QUA L I FICAT I ON S IN DUS TRIA L & MA N U FACTU R I N G 2022
EXPERIENCE & CAPABILITIES A T RUST ED PA RT N E R
Multi-Year Work Program Experience With multiple sophisticated Fortune 100 clients
Certainty of Outcome Safety, quality, cost and schedule certainty while providing an excellent client experience
Employee Ownership National Footprint 25 offices coast-to-coast
People, processes and tools developed by employee owners and their experiences over 98 years
10 logistics facilities 3 prefabrication manufacturing facilities
Integrated Project Services Value-added servicesin-house, including safety, quality, scheduling, BIM, lean
Off Site Manufacturing Capabilities Schedule savings and improved quality
Direct Procurement Ensures no scope gaps and fewer layers of markups JE Du n n Q u a l i f i c a ti o n s | 1
INNOVATION JE Dunn’s conceptual estimating program providing you an earlier and more accurate view of your project while delivering continuous cost certainty
“JE Dunn’s Lens application is an innovative tool that is the most differentiating preconstruction technology in the construction industry today. Lens uses advanced technology to solve problems that have plagued design and construction project teams for decades.”
- David Wilkinson, Autodesk Executive
Design-Build Integrator In-house liaison between design and construction team providing a united partnership to the Owner
Self Perform Increased value, quality, schedule and skilled labor availability 2 |
JE Dunn’s smart building solutions platform providing customized low voltage solutions
In-house Engineering Services Team Equipment and constructability reviews for a smoother process and onsite troubleshooting skills
Founder John Ernest Dunn
Company Profile JE Dunn Construction, founded in 1924, is the 16th largest domestic general building contractor in the United States with offices in 25 locations. Our vision is to be an indispensable business partner for our clients by first understanding their purpose, goals and customers and then delivering transformational solutions with certainty of results. We maintain a commitment to our clients and their building goals while being true to our guiding principles — the philosophy of our business operation which is both family and employee-owned. JE Dunn’s purpose is to enrich lives through inspired people and places.
ENR Rankings Manufacturing - Electronic Assembly
4
16
Domestic General Building
Construction Manager at Risk
14
Top 400 Contractors
20
JE Dunn Office Locations
Atlanta Austin Charleston Charlotte Colorado Springs
Dallas Denver Des Moines Dickinson Houston
Kansas City Minneapolis Nashville Oklahoma City Omaha
Phoenix Portland Raleigh Reston Savannah
Springfield Tampa Tulsa Wichita Williston
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JE Dunn has significant bonding and insurance capacity to support large individual projects and multi-year construction programs. Our bonding company capacity for a single project is in excess of $400 million with an overall capacity in excess of $5 billion. JE Dunn secures a broad array of coverage utilizing several lines of insurance including All Risk – first party property insurance, General Liability, Professional Liability, and Contractor Pollution Liability. Our comprehensive risk program utilizes a variety of risk tools. Most notably our Rolling Contractor Controlled Insurance program as well as our Subcontractor Default Insurance program. Both of these programs include 10 years completed operations coverage.
Selected Clients (Confidential) 3M CERNER CORPORATION CONFIDENTIAL BATTERY MANUFACTURER CONFIDENTIAL SEMICONDUCTOR MANUFACTURERS DELTA AIR LINES GARMIN GENUINE PARTS CO. (NAPA) GEORGIA-PACIFIC
Company Gross Revenue
GLOCK
Gross Revenue
GRAINGER $4.9B $5.0B
$4.3B
$4.5B $4.0B
KANSAS DAIRY INGREDIENTS KEMIN INDUSTRIES
$4.1B
LOCKHEED MARTIN
$3.6B
$3.5B
PROCTER & GAMBLE
$3.0B
SOUTHEAST TOYOTA DISTRIBUTORS
$2.5B
SOUTHERN COMPANY
$2.0B
U.S. DEPARTMENT OF ENERGY
$1.5B
WAGNER-SMITH EQUIPMENT CO.
$1.0B $0.5B $0.0B 2018
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2019
2020
2021
Complex Project Expertise Why We’re Different
9B
500+ Industrial Sector Projects
$
At JE Dunn, we know that speed, quality, and flexibility for future growth are critical to project success. Once construction begins, we are strong believers that BIM and prefabrication will help gain budget and schedule efficiencies.
Total Project Value
JE Dunn Construction is among the largest contractors in the nation and one of the foremost builders in the advanced manufacturing space. We work with expert precision in and around these sensitive environments and are experienced with a variety of delivery methods. We are committed to understanding our clients’ needs, priorities and sensitive focal points. JE Dunn specializes in seamless project delivery, and our broad range of expertise is driven by the objective to provide certainty of results. It is our goal to partner throughout the entire project life cycle, from site study and selection support to conceptual programming through construction, installation and post-construction.
Certainty of Results We take a fully integrated approach, focusing on early identification of goals, risks constraints, and challenges. Leveraging enhanced collaboration, lean construction practices and industry-leading technology and innovation allows our team to create an efficient project plan, leading to on time completion and delivery within budget. Advanced manufacturing facilities contain complex MEP systems. Given that these systems represent a significant portion of the cost of these projects, JE Dunn’s in-house MEP team thoroughly evaluates initial cost, performance criteria and life cycle costs to ensure long-term value.
Beginning with the End in Mind We have executed large, complex advanced industries and manufacturing projects in multiple delivery methods: •
Integrated Project Delivery
•
Design Build
•
Construction Manager at Risk
Our team offers customized approaches to requirements associated with both greenfield projects and expansions to operating plants. In operating facilities, we work collaboratively to develop a production safety plan, ensuring complete segregation of construction from process areas. Throughout construction, we test and document, taking corrective action as needed. Proactive management creates a smooth testing and commissioning process. JE Du n n Q u a l i f i c a ti o n s | 5
National Buying Power JE Dunn has a national procurement department that includes a team of professional buyers and logisticians from coast to coast. Their fully automated ordering platform allows us to obtain goods and services at the best price - saving millions of dollars for our clients annually.
In-House Economic Forecasting The current price volatility of construction commodities and materials clearly presents challenges in terms of accurately forecasting construction pricing. To assist our preconstruction team with predicting future construction material and labor costs, we have a full-time in-house economist constantly monitoring construction commodity markets, commodity availability and market fluctuation. We maintain an economic dashboard on JE Dunn’s internal portal that is updated at least monthly and reflects all current market information. Having this resource in-house, gives us the confidence that we will be able to manage any volatility of construction materials and labor in a manner that reduces risk for our Owners.
Supply Chain Management In addition to above, a key driver in the supply chain management will be supporting the team to make decisions much earlier than they might traditionally. We will review material selections with the design team / owner and if necessary, alternates will be proposed. This helps drive the prefabrication decisions and minimizes the impact of longer delivery times and future price increases Our standard management process includes evaluating commodity prices to get visibility on future product pricing, continuously validating deliveries as those we take for granted now can change, and checking/re-checking pricing. Last, we have the luxury of being the largest consumer of materials and trade partner services in the Kansas City region. We are continually talking with our trade partners to confirm pricing and deliveries.
Off Site Manufacturing Capabilities JE Dunn has the experience needed to maximize the number of prefabricated elements resulting in schedule savings, increased quality, and increased safety at no additional cost to the project. OSM helps keep our projects clean and safe. We are able to effectively plan much of the work ahead of time before it actually goes into place. Early and effective decision-making allows prefabricated items to be built in a controlled environment and keep man hours off the project. In today’s busy and demanding market, the more man hours we can utilize towards prefabrication early in the project, yields better results for the completed product. Skilled labor is at a premium, and prefabrication helps ensure the available resources are being utilized on your project from the very beginning. By building items off-site in a production environment, we are also diverting waste that would usually be generated on a traditional project. Less waste means a cleaner and safer job site. Utilizing just in time deliveries and prefabrication creates a clean and safe working environment while minimizing waste and maximizing quality and efficiency. 6 |
JE Dunn has three prefabrication facilities - Kansas City, MO, Atlanta, GA and Nashville, TN.
