Inova Fairfax Hospital: South Patient Tower

Inova Fairfax Hospital
South Patient Tower

Falls Church, VA
Penn State Senior Capstone Project Jianhong Qiu| Construction Management Advisor: James Faust
I. II.
PROJECT OVERVIEW ANALYSIS #1: IMPLEMENTATION OF BIM
Inova Fairfax Hospital

South Patient Tower
Falls Church, VA
I.
II. III. IV. V. III.
PROBLEM IDENTIFICATION
BIM SCORECARD BIM ROI INVESTIGATION OF BIM TOOLS CASE STUDY AND FEASIBILITY
ANALYSIS #2: SHORT INTERVAL PRODUCTION SCHEDULES(SIPS) I. II. III. IV. PROBLEM IDENTIFICATION IDENTIFY AREA FOR SIPS SMART ROOM SCHEDULE ACCELERATION
BREADTH TOPICS DYNAMIC GLASS/ELETRICAL BREADTH MECHANICAL BREADTH
IV.
ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY I. II. III. IV. PROBLEM IDENTIFICATION NZE BUILDING CERTIFICATION TOP STRATEGIES FOR ENERGY EFFICIENT HOSPITAL ELECTRICALBREADTH DYNAMIC GLASS
V.
ANALYSIS #4: INTEGRATED PROJECT DELIVERY (IPD)
I.
II. III. VI. VII.
STUDY ON IPD GUIDE MULTI PRIME CONTRACTS
SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS
Penn State Senior Capstone Project Jianhong Qiu| Construction Management Advisor: James Faust
I. II.
PROJECT OVERVIEW ANALYSIS #1: IMPLEMENTATION OF BIM I. II. III. IV. V. PROBLEM IDENTIFICATION BIM SCORECARD BIM ROI INVESTIGATION OF BIM TOOLS CASE STUDY AND FEASIBILITY
PROJECT OVERVIEW
LOCATION: 3300 GALLOWS ROAD, FALLS CHURCH, VA FUNCTION: HEALTHCARE 174 PRIVATE ROOMS INTENSIVE CARE UNITS SIZE: 236,000 SQ. FT. 147.55 FT COST: 76MILLION $ DATE OF CONSTRUCTION : JULY 2010-AUGUST 2012 EDLIVERY METHOD: DESIGN-BID-BUILD
ORINIGAL SITE
III.
ANALYSIS #2: SHORT INTERVAL PRODUCTION SCHEDULES(SIPS) I. II. III. PROBLEM IDENTIFICATION IDENTIFY AREA FOR SIPS SMART ROOM
IV.
IV.
SCHEDULE ACCELERATION
ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY I. II. III. PROBLEM IDENTIFICATION NZE BUILDING CERTIFICATION TOP STRATEGIES FOR ENERGY EFFICIENT HOSPITAL
IV.
V.
ELECTRICALBREADTH DYNAMIC GLASS
ANALYSIS #4: INTEGRATED PROJECT DELIVERY (IPD) I. II. III. PROBLEM IDENTIFICATION STUDY ON IPD GUIDE MULTI PRIME CONTRACTS
VI. VII.
I. II.
PROJECT OVERVIEW
PROJECT PARTICIPANTS
OWNER: GERNAL
III.
INOVA HEALTHCARE SYSTEM

CONTRACTOR: TURNER CONSTRUCION COMPANY WILMOT SANZ, INC.
IV.
IV.
ARCHITECT: MEP: CIVIL:
RMF ENGINEERING, INC. DEWBERRY & DAVIS LLC CAGLEY & ASSOCIATES TURLAND SERVICE CORPORATION
IV.
V.
STRUCTURE: ELECTRICAL:
VI. VII.
SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 4
I. II.
PROJECT OVERVIEW
STRCTURE:
CONCRETE STRUCTURE TWO-WAY FLAT SLAB
FAADE:
45,000 SF. ARCHITECTURAL PRECAST (INCLUDING 22,000SF. THIN BRICK-CLAD ) 282 METAL PANELS GLAZED INTO ALUINUM CURTAIN WALL
III.
TYPICAL 24IN. X 24IN. COLUMNS

