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DIRECTORS
Kerlin Blaise Blaze Contracting
PUBLISHER EDITOR
Kevin Koehler Amanda Tackett
Thomas Broad Midwest Steel, Inc.
Kevin Foucher ASSOCIATE EDITOR
Commercial Contracting Corp.
Mary Kremposky McArdle
Stephen Frantz GRAPHIC DESIGN ACCOUNT EXECUTIVE ACCOUNT REPRESENTATIVE
Joseph Coots
Motor City Electric Co.
Jennifer Panning
Cathy Jones Roy Jones
Artisan Tile, Inc.
Samuel Ruegsegger III The Christman Co.
DIRECTORS OFFICERS Chairman
Paul Stachowiak Integrated Design Solutions, LLC
John Raimondo
Erik Wordhouse
Roncelli, Inc.
Vice Chairman
Leidal & Hart Mason Contractors
Vice Chairman
Preston Wallace Limbach Company, LLC
Treasurer
Joseph Fontanesi Fontanesi & Kann Company/ Architectural Building Components, Inc.
President
Edwards Glass Co.
Brad Leidal
Kevin Koehler
CAM MAGAZINE EDITORIAL ADVISORY COMMITTEE
Gary Boyajian Division 8 Solutions, Inc.
Marty Burnstein Law Office of Marty Burnstein
George Dobrowitsky Walbridge
Daniel Englehart CAM Magazine (ISSN08837880) is published monthly by the Construction Association of Michigan, 43636 Woodward Ave., P.O. Box 3204, Bloomfield Hills, MI 48302-3204 (248) 972-1000. $24.00 of annual membership dues is allocated to a subscription to CAM Magazine. Additional subscriptions $40.00 annually. Periodical postage paid at Bloomfield Hills, MI and additional mailing offices. POSTMASTER, SEND ADDRESS CHANGES TO: CAM MAGAZINE, 43636 WOODWARD AVE., BLOOMFIELD HILLS, MI 48302-3204. For editorial comment or more information: tackett@cam-online.com For reprints or to sell CAM Magazine: 248-972-1000
Peter Basso and Associates, Inc.
Dennis King DMKING Consulting, LLC
Sanford (Sandy) Sulkes International Building Products, Inc.
James Vargo Capac Construction Company, Inc.
Copyright © 2017 Construction Association of Michigan. All rights reserved. Reproduction in whole or part without permission is prohibited. CAM Magazine is a registered trademark of the Construction Association of Michigan.
4 CAM MAGAZINE JULY 2017
“The Voice of The Construction Industry®”
20 TABLE OF CONTENTS 12
SUSTAIN I ABILITY InSoFast What?
16
AIA-MI DESIGN PERSPECTIVES The AIA Michigan Design Awards Announced
20
MECHANICAL The Mechanical Anatomy of an Operating Room
30
INDUSTRIAL CONSTRUCTION Lee Industrial Contracting: An In-House Powerhouse of a Company
38
30
CONSTRUCTION HIGHLIGHT Delivering a Delicate Operation
DEPARTMENTS 7
Industry News
11
Safety Tool Kit
46
Product Showcase
50
People in Construction/ Corporate News
52 53 53
CAM Welcomes New Members Construction Calendar Advertisers Index
38
ABOUT THE COVER Lee Industrial Contracting, Pontiac, installed a 1,100-foot-long and approximately 50-foot-wide anneal line for HyCAL Corp., a division of Ferragon. The cover photo shows the HVAC team completing the installation of the tie-in between the furnace and the exhaust blower system. Housed in a once-abandoned McLouth Steel facility, the plant now has the world’s first 100 percent hydrogen continuous anneal line for heat treatingsteel. Ebner, an Austrian company with offices in Wadsworth, Ohio, developed and built the line. Photo Courtesy of Lee Industrial Contracting
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“The Voice of The Construction Industry®”
I N D U S T R Y
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GROWING COMPANIES IN DETROIT COMPLETE TURNER SCHOOL OF CONSTRUCTION MANAGEMENT Turner Construction Company Celebrates the Latest Graduates of their Turner School of Construction Management, a Free, Multi-Week Course Designed to Enhance the Technical, Administrative and Managerial Capabilities of Small Business Leaders Twenty-three students representing 17 small, minority, women-owned, veteranowned, and/or disadvantaged business enterprises in Detroit graduated from the nationally renowned Turner School of Construction Management on Thursday, May 11, 2017. Classes were taught by Turner Construction Company, with the support and sponsorship of Bedrock Real Estate Services, Blue Cross Blue Shield of Michigan, Detroit Lions, Henry Ford Health System and Wayne State University. Course topics included safety, estimating, bidding, procurement, accounting, insurance, field operations, human resources and contract risk management. “It was a distinct pleasure to share best practices and engage with these motivated small business leaders on the critical challenges facing them today,” said Turner Vice President and General Manager David J. Kelly, Ph.D., PE. “The participation and engagement of our sponsors added an extra dimension – the owner’s perspective – which I think was uniquely valuable to them. We are also very grateful to the leaders of Blaze Contracting, TEC Consultants, Tooles Visit us online at www.cammagazineonline.com
Contracting, and White Construction for their facilitation of a vibrant roundtable discussion at graduation.” Launched in 1969, the Turner School of Construction Management is a free, eightweek construction management and business training program offered by Turner Construction Company to enhance
the technical and managerial skills of small, minority, women-owned, veteranowned, and/or disadvantaged business enterprises. Individuals gain insight and meaningful tools, along with best-in-class practices, to help grow their businesses.
Michigan’s Largest Selection of Concrete Sawing & Coring Equipment
CAM MAGAZINE JULY 2017
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of the interior areas. All structures on the site will be demolished, making way for the U.S. Green Council Building (USGBC) highperformance energy standards thus obtaining a LEED, “Silver” RendeRing CouRtesy of neumann/smith aRChiteCtuRe Certification. RONCELLI TO BEGIN Roncelli is a privately owned CONSTRUCTION ON WAGNER construction company established in PLACE IN DEARBORN 1966 with operations in the United States, Canada and Mexico. Roncelli provides Ford Land has selected Roncelli, Inc., construction management, design-build, Sterling Heights, to provide construction integrated project delivery, program management services for the “Wagner management and general contracting Place,” a mixed-use urban development services in the commercial, healthcare, project for 600 Ford employees located in industrial, and institutional markets. downtown West Dearborn, MI. Roncelli is “Dedicated to Building The two-city-block project will feature Excellence,” offering flexible and outdoor green space, new stores, innovative solutions tailored to meet each restaurants and corporate offices. The client’s specific need. Learn more at 120-year old Wagner Hotel building will www.roncelli-inc.com . maintain its historical façade while undergoing a comprehensive renovation
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ROSSETTI’S QLINE STATION DESIGN BLENDS CIVIC ARCHITECTURE WITH MODERN AMENITIES FOR RIDERS Twenty new QLINE rail stations were fully operational as of May 12, 2017 for the opening of the QLINE streetcar rail system. ROSSETTI has been working with M-1 Rail, the owner and operator of the QLINE, and AECOM (Formally URS) to design the new QLINE stations that are located along the 3.3 mile stretch of Woodward Avenue, serving 12 Detroit locations between Congress Street and West Grand Boulevard. “Our goal was to create minimal and elegant structures that were both transparent and durable. We wanted the shelters to be visually identifiable as part of the QLINE rail system, but simple enough that they would blend into the context of the various locations where they would be placed.” said Jon Disbrow, Principal and Architectural Lead at ROSSETTI. ROSSETTI designed each 98-foot x 12-foot glass and concrete station with a strong modern form that blends with the civic architecture of Detroit to house the ‘smart’ amenity and sponsor features. Each location incorporates a different color of Pewabic tile, the iconic ceramic tile unique to Detroit. Space for sponsorship was also incorporated into the design. Each station honors the corporate and philanthropic partners whose support brought the QLINE street car to life. Rider amenities at every QLINE station include heating, concrete bench seating, sufficient lighting, WIFI access, a security camera, ticket vending machines, emergency phone and next-vehicle alert screens. The shelters are made of precast concrete with an anti-graffiti admixture with five-panel glass partitions. Concrete was selected for its durability and simplicity. Laminated glass was selected for its durability and ability to protect the graphics. Extreme care was taken to promote transparency between areas behind the shelters and the station platforms for user safety and to minimize obstruction to circulation. Two primary station typologies exist within the M-1 Rail streetcar system. The base station consists of the M-1 identifiers, service components and furnishings that are universal at each location – creating a cohesive appearance across all stations. The second station typology includes the same features as the base station with opportunities for additional “The Voice of The Construction Industry®”
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• • • • •
public space and design amenities such as public art, additional benches, bike racks, etc. While some stops have one station, others have two, with one station located on each side of Woodward Ave. PROJECT FACTS: List of Stations + Sponsors • Congress Street - Quicken Loans • Campus Martius Park - Blue Cross Blue Shield • Grand Circus Park - Chevrolet • Foxtown - Ilitch Holdings • Sibley Street - Ilitch Holdings • Martin Luther King Jr. Boulevard - Detroit Medical Center • Canfield Street - JPMorgan Chase (northbound) and Compuware (southbound)
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Warren Avenue - Wayne State University Ferry Street - Fiat Chrysler Automobiles Amsterdam Street – Ford AmtrakWest - Penske West Grand Boulevard - Henry Ford Health System
Client: Rock Ventures LLC Principal in Charge: Deena Fox Lead Design: Jon Disbrow, Matt Hathorne Team: Tommy Pustulka, Bill Smith Technical Designer: Doug Woodward Design Start: Spring 2015
HARLEY ELLIS DEVEREAUX (HED) IS HONORED TO BE NAMED THE 2017 FIRM OF THE YEAR BY THE AMERICAN INSTITUTE OF ARCHITECTS’ (AIA) MICHIGAN CHAPTER The Firm of the Year Award recognizes outstanding achievements and excellence in the body of work produced by a firm over a period of time, and the ongoing
contributions of the firm to the advancement of the architectural profession. On HED, the AIA Michigan Honor Awards Committee shared: “We wish to recognize HED’s metamorphosis into a national leader in various project types led by exceptional professionals- all from a firm which started here in Detroit. Since the firm’s last receiving this prestigious award, Harley Ellis Devereaux has and is consistently recognized for outstanding design, quality project delivery, and fostering enduringly successful client relationships.”
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I N D U S T R Y
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HISTORIC 1920S AUTO DEALERSHIP IS TRANSFORMED INTO A WORLD-CLASS RESEARCH FACILITY IN THE HEART OF DETROIT Harley Ellis Devereaux (HED) is pleased to announce its Integrative Biosciences Center at Wayne State University in Detroit has been named the 2017 Renovated Laboratory of the Year by R&D Magazine and Laboratory Design. To attract multidisciplinary researchers from around the world, Wayne State University imagined a facility that embodies their mission as a public, urban research university - to create new knowledge that improves the quality of life for its surrounding community. The new Integrative Biosciences (IBio) Center reimagines the way science approaches urban health issues. Because the problems IBio addresses are emergent and span many disciplines, the design is replete with strategies known to encourage
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From left: HED’s Charlie Jacobs, Shaun Rihacek and Mark Hartmann accept the 2017 Renovated Laboratory of the Year Award from R&D Magazine and Laboratory Design at the 2017 Lab Design Conference.
collaboration, increase employee attraction, and enhance physical and mental comfort, including good natural light, air quality, thermal comfort, views of the outdoors, biophilic design features, variety of spaces, frequent opportunities for unplanned meetings, attractive stairs and circulation, careful balance of transparency and privacy, etc. A 40-foot-high concourse lined with meeting rooms acts as the main circulation spine and social mixing valve. The labs use floor-to-ceiling glass partitions to provide views
and create curiosity between work areas. Now in its 51st year, the Laboratory of the Year Awards recognize excellence in research laboratory design, planning and construction. Judging of the annual international competition was conducted by a blue-ribbon panel of laboratory architects, engineers, equipment manufacturers, researchers and the editors of R&D Magazine and Laboratory Design. A complete profile of the Integrative Biosciences Center appeared in the May/June 2017 issues
“The Voice of The Construction Industry®”
Starting with Safety By Jason Griffin CAM DIRECTOR OF EDUCATION AND SAFETY SERVICES
s an employer, the process of introducing a new employee into an existing workplace can be a difficult task. Often, we start by introducing the employee handbook, doing a tour of the workplace, and introducing the new employee to their co-workers. It is important that we also understand that, as employers, we need to also impress upon them the formal culture of the company. We do this by establishing benchmarks, performing formalized training, and through the everyday application of our work practices. The process by which we incorporate our culture of safety is no different. In 2015, the U.S. Bureau of Labor and Statistics reported 902,160 nonfatal occupational injuries and illnesses that involved days away from work from injury or illness. They also reported that 31 percent of those injuries or illnesses were incurred by employees that had less than a year on the job, and that 37 percent of those injuries were sustained by employees that had less than three months on the job (see accompanying chart below).
