is an annual opportunity for people, companies and even competitors to work together and celebrate the incredibly hard work done by people in our industry who make safety the foundation of everything they do and demonstrate their continued commitment to building a stronger, safer industry.

Innovating construction safety involves implementing new ideas, technologies, processes and practices to reduce risks, prevent accidents and promote a culture of safety. At JT Magen & Co., we already implement many steps to innovate our construction safety, including everything from risk assessment and management to training and education.

We also embrace technologies such as wearable devices, drones and artificial intelligence-powered analytics to improve safety monitoring, hazard detection and incident prevention. 

Innovations such as these have the potential to significantly improve workplace safety in the construction industry by providing better risk assessment, enhanced communication and real-time monitoring of workers and environments. By leveraging these emerging technologies, construction companies like JT Magen can create safer working environments, reduce accidents and injuries and improve overall productivity and efficiency in the industry.

Here are some examples of technologies we strive to develop and improve, and how these technologies can contribute:

Wearables: Devices such as smart helmets, vests and wristbands equipped with sensors can monitor vital signs, detect hazardous substances and provide real-time alerts in case of accidents or dangerous conditions. These devices can also track workers' movements to prevent collisions and ensure they stay within safe zones.

Virtual reality/augmented reality: VR and AR platforms can be used for immersive safety training simulations, allowing workers to practice handling hazardous situations in a controlled environment. AR can also provide on-site guidance and visual overlays of safety protocols, equipment instructions and hazard warnings, improving situational awareness.

Drones: Unmanned aerial vehicles equipped with cameras and sensors can conduct surveys of construction sites to identify potential hazards, monitor progress and inspect hard-to-reach areas without risking worker safety. They can also be used for inventory management and security monitoring.

Artificial intelligence: AI-powered algorithms can analyze vast amounts of data from sensors, cameras and other sources to predict safety incidents such as falls or equipment malfunctions before they occur. AI can also optimize resource allocation, schedule maintenance tasks and automate safety inspections to minimize risks.

BIM: This type of software enables architects, engineers and construction teams to create digital models of buildings and infrastructure projects. These models can simulate construction processes, identify safety hazards and plan logistics more efficiently, reducing the likelihood of accidents during the construction phase. While already in use, the expansion of this technology can only improve our safety profile.

Robotics: Robotic systems can perform repetitive or dangerous tasks such as heavy lifting, demolition and welding with precision and consistency, minimizing the need for human intervention in hazardous environments. Collaborative robots, or cobots, can work alongside human workers, enhancing productivity and safety.

3D printing/additive manufacturing: 3D printing allows for the fabrication of complex structures and components with high precision. It can be used to create custom safety equipment, tools and building materials tailored to specific project requirements, enhancing worker safety and efficiency.

Predictive analytics: By applying predictive analytics to historical safety data, construction companies can identify trends, patterns and risk factors associated with workplace accidents and near misses. This information can be used to develop proactive safety measures and targeted interventions to prevent future incidents.

Autonomous vehicles and equipment: AVs and robotic construction equipment can perform tasks such as material transport, excavation and site preparation with minimal human intervention. These technologies reduce the risk of accidents caused by human error and improve overall construction site safety.

Remote monitoring and telepresence: These innovations enable supervisors and safety managers to oversee construction activities and provide real-time guidance to workers from a centralized location. This capability enhances communication, facilitates quick decision-making and ensures adherence to safety protocols.

Environmental monitoring and control: These advanced systems can measure air quality, noise levels, temperature, humidity and other factors that affect worker health and safety. By continuously monitoring and controlling these environmental parameters, construction companies can create safer and more comfortable work environments.

Exoskeletons: Wearable robotic devices augment human strength and endurance can help reduce the risk of musculoskeletal injuries by providing support and assistance to workers when performing physically demanding tasks such as lifting heavy objects or working in awkward positions.