Industrial Subject Matter Experts Brent Strength has spent the entirety of his professional career with JE Dunn Construction, advancing from Project Engineer to Vice President over the course of 19 years with the company. Based in Atlanta, Brent leads JE Dunn’s national industrial & manufacturing market. He oversees projects across the United States for a multitude of Fortune 500 manufacturing companies in the automotive, paper, consumer goods, food & beverage, advanced warehousing, and process industrial sectors.
Brent Strength LEED AP VICE PRESIDENT, INDUSTRIAL & MANUFACTURING MARKET LEADER
Brent focuses on building strong client relationships by first understanding their purpose, goals, and needs and then delivering transformational solutions through JE Dunn’s industry-leading technology and innovative processes. In his free time, Brent enjoys participating in outdoor activities such as mountain biking, golfing, hunting, and sporting clays. Brent serves his community through nonprofit involvement and currently serves on the boards of the Northside Athletes Foundation and The Study Hall. Brent holds a bachelor’s degree in construction management from Auburn University.
Erik Magsamen has spent nearly 30 years in the construction industry. He has spent time in multiple roles, from field operations to project management, to executive leadership, during his career. Erik uses this experience to bring focused leadership to our projects. He oversees projects for multiple JE Dunn clients and allocates resources to ensure success. Erik’s experience spans multiple markets, but has focused on industrial and manufacturing and commercial office projects. He is passionate about early engagement and cultural alignment on construction projects to ensure mutual prosperity for all parties involved.
Erik Magsamen LEED AP, CPC, MBA VICE PRESIDENT, INDUSTRIAL & MANUFACTURING
Erik holds LEED Accredited Professional and Certified Professional Constructor designations. He received a Bachelor of Arts in Economics and Political Science from the University of Illinois at Chicago and Master of Business Administration in Project Management from the Keller Graduate School of Management.
As Principal Architect within JE Dunn’s industrial and manufacturing team, Tammi Bailey works closely with design partners from our project’s earliest stages, providing input on employee experience, process flow, and efficiency. Tammi has spent nearly 25 years in the design-build world and brings a unique understanding from both perspectives. She is instrumental in constructability reviews and ensuring that tie-ins to existing facilities are executed seamlessly. Tammi is also an expert in the design of distribution and cold storage facilities and offers a wealth of knowledge around retrofit and addition and renovation work on active production facilities.
Tammi Bailey AIA, DBIA PRINCIPAL ARCHITECT
Tammi holds a bachelor’s degree in architecture from the University of Cincinnati. She is a registered architect in multiple states and is a Design-Build Institute of America Accredited Professional.
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Industrial Subject Matter Experts Steve Haglund has spent more than 30 years focused on budgeting, estimating and cost analysis on complex industrial projects. Steve leads preconstruction efforts for JE Dunn’s national industrial & manufacturing market. Using his base of knowledge in mechanical engineering combined with a suite of sophisticated tools, Steve provides highly informed, real-time cost feedback to JE Dunn’s clients.
Steve Haglund CEP, MBA SENIOR PRECONSTRUCTION & ESTIMATING MANAGER
Steve is an expert on commodity pricing, market forces and the ever-changing construction labor market and the impacts these key elements have on the industrial & manufacturing market. He is a Certified Professional Estimator, a member of the Association for the Advancement of Cost Engineering International and the American Society of Mechanical Engineers. Steve received a bachelor’s degree in mechanical engineering from the University of Alabama at Birmingham and a Master of Business Administration from Kennesaw State University.
Drew brings over 20 years of experience in industrial planning, design, management, and construction experience. His engineering expertise and experience in Construction Industry Institute (CII) Front End Planning (FEP), Project Management Institute (PMI), and Lean processes form the foundation for his customer solution approach. This approach focuses on defining project purpose objectives and success will be defined on the project. Drew leads the front-end planning process, working with the construction and design partners to maintain focus on project goals, defining and mitigating risk, writing project plans, and developing technical solutions that meet both the functional and business objectives of the project.
Drew Overmiller
Prior to joining JE Dunn, Drew held a dual role as a department manager and project manager for one of the country’s largest engineering firms, where he spent 13 years. In this capacity, Drew led more than 200 projects for a multitude of Fortune 500 industrial clients. He brings multi-faceted experience in industrial facility and process design and integration. PE, LEED AP BD+C, CEM SENIOR PLANNING ENGINEER
Drew is a registered professional engineer in multiple states. He holds a bachelor’s degree in architectural engineering from Kansas State University.
Scott Bodden is a Senior Project Manager on JE Dunn’s industrial and manufacturing team. He has spent his entire professional career at JE Dunn. Scott brings a commitment to process improvement, efficiency, and lean practices to each project that he leads. He is a member of the Kennesaw State University Construction Industry Advisory Board, serving as chair of the Building Technology Committee.
Scott Bodden SENIOR PROJECT MANAGER
Scott recently presented at the Industrial Asset Management Council’s Fall Forum alongside a client, highlighting the benefits of the design-build delivery method on industrial projects and the positive aspects of a mutually aligned project culture. He also served as a panelist on a webinar hosted by Bennett Thrasher and KSU’s College of Architecture and Construction Management. He provided commentary on the unveiling of the results from the Georgia Construction COVID-19 Outlook Survey.
Scott received his BS in Construction Management from Kennesaw State University.
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Industrial Subject Matter Experts Alex Jackson brings nearly 15 years of diverse experience, focusing primarily on the industrial market. As a passionate advocate for the design-build delivery method, Alex manages the designbuild process on complex projects. He collaborates closely with JE Dunn’s design partners and other key stakeholders to review and understand bridging documents for project compliance, including comprehension of codes and criteria to meet the technical requirements and design deliverables. He manages all design consultants, ensuring they meet the technical and schedule requirements for design deliverables, while also managing the design review process to ensure schedules are met and risks are properly mitigated.
Alex Jackson PMP, CFEI SENIOR DESIGN MANAGER
Prior to joining JE Dunn, Alex spent seven years at a large architecture and engineering firm, leading the investigative engineering practice before moving into project management in the industrial division. Alex joined JE Dunn in 2019 and provides unique perspective to complex industrial projects.
Alex has worked with industrial clients across the United States, including multiple tire manufacturing facilities, food and beverage projects, aluminum manufacturing and automotive manufacturing. He is well-aware of the unique goals of industrial clients. Alex holds a bachelor’s degree in marketing from Tennessee State University.
Tim Smith leads JE Dunn’s efforts to build long-term strategic partnerships with clients in the industrial and manufacturing market. He has over 20 years of varied experience across industrial and manufacturing projects, including site location, account management, project management and construction management. Tim has published multiple articles on site location, selection, and facility needs unique to industrial clients. He leverages both strong people skills and technical expertise gained via industry experience and a Mechanical Engineering degree from Virginia Tech.
Tim Smith SENIOR CLIENT SOLUTIONS MANAGER
He maintains long-term relationships with multiple highly recognizable clients and is a subject matter expert on industrial market trends. Tim is a resident of Greenville, SC and is the father of two grown children, who also have burgeoning careers in the architecture, engineering, and construction industries. His daughter, Allie, is a Project Engineer in JE Dunn’s Denver office.
CLIENT TESTIMONY “JE Dunn has operated as a valuable partner to our business, leading and guiding our team through every step of the design and construction process. They have demonstrated fantastic team collaboration with our team by going above and beyond to provide design options, sponsor site visits and facilitate brainstorming with stakeholders. They have been collaborative with our engineering teams to solve problems and find alternative solutions that have kept us on budget and schedule.” Ray Natour Southeast Toyota Distributors
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Thought Leadership We empower our people to use their knowledge, tools and experience to share with the data center industry. Below are snippets and links to articles published by our team members. To open these articles, zoom in on the QR code, hover your phone camera over the code and open the prompt.