12FLOORS ABOVE GRADE /1FLOOR BELOW GRADE
SUSTAINABILITY:
LEED SILVER CERTIFICATION
IV.
IV.
MECHANICAL SYSTEM:
5TH FLOOR WITH 4X 5,000 CFM AIR HANDLING UNITS 2 AIR HANDER FOR CAFETERIA AND KITCHEN ON WEST ROOF OF 2ND FLOOR 10,000CFM AND 13,000 CFM 3 HEAT EXCHANGER IN BASEMENT (715 GALLONS/MINS )
GREEN ROOF, RAIN GARDEN
IV.
V.
ELECTRICAL SYSTEM:
TWO 2,000KVA TRASFORMERS
VI. VII.
2,000KW EMERGENCY GENERATOR
I. II.
AYALYSIS #1 IMPLEMENTATION OF BIM Problem Identification:

BIM NOT STRICTLY REQUIRED BY OWNER NOT USED TO FULL TENSION EXISTING BIM USES 3D COORDINATION OF MEP SYSTEM PREFIBRACATE MEP COMPONENTS
PROTENTIAL SOLUTIONS
INVESTIGATION OF BIM TOOLS BIM ROI BIM SCORE CARD
III.
ANALYSIS #2: SHORT INTERVAL PRODUCTION SCHEDULES(SIPS) I. II. III. IV. PROBLEM IDENTIFICATION IDENTIFY AREA FOR SIPS SMART ROOM SCHEDULE ACCELERATION
IV.
ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY

I. II. III. IV. PROBLEM IDENTIFICATION NZE BUILDING CERTIFICATION TOP STRATEGIES FOR ENERGY EFFICIENT HOSPITAL ELECTRICALBREADTH DYNAMIC GLASS
EXPLORE ADDITIONAL BIM USAGE
V.
VI. VII.
I. II.
AYALYSIS #1 IMPLEMENTATION OF BIM BIM RETURN ON INVESTMENT (ROI) ROI= EARNING/COST

REVIT ARCHITECTURE SOFTWARE SURVEY
A B C D E 6000 4200 3 50 25
III.
IV.
IV.
(B-(B/(1+E))) X (12-C) = 1st Year ROI A+ ( B x C x D)

A: Cost of hardware and software($) B: Monthly labor cost($) C: Training time (Months) D: Productivity lost during training(%) E: Productivity gain after training(%)
IV.
V.
(4200-(4200/(1+25%))) X (12-3) = 61.46% 6000+ ( 4200 x 3 x 50%)

SCHEDULE COMPRESSION BY 10%
7
VI. VII.
I. II.
AYALYSIS #1 IMPLEMENTATION OF BIM

BIM SCORECARD-DETERMINE HOW MANY BIM CAPABILITIES ARE USED IN OPERATION 7 CATEGORIES:
1.PORTFOLIO 2.COST 3.COST
III.
AND PROJECT MANAGEMENT
IV.
IV.
PLANNING
CONTROL
PLANNING CONTROL
4.SCHEDULE
5.PRODUCTION 6.DESIGN
IV.
V.
COORDINATION
7.DESIGN
TEAM ENGAGEMENT
VI. VII.
I. II.

BIM SCORECARD
1.PORTFOLIO 2.COST 3.COST
REVIEW AREAS FOR IMPROVEMENT OPPORTUNITIES

COST PLANNING SCHEDULE PLANNING DESIGN TEAM ENGAGEMENT
AND PROJECT MANAGEMENT
III.
PLANNING CONTROL PLANNING CONTROL
IV.
IV.
4.SCHEDULE
5.PRODUCTION 6.DESIGN 7.DESIGN
COORDINATION
TEAM ENGAGEMENT
IV.
V.
VI. VII.
I. II.

INVESTIGATION OF BIM TOOLS
VICO 5D MODEL SOFTWARE:
2D 3D 4D 5D
HOW DATA FLOW WORK
III.
DRAWING CONSTRUCTABILITY AND COORDINATION SCHEDULING AND PRODUCTION CONTROL ESTIMATION AND COST PLANNING
IV.
IV.
IV.
V.
VI. VII.
I. II.