A
Length of Service with Employer 2% 11%
34% 20%
33%
Less then 3 Months
3-11 Months
1-5 Years
More than 5 Years
Not Repor ted
When looking at the statistic shown in the chart, we have to ask ourselves, “Why are these employees getting hurt more frequently than other employees?” CAMComp, the Construction Association of Michigan’s selffunded workers compensation group, in its Starting with Safety resource guide, identified that employers tend to take the following items for granted: 1. We assume that new employees know more than they really do. 2. New employees are afraid to ask questions. 3. The environment is unfamiliar and people don’t know what to do in an emergency. 4. Employees lack knowledge about hazardous substances in their workplace. 5. New workers do not understand the importance of using personal protective equipment (PPE) or how to use it properly.
Assuming that this list (which is not exclusive) is true, then we have to consider what actions must be taken to reduce the likelihood that new employees will be injured as a result of workplace conditions. Some basic steps to assure that our employees see and understand how our company’s safety culture is implemented: • Maintaining a clean and orderly workplace • Performing drills to practice emergency procedures • Supervision being able to promptly and consistently answer safety- or process-related questions • The use of PPE by employees and supervisory staff • Properly labeled hazardous materials and readily available safety data sheets (SDS) • Management commitment to the allocation of resources for detailed and ongoing training of employees The effective and consistent implementation of these steps will help reduce injuries and illnesses among new employees. It is important to note that new employees may not be people who are necessarily new to the company, but could simply be new to a department, performing a new job assignment, or may have been moved to a new worksite. Dedication to the orientation, training, and evaluation of performance metrics is an essential part of demonstrating to a new employee the importance of maintaining a safe and healthful workplace.
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CAM MAGAZINE JULY 2017
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SUSTAIN | ABILITY
InSoFast! What? By Douglas Elbinger, Energy Systems Analyst, Newman Consulting Group LLC
ith a show of hands, how many of you have heard about InSoFast insulating panels? Like I thought… not many. While researching ‘passive’ house construction methods, I came across InSoFast and immediately thought what a great new idea it was. Further research indicates they’ve been around for years. The InSoFast website got me thinking about the half-dozen homes I’ve owned going back forty years. I can proudly say I refinished most of the basements myself. The work does not always hold fond memories because as you know, each basement has its own quirks. After my last basement project, I was hoping that I would never finished another basement… until I saw this.
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What is InSoFast? InSoFast was developed as a quick and convenient way for homeowners to insulate the interior of basement walls. T InSoFast UX 2.0 panel) is two-inches-thick and rated at R-8.5 InSoFast is a type of engineered continuous insulation that comes in 2’ x 4’ interlocking panels. They can be applied universally to any type of interior or exterior wall assembly in both new and retrofit construction projects. InSoFast panels are made of closed-cell expanded polystyrene (EPS). The grooved panels are made in a two-inch (R-8.5) and two-and-a-half-inch (R-10.) thickness. The panels contain embedded rigid vertical “studs” that hold drywall screws to facilitate fastening the panels to walls, and to facilitate fastening siding or drywall to the panels. Why Use InSoFast Panels? Because a perfectly insulated wall should be easy and cost effective. The panels are designed to simplify (meaning less labor) an approach to building that exceeds today’s efficiency standards in preparation for a net-zero energy future. Ed Scherrer, founder of InSoFast LLC says, “Building science keeps on adding layers of complexity that do not always play well together. We’ve addressed this problem by creating a simple panel with built-in features that effortlessly coexist and last.” Ed continues, “As much as we love our products, we believe insulation is an invisible technology. It sits between the layers of a wall that people actually care about and should do its job so well they’ll never have to think about it. There is a time and place for masterful craftsmanship and time consuming hard labor… just not here.” 12 CAM MAGAZINE JULY 2017
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InsoFast is used for above-grade interior insulation in a 19th Century restoration. It is common for older homes to be void of insulation altogether. In fact, insulation didn’t become an aspect of building codes until as late as the 1970s. These homes and buildings were structured to withstand centuries, yet many of them still suffer from R-values nearest to nothing when compared to today’s standards.
InSoFast panels are designed to simplify and reduce errors among a vast array of complex construction processes that have become essential for todays’ standards. When faced with an everincreasing list of requirements on the jobsite we ask, “Why work so hard?” One more thing - it’s often cheaper than the alternatives, even before you factor in the substantial time and labor savings. Continuous Insulation At two-inch-thickness, the UX 2.0’s closed-cell, injection-molded EPS foam body achieves R-8.5 insulation. The EX 2.5 is a little thicker. The extra half-inch layer covers the stud surface to eliminate any thermal bridging. The panels interlock so tightly that assembled pieces can be picked up as one unit. EPS is a non-toxic, inert insulation that maintains its R-value throughout the life of your building. Because it does not absorb moisture like open-cell types of bead board, it is rated highly for below-grade applications like basements. The EPS body is a fireretardant material and serves as a Class III vapor barrier. Mold-Resistant Studs Each panel is co-molded with three highstrength polypropylene studs that align every 16-inches O.C. The anterior surfaces feature three inset markers for nailing while the posterior surfaces feature Visit us online at www.cammagazineonline.com
ribbed dovetails for adhesive applications against concrete, stone, metal or brick walls. They provide a straight, rigid surface that can support drywall attachment and exterior finishes, as well as adornments like cabinets and TVs. They are not prone to moisture damage, and do not conduct heat along a wall system. Self-Leveling Tongue-and-Groove Interlocks Four tightly interlocking edges along each panel form a continuous, self-flashing seal. Unlike traditional flashing tapes, the interlock creates a resilient seal that will not change shape, dry or crack over time. They eliminate the potential for thermal leaks and prevent water from reaching the face. A notched alignment system ensures the panels and studs stay aligned during installation even when cut. Inset lines demarcate the location of wiring chases. Electrical Raceways Each panel has built-in electrical channels running vertically and horizontally. Raceways run vertically at 16 inches oncenter and horizontally at 24 inches on-center. Situated at code depth, they allow for easy push-and-pull wiring access and can even fit over pre-existing conduit.
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Moisture Control The panels are made with materials that won’t rot, rust, warp or decay. Integrated moisture control channels keep walls drained and dry making these an ideal solution for below-grade applications, such as basements. Built into the back of the UX panel is a network of shingle-style capillary channels. The channels are specifically-sized cavities that moderate wall pressure so that both interior and exterior wall assemblies can drain and be allowed to remain dry. The EPS foam features a permeability that ensures moisture is not trapped in walls and, with help from the channels, will “breathe” through to be handled by any standard HVAC system.
SALES ERECTIONS SHORING SWING STAGING SCAFFOLD PLANKS FALL PROTECTION TRAINING
RENTALS
Since 1952
1-800-693-1800 www.scaffoldinginc.com
14 CAM MAGAZINE JULY 2017
DELIVERY SCAFFOLDING TRASH CHUTES EXPERT DESIGN AND SAFETY SERVICES
Not Just for Basements InSoFast is now shipping a thicker panel, the InSoFast EXe 2.5 panel, designed specifically for exterior applications. EXe 2.5 is a self-flashing continuous insulation panel that simplifies building science and makes it easier to retrofit existing housing. The new product incorporates drain-anddry technology into the front and back of the panel. This engineered feature acts as a built-in drainage mat, eliminating an entire assembly step while significantly reducing construction costs. A continuous tongue-and-groove interlock is embedded on all four sides of the panel which forms a series of capillary breaks and drainage slots. The interlocks replace the need for tape and eliminate any concern about reverse-flashing. The engineered selfflashed barrier outperforms the limited lifetime of tape. When I viewed the ‘DIY’ videos on the InSoFast website, I wished I had known about this the last time I finished a basement. Their products ship factorydirect anywhere within the contiguous U.S. with free common carrier shipping. For a detailed cost analysis of a conventional 2’ x 4’ finished basement compared to InSoFast basement, visit the website at www.InSoFast.com. There are also a multitude of DYI InSoFast tutorial videos on YouTube. For more information contact Dean Seibert at info@InSoFast.com or call (888) 501-7899. “The Voice of The Construction Industry®”
AIA - MIDESIGNPERSPECTIVES
AIA MICHIGAN DESIGN AWARDS ANNOUNCED
By
Evelyn Dougherty, Hon. Aff. AIAMI
he American Institute of Architects Michigan recently announced 11 buildings singled out for design excellence, and that received awards at the AIA-MI annual Design Awards Celebration on June 16 at The Roostertail in Detroit. Dozens of projects were entered in the competition and they were judged by an esteemed jury from San Marino, California, chaired by Richard Keating, FAIA.
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The following is a list of the winning projects by category: BUILDING CATEGORY Lake Trust Credit Union Brighton, Michigan Architect: SmithGroupJJR Owner: Lake Trust Credit Union Contractor: The Christman Company Photos James Ewing and Liam Frederick Jury Comment: “I like that the interior atrium uses a variety of contemporary tropes – the wide stairway for instance - but still comes across as unforced and natural. The quality of light and the views to the exterior are handled beautifully. This must be a wonderful place to work.”
Ransom Gillis House Restoration Detroit, Michigan Architect: Christian Hurttienne Architects, LLC Owner: Brush Park Development Company, LLC Contractor: L.S. Brinker Company Photos: Bedrock Detroit, Michelle and Chris Gerard Jury Comment: “Clearly executed with great care and commitment, this restoration fits nicely within the story of Detroit re-birth.”
U of M School of Music, Theatre and Dance Ann Arbor, Michigan Architect: Integrated Design Solutions Owner: University of Michigan Contractor: Spence Brothers Photos: Esto Photographics Jury Comment: “Putting yourself at the service of another architect’s vision – even one as important as Saarinen – is never easy, but the design team of this project needs to be lauded for their commitment and talent. Additionally, the interior design manages to complement the overall design while utilizing its own elegant and contemporary palette.” U of M William L. Clements Library Renovation and Addition Ann Arbor, MI Architect: SmithGroupJJR Owner: Regents of the University of Michigan Contractor: Phoenix Contractors Inc. Photos: Jason Robinson Photography, LLC Jury Comment: “An exquisite renovation and adaptive reuse that meshes finely crafted new elements and substantial historic resources. The final results elegantly overcome the enormous construction challenges.” 16 CAM MAGAZINE JULY 2017
“The Voice of The Construction Industry®”
USTA Grandstand Stadium Flushing Meadows, New York Architect: Rossetti Owner: United States Tennis Association Contractor: Hunt Construction Corporation Photos: Rafael Gamo Jury Comment: “It manages to be simultaneously elegant and dynamic, classical and contemporary. The designers developed a beautifully layered screen with an economy of means that is very impressive.”
Michigan Lake House Leelanau County, Michigan Architect: Environment Architects with Desai Architects Owner: Michael and Barbara Collins Contractor: Easling Construction Photos: Paul Warchol Jury Comment: “Perhaps the most discussed of the projects. This is not the predictable derivative design, yet its muscularity belies a beauty as noted in the interiors that displays the work of a unique designer.”
INTERIOR CATEGORY Houseal Lavigne Associates Chicago, Illinois Architect: inFORM studio Owner: Houseal Lavigne Associates Contractor: J.C Anderson, Inc. Photos: Thomas Kelly Jury Comment: “A very witty solution to an enormously challenging space. Instead of hiding the difficulties, the design leverages low ceilings and extensive building utilities as yet another ingredient in the aesthetic.” Visit us online at www.cammagazineonline.com
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House of Pure Vin Detroit, Michigan Architect of Record: PLY Architecture Design Architect: M1/DTW Owner: House of Pure Vin Contractor: MiG Construction Photos: Jeffrey Kilmer Jury Comment: “Relentless executed with wit and technical prowess. Who wouldn’t want to buy a bottle in this very cool store?” Bio Engineering Facility East Lansing, Michigan Architect: Integrated Design Solutions, LLC Owner: Michigan State University Contractor: Clark Construction Company Photos: Chris Clark Jury Comment: “The well-executed and sober integration of a variety of materials and colors, Piranesian stair forms rising through a tight section of space, hanging masses, penetrating sunlight, playful science-based patterns, and sense of both passage and repose realizes a destination and hang- out for the users and skillfully completes the architecture of the building.” UNBUILT PROJECT CATEGORY Detroit East Riverfront Detroit, Michigan Architect: McIntosh Poris Associates Architect of Record: Skidmore, Owings & Merrill, LLP (SOM) Jury Comment: "This urban design plan suggests, finally, how incrementalism begets infrastructure and how the sum of small plans add up to something bigger and better than ‘make no small plans.’”