Getting Ahead: The Benefits of Early Contractor Involvement in the Industrial Space Early involvement sounds like a simple concept, but when executed correctly, it has complex— and far-reaching—effects. Published in Groundbreaking Alex Jackson, Senior Design Manager
Keep Calm and Embrace the Chaos: Weighing Multiple Factors During Site Selection in a Rapidly Changing Environment The industrial market continues to experience rapid growth, despite ongoing challenges. Selecting the best site requires careful consideration of multiple factors related to both business purpose and the site itself. JE Dunn Industrial Insights Webinar Series Tim Smith, Senior Client Solutions Manager
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Keys to Planning Success in an Evolving Industrial Market From choosing the right site and applying market knowledge to bringing key trade partners on board early, there are ways to increase speed to market while elevating quality and collaboration between owners and the project delivery team to bring these crucial facilities online faster. Published in Finance & Commerce Brent Strength, Industrial & Manufacturing Market Leader
COVID-19 Response Plan: Southeast Toyota Distributors Vehicle Processing Center From choosing the right site and applying market knowledge to bringing key trade partners on board early, there are ways to increase speed to market while elevating quality and collaboration between owners and the project delivery team to bring these crucial facilities online faster. Published on jedunn.com Brent Strength, Industrial & Manufacturing Market Leader
Lean, IPD and Collaboration Lean is a management philosophy that focuses on respect for people and continuous improvement. We promote respect for people by empowering individuals to use their expertise to improve the project and by making sure that each party has a voice from the start. Lean is a collaborative effort between the owner, design team, general contractor, and trade partners. Together, we evaluate the project from beginning to end, looking at each piece needed to complete the project and how they work together. Lean focuses not only on the how, but also on the why. It is so much more than just checking boxes; it is about integrating a lean culture early on. JE Dunn Last Planner Work Session START
Project Kick-off Meeting Create and finalize the P6 schedule which establishes the basic logic and critical path for the work.
PROJECT SUCCESS
CRITICAL PATH SEQUENCE
Daily Huddles Daily check-ins are held to ensure we are on track and maximizing our manpower and efficiency.
Weekly Pull Plans These meetings lay out the day to day tasks from the pull plan of each trade partner on the project.
Long Term Pull Plan The Project team, including all trade partners, extract information from each other and set the specific sequence and orders of the work.
CASE STUDY OVERVIEW JE Dunn is serving as the design-builder on a large expansion to a 24/7 operational manufacturing facility for a well-known confidential client. As one of five parties to an Integrated Form of Agreement (IFOA), JE Dunn is viewed as an equal to fellow partners, which include the owner, mechanical and electrical trade partners and a process engineer. The entire project team is empowered to seek alternative solutions in all aspects of the design and construction process. Cost savings will allow additional scope to be added, thereby increasing opportunities for mutual gain by all team members. Collaboration is aided by a 60x60’ “big room” where meetings are held every third week, with breakout groups tackling specific work items and many virtual meetings in between. Due to COVID-19, the project team has also pivoted to virtual big room meetings when the need arises. Despite the pandemic, our team has been intentional about establishing a lean, collaborative culture, even virtually. A culture committee meets each Friday and every team member has a standing meeting each Tuesday for training sessions as well as welcoming and onboarding of new team members. CHALLENGE The team spent eight months on validation—a highly collaborative process that is usually held in person that establishes the scope, schedule and cost for the project. When COVID-19 emerged shortly following the start of validation, the team quickly pivoted to an almost totally virtual process. Through virtual validation, the team worked tirelessly to create the best possible value for the project, which benefits all parties involved. Working through design and programming on a daily basis, maximization of scope within the stated cost limitation was the top priority. Target values were established during early in validation, long before design was complete. All scopes were tracked on an individual basis by the client team, with the team partners providing detailed updates every two weeks. For example, within the site concrete scope, detailed updates were provided on forming, grading, etc. At the conclusion of validation, the team developed a risk and opportunity log, where every possible risk and opportunity the team could think of was recorded. RESULTS With validation complete, the team now carries a trend log, which tracks actual costs as they are finalized versus the target values that were set in validation. Savings continue to be achieved by working as a team and finding efficiencies in how things will be sequenced and constructed. To date, we have been able to realize over $3,00,000 in additional savings that have enabled additional scope to be added back to the project.
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In-House Engineering Services JE Dunn has maintained in-house MEP staff since the early 1990s. Our experience, knowledge and understanding of MEP systems has allowed us to better support over $3.5 billion of completed projects annually. We have a greater ability to cost-effectively evaluate design options, coordinate MEP bid documents and ensure bids received are thorough and complete. Once construction starts, we follow through with on site field inspections throughout construction. Our MEP group are not the engineers of record, but they are a key second set of eyes on these very important scopes of work. They support the development of the initial mechanical/electrical budgets, and as design progresses, they are involved in developing bid scopes and evaluations of mechanical/electrical trade partner bids. As the project progresses into construction, they remain part of the project and provide field inspections on installed systems to confirm compliance with bid documents.
Global Buying Power
Detailed MEP Process
JE Dunn has a national purchasing initiative that includes a team of professional buyers and logisticians from coast to coast. This fully automated ordering platform allows us to obtain goods and services at the best price - saving millions of dollars for our clients annually. We have the in-house talent to provide a turn-key mission solution, including purchasing all of the major long lead equipment.
In addition to the purchasing initiative and in order to make these efforts streamlined for JE Dunn, we’ve created a detailed MEP equipment vendor buyout process. This process is used predominately to eliminate schedule delays and provide competitive pricing for clients on large equipment purchases. In some cases, especially in this saturated market, this equipment may have 22-26 week lead time. Our team will get a minimum of three vendor quotes for each material type, when available.
EARLY MEP ENGAGEMENT The first step that we recommend on most of our projects is to engage our in-house MEP experts. Our process begins with the following key items:
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•
Identify Prefabrication opportunities.
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Value Management. Best components to fit the program.
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Procurement. Work with trade partners to drive down cost.
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Schedule Enhancements. Identify opportunities.
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Provide input on the best equipment and system type for the budget and the specific needs of the project.
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Constructability. Ensure the most cost-effective routing of services, while accounting for maintenance and performance.
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Assist in the evaluation and selection of the mechanical and electrical trade partners for the project.
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Assist in Right-Sizing MEP equipment and systems to ensure your money is invested appropriately for maximum value
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Review change orders for accuracy.
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Review pay applications to ensure our trade partners do not over-bill.
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Provide site inspections to verify proper installation. Faulty installations can result in premature failure, maintenance issues, and performance issues, all of which will result in increased cost over the life of the project.
Safety at JE Dunn Safety is more than a process, procedure, and protocol for JE Dunn. It is part of the culture that we live, breathe, and keep at the forefront of our minds at all times. Our goal is to send everyone on our jobsites home to their families in the same shape they came to work. Our safety motto is EVERYONE. EVERYWHERE. ALL THE TIME.
2021 TRIR 0.85
Total Recordable Incident Rate
JE Dunn has an excellent safety history. The National Council on Compensation Insurance rates general contractors yearly based on their claims cost from on-the-job inquiries. According to the N.C.C.I, the intrinsic industry average is 1.0 and the lower the modifier the better the safety record of the contractor.
Current Safety EMR .55
Experience Modification Rate
1.0
Our safety plan will be in addition to and in excess of the applicable provisions of federal, state and municipal safety and health laws and building codes. Should any of these requirements conflict, the more stringent regulations will apply.
0.8
.56
.42
.43
.43
.55
1.0
2017
2018
2019
2020
2021
Industry
0.6
0.4
0.2
0.0
The safety culture of our company starts at the top and is supported and communicated throughout our company.
The Safety Director, the Project Manager, and the Project Superintendent are jointly responsible and accountable for your project safety This accountability system continues through the senior management level
Safety results are measured for each division and Division Managers are responsible for the results
This team approach incorporates safety into the entire construction process.
We have developed a written safety program that meets or exceeds all federal, state, and local requirements.
Project safety meetings are held weekly and incorporate safety hand-outs and “toolbox safety training” pertinent to existing conditions. We also provide continual, offsite safety training to include first aid, C.P.R., trenching safety, safe crane operation and so on. All subcontractors are required to provide their own site specific, written safety program and are invited to attend all of our weekly safety meetings.
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Approach to Preconstruction APPROACH
COLLABORATIVE PROJECT DELIVERY
JE Dunn approaches preconstruction by becoming a true integrated partner. From day one, we work closely with the design team and you to provide timely, consistent and accurate feedback on pricing, scheduling, constructability, safety, and quality so that the project stays within the cost limitation and your goals are met.