FURTHER BENEFITS CASE STUDY
MIDDLE 555,000
INOVA FAIRFAX 2015 CAMPUS IMPROVEMENT PLAN
III.
EXPENSION OF 600,000SF. WOMEN HOSPITAL

TENNESSEE MEDICAL CENTER SF. BUDGET SAVING
IV.
IV.
$3MILLIONS ADDITIONAL
$1MILLION SAVING DUE TO BIM ENABLED PREFABRICATION

COMPLETED
IV.
V.
TWO MONTHS AHEAD OF SCHEDULE
VI. VII.
I. II.
ANALYSIS #2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS)


III.
SIMILAR AND REPETITIVE FLOOR PLANS PATIENT ROOMS ALONG WITH WORKING SESSION IDENTIFY ROOM NUMBERS AND DIMENSIONS
FLOOR PLAN
IV.
IV.
IV.
V.
POTENTIAL SOLUTION

IDENTIFY AREAS FOR NEW SIPS SCHEDULE

PREDESIGNED SMART ROOM CREATE NEW SCHEDULE
12
VI. VII.
ANALYSIS#2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS) ORIGINAL CONSTRUCION FLOW
13
I. II.
ANALYSIS#2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS)

IDENTIFY AREA FOR SIPS:
RED
III.
AREA FROM EAST TO SOUTH
IV.
IV.
FLOW:
3,4,6,7,8
FLOOR MEDICAL/SURGERY ROOM

ICU BEDS
9-11FLOOR
IV.
V.
VI. VII.
I. II.
III.
SCHEDULE ACCERLATOIN-SMART ROOM

PREDESIGNED MEDICAL CARE/SURGERY ROOM BY HILL-ROM FINALIZEINTERIOR ROOM LAYOUT 2D, 3D REDERINGS FOR CLIENTS
IV.
IV.
IV.
V.
VI. VII.
I. II.
III.
SUPERSTRUCTURE ABOVE CEILING MEP FAADE INTERIOR SAVING ONE MONTH AUGUST2011-JULY2011
IV.
IV.
IV.
V.
VI. VII.
I. II.
Analysis #3 NET ZERO ENERGY BUILDING SUSTAINABILITY

OPERATE 24/7 HIGH COOLING,ELECTRICITY HOT WATER DEMANDS EMERGENCY BACKUP, OPERATIONAL DURING NATURAL AND OTHER DISASTER TIGHT CONTROL OF TEMPERATURE, HUMIDITY, VENTILATION. VARY AMONG DIFFERENT SPACE TYPES SPT GOAL: ENERGY REDUCTION 24.5 % BASED ON DATABASE OF SIMILAR BUILDINGS
III.
IV.
IV.
IV.
V.
DAY-TO-DAY OPERATION EQUIPMENT INTENSIVE, NO EFFICIENCY

RATING SYSTEMS FOR MEDICAL EQUIPMENTS
VI. VII.
I. II.

NET ZERO ENERGY BUILDING CERTIFICATION REQUIREMENT:
CONSTRUCTION AND RENEWABLE ENERGY SYSTEM CURB THE PROJECTS CONTRIBUTION TO THE EFFECTS OF SPRAWLED DEVELOPMENT THE BUILDING OPERATES AT NET ZERO ENERGY
III.
NATIONAL RENEWABLE ENERGY LABORATORY(NREL)

DEFINITION SUGGESTED BELOW TO DEFINE NET ZERO ENERGY: NET ZERO SITE ENERGY
IV.
IV.
NOT PRECLUDE ANOTHER BUILDING

ATTRACTIVE AND INSPIRING
NET ZERO SOURCE ENERGY

NET ZERO ENERGY COSTS NET ZERO ENERGY EMISSIONS
IV.
V.
VI. VII.
I. II.
III.
TOP STRATEGIES FOR ENERGY EFFICIENT HOSPITAL CHILLED BEAM PASSIVE/ACTIVE/MULTI-SERVICE COMBINED HEAT AND POWER(CHP) SOLAR ELECTRIC
IV.
IV.
UTILITY BILL: PRODUCED VS. USED ADD UP MONTYLY READINGS OF ONE YEAR EXTRA ENERGY: SELL BACK TO UTILITY COMPANIES FIXED PRICE
IV.
V.
ROOF/GROUND/MOUNTED FACING SOUTH