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“The Voice of The Construction Industry®”
LOW BUDGET/SMALL PROJECT CATEGORY Michigan Research Studio Detroit, Michigan Architect: McIntosh Poris Associates Owner: Taubman College of Architecture and Urban Planning Contractor: Means Group, Inc. Photos: Justin Maconochie & Jeff Garland Jury Comment: “It looks as though all the budget could afford was paint, lights, tables, and chairs, but every decision was the right one – easy to say, but very difficult to do. Perfect choices for an inspiring and useful space.” STEEL AWARD CATEGORY - Presented by GLFEA 1001 Woodward Avenue Plaza Detroit, Michigan Architect: SmithGroupJJR Owner: Bedrock Real Estate, LLC Contractor: Colasanti Photos: Jason Robinson Photography, LLC Jury Comment: “Dealing with the windswept plaza of modernist towers is not an easy problem, but necessary for the times and even more important in downtown Detroit. This is a welcoming space and technically beautifully crafted.” SHEET METAL AWARD CATEGORY - Presented by SMACNA Integrative Biosciences Center (IBio) Detroit, Michigan Architect: HED Owner: Wayne State University/State of Michigan Contractor: Barton Malow/Brinker Photos: Brad Feinknopf and Justin Maconochie Jury Comment: “IBio strikes a unique balance between historic sensitivity and state-ofthe-art science, without compromising the systems that ensure optimal functionality and occupant comfort.” The American Institute of Architects Michigan also announced the contributors to the design and built environment communities who have been singled out to receive prestigious recognition awards at the award ceremony. There were 10 recognition categories and 15 award winners this year: Gold Medal Award: Alan H. Cobb, FAIA – Albert Kahn Associates; Roger Margerum, FAIA – (1930-2016) Firm of the Year: Harley Ellis Devereaux (HED), Detroit, MI President’s Award: Aleksei Ivanikiw, AIA – Barton Malow Company Balthazar Korab Award: Olga Stella, Detroit Creative Corridor Center (DC3) Robert Hastings Award: Douglas Kueffner, AIA, WTA Architects Young Architect Award: Laurie Hughet-Hiller, AIA, McIntosh Poris Associates Honorary Affiliate Award: Daniel Musser, III, Hon. Aff. AIAMI – Grand Hotel, Mackinac Island; Mimi Musser Cunningham, Hon. Aff. AIAMI – Grand Hotel, Mackinac Island; Bill Dunn, Hon. Aff. AIAMI – ARC Solutions Michigan Architectural Foundation Leadership Award: Randy Case, FAIA – Architecture + Design, Inc. College of Fellows: Jan K. Culbertson, FAIA, LEED AP BD+C, GGA – A3C; Michael A. Neville, FAIA – Ghafari Associates; Mark Nickita, FAIA – Archive DS; Stuart Pettitt, FAIA, LEED AP – Straub Pettitt Yaste Architects. Visit us online at www.cammagazineonline.com
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The Mechanical natomy of an
A Operating Room By
Mary Kremposky McArdle Associate Editor
Photos Courtesy of ronCelli, inC.
n healthcare, mechanical contractors are the unsung and unseen heroes at the operating table. This crucial trade supplies the hot water to the surgeon scrubbing at the sink and the medical gases to the anesthesiologist at the patient’s side throughout an operation. Well-known and respected for its expertise in hospital renovation, Limbach Company, LLC, Pontiac, has been working on the mechanical systems of Beaumont Hospital, Troy for decades. When Beaumont, Troy decided to move forward with a phased OR expansion, the hospital and its construction manager, Roncelli, Inc., Sterling Heights, selected a familiar face to deliver this complex project as a design-assist mechanical contractor. Limbach’s high-caliber labor force in the field and its extensive knowledge of the hospital’s existing mechanical systems were pivotal to the project’s success. Nothing can replace first-hand, hands-on experience of a building’s mechanical system, especially a healthcare facility. “No one can develop a set of design documents in a vacuum that can describe to a group of bidders the intricacies of such a facility’s mechanical system,” said Limbach Account Manager Preston Wallace. “The only way to effectively and
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successfully implement a project of such complexity, with any degree of confidence in what it is going to cost the client, is to do it with people who have experience in the facility and who are willing to work in a team environment to develop the information for the designers, for the owner and for themselves as the project progresses. That is totally non-traditional in the construction industry, but it is becoming more and more common place, because the process brings more value to the facility owners.” At Beaumont Hospital, Troy, Limbach was part of the MEP design-assist team involved in the $21 million dollar expansion of 14 ORs to 19 and in the relocation and renovation of a host of support spaces, all delivered while 16 operating rooms remained functional. In design discussions, in weekly 3D coordination sessions and on-site on man lifts and ladders, Limbach was immersed in this demanding undertaking in both the design and pre-construction phase and throughout the 30-month construction process. The design-assist team also included Center Line Electric, as electrical contractor, and John E. Green Co., Highland Park, as fire protection contractor. Ferndale Electric Co., Ferndale; Bill James Plumbing & Heating, Inc., Madison Heights; and Bumler Mechanical, Inc., Sterling Heights, worked on some of the initial phases. Field Investigation: Working the Night Shift It’s midnight on a Saturday night and a trade representative of Limbach’s dedicated team - Jason Plave, Dan Newton or Brandon Houle - has arrived for work at Beaumont Hospital, Troy. Limbach’s expert tradesman joins SmithGroupJJR’s mechanical engineer Brad Reuther in donning the white clean suit, booties and hair cap required for entry into this sanitary inner sanctum of healthcare: the operating room. Before removal of a few targeted ceiling tiles, Limbach installs a two-by-four-foot clean tent, a structure resembling a vertical, retractable curtain. The tent is anchored to the floor and attached at the ceiling, creating a HEPA-filtered work enclosure blocking the escape of any dust, debris or particulate matter. Visit us online at www.cammagazineonline.com
Limbach and SmithGroupJJr now take the “vital signs” of the mechanical system directly above them in the ceiling cavity. The team probes the ceiling cavity to assess the exact nature of existing systems and to calculate the potential fit of new systems. “The field investigations allowed us to discover what needed to be done to fulfill the design intent in each area,” said Wallace. “This information allowed the designer to complete the design drawings. These field investigations were done repeatedly.” Post-design, a second layer of field investigation involved field measuring to determine the exact location of each mechanical component and system, said Limbach’s Special Projects Manager Kyle Maurer. Limbach and SmithGroupJJR burnt the midnight oil throughout every phase of the project, spending the early hours of many a Saturday doing this very necessary work. Ductwork Bypasses In this phased project, Limbach had to
deliver its work in temporarily closed areas, while maintaining mechanical services to 16 different operating rooms for the entire duration of the project. To make it happen, Limbach had to view the project in its entirety to ensure service to operating rooms slated for renovation in a later phase. “The most challenging part of the project was to temporarily feed the spaces that were in a later phase,” said Maurer. “If we had to gut Phase 4, for instance, but a duct ran through the area that served Phase 6, we had to reroute the duct service into an adjacent area to keep the Phase 6 operating room functional.” Wallace handily sums up the process: “We were doing ductwork bypasses, so the hospital could do coronary bypasses.” These bypasses and temporary tie-ins proved to be the key to keeping operating rooms active in one area while work moved forward in another. Limbach took this strategy a step further much to the benefit of the entire project. “Our key foreman thought it would be not only
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beneficial but necessary to perform certain tie-ins to primarily the medical gas and domestic water systems in advance of the actual work in the phases,” said Wallace. “This strategy enabled the actual isolation of different phased areas to be accomplished more efficiently. Rather than doing shutdowns repeatedly over multiple phases, this approach called for doing it one or two times rather than six times.” The hospital scheduled strategic shutdowns, one time for the medical gas and another for domestic water tie-ins. The shutdowns took at least a month of planning. Limbach created a descriptive narrative and written plan to the hospital. “We had multiple meetings regarding the shutdowns, and Beaumont’s facilities department was the key to its success,” said Maurer. Limbach’s Kit Latimer prepared a written narrative explaining the benefits of this approach. The narrative assisted Schroeder in making the case for these strategic shutdowns to the hospital administration. The actual time period slated for the medical gas and water shutdown was based on the current hospital patient census, said Beaumont Hospital, Troy’s Program Manager, Facilities Development Chet Schroeder. Because this is a number subject to fluctuation, Roncelli always had a Plan B and Plan C in place for a scheduled shutdown. The actual work involved draining the water out of the system and installing isolation valves. “Cutting into the pipe and draining the water took four hours,” said Maurer. “Then we could begin working by cutting into a pipe, adding new isolation valves and extending new piping from those valves in locations that would allow us to easily isolate those areas afterwards,” said Maurer. “Basically, by putting in the isolation valves during the shutdown, we could more easily isolate the area when it came under construction.” According to Wallace, these isolation valves will make it easier to isolate an operating room for future projects, an almost certainty given the rapid and constant advancement of new surgical technologies. A Mechanical Chessboard “The Voice of The Construction Industry®”
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“The multiple temporary connections of the ventilation air for the purpose of keeping the OR in operation was like an exciting game of chess,” said Limbach Account Manager Preston Wallace. “We had to think several moves in advance.”
Concurrently, Limbach was delivering multiple projects at Beaumont, Troy under direct contract with the owner. The projects proved beneficial to the OR expansion. “We were able to take advantage of a lab renovation directly below the OR in routing plumbing and drains,” said Reuther. “We also worked with the air-handler replacement projects to find a new source to bring additional air flow to the OR spaces.” Several of the air-handling units were ultimately slated to serve the OR. “Five or six air-handling units are involved in the footprint of the OR renovation,” said Schroeder. The need to maintain service throughout this intricately phased renovation, however, required another round of intense planning. Removing one air-handling unit would trigger a new temporary connection to an existing airhandling unit until a new unit was set in place. “We switched multiple units multiple times, so we were always serving different areas with different air-handling units,” said Maurer. Wallace compares the “multiple temporary connections of the ventilation air for the purpose of keeping the OR in operation to an exacting game of chess. We had to think several moves in advance.” The timing of the air-handling replacement and the OR expansion projects had to perfectly dovetail to win this demanding game. “We had to time the installation of multiple projects in order to make the OR project work,” said Visit us online at www.cammagazineonline.com
Wallace. “We had to make sure the ventilation infrastructure equipment under these other contracts was in place and ready to turn on in order to adequately service the OR renovation project.” Making Connections This successful project relied not only on skillful mechanical connections but on intensive teamwork on the part of Beaumont Facilities Development, SmithGroupJJR, Roncelli, Limbach and the entire MEP design-assist team. “The only way you can have the right kind of communication and teamwork is by meeting on a regular and intensive basis
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right in the facility where all the action is,” said Wallace. “The entire team spent a lot of man-hours together in a meeting room addressing issues, concerns and potential problems and solutions.” Weekly coordination meetings aided in successfully implementing this complex project. “Limbach took leadership of the 3D coordination,” said Roncelli’s Senior Project Manager Jeffrey Tessmer, LEED AP. “They would take the SmithGroupJJR design documents and build it in three dimensions, enabling everyone to see what MEP trade was going where and if there were any clashes between systems. As part of this coordination effort, each MEP trade installed their work in a certain layer of space above the ceiling, and it was
installed in a particular sequence and in a designated timeframe.” The meetings were a true give-and-take between Beaumont Facilities, SmithGroupJJR, Roncelli, and the MEP design-assist team. “Our lead planner, Jason Plave, would review a 3D model that he and the electrical contractor (Center Line Electric) and the fire protection contractor (John E. Green Co.) were developing to coordinate all of the systems in a given renovated space,” said Wallace. “We showed Brad Reuther the alternative methods that the design-assist team was recommending in certain areas as a result of the actual physical conditions of the system. The MEP team would provide input on decisions related to the details of the phasing and installation, and we would obtain feedback from Brad Reuther relative to the implications of the proposed coordination. Sometimes, the MEP team had to make adjustments based on Brad Reuther’s recommendations or the owner’s recommendations.” Quality leadership is the foundation of a great team, particularly on a project based on coordination and communication. “Leadership is critical, and Roncelli did a fantastic job of managing the project and of leading the whole team to success,” said Wallace. “Their Superintendent Mark Walsh and Project Manager Jeff Tessmer did a stellar job.” The No-Return Policy One aspect of the project was nonnegotiable: Once a new operating room or area was turned over to the surgical department, the construction team could not revisit any system within the space. “My challenge to the construction team was once the hospital occupies an operating room, do not go back there,” said Schroeder. Challenge accepted and met. Limbach devised an inspired mechanical solution to be in sync with the “no-return policy”. Maurer explains the issue: “We were working on four operating rooms in Phase IV, but Phase VI would require us to take out the main return air serving these four operating rooms. In completely reinstalling and re-routing the main in Phase VI, we would then need to tie back into
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Phase IV. The issue was how to keep the Phase IV area functional while we were working in a later phase, and how to avoid returning and disrupting Phase IV to do so?” Limbach’s pro-active solution was to add an exhaust fan over the Phase IV area as part of its Phase IV work. “We tied all those return air VAV boxes into the exhaust fan with dampers and everything else we would need later on, so that we would be able to switch over from the return air system to the exhaust fan,” said Maurer. “This approach allowed us to keep the Phase IV operating rooms functional when we entered the later phase and prevented us from having to return to a recently completed OR area.” The solution offers future benefits, as well. “Beaumont kept the exhaust fan in that area permanently,” said Maurer. “They can use the exhaust fan system to isolate the OR during any future renovation or even in case they ever had a problem with a return fan.” Clearly, Limbach and the entire MEP design-assist team greatly benefited the project. “The last thing we wanted to do as a team was to turnover and then disrupt a new operating room a month later,” said Tessmer. “Preventing that scenario was one of the main focuses of our team, and that is why having the MEP design-assist team was a key component of the project. They could provide input on both the design and the constructability of installing a system from Point A to Point B even through a roundabout route, if necessary.” The MEP contractors had to run and stub the utilities into the next phase or even future phases to avoid disruption of a completed operating room. “We had to address each phase and also plan how we would accommodate any adjacent or future phases,” said Tessmer. “For instance, if work done in Phase III would ultimately impact Phase VI, we had to make sure that we prepped and ran the systems through Phase III and stopped at the Phase VI boundary. When we then begin Phase VI, it is waiting for us, and we do not have to return to Phase III to extend and pull everything through.” As another part of the solution, Limbach Visit us online at www.cammagazineonline.com
Every operating room now has Cleansuite, a pre-fabricated, modular ceiling diffuser system specifically manufactured for operating theaters. Cleansuite has integral LED lighting and a structural component to support OR Equipment Booms and Surgical Lights.
