Sutter and HerreroBoldt Mission Bernal Hospital Project Named Finalist for National Award
SAN FRANCISCO, CA Sutter Health CPMC and HerreroBoldt, a partnership between The Boldt Company and Herrero Builders Inc., announce that their Mission Bernal Campus Hospital project has been named a finalist within the building category at this year's Autodesk AEC Excellence Awards for its innovative use of technology and dedication to collaboration and eliminating waste. The project is competing against 144 other submissions from 32 countries.
"I'm thrilled with the finalists for this year's AEC Excellence Awards," said Nicolas Mangon, Vice President AEC, Autodesk. "The groundbreaking nature of these international projects shows how the AEC industry is rapidly embracing connected BIM technologies. Our 2017 competition finalists truly represent the future of making things for the AEC industry."
The AEC Excellence Awards showcase global projects that have embraced connected BIM technologies in the categories of infrastructure, building, construction and sustainability.
"¨The Mission Bernal Campus Hospital project is a new seven-story, 234,000-square-foot, 120-bed hospital located in San Francisco, California. The Mission Bernal Campus Hospital Integrated Project Delivery team of Sutter Health, HerreroBoldt, SmithGroupJJR/Boulder Associates and 11 trade partners have fully embraced Lean production into their culture and have consistently sought opportunities to eliminate waste and streamline the project's construction process.
The unique challenges and opportunities faced by this complex healthcare project include:
"¢ A restricted urban construction zone with directly-adjacent occupied residencies and an occupied hospital with an emergency driveway, which required the team to abide by strict access, noise and clean air requirements for all phases of construction.
"¢ An innovative Integrated Form of Agreement (IFOA) contract structure in which the owner, design partner, general contractor and five primary trade partners put their profits in a risk pool, assuring the owner of their commitment to the project.
"¢ A co-located office on the construction site for all risk-reward pool members to ensure in-person collaboration and spur ingenuity, with a weekly in-person "big room" meeting for collaboration between team members.
Working from the "big room," the fully co-located project team operates in a technology environment that allows more than 40 companies to contribute 3D models for the project and access common and shared files in the secure project environment, while simultaneously having fully-secure access to their individual company networks. The involvement of Sutter Health's facilities management team in model reviews also allowed the team to think through and address/plan for the problems the building is likely to face during its projected 30-year lifespan.
Autodesk and other technologies were instrumental in several processes that allowed the project to save time and money, including:
"¢ Efficient project scaling for the 40 modelers across 30 companies working out of 300 models to coordinate more than 112,000 objects on the project.
"¢ Coordination of 440 material design changes to date and their review by California's Office of Statewide Health Planning and Development (OSHPD).
"¢ Collaboration between the project's steel and rebar trade partners and its structural engineer, Degenkolb. The team was able to identify design gaps quickly and fill them in seamlessly, as well as identify additional areas for savings.
The successes of the Mission Bernal Campus Hospital Integrated Project Delivery Team team have thus far resulted in incredible efficiencies, including the savings of:
"¢ $584,364 in steel construction costs
"¢ 168,000 labor hours of field rework and coordination
"¢ 1,220 hours of inspection time
"¢ 1,636 hours for design
"¢ $2.3 million of general conditions in schedule savings
Those savings give the Mission Bernal Campus Hospital Integrated Project Delivery team additional resources to tackle other challenges and seize late-emerging project opportunities, which ultimately will allow the team to efficiently deliver the highest-quality hospital possible to the community.