Construction Safety Week reminds us that at all times, safety is priority No. 1 for our industry, and that it’s our responsibility to follow, expand and enhance safety procedures every day.

Angus Frost is a senior IT consultant at Chicago-based Burger Consulting Group, a firm focused on construction technology. Opinions are the author’s own.

Businesses have become fixated on artificial intelligence, and the heavy civil construction industry is no exception. As someone who monitors this industry, I fully agree that AI's integration into this sector is not just a good idea but really a necessity, driven by the need to enhance efficiency, reduce costs and improve safety. 

But in an area where mistakes can cost lives, how do you navigate the hype-cycle to determine where AI innovation is mature enough to provide value? 

What sets heavy and civil contractors apart from other construction firms is an even bigger reliance on labor, large fleets of equipment, material manufacturing and trucking. All of these areas show tremendous potential for improvement through AI, but progress has been uneven. Here’s a look at the maturity of various AI use cases in heavy civil construction and how these technologies are reshaping the industry. 

Planning and design

One of the earliest applications of AI in heavy civil construction is in project planning and design. AI-augmented scheduling tools provide the ability to perform what-if analysis and identify potential project risks more quickly than could be achieved before. 

For example, a large GC working on widening 8 miles of highway on the East Coast was able to net more than $25 million from completion bonuses and savings on labor and materials through scheduled optimization.

AI-powered design tools such as BIM systems leverage machine learning algorithms to create detailed 3D models of construction projects. These models facilitate better visualization, allowing stakeholders to identify potential issues before construction begins. 

Conclusion: Although the use of BIM in heavy civil construction in the U.S. is still underutilized, its value has been proven in many countries outside the U.S. Adoption of these types of tools is slow, yet increasing, with vendors in the space demonstrating a growing level of maturity. 

Safety management and risk assessment

Safety is a paramount concern in the heavy civil construction industry. AI enhances safety management through real-time monitoring and predictive analytics. For instance, AI-driven cameras and sensors can detect unsafe behavior or conditions on site and alert supervisors.

Indeed, a large U.S.-based heavy civil contractor recently reduced recorded incidents by 28% and cut lost time by 35% using this technology. 

Trench safety is of particular interest to OSHA and the National Utility Contractors Association. It’s an area where early warning from AI-assisted technology can have a significant impact. Much like adaptive braking in cars, AI-driven sensors on heavy equipment can detect workers in the path of machinery and alert the operator to stop the equipment.  

Additionally, with good cumulative inspection data, AI algorithms can analyze historical data to predict and mitigate potential risks. Factors such as weather, employee turnover, frequency of safety training and a project being behind schedule all have an impact on potential safety incidents.

Conclusion: While the technology itself is advanced, widespread adoption is still growing. The primary barriers include the high initial cost of implementation and the need for comprehensive training for the workforce. However, companies that have adopted AI for safety report fewer accidents and improved compliance with safety regulations.

Automated construction equipment

Automation in construction is rapidly advancing, with AI playing a crucial role in the development of autonomous equipment. Drones, robotic arms and autonomous vehicles controlled by AI are being used for tasks such as site surveys, material transport, optimized cut/fill and even construction tasks like bricklaying and welding. 

Florida-based Ajax Paving is using autonomous vehicles to address labor shortages. A single operator is able to manage multiple machines at different jobsites without losing time driving between each.

Certainly, the machine-control technologies that have been around for a while now are an early example of automation.

Conclusion: Automated equipment is an emerging technology with significant potential. Current applications are mostly in pilot stages or used in controlled environments. Although greater adoption exists outside of the U.S. As AI technology advances and becomes more cost-effective, its adoption is expected to increase. 

Supply chain optimization

AI is transforming supply chain management in construction by optimizing logistics and inventory management. Machine learning algorithms can predict demand for materials, identify the most efficient supply routes, and manage inventory levels in real time. 