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The above photo offers a brief glimpse of the over 100 to 200 conduits that travel the surgical department corridors, along with plumbing, heating, hot water piping, medical gas piping and ductwork.
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“avoided installing any temporary services over a new operating room,” said Maurer. Most of the completed MEP systems were routed along the corridors. “We wanted to minimize the amount of systems in the ORs themselves,” said Reuther. “If something needs maintenance, you can’t stop a surgery. For that reason, we also wanted to make sure the systems were serviceable from outside the ORs, so we kept as much as possible in the non-sterile corridors to make them accessible.” This strategy assisted Beaumont Facilities in meeting Joint Commission on Accreditation of Healthcare Organizations (JCAHO) standards. “We conducted above-ceiling inspections as the project progressed,” said Schroeder. “This allowed us to make sure we have access for maintenance and inspection purposes, because it is a JCAHO requirement. As Brad Reuther indicated, it is very critical that all of our inspectable services and tie-in points, as well as anything else needing maintenance, is not within the OR itself.” The Work Limbach installed a new medical gas loop to offer the surgical department flexibility. “The medical gas system loop provides redundancies in medical gas systems to allow operating rooms in the future to be shut down and renovated without shutting down the entire medical gas system,” said Wallace. The new 19-room OR also has digital control monitors for temperature, humidity and pressure located both inside the OR and in the corridor, as well as remote accessed and controlled by the Facilities Development’s building automation system. Every operating room now has Cleansuite, a pre-fabricated, modular ceiling diffuser system specifically manufactured for operating theaters. Cleansuite has integral LED lighting and a structural component to support OR Equipment Booms and Surgical “The Voice of The Construction Industry®”
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Lights. “Technology changes and the types of utilization for these ORs changes, so this modular ceiling system is adaptable to change,” said Wallace. “For instance, the boom location can be readily altered.” Cleansuite is pre-wired and preequipped with diffusers, lights and other infrastructure. “It essentially offers single-point connections,” said Tessmer. “As opposed to connectig eight or nine diffusers over an OR, you are bringing one duct work connection to the Cleansuite system.” Reuther adds, “It also has a structural space frame type system, so all the booms mount to it as opposed to having a separate structural support for each boom in the field. The booms are mounted to Cleansuite, and then the overall Cleansuite system mounts to the structure.” This 15-by-15-foot by 30-incheshigh “utilities in a box” arrives at a
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jobsite in three pieces. Once installed, Cleansuite provides a laminar air flow in the operating zone around the patient. “It is a very slow, constant flow,” said Reuther, “as opposed to a turbulent flow that might stir up infection-causing particulates.” A laminar flow is unidirectional, moving down from the ceiling and then sweeping down to the low air returns on either side of the patient. A Practical Artistry Today, Beaumont, Troy’s newly expanded OR is larger and more efficient. In addition to function, it also has softer staff amenities, including pre-printed, art photography murals of Tahquamenon Falls, lighthouses, the Great Lakes shoreline, and other evocations of Michigan’s great natural and cultural beauty. The lack of frames pleases Beaumont’s epidemiologists because they make the murals easier to keep dust-free,
said Schroeder. Above the ceiling is another form of practical artistry. “There was probably upwards of 100 to 200 conduits that were traveling through the corridor along with plumbing, heating, hot water piping, medical gas piping, as well as ductwork,” said Tessmer. “It was like artwork.” For the mechanical systems, the artists in this case were Limbach’s expert team of skilled tradesmen. Because hospital renovation is a strong niche for Limbach, “We have to have the best people in the industry to do that work, and we applied their skills to this project,” said Wallace. “Our tradesmen and foremen are experts.” Their expertise, while hidden above the ceiling, is on full display every time a surgical team enters the operating room to do the important work of healing and saving lives.
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Photos courtesy of Lee IndustrIaL contractIng.
Lee Industrial Contracting: An In-House Powerhouse of a Company
By Mary Kremposky McArdle Associate Editor ee Industrial Contracting, Pontiac, is the Swiss Army Knife of construction. Forget the two-inch blade and the corkscrew. Lee’s industrial-grade version of this iconic tool features FARO Laser ION trackers, Broderson cranes and a multi-axle, almost 50-wheel Goldhofer transport module. More than machinery, the heart of this successful turn-key company is the expertise of its in-house skilled trades. “Generally, about 95 percent of our work is done in-house,” said Lee Account Manager/Project Manager Bob Manning. “We very rarely sub anything out. It’s a unique approach nationally.”
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owned equipment makes for a nimble, rapid response force to combat that sometimes unpredictable animal called a jobsite. As a turn-key contractor, Lee Industrial “saved one company so much on their full budget that they had money to spare for more facility upgrades,” said Manning. “The savings are a direct result of Lee Industrial looking at the project collectively as a turn-key company. “Our project managers communicate with each other and with the sales force, asking questions and looking for improvements,” continued Manning. “Our department coordinators, whether they are experts in HVAC or electrical, look at the project and propose solutions. The Owner often thanks us for saving them money, or in one case, for obtaining a return on investment in only six months.” Beyond direct cost-savings, the turnkey solution streamlines the entire process. “We can make on-site decisions when we are walking through the facility with the customer,” said Lee Project
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Manager Peter Wigman. “It could be a pipefitting or an HVAC issue, but because we control that trade, we don’t have to make any phone calls or have a meeting. We can tell the customer,‘We will take care of it.’ We can make the change immediately, and that is one of the main benefits.” Lee Industrial Contracting has taken turn-key project delivery to a whole new level. “I have been in the business for 45 years, and I have worked in five or six different states and Lee is unique across the board,” said Lee Director of Business Development Ken Nord, who recently joined the firm in early 2017. “I have never been associated with a company like this that has all these different applications and resources that they provide the marketplace.” Given the sheer diversity of its resources, this maverick firm has set in motion an unstoppable, one-stop shop dedicated to the delivery of turn-key solutions for industrial clients.
The 420-person, single-source firm has well over seven divisions, ranging from foundations, rigging and electrical to mechanical, fabrication and machine repair. Add carpentry, painting, emergency power and even roof-raising to a mind-boggling array of in-house services. Lee Industrial’s diverse divisions work as a collective, acting as the proverbial “well-oiled machine” to service the actual machinery, processes and buildings of its customers. “We all touch a job, even though each project has a designated project manager for both large and small jobs,” said Manning. “We all talk and strategize as the project progresses.” This in-house collective sparks innovative cost savings and swift resolution of any jobsite issues. Lee Industrial’s combination of in-house trades, its own fabrication department and a powerhouse fleet of companyVisit us online at www.cammagazineonline.com
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Making the Impossible Possible Founder Ed Lee built this industrial contracting empire now housed in over 710,000 square feet of space stretched along Pontiac’s Cesar E. Chavez Avenue. The company also maintains a small satellite office in Georgia. Launched in 1989, Lee began as an electrical contractor based in Clarkston, but this high-energy entrepreneur continued to add services and expand the business until it morphed into Lee Industrial Contracting in 1995. “Back when Ed Lee was an electrician, if a customer said, ‘We need someone to set this machine,’ he would commit to doing it,” said Lee Project Manager Brian Rausch. “He would find a person with the necessary expertise. The next thing you know the company was doing both electrical and rigging. That is how the company grew, and that is what is going to make it grow in the future.” Now an employee-owned company, Lee Industrial Contracting is following in the footsteps of its founder. The company recently launched a controls and robotics division to service automation lines. “We installed the line, we wired the line, and our customer said, ‘Since you are already on site, why don’t you go ahead and program the robots,’” said Lee Project Manager Peter Wigman. Lee Industrial’s own in-house controls engineers now service this growing need of industrial clients. As its latest expansion, Lee Industrial launched a machine repair division in 2015. “The division, along with storage and offices, is housed in the former Pontiac Central High School, a sizeable building we purchased several years ago,” said Lee Account Manager of Sales Vadim Beginin. This division is booming along with the rest of the company. Amazingly, Lee Industrial expanded from a $20 million dollar to a $200 million dollar company in the last 10 years. The reason: This turn-key company never turns down a customer’s request. “If someone comes to us and says, ‘Everybody else says this can’t be done,’ we say, ‘We got this,’” said Manning. “And we never fail. I have been here 12 years, and we haven’t failed yet.” Do you need machinery moved from a facility in Turkey? No problem. Lee 32 CAM MAGAZINE JULY 2017
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Lee Industrial expanded from a $20 million dollar to a $200 million dollar company in the last 10 years.
personnel and equipment from its sister company, Lee Machinery Movers, is on the way. Planning to move a press but the Owner discovers the building isn’t tall enough? Lee Industrial has the capability of raising the roof and moving the press as well. A bankruptcy of a mining company left a certain silica supplier potentially stranded for the winter without sufficient sand for production. “We need 100,000 tons of sand!” said a frantic manager. Relax. Lee Industrial Contracting acquired the expertise and assembled the heavy equipment, talent and manpower to mine a mother lode of Michigan’s low-iron sand for its client. As chronic overachievers, Lee delivered 118,000 tons of sand in eight weeks, two months faster than the preceding company and all without having ever mined before in its history. “When I hear people use the term ‘thinking outside the box,’” said Manning, “I think, ‘Why are you even in a box to begin with?’” Lee Industrial Contracting in Action As a business open to possibility and always eager to solve a client’s dilemma, Lee Industrial cultivates the resources necessary to continually make the impossible possible. The company even provides specialty lifts and crane transport, as well as transloading, specialty hauling, general freight and rail. “We actually own a railroad spur behind our campus, as part of helping the railroad Visit us online at www.cammagazineonline.com
itself off-load and move equipment,” said Beginin. Lee Industrial’s high energy is on display, both in its own house and on the jobsite. This full-service company actually built much of the interior of its own facility, including construction of its own boardroom table formed of wood with diamond plate insets. Other skilled trades installed the cultured stone masonry wall accents, as well as the exposed ductwork snaking through the interior. Everything is Lee right down to the fabrication of one of its own break room tables; the surface is made of diamond plate steel and its metal legs are joined in a circle made of an industrial chain. “It’s not a cookie-cutter office,” said Wigman. And it’s not a cookie-cutter company, either. Lee Industrial Contracting brings this same zeal for making things to the industrial facilities of global manufacturers. Whether installing 50foot-wide annealing lines for heat treating steel or seam welding four-foot-wide ducts and rebuilding stamping presses, Lee Industrial’s precision, efficiency and quality matches the capabilities of its own manufacturing customers. Lee Industrial’s recent work at the Clarkston facility of Automotive Lighting shines the light on Lee’s turn-key capabilities. Automotive Lighting is a Magneti Marelli division headquartered in Reutlingen, Germany and dedicated to the development, production and sale of automotive exterior lighting products for all major OEMs worldwide. CAM MAGAZINE JULY 2017
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Originally an exhaust system manufacturing plant for jeeps, the Clarkston facility for this Tier One automotive supplier has now been converted into a manufacturing center for headlamp and rear light assemblies. In fact, Lee Industrial built the original plant and already counted Magneti Marelli as part of its satisfied customer base. According to Manning, Magneti Marelli selected Lee Industrial because its turnkey capabilities were ideal for delivering a large project on a tight timeline. “All of our trades were part of that job, including rigging, foundations, HVAC, electrical and piping,” said Manning. “It was the very definition of a turn-key job.” Lee Industrial’s turn-key structure delivered targeted cost savings for Automotive Lighting. Rather than remove and replace a large mezzanine, Lee Industrial’s fabrication department “modified it on site, making it smaller and shorter and reworking the handrail stairs,” said Beginin. “Repurposing and modifying the existing mezzanine saved
Automotive Lighting money and it saved us time.” In another cost reduction measure, Lee Industrial purchased a self-contained, 11by-24-foot storage out-building rather than construct the building conventionally. “This strategy saved Automotive Lighting 50 percent in costs on this part of the project,” said Beginin. “We shared this cost-savings up front with the customer rather than after the fact, as we do for all of our customers.” Lee Industrial transported the storage building on a flat-bed truck, used a large hi-lo to lift it off of truck and set it on a concrete foundation pad – all services courtesy of Lee’s in-house resources. Lee Industrial brought its savvy eye for cost savings to the mechanical system as well. In this case, antiquated, moneydraining cooling towers were replaced with new chillers and dry coolers as a less costly strategy. “We look at each project and ask, ‘How can we save that customer money and/or make an improvement?’” said Beginin.
