A large healthcare organization in the Southeast wanted to expandoperations with the addition of an acute-care hospital wi...
The building owner was extremelycostconscious when negotiations werereopened.McKenney’s conducted a comprehensiveanalysis ...
McKenney’s coordinated efforts with field leaders, other trade contractorsand the general contractor to maximize resources...
The comprehensive prefabrication processrequired thousands of hours of work ondrawings and schematics.Though the process c...
Using positioning hardware and software,lasers and optics, the team was able tosimulate the placement of every pipe andcon...
In addition to BIM work, a McKenney’s locallabor force spent countless hours fabricatingduct systems along with med-gas, w...
McKenney’s also assisted with several initiatives in pursuitof LEED® certification.Efforts include a cold condensate harve...
McKenney’s coordinated their entire effort,facilitating communication between teammembers to ensure schedules and budgetsw...
Owner: Piedmont Newnan HospitalContractor: KBR Building GroupArchitect: Perkins + WillEngineer: Hibble, Peters, DawsonProj...
Construction of HVAC system, plumbing and automated controlscompleted in 10 monthsAdhered to revised budgetsSupported LEED...
1056 Moreland Industrial BoulevardAtlanta, Georgia 30316P: 404-622-5000sales@mckenneys.com3601 Performance RoadCharlotte, ...
McKenney’s, Inc. takes the lead for hospital mechanical systems
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McKenney’s, Inc. takes the lead for hospital mechanical systems

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McKenney’s, Inc. takes the lead for hospital mechanical systems. For more info visit http://mckenneys.com/

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McKenney’s, Inc. takes the lead for hospital mechanical systems

  1. 1. A large healthcare organization in the Southeast wanted to expandoperations with the addition of an acute-care hospital with around-the-clock emergency services. The project stalled for two years until a team ofcontractors—including McKenney’s—re-engaged and completedconstruction in about 10 months.
  2. 2. The building owner was extremelycostconscious when negotiations werereopened.McKenney’s conducted a comprehensiveanalysis to identify mechanical systemcomponents and work plan modifications toalign with significant budget constraints.
  3. 3. McKenney’s coordinated efforts with field leaders, other trade contractorsand the general contractor to maximize resources and reduce labor costs.Drawings, schematics and modeling weredeveloped quickly while engineers and otherteam members coordinated extensiveprefabrication in a 3D model offsite toaccelerate construction.With short timeframes in mind, McKenney’sneeded to begin the Building InformationModeling (BIM) process early.
  4. 4. The comprehensive prefabrication processrequired thousands of hours of work ondrawings and schematics.Though the process cost approximately $1million to complete, it was a sound investmentas overall project costs were reduced bymillions of dollars.
  5. 5. Using positioning hardware and software,lasers and optics, the team was able tosimulate the placement of every pipe andconnection digitally via computer to ensureaccuracy prior to installation. Because of itscritical role with trade sequencing,McKenney’s could control coordinationthroughout the BIM process to accuratelyregulate costs and timelines.
  6. 6. In addition to BIM work, a McKenney’s locallabor force spent countless hours fabricatingduct systems along with med-gas, water,sanitary and underground piping.The in-house shops gave McKenney’s virtuallyunlimited capacity to prefabricate andpreassemble these system components totight tolerances.
  7. 7. McKenney’s also assisted with several initiatives in pursuitof LEED® certification.Efforts include a cold condensate harvesting/ re-usesystem, energy recovery units, boiler stack heat recovery,heat exchangers for waterside economizer “free-cooling,”vegetative roofs with plumbing infrastructure, variablefrequency drives for major HVAC system motors and ultra-efficient steam boilers for heat, sterilization and humiditycontrol.
  8. 8. McKenney’s coordinated their entire effort,facilitating communication between teammembers to ensure schedules and budgetswere met.The massive project included more than75,000 hours dedicated to plumbing,nearly 50,000 hours for pipefitting and41,000 hours for sheetmetal.
  9. 9. Owner: Piedmont Newnan HospitalContractor: KBR Building GroupArchitect: Perkins + WillEngineer: Hibble, Peters, DawsonProject TeamThe ChallengeInitial construction plans delayed for two yearsRestart stalled scheduleReduce costs to align with new budget constraintsThe SolutionAnalyze original construction estimates to identify savingsManage the trade construction schedule to facilitate trade sequencingUse BIM to coordinate all prefabrication, regulate costs and maintaintimelinesPrefabricate piping in-house
  10. 10. Construction of HVAC system, plumbing and automated controlscompleted in 10 monthsAdhered to revised budgetsSupported LEED certificationThe Results
  11. 11. 1056 Moreland Industrial BoulevardAtlanta, Georgia 30316P: 404-622-5000sales@mckenneys.com3601 Performance RoadCharlotte, North Carolina 28214P: 704-357-1200Atlanta Office:Charlotte Office:www.mckenneys.com

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