![]() Headwalls and bathroom walls for all patient rooms were prefabricated in a nearby warehouse and installed later in the construction process, further telescoping the schedule. The team utilized building information modeling to update changes on time and avoid potential issues later in the field. Design-assist mechanical and electrical subcontractors were hired early, making the process more efficient and providing additional schedule, quality and cost benefits. Digital co-location erased distances between project team members. Working in a design-build mode, the project team met deliverable dates for all design packages.Ī standard design schedule is typically eight and a half months, but ground was broken for Mercy just three months after design started. The team developed the program and defined 10 design deliverables. A core team, with representatives from all stakeholders, was assembled to make quick decisions. To meet the fast-track schedule, constant communication was essential, the contractor notes. Temporary solutions included a tent hospital, a portable trailer facility and a modular hospital. ![]() ![]() A team working around the clock had Mercy open for business just one week after the tornado. Arriving days after the tornado, the contractor’s priority was to sort through the chaos and help Mercy restore health care services. The morning after the tornado, Mercy’s CEO visited the wrecked hospital and vowed to rebuild it by early 2015.
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