We streamline the traditional building process by delivering projects through a Collaborative Project Delivery (CPD) approach, which includes the following collaborative actions:
This process is much more than simply providing a price and schedule update at specific design milestones. It becomes a true partnership where ideas are exchanged openly, information is processed accurately, and decisions are made timely all in an effort to produce the best plan possible before the first shovel is in the ground. JE Dunn understands that our role during preconstruction is to bring real value to the project through: • • • • • • • •
Conceptual Estimating Budget-design validation Constructibility input and reviews Schedule and bid packaging input Material and equipment selection variables Life cycle cost analysis Quality control reviews Drawing detail input
Building a High Performing Team: We conduct a work session, using a tool called the Value Proposition Canvas, to identify desired outcomes and formulate solutions to eliminate obstacles that could impede progress. This becomes the basis for developing a master schedule that provides a high-level road map to project completion and encompasses all elements of the project and involves all stakeholders. The project team, including the client, along with key stakeholders, will review project goals, milestones, roles and responsibilities, potential roadblocks, and strategies to avoid and mitigate potential issues. Through this process, we develop team cohesion, a project purpose statement, rules of engagement, and a communication plan. Graphic Master Schedule (GMS):The issues and opportunities identified using the Value Proposition Canvas will guide the creation of a Graphic Master Schedule —a visual tool for communicating the delivery process with stakeholders. It will identify and highlight stakeholder interaction, process requirements, key start/finish milestone dates, deliverables, long lead items, and decision-making deadlines.
Collaborative Process Workshop 2: Graphic Master Schedule Collaborative Process Workshop 1: Value Proposition Canvas Team members are identified.
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What We’ll Do for You Complete Understanding
Initial Cost Model
Evaluate Options
Update Cost Model
Target GMP
Cost Control
Work in partnership to understand every aspect of construction, client expectations and concerns.
Create an initial cost model that captures all available information about the project and accounts for the cost of items that are not yet fully defined.
Work with the team to complete cost studies that evaluate the cost of design options, from various interior finishes to mechanical and electrical systems.
Update the cost model as the design evolves, confirming design details and eliminating assumptions.
At the conclusion of Design Development, establish a target GMP that provides you with a firm cost for construction.
Provide effective cost budgeting, forecasting, and control during the construction so that the project remains within budget.
Each one of these steps encompasses a wide range of activities and draws upon expertise from across our team – not only our estimating specialists, but also our project managers, field superintendents, mechanical and electrical specialists, 3D imaging team, quality control, sustainability experts and schedulers.
This collaborative process will identify all relevant issues from the entire project team so that we are all thinking about schedule priorities from day one. It also helps sets the stage for our baseline P6 schedule.
PRECONSTRUCTION
Lens JE Dunn’s approach to ensuring continuous alignment of scope and budget during preconstruction combines decades of cost history from hundreds to thousands of projects with proprietary technology that was developed in-house. Benefits of Lens are shown below.
Crucial to the success of Collaborative Project Delivery is our ability to deliver all elements of the building’s program within budget. JE Dunn will put together the initial cost model that includes detailed scopes of work.
Lens, comprised of four separate modules that work together, is JE Dunn’s estimating tool that allows us to link our conceptual estimating program with the project’s 3D Revit model.
Our estimating team works hand-in-hand with the design team and uses tools that support transparency, real-time feedback, and cost history to help accurately define the design in terms of cost. This is the value and advantage we bring during preconstruction. Our team will use these key tools to bring you the most accurate project program budget.
With Lens, changes made to the design are reflected in the cost model, which allows the team to avoid misalignment between scope and budget. Interaction with the client and the design team will be through both formal meetings and informal communications. From those discussions, we will continue to revise and update the estimate, taking into account cost driver information, such as schedule and constructability review input.
Lens: Delivering continuous cost certainty
Find similar project data in our cost history library to use as a budgetary frame of reference.
Create a detailed, evolving cost estimate from concept to completion.
Build a virtual model & view the project with quantification & budgeting directly linked to BIM.
Track project progress and watch your vision come to life in a secure, cloudbased dashboard.
In Search, we can find similar commercial projects from our cost history library, compare estimates and adjust costs to inflation and geographic area. This gives you real construction cost data on this project type and size.
In Aim, we have the ability to create early conceptual estimates based on preliminary information from the client. As an example, we can plug-in and compare structure types and understand the budget implications of each.
In Focus, we utilize the design team’s Revit model to share a color-coded visual representation of project cost. The design team can make changes in the model and we can update the estimate within hours instead of days or weeks, saving the client valuable time.
In View, the model and estimate are integrated into a dashboard so that all stakeholders can view the current design and estimate. The areas of cost can be isolated (skin, MEP, etc.) so that you can understand where budget is being spent.
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Budget
Target Value Deliver y (TVD)
Our team’s involvement in maintaining the budget and controlling costs begin early and occur often. To develop the project program budget, we will work with you, the design team and select trade partners to define the scopes of work and necessary allowances. Should the design creep over the budget, we use Lens to provide options and alternates with our budgets that provide a path to the targeted GMP. Unit costs are checked for validity against our cost database and with local trade partners. Our project management software is web-based and can be accessed by all parties at any time through the Dunn Dashboard. We will report monthly on the status of budgets and contingencies. These reports are reviewed by our project management team to ensure the project is on track.
The Target Value Delivery (TVD) approach is focused on controlling cost and maximizing scope used throughout the project to assure that we are meeting the operational needs of the project and delivering within the budget. See the TVD example below. After early design criteria and schematics are established, we will identify target values for the various components of the project that meet the project objectives and budget. All team decisions must be made to align with these target values. If more money is allotted to one target value (i.e. site paving) during the design process, an equal reduction must be achieved in one or more other target values to maintain budget. We maintain checks and balances on these target values throughout the design process. This is not your traditional milestone estimating, which consists of an independent design phase followed by independent contractor estimating. This “silo” approach to design and estimating more often than not leads to a value engineering and re-design preconstruction approach.
TARGET VALUE DELIVERY IN ACTION Here’s what a Target Value Delivery budget matrix looks like. JE Dunn, the client, and other key team members develop and agree to target costs so we can begin to really define the values for the scopes of work.
CITY OF BUDA MUNICIPAL & PUBLIC SAFETY BUILDINGS
We identify the many scopes of work that we need to define cost.
COMPONENT TARGET BUDGET MATRIX June 9, 2016 Team Leader
We identify the right team members with the right knowledge to be involved in defining the cost for the scopes of work. Knowing the details, such as design changes, material selections, or knowledge from trade partners, gives us the accuracy to better develop cost estimates, which we can update in real-time. With this level of budget control, we can identify budget surpluses early – if any – to redistribute to other scopes or alternates.
Team Members
TARGET VALUES
ESTIMATED VALUES
$24,000,000
$23,500,000 $23,250,000 $23,000,000 $22,750,000 $22,500,000 $22,250,000 $22,000,000
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SITE
STRUCTURE
SKIN
ROOFING & SHEETMETAL
Troy
Brian
Brian
Mike R.
Mike R.
Ginny
Ginny
Talmadge
Talmadge
B Ed
$
City of Buda ECM International Page Dewberry Page (MEP) Datum Rios Doucet & Associates JE Dunn Construction Joe Brown Construction Datacom Design Group CNG Engineering
3/1
Craig/Michael
$3,212,110 $60.61
$1,972,660 $37.22
$2,052,160 $38.72
$636,000 $12.00
Public Safety Bldg Cost/SF
$478,240 $29.89
$576,000 $36.00
$592,000 $37.00
$208,000 $13.00
Municipal Bldg Cost/SF
$2,736,821 $50.83
$2,195,202 $40.77
$2,306,776 $42.85
$1,191,174 $22.12
Public Safety Bldg Cost/SF
$424,438 $29.89
$551,411 $38.83
$508,242 $35.79
$275,633 $19.41
Current Value
$3,161,259
$2,746,613
$2,815,018
$1,466,806
53,839
3/31
Cost to Budget Trend 5/1
PA
Joe Mark
Municipal Bldg Cost/SF
14,200
$23,750,000
We can also see a cost trending graph throughout the TVD process to track our direction and catch any negative trends early.
CORE TEAM
5/31
7/1
8/1
$
Aptitude: A Strategic Partnership The Aptitude Advantage The customizable, full-scope building connectivity solution developed to let owners, operators and occupants get more value out of their buildings.
picture view” of buildings. That means a completely connected built-environment, one made of a virtuous cycle of efficiencies and smart decisions for our clients and everyone using their spaces.