For example, AGIS, a large infrastructure and mining contractor in Brazil, uses supply chain automation to optimize material delivery to jobsites. 

This reduces delays and ensures that materials are available when needed. This use case is a good example of how important it is to have good data, since the advantage you get goes out the window if your data is bad.

Conclusion: AI-powered supply chain optimization is gaining traction, especially among large construction firms. While the technology is mature, its implementation requires integration with existing enterprise resource planning systems and collaboration with suppliers.

Quality control and assurance

Ensuring high-quality construction is critical for project success. AI assists in quality control by analyzing images and data from construction sites to identify defects or deviations from the project plan and specifications. For instance, computer vision systems can detect cracks in concrete or inconsistencies in structural elements. While AI-based solutions exist for vertical construction, tools for use in heavy civil are still new. One example is Drexel University, which has made great strides in pavement imaging technology for crack detection.

Conclusion: AI for quality control is relatively mature and is being adopted in various projects. The main challenge is the integration of AI systems with traditional quality assurance processes and the need for skilled personnel to interpret AI-generated data. 

AI-driven decisions

The number of decisions a project team has to make in any given day to keep their project on track, on budget and safe is staggering. These decisions get made with or without good data or decision support. 

AI-driven decision support systems provide construction managers with insights and recommendations based on real-time data analysis which can include external data sources. 

These systems can predict project outcomes, suggest resource allocations and identify potential delays or budget overruns. Industry associations are using generative AI to assist in providing their members with more detailed and specific information needed to support their activities through virtual assistants.

Conclusion: The availability and effectiveness of these varies greatly, with much depending on the quality of the data input and the ability of managers to understand the data presented, trust it, and act on AI-generated recommendations.

While the potential of AI in heavy civil construction is significant, several challenges hinder its full adoption. These include the high cost of AI technologies, the need for skilled personnel, data privacy concerns and resistance to change within the industry. However, the continued evolution of AI in this sector suggests that many areas of AI use will extend beyond the hype-cycle.

With more than 25 years of experience in the construction industry, Ryan Ware is founder of Cleveland-based Connective Consulting Group. Opinions are the author’s own.

A new way of building has the power to revolutionize the way the AEC industry operates, but adoption of it has been slow. What is driving the slow adoption? Is it the solutions, technology or the complexity of human operating systems?

Industrialized construction integrates advanced technologies such as artificial intelligence, prefabrication, design for manufacturing and assembly, additive manufacturing and other innovations to design and build structures. This convergence of technology and manufacturing is a fairly modern approach to construction, and it has yet to be fully embraced. 

Often, industrialized construction is confused with offsite and/or prefabrication. While it is true that these methods of construction are part of IC, it is the convergence of technology that allows for better design integration and straight-to-factory production of these solutions.

The real acceleration provided by IC is through the layers of things like technology, automation, robotics and AI to better support manual labor, both onsite and off. Industrialized construction is the overarching idea of this converging of technologies and methods.

IC also creates a new type of labor force within the industry, thus taking aim at solving the skilled labor shortage by reinventing it for future workers, while making it better for current labor forces.

One reason industrialized construction has had slow adoption is that most architectural and construction firms are used to doing things the way they were taught to do them over decades. Another reason is those focused on portions of industrialized construction sometimes lack an understanding of what architects and construction teams need to succeed.

Barriers to adoption

Despite its advantages, several barriers hinder the adoption of industrialized construction. They are:

Willingness to try. The construction industry is inherently risk averse. To learn and adopt new methods, industry professionals must be willing to try new approaches. However, financial constraints for training often hinder this willingness. Reallocating funds for adequate training can encourage more industry professionals to explore industrialized construction solutions.

Delivery model. The traditional design-bid-build model negates the advantages of IC. Models like design build and integrated project delivery can increase efficiency and minimize risk, fostering a better environment for exploring new construction methods.

