In addition, the IPD process used multiple other technologies and strategies to streamline the collaborative approach to stay in budget and on schedule. The solution rendered night work possible for the job.įor coordination and collaboration, our BIM modeling process and the IPD delivery method both helped ensure that everyone was on the same page. By going up on the roof of the main hospital building-which is nine floors high-we were able to mount 10 stadium lights to a parapet wall and use them to light up the worksite like a football field. Serendipitously, leading into this project, we had just worked on a football field north of Grand Rapids and were able to repurpose numerous 1,000-watt sport lighting fixtures from that job. Windemuller regularly takes on projects involving sports field lighting. Other parts of the coordination challenge involved working with hospital departments and staff to schedule substation shutdowns so that we could get feeders and electrical services up to the new part of the building. Some of that coordination involved working closely with other trades on the project-such as packing all manner of different utilities (including HVAC ducts, lighting systems, and electrical conduit)-into a small interstitial space between the existing first-floor surgery center and the new second-floor surgery center.
Other challenges included the sheer amount of coordination and collaboration that had to happen.
There was no obvious solution for temporary lighting, which meant that one of the biggest hurdles of the project was finding a way to illuminate the worksite in an effective and economically feasible way. First, the hospital would not allow construction crews to swing steel over the building during the day, which meant that the entire skeleton of the new addition had to be built out at night. This project was a 24-month job, but I truly believe that without the BIM process, it would have been a 30-month project, if not more.”īuilding on top of an existing surgery center posed numerous challenges. It gets all the trades on the same page, from electrical to mechanical to plumbing to sprinkler systems. “With a project like this, of this size and complexity, being able to map and model the entire design ahead of time is a really critical process. “This is the most successful BIM project that I have ever been a part of,” said Pete Carlson, Windemuller’s project manager for the Ascension Borgess job. The four foremen on the project were then armed with iPads for the duration of the build so that they could manage the construction process based on the BIM model. All trades met on a weekly basis to consult on the animated model of the facility, which allowed us to plan out everything-from electrical conduit to septic drains to HVAC systems-and enabled upfront clash detection. From there, we worked with other trades to formulate a complete 3D BIM model of the expansion unit. At the very outset of the job, we ran 30-day metering on the hospital’s electrical panels to make sure they could handle additional capacity, and provide direction for the design. Windemuller was involved in the project from the beginning as part of a collaborative IPD method. The vertical expansion will give the hospital 12 new operating rooms (ORs), including eight fully-equipped standard ORs, two OR spaces intended for future buildouts, and two specialized endovascular hybrid operating rooms. For this project, Ascension Borgess Hospital was seeking to build a new second-floor surgery center on top of a functioning first-floor surgery center.
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