Born from over a century of design-build and construction tech know-how, Aptitude: Intelligent Integration uses a one-of-a-kind, goal-oriented development process and the
Complete Coordination Aptitude coordinates and manages every part of the design and installation process, providing a single source of truth for the entire project. That means less upfront costs and significantly less chance of add- and change-risk, ensuring a better performing builtenvironment from day one.
Foundation of Function
most powerful technology available to deliver the “big-
Building Ser vices & Systems Aptitude Connects Safety and Security
Business Operations
Access Control
Analytics
Closed Circuit TV
Asset Tracking
Fire Alarm
Connected Environments
First Responder Radio
Data Networks
Infant Abduction
Phone Systems
Intrusion Protection
Wireless Network
Mass Notification Nurse Call / Code Blue
Basic Building Functions
Turnstiles / Barrier Gates
Building Automation
Engage & Interactive
Fiber Optic
Audio Visual
Grounding & Bonding
Client Experience
Lighting Control
Digital Signage
Outside Plant
Mobile Device Integration
Structured Cable
Equipment Rooms
From power consumption, security, and occupant use, to historical records, performance metrics and system future-proofing, Aptitude uses as much information as possible to establish the methods, assets and goals needed to both enhance a building’s functions and support the business needs of everyone associated with it.
Integrated Improvements With Intelligent Integration, building systems and services function to serve one another, and relationships, patterns and dependencies are revealed. That provides actionable information that can be used to increase operational efficiencies, reduce maintenance costs, and enhance the comfort and safety of a building’s occupants.
JE Du n n Qua l i f i c a ti o n s | 1 7
STRATEGIC F O C U S JE Dunn Capital Partners delivers equity investment and project finance solutions, leveraged with our construction expertise. Our flexible approach ranges from a fully integrated General Partner involved in land acquisition, to a Limited Partner, entering deals at a later stage.
PREDEVELOPMENT
DESIGN + DEVELOPMENT
Total Project Size
Total Invested
Our integrated Design-Build-Finance platform, powered by industry-leading preconstruction tools and processes, provides added value to development projects. Our strong emphasis on working with proven, trustworthy sponsors delivers better outcomes for project stakeholders and generates repeat business opportunities.
$1.2B
$90M
Our strategic network of financial relationships allows us to scale our role up to and including, placing the entire capital stack.
INVESTMENT
PROJECT
• High Growth Urban Markets
• Mixed use
CRITERIA
• Strong Sponsorship • Product Type Expertise • Compelling Investment Returns (EM, IRR, Y-to-Cost)
PROJECT FINANCING
CONSTRUCTION
TYPES
• Apartments • Office • Student Housing • Healthcare • Hospitality
HOLD/SELL
VALUE MAXIMIZATION Establish a Shared Vision
Target Value Exercise
Define Metrics for Success
Open-Book Preconstruction
Benchmark Against Similar Concepts
Rapidly Evaluate Multiple Designs
Confirm Project Timeline
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Iterative Cost Estimates
JE Dunn Financial Strength / Balance Sheet Flexible Funding Platforms: GP Equity, LP Equity, Mezz
Lending Network Capital Sourced through Direct Relationships
Design Build Project Delivery
Opportunistic and Flexible
Certainty of Execution
Total Cost of Ownership Analysis
Trade Partner Risk Mitigation Proactive Change Management
Shared Success with Partners
Georgia-Pacific Pressware Facility Expansion Darlington, South Carolina
Project Facts Size: 400,000 SF Cost: $70 M Architect: Randall-Paulson Owner: Georgia-Pacific Completion: December 2022 (est.)
PROJECT PEACH: This project is a 380,504 SF expansion to an existing Dixie plate manufacturing facility. This is a Safe Quality Foods (SQF) certified facility, and protocols were followed accordingly throughout construction. Through creative phasing and sequencing, including a temporary tunnel between the existing shipping location to the new finished goods building, JE Dunn is allowing the facility to remain operational throughout construction. This project also includes site improvements, including a new employee parking lot and trailer parking lot. The existing space will also be modified to install a new trim duct system that will allow for more efficient collection of manufacturing waste. JE Dunn is providing new structural steel and mechanical, electrical and plumbing connections for this system. PROJECT COBBLER: Project Cobbler includes capacity upgrades to multiple components within Georgia-Pacific’s Dixie Darlington Pressware facility. An existing printing press and conveyor system are being demolished and upgraded. In order to install the new press, JE Dunn will demolish and raise the roof over the existing printer area. New chillers, air handlers, compressors, coating tanks and waste water treatment equipment will also be installed to support the increased capacity. New transformers and electrical equipment will also be added. Fire protection will be installed to support the new printer and the balance of existing plant equipment. This project also includes upgrades to locker room and office spaces within the existing plant, along with relocation of existing utilities and tie-ins. Through innovative phasing and communication, this work is being delivered with zero interruptions to ongoing plant operations.
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Southeast Toyota Distributors Vehicle Processing Facility Commerce, Georgia Project Facts Size: 375,000 SF Cost: $90.4 M Architect: Nelson Worldwide Owner: J.M. Family Enterprises Completion: May 2020
This project is a new Vehicle Processing Center for the world’s largest independent distributor of Toyota vehicles. When vehicles arrive via train, they are stored on site. Twelve buildings across the 300-acre site allow for repairs, accessory installation, fueling and more. The new facility replaces an existing facility in close proximity, and JE Dunn was instrumental in the transition process. JE Dunn was brought on board early as the design-builder during the conceptual design phase and led the team from start to finish. The site package was extensive, totaling over $30 million, and includes 168 total disturbed acres. We worked extensively with both the City and County to determine the best route for bringing utilities to the site that were not present. In fact, we even ended up installing these lines on their behalf. We also ran several cost options with our site contractor, who we brought in very early on. This was beneficial in ensuring the most cost effective methods for grading and storm water management across the site. We worked with the ownerhired civil engineer to plan the optimal design for the site and were able to give valuable feedback for test pits and soil boring locations where we encountered rock. During construction, JE Dunn moved 1.9 million cubic yards of dirt and paved 80 acres. We also created 26 acres of storm water ponds and laid almost 12 miles of underground pipe. The site also includes 2.25 miles of railroad line. The rail head has four loading pads and is capable of stacking 90 rail cars. This portion of the project involved extensive coordination with Norfolk Southern. A 250,000-gallon fire suppression water tank and a dual booster pump house is also included. Twelve structures across the site range in size from 670 SF to 265,000 SF. In total, the entire enclosed area is 350,000 SF. Amenities for workers include a wellness center, nature trail, fitness center, meeting areas and a cafe.