Lee Riggers are assembling the clamp on a 1300T Haitian Injection Molding Machine.
This turn-key contractor saved Automotive Lighting money and even added floor space. “We built all of the steel for a substation mezzanine, and we
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actually encased it in concrete,” said Rausch, project manager for the complex Automotive Lighting project. “The substation is underneath the floor and the pump skids for the manufacturing process are placed on top of the substation to save room. So, we actually created some floor space for the customer.” Industrial Construction is a Team Sport Turn-key contracting and upfront engineering/cost-savings are part of the Lee brand. The expertise of its project managers is another strong asset of this successful company. “The project managers run the show,” said Beginin. “We have the best of the best.” At Automotive Lighting, Lee Industrial installed 1,000 feet of 30-foot-tall steel walls to subdivide the 110,000-squarefoot plant. The fabrication division “made site modifications on much of the steel to fit the layout,” said Rausch. This turn-key project and its new bridge cranes made full use of Lee’s host of divisions: The electrical division rerouted underground electrical conduits to make way for the massive foundations supporting the bridge crane. The foundation division installed the concrete foundations, the fabrication division formed the bridge crane steel, and the rigging division installed the actual bridge cranes, as well as all the injection molding machines and metalizers. “Each injection molding machine came in about eight oversea containers,” said Rausch. “Because every machine was disassembled for cost-effective shipping, the rigging division performed a great deal of assembly on site.” The foundation division also created foundation pads for the new chillers and dry coolers and for the storage outbuilding, plus a network of pipe-filled trench ways and pits. “One eight-footdeep pit was filled with five feet of water,” Visit us online at www.cammagazineonline.com
said Rausch. “We re-engineered the pit to be the same volume but a different shape or configuration. We then changed the pit steel to allow for driving over the top of the pit.” Lee Industrial also upgraded the plant’s electrical power infrastructure. “We started all the way at the transformers with Detroit Edison becoming involved with the new primary switch transformers,” said Rausch, “as well as a new substation room inside the building and new bus duct. We had to make sure everything was laid out to miss the new bridge crane, but still power up the injection molding machines and metalizers.” Lee kept the schedule on-track despite the electrical material’s lead time of 14 to 16 weeks on a 12-week project. Rausch made it happen, ultimately obtaining the material close to deadline. “We had done enough prep and layout work that once we obtained the material, the installation was swift,” said Rausch. Lee Industrial began the project in late December 2016
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and reached substantial completion in late February 2017. “We did it all from epoxy flooring and building a testing tunnels to cooling systems and electrical upgrades, as well as injection mold machines set-ups and painting,” said Rausch. “When we finished the job, I was proud to work at Lee Industrial Contracting.” The Big Four: Personnel, IT, Equipment and Facilities The collaboration between divisions gives Lee Industrial a competitive edge. “Because we are a turn-key provider, we can deliver instant results to issues,” said Rausch. “For example, if we are on site installing a machine and we need to make shims because the floor is out of whack, we can have our fabrication department make them immediately. By the time I get to the fabrication department facility, the shims are ready and are on a pallet. Instead of a day of downtime, we only have maybe 45 minutes.”
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The Lee “collective” is also linked together via its own proprietary software. Every person has a tablet and can communicate project information in real-time. Manning can send a spec sheet to an estimator and both can engage in an instant conversation on the project. Other disciplines and trades in the field can chime in and tweak the project. “We can also video chat with each other directly from the jobsite,” said Manning. Department-specific monitors are in the bay-like buildings dedicated to each trade division. The monitors provide the name of each person, the work site address and details such as the tools, equipment and machinery needed for each job. Each trade-specific building is wellstocked and well-organized, along with each trade’s dedicated work trucks and vans.
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“Everything is set up the same in each van,” said Beginin. “For example, a certain size ladder is always placed on a certain side of the van.” Lee’s company-owned equipment arsenal includes the conventional and the specialty machinery. Lee Industrial not only carries 82 man lifts and eight excavators, but also a remote-controlled Goldhofer transport module, a 10-foot-wide, multi-axle, 50-wheel colossus capable of meeting weight restrictions while transporting million-pound loads over roadways and on plant floors. “The Goldhofer can distribute the weight over a larger area, and it can turn impossible corners,” said Beginin. Lee recently purchased air skates that assist with moving heavy loads via a specially designed air caster capable of slowly and evenly releasing a thin film of air that floats the object. With the aid of air skates, one or two people can easily move and push a 100,000 pound-object in any direction. “I’ve moved 60,000-pound granite tables by hand using air skates,” said Wigman. These hover board-like air casters were a valuable asset in temporarily moving a press out of the Denver Mint. “They thought it was an impossible job,” recalled Rausch. “They flew three of our guys to Denver, and we met them at the Mint with a truckload of equipment, including air skates. On this socalled impossible job, we had the press out in a day-and-a-half and put it back in two days.” This dynamo of a company has about seven buildings on its campus, including large bay-like buildings housing its trade divisions and a dedicated facility for the fabrication department. The Lee empire also includes two former Pontiac schools, one the ex-Pontiac High School and the other the exWisner School and field stadium. The Wisner School now houses Lee Industrial’s CDI division offering free training in the trades. Across the street is the headquarters for its sister company, Lee Machinery Movers, and next-door is the maintenance and paint shop for Lee’s vehicle fleet. Lee Industrial Contracting is always expanding by adding new divisions, services and equipment lines or adding to its physical campus. Its sense of possibility and its ability to deliver have contributed to its tremendous expansion over the last 10 years and to its growing list of satisfied customers. “The Voice of The Construction Industry®”
A New Day for an Industrial Icon H Electricians and pipefitters finished installation of 124 radiant tubes in the furnace heating sections for HyCAL.
Lee Industrial Installs World’s First Hydrogen Anneal Line for HyCAL
yCAL Corp., a division of Ferragon, invested $50 million dollars in the renovation of a once abandoned McLouth Steel facility at West Jefferson Avenue and Gibraltar Road. Originally built in 1954, this rust-belt industrial plant has been re-invented as a facility for a new generation of technological advancement. The 600,000-square-foot plant now houses the world’s first 100 percent hydrogen continuous anneal line for heat treating steel. MetalForming Magazine, March 16, summarizes the new hydrogen process: “The line uses an optimized blend of hydrogen, rather than water, for strip cooling to produce ultra- and advanced-high-strength steel grades. HyCAL’s own website explains the benefits: “The HyCAL continuous anneal process uses an optimized blend of hydrogen that eliminates the steam pockets and off flat errors so common in water quench lines and increases yield by 30 percent.” HyCAL called upon the expertise of Lee Industrial Contracting to install this 1,100-foot-long and approximately 50-foot-wide anneal line, developed and built by Ebner, an Austrian company with offices in Wadsworth, Ohio. Lee’s full-service, turn-key “machine” delivered for HyCAL Corp. “Our $3 million dollar portion involved all of our trades, including rigging, electrical, pipefitting, fabrication and our HVAC division,” said Lee Account Manager of Sales Vadim Beginin. “We also installed part of the foundation.” Lee Industrial’s foundation division installed “the accumulator pit foundation, which is a large steel structure that sits partially underground for the steel to loop around,” said Lee Project Manager Peter Wigman. “It was half buried in water when we started, so we did a great deal of dewatering.” Lee Industrial used Formtech’s nine-by-eleven-foot forms to Visit us online at www.cammagazineonline.com
shape the 30-foot-square and roughly 25-foot-deep pit foundation. “The forms were a great time-saver,” said Wigman. Lee’s winning combination of trade expertise and leading-edge equipment was pivotal in achieving tight tolerances. “Inside of the pit, we had to place 50 precision-located anchor bolts that have a tolerance of only an eighth-of-an-inch,” said Beginin. Wigman added, “We had some very knowledgeable foremen on site that knew exactly what they were doing.” Equipment-wise, Lee Industrial’s rigging division set the annealing line and furnace systems, maintaining tolerances of one millimeter over 400 feet using a high precision, portable coordinate measuring machine called a FARO Laser ION Tracker. Other Lee Industrial divisions contributed their own expertise. “Our pipefitting division installed well over five miles of piping,” said Wigman. “It was all welded seams. The hydrogen piping was stainless steel, while the other piping was standard steel.” The electrical division upgraded HyCAL’s primary service to the building section housing the anneal line, and its HVAC division fabricated, installed and seam-welded four-foot-diameter duct. This diverse company also installed a 16-foot-tall stainless steel alloy exhaust stack. “We designed the foundation and the structural steel to support the stack,” said Beginin. In addition, this company of many talents also helped another firm working on the project. “They actually built their motors based on our design suggestions,” said Wigman. Altogether, the Lee team performed over 19,000 labor hours between May 2016 and the beginning of October 2016. At the end of this roughly five-month project, Lee Industrial Contracting had secured yet another satisfied customer. According to Beginin, “HyCAL Corp. President Ed Gonzalez said, ‘I love you guys. Everything went perfectly.’” CAM MAGAZINE JULY 2017
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Photos Courtesy of ronCelli, inC.
Delivering a Delicate Operation Dedicated Team Expands Beaumont Hospital, Troy’s OR Department By Mary Kremposky McArdle Associate Editor
L
ike oil and water, surgery and construction just don’t mix. This fact makes the expansion of Beaumont Hospital, Troy’s surgical department all the more remarkable. Delivering an operating room expansion, while maintaining surgical services in 16 operating rooms, was quite an operation itself. The prospect seems as difficult as performing a hip replacement while a person is running a marathon. This complex project took a constant meeting of the minds to coordinate construction operations with actual surgical operations. “The fact that we were conducting major construction adjacent to a functioning OR was amazing,” said Chet Schroeder, program manager, Beaumont, Troy Facilities Development. “Everybody from administration to the Facilities Department to the trades worked as a team,” said Jeffrey Tessmer, LEED AP, senior project manager for Roncelli, Inc., the project’s Sterling Heights-based construction manager. “Jan Demoe in administration was a godsend. We communicated with her constantly, and she was phenomenal in accommodating our requests to the best of the department’s ability and without compromising patient or staff safety.” How this expert team – Beaumont Facilities Development, architect and engineer SmithGroupJJR, Roncelli and a MEP design-assist team – handled this multi-year, multiple-phase job is displayed in living color in Roncelli’s construction office in Beaumont Hospital, Troy. Eight colorcoded charts illustrate the “anatomy” of a project built in seven main phases and a host of sub-phases until 14 existing operating rooms gave way to 19 new, larger, more efficient and technologically sophisticated ones. The charts served as a roadmap guiding the project team and surgical staff through this 30-month transformation; the staff was excited and amazed as new operating rooms opened and the chart’s color code shifted from green for under construction to solid gold for new OR in-use. This intricately phased project involved the calculated restructuring of operating rooms, support spaces and circulation pathways. The need to maintain the Owner’s existing operations literally drove the project’s elaborate phasing. Initially, Roncelli had to keep 14 operating rooms open throughout construction, including two open-heart surgery rooms. “The challenge of keeping 14 ORs operational was significant,” said Schroeder. “Making it even more complicated, that number grew to 16 when a Certificate of Need was granted for approval of two additional licensed operating rooms before we opened our first new OR.” The project’s complexity demanded an experienced team. SmithGroupJJR’s healthcare studio brought national healthcare experience to the table. Roncelli’s previous work at Beaumont and its successful phased delivery of an OR renovation for another major hospital earned it a berth on the team. “We knew very early on that this project was going to be extremely challenging, so team selection was going to be crucial to the 38 CAM MAGAZINE JULY 2017
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but each of the 19 new operating rooms has the capability of accommodating advanced technologies in bariatric and robotic surgery. Currently used in three operating rooms, Beaumont now has three da Vinci robotic surgical systems. Other benefits of this $21 million project include a new procedure room, plus new inand out-patient pre- and post-op spaces, including a new 16-bay, in-patient postanesthesia care unit (PACU) and an out-patient PACU with private patient spaces. The project also prepared select spaces as future hybrid ORs, an operating room adjacent to imaging services. “I think the project was phenomenally successful on many levels,” said Schroeder. Construction-wise, the budget is another success story. Thoughtful strategies delivered the project under budget, a remarkable feat considering the tight, fixed budget was established in the early phases of the planning process. “Roncelli treated the A Larger Theater of Operations budget and the dollars spent on the project Thanks to Beaumont and the entire project as if they were building their own house,” said team, a newly expanded operating room and Schroeder. a host of support spaces now serve the The ultimate success is the efficiency of the community. The existing OR, built as a series new operating rooms and the satisfaction of of additions over the course of almost 40 surgical staff with years, varied the new ORs. widely in size Enthusiasm grew from 375 square as each new feet to 700 operating room square feet. and space was “Because of the unveiled and at different sizes final project and completion. “There configurations of was a real the rooms, we excitement and could only passion about perform certain this project on procedures in the part of certain rooms,” Beaumont’s said Schroeder. operating room The Inpatient Post Anesthesia Care Unit Recovery Rooms “The utilization staff,” said were an important part of Beaumont, Troy’s $21 million rate for the most undertaking. Tessmer. infrequently success of the project,” said Schroeder. “It also would take a total immersion of the team from the designers to what I call the ‘boots on the ground’ or the trades.” Because MEP systems and strategies were as complex as the phasing, a MEP designassist team joined the project in the early stages. Each company was selected for its hands-on knowledge of the conduit, ductwork and piping systems hidden above the ceiling grid. For the OR renovation, the MEP design-assist team included Center Line Electric, Inc., Center Line; Limbach Company, LLC, Pontiac, mechanical, HVAC and plumbing; and John E. Green Co., Highland Park, fire protection. Under a separate contract, Ferndale Electric Co., Ferndale; Bill James Plumbing & Heating, Inc., Madison Heights; and Bumler Mechanical, Inc., Sterling Heights, delivered some of the work in the initial/domino phases.
