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ALL ABOUT TRUSTby Dave Imesch

M A R V E L S C O L U M B I A S T . M A R Y ’ S H O S P I T A L

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The unique plan produced a happy by-product for local subcontractors. By

slowing the schedule, the Columbia St. Mary’s Hospital project kept many subcontractors

working during the worst economic downturn since the Great Depression. Local contractors

performed 95% of the trade work.

How do you deliver a $900 million program for $650 million? trust in your team and a solid plan.

When Ascension Health initially hired Barton Malow Company and joint venture partner Cg Schmidt to build the new Columbia St. Mary’s Hospital in Milwaukee, Wisconsin, the cost of their vision, which involved merging two healthcare systems and building a new medical campus in the middle of an existing (and fully operational) site, was $900 million. the problem? Ascension’s budget was $650 million.

Ascension’s president, leo Brideau, had previously worked with Barton Malow and trusted the firm’s in-house preconstruction planning and logistics expertise. By engaging the entire team, a unique plan was developed to deliver Acsension’s vision within budget. the hospital, designed by Hellmuth, obata + Kassabaum (HoK), is a patient-centered, evidenced-based facility that promotes healing by providing access to nature through beautiful lake views and healing gardens.

CASh FLOw ImpACTed SChedULetypically, the goal is to construct a project as quickly as possible. in this case, early completion was out of the question because of cash flow.

in response, a monthly project cash flow and schedule were developed to accommodate the client’s monthly budget. in essence, work was phased based on the budget, not rapid construction.

in maintaining an atmosphere of trust, major subcontractors were viewed as partners, and brought into the phasing plan early. these partners maintained the right level of staff at all times and played a major role in keeping the phasing plan and budget on track.

trust that permeated the project through planning and construction also carried through to close-out. the result: prompt punchlist completion and all subcontractors paid in full. there was no litigation or claims on the project.

A spirit of cooperation and trust fulfilled a healthy vision.

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W A T C H A N O W N E R I N T E R V I E W

W A T C H A V I D E O N E W S R E L E A S E

W A T C H T H E A W A R D C E R E M O N Y

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pOSITIveLY ChARGedby Bruce Rysztak

A shared commitment to innovation, strategic planning and operational excellence made Barton Malow the perfect partner for A123 Systems for the construction of a new facility to mass-produce lithium ion batteries. An existing building was completely renovated to house this high tech manufacturing process as well as to showcase A123’s Michigan Headquarters.

the new facility focuses on manufacturing prismatic cells and systems. it is designed to enable the complete production process, from research and development, through manufacturing of high-value components, cell fabrication, module fabrication and the final assembly and testing of complete battery packs ready for client product integration.

the 291,000 square foot building is the first of its kind in the united States. Barton Malow worked closely and collaboratively with A123’s international construction team to develop new systems prompted by this new manufacturing process. the design-build team of Barton Malow design/ghafari and Barton Malow Company used Building information Modeling (BiM) capabilities to enhance team coordination, reduce change orders and to keep the project on schedule. Barton Malow also self-performed concrete, interiors and equipment installation services.

mAnUFACTURInG pROCeSS dROve new COnSTRUCTIOn pROTOCOLSgiven the critical nature of dry/clean rooms in the lithium ion battery manufacturing process, Barton Malow created new protocols in the construction plan to provide environments with low dew points, low pressurization leak rates, and a minimum number of envelope penetrations. Additional specialized spaces in the facility include formation areas, aging rooms and chemical storage space. Barton Malow’s project coordination and sequencing kept the project on schedule despite long lead times on process equipment coming from Asia and delays in code approvals.

M A R V E L S A 1 2 3 S Y S T E M S

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A123 Nanophosphate® AMP20 Energy ModulesDesigned for plug-in hybrid and electric vehicle applications

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nO dRAmA FOR A dRAmATIC eXpAnSIOn

by Arlene Samuel, LEED AP

W A T C H T H E T I M E - L A P S E R E S E A T I N G V I D E O O F J O Y C E A R E N A

M A R V E L S U N I V E R S I T Y O F N O T R E D A M E P U R C E L L P A V I L I O N A T J O Y C E C E N T E R

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Barton Malow provided preconstruction and construction management services for the university of notre dame’s Purcell Pavilion at Joyce Center expansion project. this was the first major changes to the Joyce Center (home to notre dame basketball and volleyball teams) since its construction in 1968. located in South Bend, indiana, the facility features a 60,000 square foot addition with a new main entrance, club seating and a hospitality area, additional concessions, a new home for ticket offices, and an expanded retail shop.