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Glock United States Manufacturing Facilities Smyrna, Georgia JE Dunn has been onsite at Glock since 2009, constructing facilities totaling $100M. Our project experience includes: BUILDING D NEW MANUFACTURING & WAREHOUSE EXPANSION: JE Dunn completed a 100,000 SF project consisting of a new manufacturing facility, warehouse, central utility plant, exterior enclosed material conveying systems, and shooting ranges for research, development, and quality control. This high-tech facility will use industry leading equipment, robotics, automation and conveying in their manufacturing process. BUILDING B MANUFACTURING PLANT: The 85,000 SF manufacturing plant is a freestanding building built of concrete, CMU, and brick walls. This facility is used to manufacture the pistol parts that are assembled in the existing facility and shipped to retail and government agencies around the United States. The building includes a 15,000 SF mezzanine area that consists of a cafeteria and offices. Below the mezzanine area there are restrooms and locker rooms for the employees of the plant. Lastly, there is a maintenance area for their facilities to occupy. 5300 GLOCK TACTICAL FACILITY: This project consisted of a 20,000 SF existing office building that was renovated into a Tactical Shooting Range and Tactical Teaching Area. We demolished the existing interior walls and build-out and turned the dated office facility into a state of the art Shooting Facility. This facility will be used for training the FBI, GBI, and
police forces across the US on how to properly handle GLOCK handguns. The new area consists of a 6,500 SF tactical shooting range, office areas for the shooting trainers, a break room, a classroom, and a storage area complete with a loading dock and ramp into the storage area. Project specific features include the specific range mechanical system that is separate from the main building’s HVAC system. The range system takes the air that is used inside the ranges and filters out the lead contaminates in the air through a filtration system without any contact with the base building’s HVAC system. The ranges also include steel baffling along the walls and ceilings that deflect errant bullets into a trapping system located in the end of the ranges that collect the lead bullets into a sealed container. 6200 GLOCK ASSEMBLIES: The 20,000 SF Assemblies Warehouse is an extension of the existing GLOCK industrial facility. The existing facility includes manufacturing, offices, storage, assembly, and receiving areas. This facility is used to assemble the pistol parts that are manufactured in the existing facility and shipped to retail and government agencies around the US. The 6200 Assemblies Extension includes four testing pistol ranges that are 80’ long and one testing rifle range that is 110 yards long. The site package included new storm water piping and structures along with two loading docks with a material delivery/receiving area. The building consists of 8” concrete load bearing walls that also act as the shell for the pistol ranges. JE Du n n Qua l i f i c a ti o n s | 2 1
U.S. Department of Energy National Nuclear Security Administration National Security Campus Kansas City, Missouri Project Facts Size: 1,572,278 SF Cost: $540.6 M Architect: HNTB, SSOE Owner: CenterPoint Properties Completion: May 2013
The 1,572,278 SF, secure, campus houses large and microelectronic manufacturing spaces, cleanrooms for component assembly and testing, laboratories, mission critical operations, offices and warehouse space for the Department of Energy. A key component is one of the most sophisticated data centers in the country. The NNSA estimated a savings of $100 million per year would be possible when the new campus was fully occupied in 2014. The campus houses 2,500 employees. The campus houses non-nuclear, high-tech electronic components and assemblies on a large scale for the NNSA in support of the national defense effort. Spaces provided for large-scale, microelectronic manufacturing and critical process-related production spaces in a clean environment include microelectronic and component assembly and electrical fabrication; excess and reclamation processes; labs and engineering labs; manufacturing; specialized materials production; plastics and rubber processes; testing and inspection; paint and heat treating; inspection and testing; packaging; special warehouse storage; and shipping. Approximately 1.5 million SF of usable space includes more than 150,000 SF of modular and fixed Class 100, Class 10,000 and Class 100,000 cleanrooms for assembly, electrical fabrications and testing. The environment was constructed to control and prevent cross-contamination. Usable spaces are flexible, adaptable and can be reconfigured in a quick and cost-effective manner when necessary. The buildings consist of a combination of concrete panels with sandblast finish, metal panels on mechanical penthouses, and a mixture of strip and punched glazing.
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Confidential Client Manufacturing Facility Expansion Confidential Location Project Facts Size: 500,000 SF Cost: $300 M Architect: Confidential Owner: Confidential Completion: October 2022 (est.)
This project is a nearly 500,000 SF expansion of an existing manufacturing facility. The existing facility operates 24/7 and covers more than 1.2 million SF across a campus that totals more than 700 acres. The project is being delivered via Lean Integrated Project Delivery (LIPD) under a five-party Integrated Form of Agreement (IFOA), where JE Dunn is serving as the design-builder. Coordination with the existing facility has been of paramount importance, with production ongoing 24/7, often at increased levels due to the ongoing pandemic. The five partners to the IFOA must agree on all project decisions in order to move forward. Collaboration is aided by a 60x60’ “big room” where meetings are held every third week, with breakout groups tackling specific work items. Due to COVID-19, the project team has also pivoted to virtual big room meetings when the need arises. Despite the pandemic, the team has been intentional about establishing a lean, collaborative culture, even virtually. Collaboration, empowerment and responsibility have been promoted throughout the IPD process. The entire project team is empowered to seek alternative solutions in all aspects of the construction process. Cost savings will allow additional scope to be added, thereby increasing opportunities for mutual gain by all team members. The IFOA is driving actionable safety on this project via a site-specific safety plan that requires full participation by everyone. Minimum safety observation quantities for all field personnel are required.
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Confidential High Bay Rack-Supported ASRS Facility Confidential Location
Project Facts Size: 150,000 SF Cost: $20 M Architect: Confidential Owner: Confidential Completion: October 2018
As part of a larger warehouse modernization effort, JE Dunn constructed a 96,000 SF, rack supported, fully automated warehouse adjacent to a 1.2 million SF facility. The project also includes a 75,000 SF retrofit of the existing warehouse facility. The existing warehouse space was not sufficient given the complexities and scale of operation and, as a result, JE Dunn was contracted to build a separate, stand-alone rack supported warehouse. The completed facility contains 120 modules, supporting 35 tons per module. Four aisles run in a north to south direction, with storage space from floor to ceiling, with four automated cranes picking from 65,000 pallet locations and delivering product to workers in the adjacent facility for final review by quality control staff. As a rack-supported structure, 100 percent of the interior of the building is dedicated to storage, with siding that is directly attached to the storage racks and a roof providing enclosure. The automated storage and retrieval system (ASRS), designed by Dematic, has the ability to pick orders as programmed, starting with bins at ground level and extending to roof height at 110 feet. The building sits on a 24” slab on grade and is over 100 feet tall, with the racking system forming the structure of the building. JE Dunn performed sub-grade work as well as mechanical, electrical, siding and roofing. Our work was closely coordinated with Dematic to ensure the ASRS was able to be installed seamlessly upon completion of the base building.
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Hartsfield-Jackson Atlanta International Airport Air Cargo Building C Atlanta, Georgia Project Facts Size: 130,431 SF Cost: $27.7 M Architect: Heery International/ SSOE Owner: City of Atlanta Completion: October 2016
Air Cargo Building C is a 130,431 SF, two-story building with a high-bay central cargo operations area and no interior columns. The building consists of a mix of cast-in-place, precast architectural and glass-fiber reinforced concrete, masonry and structural steel. Support spaces are on a partial second floor. Truck staging and parking areas are also included. Due to the close proximity of the building to the aircraft operations area (AOA), JE Dunn utilized asphalt spray mulching during the site work phases of the project. This practice, as opposed to hay, as is normally used, prevented the risk of materials blowing onto the tarmac and entering an airplane’s engine. As with all projects at Hartsfield-Jackson Atlanta International Airport, a high level of coordination took place to ensure a safe and disturbance-free construction process. As part of the project, SIDA fencing required relocation. JE Dunn closely coordinated this process with the TSA. Precast installation along the back side of the building also required a similar degree of coordination due to the necessity of working in the AOA. The project was also closely coordinated with the activities of Cargo Building D. Tenants were notified of any upcoming utility interruptions and their schedules were accommodated accordingly. Air Cargo Building C completes the South Cargo Complex and is identical to the three existing facilities in the complex. The LEED Silver facility supports Hartsfield-Jackson Atlanta International Airport’s mission to increase cargo traffic and drive economic development and jobs creation. JE Du n n Qua l i f i c a ti o n s | 2 5
United States Postal Service Processing and Distribution Center Philadelphia, Pennsylvania
Project Facts Size: 937,910 SF Cost: $170.3 M Architect: Kling Stubbins Owner: United States Postal Service Completion: November 2005
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Located on a 50-acre industrial site, this project remains the largest replacement facility ever built for USPS. Constructed as part of a joint venture partnership with Intech, this 937,910 SF facility includes state-of-the-art electrical and mechanical systems, extensive truck docks, loading and unloading areas, employee parking, a kitchen and 264-seat cafeteria. The project includes Sensitive Compartmented Information Facility (SCIF) areas, administrative offices for over 100 staff, a Network Operations Center, guard facilities and backup generators. Our team worked with the mechanical and electrical engineers to coordinate fixed mechanization utility requirements, and to ensure that there are no interferences with lighting and HVAC locations. We also coordinated conveyor openings in walls, fire protection requirements, and access platforms. Due to the high electrical loads, the project has a large electrical distribution center, with backup generators to prove uninterrupted emergency power.
