Medical Construction & Design

JAN-FEB 2015

Medical Construction & Design (MCD) is the industry's leading source for news and information and reaches all disciplines involved in the healthcare construction and design process.

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squarely on "What value does it bring for the project?" In fact, there was a certain grace achieved by instituting this "higher goal" whereby the initial team understood and gained alignment on the genuine needs of the healthcare system and community while also establishing strict cost targets and operational desires. Establishing a one-team culture Quarterly executive partnering sessions were also conducted to complement the existing fi eld partnering program. In the executive partnering sessions, high- ranking executives sat side-by-side with peers from all stakeholder fi rms with the understanding that each would be held accountable for whatever was happen- ing in the project lifecycle. The rules of engagement were established and rein- forced over the entire course of the proj- ect. The meetings also became a forum to share whether fi eld staf felt inspired and truly understood their purpose on the construction site. Ultimately the entire team worked beyond a "protect-your-own turf " attitude to fostering a "one-team" culture and mentality from design through construction. When new team members came on board, the direction was, "I know you may be used to a dif erent process, but this is the process our team has chosen for this project." Then they would be given the tools to support collaboration with the project team members. The on-boarding process drove home the core mission statement of the hospital. Sister Judith Fergus, a sister of St. Joseph of Orange, narrated the video shown to every person on the jobsite sharing the story of the sisters and their 1918 origins in Eureka, Oregon. In the video, Sister Fergus talked about how they were builders themselves, opening a hospital for the town, even doing the digging, and becoming the construction crew. This story of 15 sisters helped tie the purpose of the St. Joseph Health organization to the modern-day crew. The one-team approach continued with the extensive use of Building Information Modeling technology by all project team members and a shared electronic planroom providing the ability to transport important project information to the fi eld with the use of tablets and software. This technology allowed all major stakeholders to work in real-time and greatly streamlined design and construction processes. In the end, the project team used its purpose-driven mindset to develop numerous Lean strategies to meet the project's challenges and ultimately completed the Northwest Patient Tower approximately fi ve months ahead of schedule and under the initial budget by more than 10 percent. The team achieved these results despite a complete change in project direction, as well as $12 million in changes to the project scope. This included the unanticipated build-out of 50,000 square feet of space originally planned as shell space, and a shift on the operating room fl oor to include new technology that had received funding. A peek inside the tower St. Jude Medical Center's new Northwest Tower brings spacious, private rooms to medical and surgical patients. Private 1. An acute care patient room overlooking the healing garden. The Northwest Tower displays design function, as well as incorporates evidence-based strategies for patient services to reduce stress, length of stay and enhance communication between caregivers and patients. 2. A new dining area with connection to an outdoor patio space provides a vibrant public hub at the ground fl oor of the new building. 3. A patient fl oor nurse station. 4. A state-of-the-art, seven-bay robotic medication dispenser was included as part of the new pharmacy. 1 2 3 38 Medical Construction & Design | JA N UA RY/ F EBRUA RY 2015 | MCDM AG.COM

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