used OR was 25 percent in some periods. We wanted standardized operating rooms that have a universal room design capable of being used for multiple types of cases and services, whether it’s neurology, orthopedics or other surgeries.” SmithGroupJJR’s universal design of standardized operating rooms was so successful that room numbers had to be placed on the interior of each OR. The new universal design operating rooms are not only larger – the average being 650 square feet – Visit us online at www.cammagazineonline.com
The Domino Effect: The Prelude to a Great Project The story actually begins – and temporarily ends – in 2008. Projects falling under Beaumont, Troy’s master plan came to an abrupt halt during the infamous economic downturn in Michigan. After the worst of the recent recession passed, “we couldn’t move forward without a re-evaluation,” said Schroeder.
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In 2011, Beaumont, Troy began a more circumspect program, called the First Floor Redevelopment Plan. “We worked with SmithGroupJJR in the second quarter of 2011 on a comprehensive programming effort for the entire first floor,” said Schroeder, “which included surgical services, the Emergency Department, diagnostic imaging, cardiovascular, support spaces and nursing components.” Three key projects launched the First Floor Redevelopment Plan and made the coming OR renovation possible: First, space vacated under the master plan was turned into the outpatient PACU. The second project was a series of what Schroeder calls domino moves of support spaces located on the perimeter of the OR department. Thirdly, the Central Processing Department (CPD), the department directly flanking the existing OR and the one responsible for
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keeping medical devices and instruments clean, safe and sterile, was relocated to the second floor and significantly expanded. The CPD relocation turned this first-floor area into a blank slate for either new construction or interim space. As part of the overall game plan, work began in perimeter spaces abutting the OR before moving into the interior core of the These perimeter operating room area. spaces created a series of vacant, interim and buffer spaces to allow the OR renovation to move forward. “They weren’t part of the OR project, but these domino projects fed into our ability to plan and phase the OR project,” said Schroeder. Several other domino projects carved out space for the OR expansion. Beaumont reused adjacent vacant shell space and also relocated surgical administration from the first to the second floor of the hospital’s Professional Office Building (POB) located across a courtyard from the OR. In turn, the OR staff locker rooms were removed from the OR’s support spaces and inserted into the POB’s first floor. Roncelli also in-filled the courtyard between the OR and the POB and constructed new staff lounges. Given this complex reshuffling of spaces, the project team created the color-coded charts to provide a clear roadmap for the hospital staff, subcontractors and themselves. Once the actual OR renovation began in Phase III, this roadmap would become an even more important communication and coordination tool. The domino projects consumed the first two phases, and the need to keep 16 ORs in operation determined the size of each subsequent phase. Having lived and breathed it, Schroeder can recite the phasing from memory: “We did the two new ORs, and four replacement ORs in Phase III; three ORs in Phase IV; six ORs in Phase V; four ORs in Phase VI; and finalized circulation and support space in Phase VII.” According to Schroeder, this 65,000- to 70,000-square-foot project involved the revitalization of 45,000 square feet of space for the core OR, clinical support space and stretcher circulation, and another 25,000 square feet of support spaces, staff locker rooms, administrative offices, PACU and interim/domino areas.
Exploratory Surgery Assessing MEP and structural systems was one of the first steps in expanding the OR. SmithGroupJJR’s Mechanical Engineer Brad “The Voice of The Construction Industry®”
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Reuther, PE, LEED AP BD + C, met with the MEP design-assist team during design and throughout construction. In the design phase, Reuther and the MEP team conducted field investigations, probing the systems above the ceiling to “minimize any surprises during construction,” said Reuther. Field investigation was the design and construction equivalent of exploratory surgery. “We wanted the trades in the loop early, because from experience, no matter how good a set of as-built drawings or original design drawings are over a 40-year period, what is actually above the ceiling will not be completely documented,” said Schroeder. SmithGroupJJR’s Project Manager Melanie J. Hall, RA probed the existing structural system, creating a plan to fit the new operating rooms within the existing structural grid. “The design and planning challenges of renovating the hospital included working around existing columns and structures,” said Hall. “We did not alter the existing structure, however, we did need to create shafts and enclosures of gypsum wall board to accommodate these ‘monuments’. We
worked very hard to make sure the columns and structures didn’t affect operating room sizes, however, in one area where several existing additions came together, a slight dimensional change was unavoidable. “Such enclosures were kept to corridors as much as possible to avoid losing valuable space in the operating rooms,” continued Hall. “At areas where the existing structure was inside of the operating room, the shaft space was used for other work such as mechanical, electrical and/or plumbing to keep an efficient and effective plan layout.” SmithGroupJJR and Facilities also met with Beaumont, Troy’s surgical staff and other end users throughout the design process, gathering suggestions and also signatures. The end users signed off on the agreed plan at the end of each design phase to avoid any major changes and to keep this complex project on track.
Precision Steel Splices Construction-wise, Roncelli had to create out-of-the-box solutions for material delivery, access and construction methods for everything from steel beams to sprinkler
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heads. Much of the work site was located in the middle of the sprawling hospital, including the conversion of a courtyard into a staff lounge. “Initially, we intended to crane the steel up and drop it down into the space,” said Tessmer. “We began brainstorming and devised a different way of bringing the steel to the roof.” SmithGroupJJR and Roncelli engineered splices in the steel to shorten the length of each steel member. “Stretches of beams were originally designed to be 50 feet long, so the steel was basically cut in half with an engineered splice, making for two 25-foot pieces,” said Tessmer. These modified steel pieces were guided through the first floor on wheeled carts during hospital off-hours. Once the steel arrived at the courtyard, the trades “used chain falls and other types of man-handling methods to actually hoist the steel in place,” said Tessmer. “Rather than close down the front entrance of the hospital to hoist steel, we came up with this game plan in concert with the entire team to minimize the construction impact,” he
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continued. “This was the kind of out-of-thebox thinking that the team employed throughout the project. We followed a similar plan for constructing an elevator in the middle of the OR department.” Almost all construction materials were brought to each work site after hours. “We coordinated almost all of our major material deliveries to arrive at 4 am or 5 am,” said Tessmer. “We used about an hour’s worth of time to come in through the main vestibule and work our way to the construction area, again minimizing exposure to the public and any inconvenience to the hospital.” Demolition and general construction debris were hand-carted out to the dumpsters located in a parking lot about 1,500 feet away.
Mechanical Overview Work in the vacated former Central Processing Department brought construction closer to the OR proper. This work site proved ideal from an MEP perspective. “The space was not only vacated, but it was adjacent to one of the main electrical closets and also to the mechanical shaft for some of the medical gas services and plumbing,” said Tessmer. “This meant we could begin what was essentially almost like a MEP loop for the surgical department.” In this loop-like system, SmithGroupJJR’s design “upsized the MEP systems to make sure we could serve the spaces in different directions,” said Reuther, “depending on what was shut down for each of the phases.” Overall, SmithGroupJJR’s design replaced
phase would not trigger a need to return to a completed operating room; to coordinate MEP work with concurrent MEP projects underway in the hospital; and to mastermind two strategic shutdowns, one for medical gas and one for domestic water.
Scrubbing Up for Construction
Once in the actual ORs, Roncelli had to encapsulate each work site, in some cases with one-hour fire barrier rating walls. As a cost-efficiency strategy, the one-hour firerated construction walls were built in locations that ultimately needed a permanent wall. “We didn’t want any throw-way costs, and that was at the heart of my conversations with Roncelli,” said Schroeder. “We would phase it and time it, so that one wall was built that could serve as both the construction barrier and the permanent wall.” As another important aspect of OR construction, Roncelli followed a strict protocol for working in these sterile spaces. Prior to construction, the construction team, led by Roncelli, Inc. Superintendent Mark Walsh, met with Beaumont, Troy epidemiologists and its lifesafety team to develop an infection control and life-safety plan. Work on the jobsite became the construction equivalent of scrubbing up for a surgical procedure. “In every space, we created an anteroom or vestibule as a buffer between the construction space and the adjacent occupied space,” said Tessmer. “The trades would vacuum themselves off before The new universal design operating rooms are not only larger – the average being 650 square feet – but each leaving the construction space.” of the 19 new operating rooms has the capability of accommodating advanced technologies in bariatric and Another measure was to robotic surgery. maintain negative air pressure to prevent construction dust and much of the distribution system. “We also Roncelli devised a route for the trades to particulate from escaping the work site. had to make sure we had a certain gain access to the courtyard site without “Depending on the phase or given area, we percentage of spare capacity in all of the traversing the hospital’s Main Street. “We could sometimes utilize existing HVAC systems for both current and future spaces,” constructed a temporary roof access route to equipment to maintain our negative pressure, said Reuther. bring our tradespeople to the roof,” said but in certain phases, we also installed an The MEP work was an intricate part of the Tessmer. “We also constructed a temporary exhaust fan above the space,” said Tessmer. project, as detailed in CAM Magazine’s staircase to access the construction area For life-safety, Roncelli left no stone - or in Mechanical article in this issue. In summary, from the roof. For about 95 percent of the this case sprinkler fire protection heads the work involved a host of strategies to place duration of the courtyard construction, our unturned. “Part of the life-safety process is most of the MEP systems in the corridors people were basically out of sight, because removing the ceiling and turning over the fire rather than in the operating rooms; to craft we were literally on the roof and entering the protection heads to point them in the up pro-active plans to ensure work in a future work site via this temporary stairway.” direction,” said Tessmer. “The turned-up 42 CAM MAGAZINE JUNE 2017
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heads have to be within a certain distance of the above deck, because in the event of a fire, heat will rise to the top. This is why we have to turn the sprinkler heads up so that the heads sense the heat as soon as possible.” Roncelli always had a mitigation plan in place. “We even had a Plan B and even a Plan C in place, because we were working in a section of the hospital that is vintage 1970s,” said Tessmer. “Some of the systems may be brittle or aged, so if there was a water event during demolition or someone accidently hit a sprinkler line, we had a large emergency gondola-like container to capture the water.” Prior to construction, Roncelli also identified the location of active floor drains and water shut-off valves. Signage in the work site marked the location of the emergency gondola, valves and floor drains for the construction team.
Shadowing the Surgical Team The completed operating rooms are a testament to teamwork and thoughtful planning. SmithGroupJJR met with surgical teams and other end-users to fine-tune every detail, including the placement of equipment storage niches and power outlets in side “pockets” of space in the corridor. The end users contributed a host of valuable ideas. “There is a lot of nitty-gritty details that I think really separate these operating rooms from others and impacted how successful the job was, and it was because we had that kind of shadow input from end-users,” said Reuther. “We obtained input from every single person involved with an operating room procedure.” One group of physicians commented that the pattern of corridor lights, typically located in the middle of the corridor and punctuated by a repeating pattern of blank spaces followed by ceiling light fixtures, create a strobe-like effect when viewed from the perspective of a patient being wheeled down a corridor. “This compromises patient comfort and quality of care,” said Tessmer. “One of the user comments was to install cove light fixtures along the side of the walls to create a continuous soft light. Gaining this user input makes the space that much more beneficial.” The sliding operating room doors were carefully vetted. “We set up a dual system of having two panels open for a patient on a stretcher or having a single panel, called a man door, open to allow one person to enter,” said Schroeder. Even the door opening mechanism was Visit us online at www.cammagazineonline.com
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discussed and tweaked. “There was a lot of discussion about the process of scrubbing up at the scrub sinks and not being able to touch anything in order to maintain a sterile state as a person enters the operating room,” said Hall. “This led to coordinating a solution with a door hardware consultant.” One hardware solution uses push plates for the auto sliding OR doors. “This is unique, because many automatic doors are controlled by infrared sensors,” said Schroeder. The infrared door is ultra-sensitive and sometimes opens if a person is just walking by the operating room.” Another solution was modifying the sterile core door entrance with essentially a panic bar to render it hands-free.