Confidential Semiconductor Manufacturing Client, Multiple Projects Hillsboro and Aloha, Oregon Project Facts Size: Various Cost: $918 M Architect: Confidential Owner: Confidential Completion: Ongoing
JE Dunn has been active on this Confidential Semiconductor Manufacturing Client’s campus for the past seven years. Our team has helped this client adopt a new Design-Build (DB) contracting strategy with a GMP and shared savings compensation. This has created a collaborative environment geared towards improved cost and schedule certainty. We engage our design partner along with key trade partners during the programming phase which enables the team to challenge the client’s traditional/historic project delivery model used. We continuously evaluate project risk through collaborative discussion as well as weekly project indicators that include cost, schedule, safety, quality, and closeout data. These indicators provide a snapshot of “project health” and enable the team to focus on areas of concern. JE Dunn has constructed cleanrooms, extensive mechanical, and electrical support systems, including chilled water, process and house vacuum, process gases, ultra pure water, waste systems, telecom, power, air systems, and general and corrosive exhaust to support new cleanroom spaces and process tools.
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Confidential Semiconductor Manufacturing Client Fab 8.1 Malta, New York Project Facts Size: 178 Acres Cost: $181.2 M Architect: Jacobs, M+W Group Owner: Confidential Completion: October 2018
This project included capacity upgrades to an existing operating semiconductor manufacturing facility. Base build work for the Fab 8.1 Scenario 19 ramp included upgrades to an existing PCW system, acid waste treatment systems, process mechanical (vacuum, chilled eater, acid, exhaust, etc.), power capacity upgrades, clean room build outs, clean room lab build outs, and bulk gas systems. Virtual design and construction was leveraged to ensure the project was conflict free and achieved substantial off-site fabrication. This allowed for upgrades to the active advanced manufacturing facility to be predictable and in sync with end user operations. Predictability was enhanced through use of Lean practices which allowed seamless communication between all parties with respect to scheduling activities and created a heightened focus on safety resulting in no interruptions to production. This allowed for upgrades to the active advanced manufacturing facility to be predictable and in sync with end user operations. Due to early involvement in planning processes, we were able to deliver pricing the was 17% less than the estimated last price paid by this customer using a traditional design-bid-build delivery model.
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National Renewable Energy Laboratory Energy Systems Integration Facility Golden, Colorado Project Facts Size: 181,621 SF Cost: $107.1 M Architect: SmithGroup Owner: National Renewable Energy Laboratory Completion: September 2012
The Energy Systems Integration Facility (ESIF) on the campus of the U.S. Department of Energy’s National Renewable Energy Laboratory (NREL) includes a HighPerformance Computing and Data Center (HPCDC) that serves the breadth of NREL, expanding the laboratory’s capabilities in modeling and simulation of renewable energy technologies and their integration into the existing energy infrastructure. The petaflop-scale (one petaflop equals one quadrillion floatingpoint operations per second) high-performance computer enables large-scale modeling and simulation of material properties, processes and fully integrated systems that is too expensive, too dangerous, or even impossible, to study by direct experimentation. HPCDC is one of the most energy efficient data centers in the world operating at a power usage effectiveness (PUE) rating of 1.05 annual average.
The ESIF data center uses innovative methods of cooling through a combination of air and liquid strategies. The waste heat from the data center is captured utilized as the primary source of heating for the lab and office spaces. Additional ESIF Data Center Details: • • • • •
•
•
LEED Platinum Phase 1 infrastructure is 2.5MW 40kW/rack for the HPC 480V power distribution to PDUs 480V power to HPC racks to avoid transformation losses in energy transfer 4 cooling towers provided in Phase 1, each with the capacity to provide up to 1 MW of cooling 1 ea 2.5 MW energy recovery heat exchanger for the building
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3M Company Multiple Projects Various Locations JE Dunn has worked with 3M on multiple projects throughout the United States. In 2019, we were the recipient of the company’s 2018 Supplier of the Year Award for Capital Projects. The majority of our work has taken place on the company’s manufacturing campus in Clinton, outside of Knoxville, Tennessee.
Brownwood, Texas Addition and Upgrade
Clinton, Tennessee Campus
To further minimize impact on plant operations, JE Dunn participated in extensive pre-project coordination with 3M plant operations and project engineers. JE Dunn also constructed a 30’ temporary wall around the work area to prevent access, dust, and noise from effecting the plant’s normal operations. Further, all slab cutting was preceded by radar scanning to ensure no active conduits would be affected by the work.
In Clinton, we have completed three projects. Project Junebug Phase I converted a 100,000 SF existing warehouse into a new adhesives manufacturing plant, with the CT1 project providing a renovation and expansion for a new manufacturing process within the same facility. The BFF Facilities project is a 30,000 SF new industrial processing and manufacturing plant. This work totals over $47.5 million.
Knoxville, Iowa Expansion In Iowa, we recently performed a 35,800 SF manufacturing plant expansion and renovation. This project assisted 3M in incorporating a new manufacturing line in their tape and film facility. The project incorporates heavy industrial construction techniques, including deep foundation caissons, hardened concrete floors, structural steel framing and pre-insulated wall panels.
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JE Dunn expanded the production line inside this active 3M plant. The 29,000 SF build-out includes a steel mezzanine, helical piles, CMU block walls, process piping, and a rooftop air handler unit.
To house a new line of production equipment on the 1st floor of the plant, JE Dunn removed a large section of the existing floor slab and installed 66 helical piles in place to increase the slab capacity. JE Dunn then poured back the slab over the piles. To house a second additional production line, JE Dunn built a steel mezzanine above the new reinforced slab to support production equipment, process piping, and a mechanical room to service the area. JE Dunn worked closely with 3M’s equipment installers to deliver, set, and install the multi-million-dollar line of production equipment. JE Dunn achieved the completion date six weeks ahead of the original schedule, allowing 3M to place equipment.
Georgia-Pacific New Dixie Pressware Manufacturing Plant Confidential Location
Project Facts Size: 950,000 SF Cost: $300 M Architect: Randall-Paulson Owner: Georgia-Pacific
JE Dunn is leading a design-build team that will design, engineer and construct a new, 950,000 SF greenfield plant for Georgia-Pacific. The new facility will increase production capacity for Dixie plates, meeting increased consumer demand. This is a prototype facility for Georgia-Pacific and the front-end planning process on this project will be key to defining scope for future new facilities. The new facility will include manufacturing, warehousing and rail dock areas, as well as maintenance shops for equipment. A separate, but connected, office area is also included. As a greenfield project, the team will also design and engineer a wastewater pre-treatment system, IT infrastructure, and electrical infrastructure. JE Dunn is leading purchasing of all infrastructure equipment and a major portion of the process equipment. Our team will own commissioning of all equipment purchased as the design-builder. JE Dunn will also lead installation of manufacturing equipment in one of two manufacturing areas in the new plant. Major process systems include compressed air with dryers, 480-volt electrical gear, potable water, glue storage, coating, natural gas distribution, HVAC, chillers, fire protection, automation, in-floor conveying, trim separation, chemical dosing, warehouse ventilation and wastewater.
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Confidential Client Solid-State Battery Manufacturing and Testing Facility Confidential Location Project Facts Size: 75,022 SF Cost: $15 M Architect: Flad Architects Owner: Confidential
This project is a fast-track, 75,022 SF build-out of an existing warehouse space to house development, manufacturing and testing space for a solidstate battery manufacturer. To meet the client’s aggressive schedule goals, the project is being delivered via a design-assist model. The facility is already operational in a temporary fashion and JE Dunn has coordinated with the client to ensure their ongoing administrative and machining activities are not disrupted. The project consists of three main areas: POWDER MANUFACTURING: This process line will manufacture electrolyte media. Due to the highly hazardous materials handled in this area, all material handling will be completed in closed handling process conditions. QC AND R&D LAB AREAS: These laboratories will test raw materials and finished products from the powder manufacturing process. R&D laboratories will allow for small scale battery cell development support and testing. CELL TESTING: Thermally controlled load cycle testing will occur in this area, including space for accelerated environment chambers.
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Kemin Industries Protein Ingredients Manufacturing Plant Verona, Missouri
Project Facts Size: 50,000 SF Cost: $40 M Architect: Barry Wehmiller Design Group Owner: Kemin Industries
This new 50,000 SF facility will manufacture Kemin’s Proteus portfolio of moisture-retaining protein ingredients. These products enhance meat and poultry. JE Dunn is working closely with Kemin and the design team to ensure this facility meets USDA standards for food grade protein ingredient processing. The facility will receive raw feedstock in frozen and fresh forms, process the product into liquid and utilize a spray drying system to convert the product into a finished protein powder. There will be several process areas within the facility, and in important separation between raw versus cooked. Areas include grinding, liquid process, drying and packaging. The ability for future expansion is being incorporated into the design and construction of this facility. JE Dunn is responsible for the installation of all process equipment lines, mechanical, electrical, piping and utility systems associated with the process equipment. Our team is working closely with Kemin to procure process equipment as well as process controls and automation.