FAST-TRACked, OwneR-OCCUpIedBecause construction took place in the occupied building, phasing and logistics had to be closely coordinated with the owner to support building operations. using double shifts, the fast-tracked renovation was completed between sport seasons.

Bid strategy made fast tracking possible. Materials were prebid to expedite procurement and shop drawings. long lead items were broken out and bid before completion of architectural design and the installation of foundations were coordinated during demolition.

The GOLd And BLUe eARnS Leed GOLdPurcell Pavilion achieved 41 points to earn lEEd gold certification from the united States green Building Council (uSgBC). the addition used over 20% of regional materials, recycled 83.2% of construction waste and incorporates numerous sustainable design elements. designed by Crawford Architects, the addition includes an energy system 21% more efficient than a typical building of its kind. Crawford Architects’ design elements included rapidly renewable materials, such as cork flooring, and water conservation features.

Recycling construction waste was not only environmentally responsible and saved the university money. instead of sending concrete waste to a landfill, 700 tons were recycled. the project also recycled 60 tons of metal. total savings to notre dame for recycling was approximately $38,000.

Barton Malow is proud to have played a role in this dramatic expansion project for the university of notre dame. Working together, we saved time and money, while helping earn lEEd gold. Building innovative solutions - all in a day’s work.

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TeChnOLOGY LOWERS OPERATION COSTS

by Corinne Ambler, LEED AP

M A R V E L S M A R Y L A N D G E N E R A L H O S P I T A L

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the typical turnover of a construction project is challenging for all parties involved especially the owner of the new facility. Hundreds of new manuals, procedures, and protocols can make the transition daunting.

When streamlining the turnover of the 75,000 sf Central Care Expansion Project at Maryland general Hospital, in Baltimore, Maryland, Barton Malow used BiM and field driven solutions to streamline the commissioning, closeout and handover to Maryland general Hospital. this assisted in providing the hospital’s facilities staff with the resources needed to effectively manage and maintain facility assets. Barton Malow created an electronic database containing closeout and as-built documentation. this eliminated the traditional binders and paper drawings and allows data to be easily maintained and updated throughout the life of the building.

BeneFIT TO FACILITY mAnAGemenTWorking collaboratively with the MEP contractors during commissioning, we provided complete, electronic project information to Maryland general. using tablet PC’s, Maryland general Hospital’s facilities management personnel easily access facility equipment information. this increases staff productivity and ensures timely maintenance. the ability to access a central database and complete service reports electronically while in the field has motivated the facilities management staff to implement it for future construction projects. this technology-driven solution will aid operational maintenance workflow at Maryland general Hospital for years to come.

R E A D T H E C A S E S T U D Y

Barton Malow associated each piece of equipment with a barcode and attached closeout documentation including product data, operations and maintenance manuals, along with warranties to the BIM objects. Tablet PC’s were utilized to capture additional information that was synced to the object in the model via the Internet by utilizing Tekla and Vela Systems software integration.

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M A R V E L S U N I V E R S I T Y O F V I R G I N I A S O U T H L A W N A R T A N D S C I E N C E C O M P L E X

The first University of Virginia LEED Certified Project.

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eLevATed eXpeCTATIOnS by Brian Larson, LEED AP

The Goal: construct three connected buildings, a pedestrian street elevated crossing and a park-like landscaped area, while keeping the main campus thoroughfare open at all times. And achieve the first lEEd certified project on university of Virginia campus.

The Solution: implement innovation.

Barton Malow served as construction manager for the university of Virginia South lawn project in Charlottesville, Virginia. designed by Moore Ruble Yudell with glaserworks, the project included 3 conjoined buildings: nau Hall, gibson Hall, and the South lawn Commons. Site development for the project included a 90-foot wide landscaped crossing of Jefferson Park Avenue, a main campus thoroughfare, plus restoration of the university’s Foster Historical Site (site of a former freed slave community), and a new central campusbus stop.