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As a result of this project, the operating rooms better serve the surgical team and the patient. In addition, support spaces now have some staff For amenities. example, the corridor in the OR support space had once been the original Main Street of the hospital before its The project also included new and renovated staff offices and amenities, expansion. “We including the anesthesia staff room shown above. captured those clerestory windows into our environment,” said The anesthesiologists even told the project Schroeder. “The staff was very excited, team the optimal placement for themselves because they could actually see the sky. One and their equipment carts in the OR. of the biggest issues in the hospital, Anesthesiologists want to be a certain especially in OR, is in the wintertime, people distance from a wall and in an optimal spot come in in the dark and leave in the dark.” to access the patient’s head along with their The project team then introduced skylights anesthesia equipment and supplies. in the staff lounge. Going a step further, Another lesson from the surgical team was clerestory windows were added in another a better understanding of what could and corridor to draw natural light from the could not be in the sterile field of an operating lounge’s skylights and bring it into the room. This led to the placement of the corridor. overhead boom at the end rather than the The project team left few details side of the operating table. Thanks to the unexamined. As shown by late-night field adaptability of the ORs new modular investigations of the mechanical system to Cleansuite system, this alteration was made constant planning meetings to fit this puzzle without any cost impact. Cleansuite is a preof a phased project together, SmithGroupJJR, fabricated, modular ceiling diffuser system, Roncelli, Inc., the MEP design-assist team with integral LED lighting and a structural and Beaumont’s own Facilities Development component to support OR Equipment Booms staff have fulfilled Schroeder’s wish to have a and Surgical Lights. team immersed in the project. The surgical team even did a walk-through Hall credits the project’s success to of the operating room at the rough-in stage Schroeder who knows every system within for the purpose of examining the positions of the hospital and who has been working in electrical outlets, medical gases and other Beaumont Facilities Development for 28 important support systems for the operating years. “Having a mastermind like Chet on the room environment. “I think by, in a sense, project was extremely helpful,” said Hall. “He shadowing the end users, we learned more has a wealth of knowledge and knows the of the intricacies and subtleties of what they hospital like the back of his hand. His need to be effective,” said Schroeder. leadership in getting everyone on board with During the OR expansion, the project team the project was a key to its success.” built systems for future use, including Thanks to this knowledgeable and installing lead lining in the walls directly dedicated team effort, the surgical and adjacent to several operating rooms as administration staff of Beaumont, Troy’s preparation for a future hybrid OR. Hybrid Surgical Department has a great constellation ORs are a combination of an operating room of new operating rooms whose quality and an imaging room. “We planned for the matches their own dedication to patients and future imaging equipment room adjacent to the broader community. the OR that is currently used as equipment storage,” said Schroeder. 44 CAM MAGAZINE JULY 2017
About the Companies Roncelli (www.roncelli-inc.com) is a privately owned construction company established in 1966 with operations in the United States, Canada and Mexico. Roncelli provides construction management, design-build, integrated project delivery, program management and general contracting services in the healthcare, industrial, commercial and institutional markets. “Dedicated to Building Excellence”, Roncelli offers flexible and innovative solutions tailored to our clients specific needs. SmithGroupJJR (www. smithgroupjjt.com) is a recognized integrated architecture, engineering and planning firm ranked as the 6th largest healthcare architecture firm in the U.S. by the 2016 “Giants” edition of Building Design + Construction magazine. With 1,100 employees in 11 offices, SmithGroupJJR is a national leader in sustainable design with over 420 LEED professionals and 163 LEED certified projects. The following trade contractors contributed to the project:
• Support for Cleansuite Diffuser System – Strut Tech System, LLC, Clarkston
• Structural Steel – Vertex Steel, Inc., Milford • Architectural Trades – Trend Millwork, Lincoln
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Park; S & N Drywall, Inc., Casco; Denn-Co Construction, Inc., Detroit Firestopping – RAM Construction Services, Inc., Livonia Roofing – Lutz Roofing Co., Inc., Shelby Township Automatic Entrance Doors – Record Automatic Door, Inc., Ferndale Glass & Glazing – Modern Mirror & Glass, Roseville Hard Tile – National Tile Co., Farmington Hills; • Empire Tile & Marble Co., Eastpointe Resilient Flooring – Continental Interiors, Inc., Troy; Flooring Services, Inc., Livonia Painting – Detroit Spectrum Painters, Inc., Warren HVAC & Plumbing – Limbach Company, LLC, • Pontiac; Bill James Plumbing & Heating, Inc., • Madison Heights; Bumler Mechanical, Sterling Heights Electrical – Center Line Electric, Inc., Center Line; Ferndale Electric Co., Ferndale Security Systems – Electronic Security Systems, Inc., Warren Fire Protection – John E. Green Company, Highland Park Healthcare and Casework – Farnell Equipment Co., Troy Medical Casework – Future Health Concepts, Inc., Sanford, FL Pneumatic Tube – Swisslog, Denver, CO Elevator – ThyssenKrupp Elevator Americas, Livonia “The Voice of The Construction Industry®”
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Whether it’s an electric vehicle charger installation in a corporate or municipal parking garage, design and construction of a solar array, or the installation of new emerging technologies for healthcare facilities, Ferndale Electric is charging forward to be on the leading edge of technology and expansion into new markets. Offering engineering, design, construction and installation for specialized electrical services. Ferndale Electric Company is an EVITP Approved Contractor
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Larson Electronics LLC Releases New Hazardous Location LED String Light Set Larson Electronics LLC, a leading industrial lighting company, has announced the release of a new set of hazardous location LED string lights to be added to its catalog of products. This set of LED strong lights are ideal for temporary work lighting and inspection activities in hazardous locations that require hazardous location protection. This 100 watt hazardous location LED string light set (HAL-SL-10-LED) features 10-watt LED work lights equipped with hanging eye bolts that are connected in a series along 90 feet of 16/3 SOOW hazardous location cord. A hazardous location outlet allows these string lights to be connected end to end which allows operators to add additional light at the end. The power cord is terminated in an explosion proof plug on the input lead and an explosion proof receptacle on the output lead for total hazardous location protection. These is no ballast with this LED string light and the housing on each lamp is constructed of non-sparking aluminum, which helps to keep weight to a minimum without sacrificing durability. This LED string light set is suitable for use in areas where petrochemical vapors and various dusts are present and operates on any voltage ranging from 120 Volts AC to 277 Volts AC on 50/60 Hz. The light produced has a 6000K color temperature, making it much sharper and whiter than that of incandescent lamps. Each of the LEDs in this set carry a T2D temperature rating and have a -29°C to 40°C operating temperature range, as well as, carries UL 1570/1571 and UL 595 compliance and is waterproof and suitable 46 CAM MAGAZINE JULY 2017
for spray down areas and marine locations. To learn more about Larson products, call (800) 369-6671 or (214) 616-6180 for international inquiries, or visit http://www.larsonelectronics.com
Welcome to the Restroom Revolution: Introducing Tooshlights® Tooshlights™, the first to market public restroom lighting system, is paving the way for the future of public restrooms, letting patrons “know where to go” as denoted by the lighting systems installed above the public restroom stalls. This LED lighting system expedites restroom wait times, enhances restroom security, assures restroom privacy, and the lights are 100% accurate as to whether the restroom is available for use. Tooshlights elevates the profile of venues that make a conscious effort for the care and safety of patrons who use their public restrooms. This level of customer service propels patrons’ venue experience with an efficient and comfortable way to navigate public restrooms. In return, venues attract a growing number of attendees who appreciate this level of customer care. Whether for one or hundreds of stalls, Tooshlights are perfect for female or male stalls. Although more of a concern for larger venues, Tooshlights cuts down the restroom wait time for patrons drastically, allowing them to return to the activities and events at hand. Even for those single or couple of stall public restrooms, patrons will have optimal privacy while in use.
Tooshlights operates utilizing a wireless technology that optimizes a sensor’s range, which is reliant on the stall’s dimensions, to trigger a LED light to change to either a red or green color, signaling venue attendees about the stall’s occupancy. This technology has been perfected for both regular and handicapped bathroom stalls, and is not disrupted by varying stall occupants. In addition, venue owners have the ability to change the color of the lights depending on whether a stall is functioning or out of order, further escalating the restroom’s flow of traffic. Ideal for stadiums, theaters, museums, libraries, high-rises, convention centers, airports, malls, universities, casinos, concert halls, schools, movie theaters, theme parks, hotels, and more, Tooshlights was created from a specific request from a loyal Hollywood Bowl patron looking for a higher level of customer experience. The Hollywood Bowl has completed the installation in all of their public restrooms. For more information, contact Tooshlights at 855-TOOSH-LT (855) 8667458 or email sales@tooshlights.com.
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Expanded Cordless Portfolio of Solutions and Services Hilti Transitions to 22 Volt Battery
ERGODYNE INTRODUCES NEW CHILL-ITS® COOLING ARM SLEEVES FOR INSTANT COOLING RELIEF Just in time for summer, Ergodyne introduced another cooling item to its Chill-Its® Line. Chill-Its® 6690 Cooling Arm Sleeves activate instantly when wet, using evaporation for extended cooling and protection from the sun’s harmful UV rays. Made of an advanced cooling material, the 6690 Cooling Arm Sleeves activate by first being saturated with water and then exposed to air. The combination of water and air flow help the arm sleeves wick moisture away from the body to create an evaporative cooling effect. Machine-washable and reusable, the sleeves also cool key pulse points, shield skin from the sun with UPF 50+ protection, and even guard against light levels of abrasion. Even when dry, they absorb sweat and wick away moisture. This benefits anyone working in heat or in the sun. Those who need a mild form of protection from light levels of abrasion. For more information, visit www.ergodyne.com or call (800) 2258238 or (651) 642-9889.
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Hilti has released an expanded cordless portfolio of solutions and services, complete with an innovative, backwards compatible 22V battery - an industry first. The Hilti 22V battery will work with new and previous generations of Hilti 18V LiIon cordless tools, providing a seamless transition for existing Hilti cordless tool customers. As a standard component of every Hilti cordless kit or combo, Hilti’s 22V battery provides longer work time per charge to improve productivity. This is one of the many ways Hilti’s expanded cordless portfolio of solutions and services can create lower total cost of ownership for contractors. Now as the standard within its new portfolio of cordless tools, the Hilti 22V battery features the latest technology, including an upgraded Cell Management System that allows for a fuller charge and deeper drain to provide more work per charge. This allows the batteries to perform up to 20 percent more work per charge, depending on application, insert, user and temperature, than Hilti 18V batteries and up to 50 percent more work per charge than competitive 18V/5.0 amp hour solutions. Existing Hilti customers do not have to upgrade to new models to benefit. The new 22V batteries are backwards compatible with Hilti’s existing 18V cordless tool range. Several new 22V cordless tools are being introduced now, including the Cordless Hammer Drill/Driver SF 6H-A22 ATC , Cordless Impact Driver SID 4-A22 and Cordless Drill/Driver SF 10W-A22 ATC. Existing Hilti 18V and new 22V tools benefit from the new 22V batteries’ longer work time per
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charge and improved reliability for increased workforce productivity and jobsite efficiency. Also, the new 22V batteries perform more work without adding size or weight to the tool. Hilti 22V batteries are available in two sizes: B22/5.2 CPC with 5.2 amp hour battery capacity and B22/2.6 CPC with 2.6 amp hour battery capacity. Hilti’s transition to 22V batteries means excellent productivity for cordless tools today and in the future for a lower cost of ownership. All Hilti 22V batteries come with Hilti’s industry-leading, two-year warranty that covers normal wear and tear on batteries, chargers and tool bodies. For more information on Hilti 22V batteries or tools, please contact Hilti Customer Service. From the U.S. call Hilti, Inc. at (800) 879-8000 or visit www.us.hilti.com. From Canada call Hilti (Canada) Corporation at (800) 363-4458 or visit www.hilti.ca.