NO SHADE 9:00AM-3:00OM DECEMBER 2-4% NET COST
19
VI. VII.
PRESENTATION OUTLINE: I. PROJECT OVERVIEW II. I. ANALYSIS IMPLEMENTATION OF BIM PROJECT#1: OVERVIEW I. PROBLEM IDENTIFICATION ANALYSIS #1: IMPLEMENTATION OF BIM II. I. III. II. IV. III. V. IV. III. BIM SCORECARD ENERGY REDUCTION STUDIES BIM ROI LAYOUT AND DESIGN SYSTEM INVESTIGATION OF BIM TOOLS STRUCTURAL IMPACT CASE STUDY AND FEASIBILITY ENERGY IMPACT
II.
Analysis #3 NET ZERO ENERGY BUILDING SUSTAINABILITY BREADTH TOPIC: DYNAMIC GLASS
THE FAADE DESIGN TOOL 4A MIXED HUMID CLIMATE
DESIGN PARAMETERS:
WINDOW AREA/DAYLIGHTS CONTROLS /

SHADING/GLASS&FRAME TYPE
III.
ANALYSIS #2: SHORT INTERVAL PRODUCTION SCHEDULES(SIPS) V. FINANCIAL FEASIBILITY I. PROBLEM IDENTIFICATION II. IDENTIFY AREA FOR SIPS I. CASE STUDIES III. SMART ROOM II. INITIAL PREFABRICATION PLANNING IV. SCHEDULE ACCELERATION III. SCHEDULE AND COST REDUCTION ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY IV. SCHEDULE COMPRESSION I. PROBLEM IDENTIFICATION V. MODULAR DESIGN II. NZE BUILDING CERTIFICATION III. TOP STRATEGIES FOR ENERGY EFFICIENT HOSPITAL I. BIM EXECUTION GUIDE IV. ELECTRICALBREADTH DYNAMIC GLASS II. CASE STUDIES ANALYSIS #4: INTEGRATED PROJECT DELIVERY (IPD) III. OPTIMAL DETERMINED USES I. PROBLEM IDENTIFICATION IV. VIRTUAL MOCK-UPS II. STUDY ON IPD GUIDE
ANALYSIS #2: SHORT INTERVAL PRODUCTION SCHEDULES(SIPS)
IV.
IV.
ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY
V.
V. VI. VI.
VII. VII.
ANALYSIS #4: INTEGRATED PROJECT DELIVERY (IPD) III. MULTI PRIME CONTRACTS SUMMARY AND CONCLUSION SUMMARY AND CONCLUSION
ACKNOWLEDGEMENTS ACKNOWLEDGEMENTS 20
I. II.
BREADTH TOPIC: DYNAMIC GLASS
III.
IV.
IV.
SOUTH FACADE
IV.
V.
VI. VII.
EAST FACADE
WEST FACADE
21
I. II.
III.

DYNAMIC GLASS REDUCE VISUAL GLARE REDUCING COOLING HEATING USAGE BY 20% REDUCING PEAK LOAD BY 30% COST:20$ / SF.
IV.
IV.
IV.
V.
VI. VII.
I. II.
III.
TOTAL ENERGY SAVING= 31,789,200kBTU x 25%= 7,947,300kBTU TOTAL COST SAVINGS=7.9473 x 1000 x 35.16= $ 279,427 SOLADIGM INC. $20 /SF TOTAL COST= $20/ ft2 x 22450 ft2 = $449,000
IV.
IV.
IV.
V.
VI. VII.
I. II.
ANALYSIS #4 INTEGRATED PROJECT DELIVERY (IPD) PROBLEM IDENTIFICATION

COMPLEXITY OF MEP SYSTEM:
MORE THAN ONE YEAR BIM COORDINATION NO EARLIER CONTRIBUTION TO DESIGN PHASE AND COORDINATION PROCESS EAST ELEVATION EXTERIOR WALL:
III.
LIGHT GAGE METAL FRAIMING

REDESIGN TO COORDINATE BETTER WITH WOMENS HOSPITAL
IV.
IV.
REVISED ENGINEERING DRAWINGS

PREPARED BY FRAMING SUBCONTRACTOR.
IV.
V.
VI. VII.
I. II.
ANALYSIS #4 INTEGRATED PROJECT DELIVERY (IPD) PROBLEM IDENTIFICATION