COmBInInG hIGh TeCh And LOw TeCh it was imperative that Jefferson Park Avenue, a main ambulance route to nearby university Hospital, had to remain open at all times, even during erection of the crossing steel and concrete deck pours. to facilitate scheduling and safety, Barton Malow, in conjunction with the university, held meetings with the community to keep everyone informed about construction operations.

in addition to community meetings, the team linked the steel erection sequence to the Building information Model to visualize the planned work over Jefferson Avenue before tackling it on site. the model views of the crane sequence revealed that some of the planned crane placements were inefficient and were altered for the actual erection. We then timed the model so we would have an accurate gauge of how much work to schedule per night. By keeping the community informed and using BiM models, there were no disruptions and the steel and concrete work went as planned.

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M A R V E L S S E V E R S T A L S T E E L M O D E R N I Z A T I O N P R O G R A M

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A ReSURGenCeby Steve Freed

the steel industry is experiencing a welcome resurgence in the united States. the Severstal dearborn Modernization Program in dearborn, Michigan is part of this vital market revitalization. Barton Malow is managing the construction program, self performing civil, concrete, resteel production and installation, process equipment setting and installation as well as structural and miscellaneous steel.

the massive modernization program includes the Pickle line tandem Cold Mill, Hot dip Coating line, Hot Strip Mill and numerous smaller projects all-totaling over $600 million. the projects will be completed within an aggressive 17-month schedule. From end-to-end the PltCM and HdCl projects spans nearly one mile in length encompassing over 800,000 square feet of production and storage area.

Safety is a key element - there will be well over 900 team members on site at any time. Barton Malow formed a partnership with MioSHA along with the State of Michigan, labor unions and Severstal to protect workers. Collectively, the projects entail 1.3 million manhours with over 2,300 safety orientations.

Building information Modeling (BiM) is a key component to this large-scale, schedule-driven project. Barton Malow applied a BiM approach from the beginning of the bid process through preconstruction, construction and equipment installation. the initial model verified quantities, logistics approach, work-in-place and sequencing to aid estimating and project management.

the BiM model integrated all systems (over 6,000 drawings for the PltCM Project). Subcontractors participated in continuous updates integrated into one primary project model. Review meetings resolved any interferences before fabrication and field installation. to date, over 800 interferences have been resolved avoiding cost and schedule delays associated with material, fabrication and labor inefficiencies.

Barton Malow performed all project equipment installation services. Over 750 major equipment units will be moved, set and installed by our team utilizing a set quality and commissioning process.

EqUIPMENT INCLUDES: Mill Stands, Transformers, Storage Tanks, Pumps, Rollers, Conveyors, Trimmers, Drive Equipment, Carousel Tension Drive & Reel, Looper Equipment, Levelers, Deflector Rolls, Laser Beam Welder, Entry Processor, Furnace, After-Pot Cooling Tower and Temper Mill

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M A R V E L S

the Severstal Pickle line and tandem Cold Mill (PltCM) is the first large-scale opportunity to implement BiM for our self perform trades. this project and the lessons learned has impacted how we deliver self perform work.

At PltCM, Barton Malow’s preconstruction team used BiM to model project concrete. Creating a model sped-up project understanding, allowing the team members to visualize items onsite crews would need during construction. We were also able to use quantities pulled from the model to verify our estimate.

After realizing the BiM benefits in preconstruction, a decision was made to place Chris Horney, lEEd AP on site as full-time BiM coordinator for the project duration. Chris immediately submitted RFi’s to clear up dimensional busts realized during model creation. He developed a process to export points from the model in AutoCAd into total Stations for field layout. this process cut layout time in half and saved area foremen 10-15% in coordination time. We also used navisworks Manage to coordinate trades and implemented Vela systems via tablet PC’s to digitize parts of our QA/QC, punchlisting, and equipment commissioning work. this provided time-savings and a usable, digital database for facilities management once construction is complete.

Building InnOvATIve SolutionS

www.bartonmalow.comCOnTACT

DANA GALVIN, CPSMFOR MORE INFORMATION

H E A R M O R E A B O U T T H E B I M P R O C E S S

CHRIS HORNEY, LEED APProject Engineer, Severstal dearborn Modernization Program