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Low-Profile MTV Designed for Better Visibility, Safety The Roadtec MTV-1100e offers a low, machine-height profile, which is designed to keep the operator closer to the ground. The lower 9’ 10½” (3m) machine height with a deck height of 6’
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2” (2m) is designed to provide the machine operator with a clearer view of the surroundings and the ability to more easily talk with ground crew. A dual staircase with handrails flanks the machine allowing workers to cross the paving train without risk of being on the ground between machines. The MTV-1100e is a 47,890-lb. (21,722 kg) material transfer vehicle powered by a 250-hp Cummins QSB 6.7 Tier-4 Final engine. The machine features a dump hopper with 22-in. triple-pitch segmented auger and offers a 500-tph capacity. The material transfer design of the 24 ton (21.7 tonne) Roadtec MTV-1100e uses triple pitch augers in the dump hopper for mild re-blending before the material moves toward the paver. Roadtec achieves the most segregation correction possible by placing the focus in the dump hopper where the machine has the largest segment of mix to pull from. The machine design features antisegregation technology to keep the material in the best condition throughout the transfer process. Sized for mass discharge from standard haul trucks, the front hopper is designed to allow trucks to unload fast. A vibrating bottom plate in the hopper is designed to prevent material build-up. Heavy-duty, swiveling support casters under the hopper are designed to provide smooth movement. The dump hopper is controlled from the main operator platform. Hydraulically operated clean-out doors are located at each conveyor. Maintenance items such as grease points, fluid-fills, the main electrical box and DEF tank can be reached from the ground and do not require personnel to open the hood or crawl under the machine on the ground for regular checks. The machine features a 9’ 9” (2971m) width and an operating length of 40’ 10” (12446). The MTV-1100e features a frame fabricated, welded and assembled by Roadtec using American steel. The machines are built by American workers in Chattanooga, TN. For MTV-1100e machine specs, features, and pdf downloads, go to: https://www.roadtec.com/products/mat erial-transfer-vehicles/mtv-1000.
Curtiss-Wright Introduces New CANbus Rotary Position Sensor New Model Expands NRH27x Range and Offers CANbus J1939 Output for Specialty Vehicle Applications Curtiss-Wright’s Industrial Division has announced the launch of the NRH27C, a non-contact rotary position sensor which is suitable for use on specialty on- and off-highway vehicles utilizing CANbus communications. Developed by Curtiss-Wright’s legacy brand of Penny & Giles, the NRH27C extends the company’s recentlyintroduced NRH271 and NRH272 family and shares many similar features and benefits. These include a low-profile sensor body, small footprint, CANbus J1939 communications and a fully encapsulated, IP69K-rated design that offers exceptional performance against water, dust, shock, vibration and temperature. This makes the range ideal for use by OEMs of on- and off-highway vehicles that are destined for use in challenging environments, and as a costeffective solution for medium volume applications where a degree of customization may be required. Within the CAN messaging structure of the vehicle, the NRH27C’s two independent Hall-effect sensing signals allow for error checking of the positional data, which addresses the needs of safety-critical applications. Additionally, an on-board diagnostic function means predefined error messages can be sent to define the present state of the sensor. The versatile, factory-programmable electronics can also be easily set to different Baud rate, Node ID and Frame rates according to system requirements. Please forward all sales and reader service inquiries to cwig.uk@curtisswright.com. For more information on Curtiss-Wright Industrial products, visit www.cw-industrialgroup.com “The Voice of The Construction Industry®”
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lamps that produce 143,750 lumens each. The lamps can be easily adjusted up, down or from side to side independently of each other and locked into position for maximum coverage of the work area. The light assembly can be removed by releasing the hand knob and sliding the light and mounting bracket off of the center support while the legs can be collapsed, aiding in deployment, storage and transport. This is a heavy duty unit designed for use in demanding conditions and for overall longevity in difficult construction environments with heavy duty steel construction for maximum durability. You can view Larson Electronics’ entire inventory of light products at http://www.larsonelectronics.com, call (800) 369-6671 or (214) 616-6180 for international inquires.
6000 Watt Extendable Quadpod Mini Light Tower by Larson Electronics Serving the utilities, industrial and commercial business communities for over 40 years, Larson Electronics has released a 6000 watt extendable light tower. This portable light tower is equipped with four 1,500 watt metal halide lamps that produce 575,000 lumens of light. The WAL-C-4XM Quadpod Mini Light Tower from Larson Electronics produces approximately 575,000 lumens of light and is adjustable from seven to 14 feet. The unit is extended and lowered using an included hand crank cable winch equipped with a brake for fast and safe deployment. This portable light tower has a removable four light head assembly mounted on top of a four-leg steel quadpod equipped with 10-inch wheels for easy positioning of the unit from one area of the work space to another. Included with this quadpod tower is 25 feet of SOOW cord and operators on 220240 volts AC. A control box containing the ballast is also included and features a built in on/off switch, line circuit protection and power indicator. The light head assembly on this tower contains four 1500 watt metal halide Visit us online at www.cammagazineonline.com
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The Sheet Metal & Air Conditioning Contractors National Association (SMACNA) Detroit Metropolitan Chapter is pleased to announce the Saba appointment of Mark Saba, former business manager of Sheet Metal Workers Local Union 80 (as of April 30, 2017), to the position of executive director effective May 1, 2017. Saba brings over twenty-seven years of construction industry administration experience to SMACNA Detroit. Darryl Massa, executive vice president of operations for Granger Construction in Lansing, was recently elected as the 2017 chairman of the Associated General Massa Contractors (AGC) of Michigan, the state’s leading association
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engineering and has been an instrumental part of the New Product Initiative Team and will continue to manage the product structural and applications data, engineering, product development, and CAD departments. Generous
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for commercial construction firms. Massa is a Registered Professional Engineer in the state of Michigan and currently serves as executive vice president of operations at Granger. Also, Jamie Generous has joined Granger as a project manager; Tim Kaza has joined Granger as superintendent; and Mike Puzio has joined Granger as an MEP manager. Tim Fookes has been promoted to vice president of engineering at Walker-based Tubelite Inc. Fookes joined Tubelite in December 2014 as the director of
Fookes
Grand Rapids-based Triangle Associates, Inc. hired Kent recently Scharboneau as senior estimator, Samuel Verus as a superintendent/foreman, and David Prins as a Scharboneau carpenter. Scharboneau’s responsibilities as senior estimator include providing overall strategic planning, coordinating and directing complete estimates of all levels on assigned projects for approval and transfer to operations and/or accounting. Versus will be responsible for providing overall onsite administrative and construction management on the jobsite. Prins’ responsibilities include designing, building, installing and repairing structures, fixtures and furniture using a variety of materials including wood and steel. He has more than 23 years of experience in the construction industry. The Structural Engineers Association of Michigan (SEAMi) has selected Sarah Bednarcik, PE, project engineer with Ruby+Associates, Bingham Farms, as the recipient of the 2017 Bednarcik Young Structural Engineer of the Year award. The award was presented during SEAMi’s Spring Conference at the Kellogg Center in East Lansing in May. The award is presented each year to a structural engineer who has been practicing in the field for 12 years or less, in recognition of their oustanding achievements in engineering and contributions to improve the quality of life for people around them. Fleis & VandenBrink (F&V), Grand Rapids, has added five more staffers in Michigan. Justin Rose, a civil engineer, and Ray Leppek, a CAD technician designer, have joined the Farmington Hills staff. Rob Behnke, a new marketing
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project manager in Grand Rapids, will be heavily involved in new business development and cultivating existing client relationships in south and southeast Michigan. Steve Mitchell is the firm’s new IT manager working out of Grand Rapids, and Greg Diebolt, an engineering technician, joins the East Michigan Services Group in Midland.
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CMS Energy and Consumers Energy recently announced that Brandon Hofmeister, currently vice president of governmental & public affairs, will succeed David Mengebier as senior vice president of Hofmeister governmental, regulatory & public affairs, effective July 1, 2017. David Mengebier is named senior vice president and senior policy adviser. Mengebier will serve in his new capacity as an Mengebier adviser to the company ensuring a smooth transition of leadership responsibilities until his retirement on November 1, 2017. Additionally, Lauren Youngdahl Snyder has been named Snyder vice president of customer experience.
outstanding safety performance. The award was received based on the past nine years worked without a lost time accident during the time period of 2008 – 2017. Amerisure Insurance Company presented the award to Roncelli’s Corporate Safety Manager, Bill Parker. As a policy holder of Valenti, Trobec, Chandler Insurance Group, Roncelli provides construction management, design-build and general contracting services in the healthcare, industrial, commercial and institutional markets. Walbridge, OH-based Rudolph Libbe Group is ranked among the largest contractors in northeast Ohio and southeast Michigan. Crain’s Cleveland Business listed the firm’s Independence office in 8th place, and Crain’s Detroit Business listed its Plymouth office in 25th place. The 2017 lists, published in April, were based on 2016 revenue. Also, Metal Construction News has ranked Rudolph Libbe Inc. among the nation’s leading pre-
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engineered metal builders of 2016. The national magazine lists Rudolph Libbe at 43rd place for square footage and 61st for tonnage, with 742 tons and 402,100 square feet of pre-engineered steel metal buildings in 2016. Rudolph Libbe has been an authorized Varco-Pruden building supplier for over 30 years. ASTI Environmental, Brighton, has announced that their client, the City of Allegan, has been awarded a Hazard Mitigation Assistance (HMA) Grant for nearly $4 million by the Federal Emergency Management Agency (FEMA). The Grant will help fund an extensive project along the Kalamazoo River to stabilize an eroding streambank and prevent further erosion. The grant is the second largest award for hazard assistance ever granted in Michigan. ASTI’s played a key role in securing the Grant, working with city and county officials, the Michigan State Police, FEMA, and the MDEQ.
CORPORATE NEWS Roncelli, Inc., Sterling Heights, is pleased to announce it received a Safety Award from Amerisure Insurance Company for its Visit us online at www.cammagazineonline.com
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Triangle Associates, Inc., Grand Rapids, recently announced completion on the following projects: Breton Village, Phase One, Grand Rapids, 30,000-square-foot renovation and addition; Dwelling Place LCH36, Grand Rapids, 50,000-squarefoot renovation; The Apple Store, Grand Rapids, 8,000-square-foot renovation and addition.
Bloomfield Hills-based Hubbell, Roth & Clark, Inc. (HRC) has opened an office in Kalamazoo, the seventh location for the Bloomfield Hills-based civil engineering firm. Located in Kingsedge Professional Office Park, 834 King Highway, the new office offers full-service civil engineering and provides services to municipal, industrial and private clients. In addition to Bloomfield Hills and Kalamazoo, HRC has offices in Delhi, Detroit, Grand Rapids, Howell and Lansing.
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CONSTRUCTION CALENDAR
Please submit all calendar items no less than six weeks prior to the event to: Amanda Tackett, Editor: tackett@cam-online.com
Ace Cutting Equipment......................... 7 Aerospace America............................... 9 Aoun & Company P.C.......................... 48 Aluminum Supply Company / Marshall Sales..................................17 Bricklayers & Allied Craftworkers........ 18 CAM Affinity........................................ 54 CAM Comp..........................................36 CAM Magazine.............................. 49, 52 CAM Membership................................50 CAM Newsroom.................................. 41 C.F.C.U.................................................. 5 Cochrane Supply & Engineering.......... 33 Connelly Crane.................................... 51 Construction Bonding Specialists....... 19 D.J. Conley.......................................... 23 Detroit Dismantling.............................. 34 Doeren Mayhew.................................. 21 Elite Fire Safety..............................28, 29 Ferndale Electric..................................45 Fontanesi & Kann Co..........................BC G2 Consulting......................................35 Gillett Excavating.................................39
CAM Golf Outings 2017
IBEW................................................... 22 JJ Curran Crane Co...............................8 Jackson Associates.............................13
July 18 -
Links of Novi, Novi
August 22 -
Fieldstone Golf Club, Auburn Hills
Lee Industrial.........................................4
Wyndgate Country Club, Oakland Township
Limbach...............................................24
September 25 -
Kem-Tec.............................................. 31 Lawrence Technological University......25 Lee Xtreme.......................................... 14 MasonPro Inc...................................... 40
July 20-23, 2017 American Society of Concrete Contractors (ASCC) Concrete Executive Leadership Forum Palmetto Bluff, Bluffton, SC For more information or to register, visit www.ascconline.org or call the ASCC office (866) 788-2722 July 25 CAM Connect: Tigers Game vs. Kansas City Royals Comerica Park, Detroit, MI For more information or to register, visit www.cam-online.com or call (248) 972-1000
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Sep. 14-17, 2017 American Society of Concrete Contractors (ASCC) Annual Conference Arizona Grand Resort, Phoenix, AZ For more information or to register, visit www.ascconline.org or call the ASCC office (866) 788-2722
Michigan Construction Protection Agency............................47 Next Generation Services....................32 North American Dismantling................26 Oakland Insurance.............................. 10 Operating Engineers.......................... IFC Optare Services...................................39 Pace, Inc............................................. 15 Plante Moran....................................... 43 R.L.Deppmann.................................... 27 R.S. Dale Co. LLC............................. IBC Raymond Excavating...........................13 Sani-Vac Service, Inc...........................22 Scaffolding, Inc................................... 14 Valenti Trobec Chandler, Inc. / Griffin Smalley & Wilkerson................ 3
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