MARSHALL 9/13/07 4:25 PM Page 166
MARSHALL ERDMAN AND ASSOCIATES
layperson to see the design more clearly.
BIM has the capability to add 4-D and 5-
D with estimating and scheduling at the
same time.
CT: How long has the company been
using BIM?
JH: We started researching BIM about
two-and-a-half years ago, and now we
have one major pilot project underway.
We’re also looking to start our second
one, and hopefully in two years we’ll
have all our projects in BIM.
Owners will be the big winners due to
the realistic schedules, budget manage-
ment, faster decisions and more accurate
designs.
CT: How would you describe your rela-
tionships with subcontractors in the
areas where you perform?
JH: Subcontracting manpower in the
industry is shrinking every day. We try
to find ways to attract subcontractors,
through project collaboration, communi-
cations, creating a safe environment, pay-
ing timely, removing constraints and re-
cognition. We need to attract quality sub-
contractors; they can make or break a pro-
ject. By proactively managing the process,
166 ■ CONSTRUCTION TODAY ■ OCTOBER 2007
engaging our subcontractors and treating
people fair, we typically see positive
results and outcomes for all.
Steve Bunge: The biggest thing is to de-
velop relationships with subs so next time
we are in an area, the subcontractors want
to come knocking at your door to work.
We try to work with local subcontractors
in the area, our preferred method, but
sometimes that’s not feasible due to work
loads and healthcare experience.
We actively engage subcontractors
from day one and work to get them inte-
grated into our systems. Sometimes it
takes a lot of selling or marketing to con-
vince folks of our approach. We like to
have appreciation lunches with subcon-
tractors at certain milestones of the proj-
ect. We tend to time the lunches so we
can obtain a high participation of the folks
working on the job. At some lunches, the
subcontractors pitch in and supply some
of the food.
CT: Describe a current company project.
SB: We started a Marshfield Clinic proj-
ect in Rice Lake in August 2006 and it
will be completed in March 2008. We
have been a design/builder for owner
Marshfield Clinic since 1976 and have
approximately $90 million in current
projects. This one will cost $32 million
and will be a 145,000-square-foot, three-
story medical office building connected
to a surgery center.
CT: What have been some challenges?
SB: At the start, we ran into an unexpect-
ed site issue that delayed a portion of the
project. We had to get the (Department
of Natural Resources) and the U.S. Army
Corps of Engineers involved. It was a six-
week delay in one area of the building.
We had to keep the areas protected
until proper permits were secured in
order to proceed. The area of concern
was about 100 feet in diameter.
CT: What has Marshall Erdman learned
from this project?
JH: We made a conscious effort to
review and obtain approval from
Marshfield Clinic prior to making per-
sonnel assignments. We had previously
been assigning whoever was available
and were criticized for not using
Marshfield Clinic-experienced personnel.
We would repeat the same procedure on
our next project. ■