Value proposition. Industrialized construction's benefits must outweigh its risks. However, some proponents of these methods fail to align their value proposition properly, often overselling their solutions, when there is no magic bullet. A realistic approach that acknowledges human complexity and focuses on process changes can help in better understanding and more willingness to embrace IC.

Could the implementation of a more uniform, value-driven process change things? Could using an effective delivery model lead to more willing participants that can drive a smoother adoption of IC? Could increasing our curiosity and willingness to accept that it will take time to learn the new process improve the speed of adoption? 

Where to start

To get the most out of IC, the construction industry needs to promote a learning environment. Individuals need to be encouraged to be curious and to try new approaches without the fear of retribution when things do not go as planned the first time. Here are some ways to start exploring to help combat the barriers:

Rethink training. Investing in training and continuing education programs is one of the best ways to start adopting industrialized construction. However, the industry must change its understanding of what and when training can occur. IC is a process change, not a swapping out of a simple specification for a product. 

So, learning more is going to require more effort than attending a seminar, attending a lecture or reading an article. It will require programs, which generally include multiple workshops and courses, which can help pique participant interest in industrialized construction, propel them to dive deep into it and increase their interest in exploring the field. 

Offer incentives. These are a great way to encourage people to try out new things. Offering incentives to individuals interested in exploring industrialized construction can make the field attractive to others. These incentives can take the form of awards, recognitions, partnerships or bonuses.

For instance, the Design-Build Institute of America offers certifications to be recognized as a design-build professional. A similar certification targeted at recognizing industrialized construction experts could go a long way in serving as a motivation to learn and embrace industrialized construction.

Partnering with firms actively engaged in industrialized construction and offering grants for training would also help drive its adoption.

Understand new technologies. Technology is the backbone of industrialized construction. From the design to the execution stage, proper integration of technology is important. 

An essential step in adoption is to understand how to properly integrate technologies. It is not enough that these technologies are available, there is a need for all parties in the construction process to know how to incorporate them in the right way.

Hence, proper education on the utilization of available technologies and tools is necessary to optimize construction outcomes.

Share success stories. Sharing cases where IC has been successfully used in projects can encourage individuals to explore the field and get some success of their own. It is also important to share what has already been learned through the not-so successful stories. We can learn more from intelligent failures than we can from blind success.

Most people want data, and data follows many iterations to create a feedback loop that is beneficial. Sharing how challenges were addressed, changes made, and how the teams can mitigate risk shows a recognition that risk is real, and that those in IC are not just passing it on but being an active partner in mitigating.

Get out of the training room. By taking individuals to construction sites that are actively engaged in industrialized construction, they get to see for themselves how projects are being executed using this method. Seeing real-life examples can help inspire curiosity in individuals.

These experiences should be more than one day to provide adequate insight into the topics of IC exploration. Leaders must not see these as overhead that is putting the teams behind on projects and costing them money, but rather an investment into the company’s future. 

The fact remains that industrialized construction is here to stay. A few simple steps can help participants understand they are part of a journey not an event, making the process more valuable and mutually beneficial to all.

It’s been another whirlwind year for the construction industry, and technology wasn’t a calming influence.

The hubbub surrounding artificial intelligence — particularly generative AI — consumed much of the construction technology industry’s focus. Experts told Construction Dive how important the technology would be to the industry in coming years.

Those same pros also emphasized other areas contractors should be mindful of, especially advancements aimed at solving the labor crisis. These include software-based tools that use artificial intelligence as well as robotics and new building materials and processes.

Artificial intelligence

Following the floodgates that opened after OpenAI released ChatGPT last year, experts across industries have been examining how the burgeoning technology will change their work.

“It's the only thing that people want to talk about on panels,” said Kelly Benedict, the head of innovation and transformation for Providence, Rhode Island-based Gilbane Building Co. “How are construction companies starting to use generative AI?”

