Prefabricating Plano

Sarah Cannon Cancer Hospital at Medical City Plano P LANO, TX

Table of Contents 01 Delivering Results Through Collaboration

02 A Different Approach

03 Community Impact

04 Increasing Efficiency & Speed to Market

1

Delivering Results Through Collaboration

Compact timelines, a stressed labor market, and quality control all led to the need for more efficiency and predictability throughout the construction process of this Medical City Plano project. As teams increasingly depend on and look for more ways to prefabricate, the process itself is constantly evolving and requires more collaboration than ever before among all team members.

Adopting a phased, collaborative approach for the Sarah Cannon Cancer Hospital at Medical City Plano was a game-changer in terms of the processes and results. In response to a challenge from the owner, the multi-disciplinary project team (owner, designer, contractor and trade partners) measured efforts to simultaneously reduce on-site labor, project duration and cost while maximizing opportunities for prefabrication. The team’s efforts dramatically impacted project outcomes and are influencing best practices for future projects.

The owner gave the project team the lofty goal of 60% prefabrication.

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2

A Different Approach

Although early, comprehensive BIM coordination and prefabrication are becoming more common, the Medical City Plano team had particularly lofty goals—find as many opportunities for offsite prefabrication for key trades, while also reducing the schedule and budget. This required a total team effort, simultaneously bringing the design team, general contractor, and key trade partners on board to execute a phased approach to modeling and prefabrication.

“By collaborating with all parties at the earliest possible phase, the trades saw the benefit of the model and how it could help plan and problem-solve earlier,” said JE Dunn Lean Program Director, Bill Fusco. “And everyone jumped in full throttle to bring the plan to life.”

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EXECUTING THE PLAN From day one we worked with an “optimize for prefabrication” mindset, brainstorming as a team to identify and create efficiencies using Virtual Design and Construction (VDC). We designated individual, cross-functional cluster groups for key components, such as MEP racks and exterior skin, and quickly determined who was doing what to improve planning and coordination efficiency. This resulted in 3D models of all prefabricated components, allowing us to take conceptual ideas and put them into files alongside the design team to leverage each partner’s expertise and increase collaboration.

One of the most critical components to the success of the project was modeling and coordinating the multi-trade corridor and patient room MEP racks. The project required racks for three floors in the new patient tower and two of the floors had the exact same specifications. To save time in the schedule, we coordinated those levels simultaneously.

“Coordinating the corridor and patient room racks ahead of the rest of the building meant we could start prefabrication much earlier,” said JE Dunn Vice President, Russell Templin.

“The conceptual models became more detailed as we moved through the timeline, and that progression allowed us to problem-solve sooner with full transparency between all parties, including the owner.”

Another significant outcome of the “optimize for prefabrication” mindset was the prefabricated exterior panels, complete with glass and fully water-tested prior to installation. Not only did this provide another opportunity for quality control, it also allowed the team to dryin the building in 8 weeks, compared to six months with a traditional schedule. “By providing a dry environment so quickly, we gained even more efficiencies because then we were able to install other components much earlier than typical too,” said Fusco.

RESULTS Thanks to a commitment to early collaboration from all stakeholders, there were only four RFIs during 3-D coordination—validation that early design involvement is a key component to becoming more efficient. “We were able to build the building and resolve any problems in the model instead of during construction at the jobsite,” said Templin. “These efforts allowed us to relocate over 94,000 trade partner hours offsite for pre-manufactured components, ultimately reducing our schedule by 6.7 percent and budget by 8.9 percent compared to traditional methods.”

By The Numbers

94k

6.7%

8.9%

Hours of offsite prefabrication

Savings on overall project schedule

Savings on overall project costs

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3

Community Impact

This 138,000 SF, 4-story project allows Collin County’s largest hospital to expand its capacity and ability to serve the community.

The Sarah Cannon Cancer Hospital at Medical City Plano is part of Medical City Healthcare’s network of hospitals that offer advanced cancer treatment options across North Texas. Patients have access to leading-edge therapies, advanced technology, research, and support across the system. This is also the first North Texas hospital to offer a new system for robot-assisted bronchoscopy, which allows physicians to diagnose and treat hard-to-reach, small peripheral lung tumors with greater precision.

This project is truly a first of its kind, in large part due to the owner’s level of engagement throughout the extent to which prefabrication was leveraged.

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Schedule savings from the team’s aggressive prefabrication efforts allowed the hospital to have patient beds ready in record time, all while maintaining quality. Furthermore, by relocating over 94,000 hours of jobsite labor hours offsite for prefabrication, the team significantly decreased disruption to ongoing hospital operations and parking for staff, patients and visitors. The team’s willingness to explore opportunities for optimizing prefabrication and increasing innovation also resulted in valuable data, best practice recommendations and lessons learned that all partners are using to deliver similar outcomes and innovations on other projects in the community.

Designed to achieve LEED Silver certification, this building’s impact on the environment and its occupants are greatly reduced.

From locally sourced products to state-of-the-art mechanical systems, this project was designed and planned around minimizing its carbon footprint. In addition to efficient building systems and practices, advanced air filtration and low VOC materials improve the interior environment for patients and staff.

CLIENT TESTIMONY “The Plano JE Dunn team just gets it! We consistently have to force our contractors and trades to work more collaboratively to see value out of early design involvement, which was not the case with this team. The culture started at the top with JE Dunn Vice President, Russell Templin, and was evident all the way down to the PE, Alex Townsend. This is the first time I have been confident our contractor and the early release trades were in sync and pushing the envelope at every stage throughout design and construction.”

Jenna Taylor Director, Construction HCA Capital Deployment Construction and Equipment

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4

Increasing Efficiency & Speed to Market

Utilizing prefabrication, VDC, and the Last Planner System (LPS), the team was able to overcome numerous design and construction issues while still finding enough opportunities to reduce overall project duration by 6.7 percent and overall cost reduction by 8.9 percent. Furthermore, the project’s Percent Planned Complete (PPC) averaged 80 percent. By managing the VDC model from day one, the model was fully coordinated during pier drilling – we had the model waiting on a building, not a building waiting on a model.

Teamwork was the most critical component of this project’s success and dramatically impacted the team’s ability to innovate and deliver on the project’s ambitious schedule and prefabrication objectives. From day one, we set the standard that nothing was off limits creatively. All team members – owner, design, construction management and key trade partners – were simultaneously involved at the beginning of the project. This allowed the multi-disciplinary group of project leaders to build relationships with each other early during design and preconstruction and to work collaboratively to develop the plans, budget and schedule. The high levels of collaboration and trust easily transferred from the design and preconstruction phases to construction and were constant throughout the entire project. Teamwork eliminated typical conflicts that often arise on projects and led to quick resolution when issues did arise.

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Prefabrication = Success

53%

of jobsite labor relocated off-site for trades eligible for prefabrication; improved safety, schedule, quality and minimized site disruption

Installed prefabricated underground electrical utility racks in six days compared to six weeks using traditional methods

6

days

Prefabricated exterior skin panels, with windows installed and water-tested, allowed 140,000 SF of skin installed in 8 weeks, instead of 6 months

1/3 of time

8

Installed 12 prefabricated bathroom units with finished interiors in only eight hours

hours

Installed HVAC, plumbing, fire protection, cabling and drywall in prefabricated overhead ceiling racks

Prefabricating electrical rooms and setting in place prior to walls, with panels set in a few hours, allowed immediate wiring to branch circuits

6.7%

Utilizing prefabrication, VDC, and the Last Planner System, we were able to overcome numerous design and construction issues while reducing overall project duration by 6.7% and overall cost by 8.9%

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