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.
Issue link: https://mcdmag.epubxp.com/i/479185
The McCarthy team, led by precon- struction director Brock Huttenmeyer, began working with architect Archsol when design was only about 20 per- cent complete. The advantages of co-locating early in the design phase have been numerous, including focus- ing more attention on design quality, reducing rework and improving out- comes as a value added to the project. "We ferretted out several design chal- lenges while saving the owner potentially millions of dollars," Huttenmeyer said. "For example, a portion of the hospital de- sign had three expensive rooftop air han- dler units in the drawings. These units are a daunting problem to maintain, and take up valuable space. Working with the archi- tects and engineers, we were able to elimi- nate one of those units, while still provid- ing the capacity the hospital needed." While co-locating has proven to benefi t large-scale projects in many ways, design and engineering fi rms can be hesitant to commit personnel for the length of time required by co-locating, as it commits personnel to of site locations. YRMC's team resolved this by co-locating senior- level construction managers to the architect's of ce, placing the full-time members of the design/preconstruction team together. The arrangement allowed the architect to maintain productivity and continue with standard weekly design-coordination and collaboration onsite, and for the multiple engineering fi rms it was business as usual. Working in tandem with the architectural team and key subcontractors in an accelerated schedule encouraged open dialogue and problem solving. "Cost- saving solutions have been brought to the table, and we've seen an elimination of role silos that can hinder progress," Huttenmeyer said. Hospital construction projects inherently possess a lot of moving parts, and traditional project delivery methods often result in a fair amount of redesign. By employing IPD and co-location strategies, the team is collaborating and advancing unimpeded. Co-locating proved to be the most economical approach for the 406- bed, not-for-profi t hospital serving residents of Yuma and surrounding communities in southwestern Arizona. The ED project remains on time for its slated completion of July 2016. Kaiser Permanente Oakland Medical Center The Kaiser Permanente Oakland Medical Center serves as the fl agship hospi- tal for Kaiser Permanente. Located in Oakland, California, where Kaiser Permanente has been headquartered since its founding in 1945, the Oakland Medical Center was rebuilt to replace aging facilities on the medical complex. McCarthy, architecture fi rm NBBJ and more than 80 subcontractors and suppli- ers used co-location and a highly col- laborative project delivery approach. The entire development project con- sisted of the 651,483-square-foot hospital and loading dock, a 34,278-square-foot central utility plant, a 237,755-square- foot specialty medical of ce building, as From top: An aerial photo of the progress underway at the Yuma Regional Medical Center in Yuma, Arizona. Team collaboration is at the center of Yuma Regional Medical Center's expansion project, which employs a co-location strategy. Yuma: Courtesy of McCarthy Building Companies 40 Medical Construction & Design | M A RCH /A PR IL 2015 | MCDM AG.COM