Matt Abeles, vice president of construction technology and innovation at Associated Builders and Contractors, said that the power of AI could be used to free workers from the daily drudgery of mundane tasks, like emails, along with work on the jobsite.

“In construction, we can lean on AI for essential goals like upskilling, workforce development, knowledge transfer, supply chain optimization, enhanced safety design and planning and much more,” Abeles said.

However, these experts also cautioned contractors to be careful. While that’s not unique advice -– the ousting and reinstatement of OpenAI CEO Sam Altman in 2023 revolved around existential threats the tech could pose for humanity — professionals in the building industries need to take particular care.

“In our industry, we really need to be cognizant of life, safety and the risks of our jobs,” said Henning Roedel, the robotics lead for Redwood City, California-based DPR Construction. “If that large language model responds with the wrong answer, and we believe it and act on it, that’s on us. We have to be really cautious about that, and make sure that the information is correct and to do our due diligence.”

Robotics

A topic that often goes with AI, robotics are also front and center in the contech space. 

Their applications are varied. Some lay bricks. Some drive piles as part of industrial solar installations. One humanoid robot can move around a jobsite, tossing bags with impressive feats of dexterity and athleticism. Finally, an experimental worksite in Canada was entirely operated by autonomous machinery.

But that may just be the beginning of the rise of the machines in construction.

Roedel pointed to a breakthrough from the Toyota Research Institute, where researchers are using a generative AI technique known as “diffusion policy” to teach robots how to perform dexterous tasks. In the same vein as large language models, like ChatGPT, the goal is to create Large Behavior Models.

“Combining AI with the hardware, I think it could be the big thing in 2024 that will revolutionize our industry,” Roedel said.

An important caveat, however, is the unpredictability of both the tech and what happens on jobsites. Robotics experts have asked industry pros to wait and see when calculating the impacts that the machines will have on their businesses — including whether robots will eventually take jobs from human workers.

Mass timber and prefabrication

Beyond straight technology, innovative materials and processes will also dominate conversations about improving construction productivity in 2024. For instance, an increasing number of owners and municipalities are turning to mass timber as a more carbon-friendly alternative to concrete, steel and other high-polluting components.

Examples include Amazon’s $2.5 billion second headquarters in Arlington, Virginia; two new buildings at Bowdoin College in Brunswick, Maine; and a $150 million mass timber institutional building in Toronto.

Builders are also increasingly homing in on efficient processes such as prefabrication, while still keeping a healthy dose of skepticism in reserve toward the approach.

“You take some choice out of the equation,” said Michael Zeppieri, vice president of emerging technology at Skanska USA Building. “You can get to volume and economy of scale, and you can meet market need, but you're taking away choice.” As a result, Zeppieri added, final outcomes can be somewhat “cookie cutter.” 

For that reason, builders should pick and choose where to apply this process. 

“I think our approach is going to be more strategic,” said Danielle O’Connell, Skanska USA Building’s senior director of emerging technology. “We don't just have to do prefab because an owner wants it, but actually being able to identify why that might not work or why it might work really well.”

3D printing

One technology that may still be under the radar for many large contractors in 2024 is industrial 3D printing.

The additive manufacturing method may still be somewhat experimental for most builders, and is primarily in the domain of startups looking to change the way contractors build residential properties, or as a foothold for construction in space.

However, large builders, such as Falls Church, Virginia-based HITT Contracting are also paying attention to the tech — the company is dedicating space in its new headquarters for experiments that include a cutting-edge 3D printing system.

Skanska’s O’Connell said that she has noticed a recent uptick in 3D printing interest, though real commercial results remain further out.

“I don't think we've seen anything at Skanska that's scaled to the point where we could use it,” O’Connell said. “But that could change.” 

DPR’s Roedel is more bullish on the technology.

“I think every jobsite is going to have some form of 3D printer,” Roedel said. He differentiated between a small printer, to make custom parts that can be shipped out to manufacturers, to massive installations that can carry out actual formwork.