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Garmin Manufacturing and Distribution Projects Olathe, Kansas JE Dunn has constructed more than 25 projects for Garmin International over the years. Garmin is a leader in the technology industry and continues to create a need to expand their manufacturing facility at its headquarters in Olathe, Kansas. MANUFACTURING ADDITION AND REMODEL: This project involved a remodel and addition to the manufacturing facility located on the Garmin corporate campus. The largest portion included a 113,692 SF, three-story addition. Constructed with a concrete structure and precast skin, this building features an expanded facility. The basement area is fully functional and consists of two areas. During construction, temporary laboratories were installed because of their critical nature and had to remain operational throughout construction. Specialty electrical and HVAC systems were installed throughout this area. In addition, an anti-static epoxy flooring system was installed. The floor was prepared and properly grounded and acts like a capacitor, which absorbs the static in the are to keep it from the electronic parts that are being tested. WAREHOUSE EXPANSION: This expansion created an additional 230,368 SF of much needed space for storage and distribution. The building is two floors: 187,146 SF on the main level, which houses the warehouse portion, and 43,222 SF on the mezzanine level, which serves as office space, meeting rooms, and break rooms. In addition, the main level included 20 loading docks allowing for easy transport of merchandise. Due to projected loads, JE Dunn worked closely with the architect, to develop a design that would accommodate the multi-ton equipment stored on six-level racks that span the entire length of the warehouse. The slab on grade was specified to be Fmin 60. Due to the type of forklifts used and height of racks in the warehouse, the slab on grade had to be nearly perfect so as not to throw forklifts out of balance when carrying loads. JE Dunn completed thirteen in place mock-ups in the dock area of the warehouse to minimize issues during installation.
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Kansas Dairy Ingredients Processing Plant Hugoton, Kansas Project Facts Size: 25,300 SF Cost: $14.5 M Architect: EA Bonelli+Associates Owner: Kansas Dairy Ingredients Completion: June 2014
The Kansas Dairy Ingredients Phase I project consists of a 15,300 SF preengineered metal building which includes insulated metal wall panels with plasitizol for easy wash down in the process areas. The plant includes a Raw Milk Clean in Place area, a process room with 2 Ultra Filtration machines, and a 7,000 SF masonry tank vestibule that houses five – 60,0000 gallon silos, two – 20,000 gallon silos and a 10,000 gallon silo. The plant is currently producing 1 million pounds of fractionated dairy ingredients and as production grows it will produce 2.5 million pounds. Phase II is an expansion that includes a 10,000 SF pre-engineered metal building that will include additional receiving areas, lactose haul out area and four, additional 60,000 gallon finished product silos.
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Confidential Semiconductor Manufacturing Client Phased Expansion and Renovation Fort Collins, Colorado Project Facts Size: Various Cost: $215.3 M Architect: Mazzetti+GBA Owner: Confidential Completion: November 2014
JE Dunn provided phased construction services to expand a confidential client’s advanced manufacturing production capacity. BUILDING 2 NORTHEAST EXPANSION (B2NE): Building 2 Northeast Expansion (B2NE) included the fasttrack conversion of office space to clean room wafer manufacturing with 4,700 SF of ISO Class 6 clean room space, supported by 3,225 SF of chase space, designed to meet ISO Class 7 standards. BUILDING 4 WEST ANNEX EXPANSION (B4W4): This is a 193,372 SF core and shell addition to an existing building. The core and shell was built out with 43,000 SF of clean room fabrication space. The building is designed to accommodate a build out of ISO-Class 6 in an open “ballroom” configuration and as an H-5 occupancy, with H-2 and F-1 accessory uses. B4WA CENTRAL UTILITY BUILDING): This building houses the chiller room, electrical room with mechanical mezzanine above, and UPW room.
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GAS BAY PORTION OF B4WA: A single story area, H-2 occupancy, on the south side of the building, which houses a generator room, gas bay room and receiving area for the loading dock. FAB LEVEL: This consists of 35,000 SF of clean room, located in the northeast corner. The clean room area is designed on a cheese slab and a 24” raised access floor. FAN ATTIC: Comprised of steel structure and catwalk providing free access to all mechanical equipment installed to support the interior clean room construction. BUILDING 3: This building is a 141,644 SF warehouse, testing and office facility. It also houses office space to accommodate 200+ employees. The facility includes 20,000 SF of ISO-6/ISO-7 clean room space.
Confidential Hyperscale Data Center Client Confidential Locations JE Dunn is the contractor of choice for a national data center program. This confidential client selected our team in 2013 as a partner and we have continuously be building for them ever since. In total, we have built out $2.2 billion worth of data center projects for this client. Due to the confidentiality of this client we are only able to release limited information regarding this program. SITE ONE - Ground-up, 40MW enterprise data center. The facility includes build-out of over 300,000 SF of mechanical, electrical and administrative staff support. SITE TWO, BUILDING ONE - Ground-up, 90MW enterprise data center with medium voltage electrical distribution. The facility includes 95KSF data hall build-out of over 630,000 SF of mechanical, electrical, administrative staff support, SITE TWO, BUILDING TWO - 200,000 SF expansion with 30MW medium voltage electrical distribution, central plant and a 70 KSF data hall build out with a planned 30MW voltage electrical distribution, central plant and 70 KSF data hall build-out. SITE THREE - Two (2) 39 MW enterprise data centers (Building 1, 273,000 SF - Building 2 - 283,000 SF) The facilities cover over 275,000 SF of electrical, mechanical, data hall and administrative offices. SITE FOUR - 60MW enterprise data center. The building footprint is 216,000 SF. JE Dunn self-performed 100,000 SF of the internal racking structure. SITE FIVE, BUILDING ONE - 60MW enterprise data center that covers 285,000 SF of electrical, mechanical, data hall and administrative offices. JE Dunn is self-performing 100,000 SF of the internal racking structure as well as concrete, carpentry and masonry. This build is on a 275 acre campus that is planned for six consecutive data center builds. SITE FIVE, BUILDING TWO - Ground-up 80MW enterprise data center with 290,000 SF of electrical, mechanical, data hall and administrative offices. JE Dunn is self-performing 245,000 SF of the internal racking structure as well as concrete and carpentry.
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Quality Technology Services Metro Data Center Atlanta, Georgia The Quality Technology Services Metro Data Center is a 990,000 SF facility. The facility provides mission critical electrical, mechanical, and high capacity network systems. The building yields approximately 547,000 SF of data center space. The expansive facility is supported by 80 megawatts of N+1 power capacity (3X40 MW Transformers) via an on-site Georgia Power substation and has 19 two-megawatt diesel generators with static UPS systems to provide over 20MW’s of usable backup power. We installed 125,000 SF of 48” tall raised access flooring that will be ultimately built out to 200W/SF. We installed all necessary MEP infrastructure so that addition of future equipment on the raised floor will have no impact to the data center reliability. We have been continuously building on the QTS Metro site since 2010 and have completed the following projects to the right.
PROJECT NAME QTS 1E Buildout QTS 1E2 Hogan - H3 UPS Room QTS Aereo Cell Tower Buildout QTS Metro Data Center Project Hyrda QTS Metro 1W QTS Metro 2W Build Out QTS Metro 2W2 Critical Power Room Buildout QTS Metro 4W Refresh QTS Metro Chiller Plant Expansion Chillers 7 and 8 QTS Metro Data Center South Entry QTS Metro North Chiller Plant Expansion QTS Metro South Mezzanine Offices Tenant Finish QTS Metro Global Office Build Out QTS BMS System Overhaul
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JE Dunn was recently named a repeat winner of the U.S. Best Managed Companies award. Honorees were measured on metrics such as strategy, execution, culture, and financials — with a focus on management teams that excel amid the ongoing uncertainty of recent years.