SOUTH ELEVATION :
1ST AND 2ND FLOOR CURVED WALL CURVES NOT MATCH ARCHITECTURE AND ENGINEERING DRAWING MISTAKES SCHEDULE DELAYED
III.
IV.
IV.
IV.
V.
VI. VII.
I. II.
Team
ANALYSIS #4 INTEGRATED PROJECT DELIVERY (IPD)

STUDY ON INTEGRATED PROJECT DELIVERY A Guide(AIA)
Items Traditional Project Delivery Fragmented, minimumnecessary basis, strongly hierarchical Integrated Project Delivery Mutual Respect and Trust
ABILITY TO CHANGE DECREASE COST OF CHANGES INCREASE IPD PUT MORE EFFORT IN PREDESIGN/SCHEMATIC DESIGN PHASE
III.
IV.
IV.
Compensation/re ward
Individually pursued
Mutual Benefit and Reward
Risk
Individually managed, possible
Collaborative Innovation
transferred to the greatest extent and Decision
IV.
V.

Process
linear, segregated,information hoarded.
Early Involvement of Key Participants, goal Definition, Intensified Planning
VI. VII.

Communication Paper based,2 dimensional Digital based, BIM, Open Communication
26
I. II.
ANALYSIS #4 INTEGRATED PROJECT DELIVERY (IPD) RISKS:

TRYING
III.
MOST IDEAL WAY TO ACHIEVE IPD

COMBINE ALL NEW TECHNOLOGIES BIM LEAN SUSTAINABILITY
SOMETHING NEW AND UNTESTED WITHOUT A GMP
IV.
IV.
BUILDING OWNER
TAKING RISKS BACK

TO MEASURE THE BENEFIT
DIFFICULT
IV.
V.
VI. VII.
I. II.
ANALYSIS #4 INTEGRATED PROJECT DELIVERY (IPD) MULTI PRIME CONTRACTS
DIVISION OF CAPITAL ASSET MANAGEMENT OF COMMONWEALTH OF MASSACHUSETTS FREQUENT MEETINGS SHARING SENSITIVE, PROPRIETARY OR CONFIDENTIAL
III.
INFORMATION
SELECT AND BUILD STRONG IPD PROJECT TEAMS MASTER KEY COMPONENTS OF CONTRACTS AND RISK
IV.
IV.
MANAGEMENT
UNDERSTAND ECONOMIC AND MARKET FACTORS THAT ARE DRIVING IPD ADOPTION
IV.
V.
VI. VII.
I. II.
SUMMARY AND CONCLUSION
III.
ANALYSIS#1INCREASE IMPLEMENTATION OF BIM

SCHEDULE/COST PLANNING ANALYSIS#2 SIPS ACCELERATE SCHEDULE PREDESIGNED SMART ROOM
ANALYSIS#3 NET ZERO ENERGY INCREASE BUILDING ENERGY EFFICIENCY ANALYSIS#4 INTEGREATED PROJECT DELIVERY ELIMINATE BARRIERS INCREASE PRODUCTIVITY
IV.
IV.
IV.
V.
VI. VII.
ACKNOWLEGEMENTS
PENN STATE AE FACULTY ADVISOR: JAMES FAUST CRAIG DUBLER TURNER CONSTRUCTION: TESSA R. TEODORO JOHNNY F. WEAVER DREW KELLEHER VICO SOFTWARE INTEGRATING CONSTRUCTION: HOLLY ALLISON
PACE INDUSTRY MEMBERS

MY FAMILY AND FRIENDS
30

Inova Fairfax Hospital: South Patient Tower

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Inova Fairfax Hospital

South Patient Tower

PROJECT OVERVIEW ANALYSIS #1: IMPLEMENTATION OF BIM

Inova Fairfax Hospital

BREADTH TOPICS DYNAMIC GLASS/ELETRICAL BREADTH MECHANICAL BREADTH

ANALYSIS #4: INTEGRATED PROJECT DELIVERY (IPD)

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS

INOVA HEALTHCARE SYSTEM

ARCHITECT: MEP: CIVIL:

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 4

TYPICAL 24IN. X 24IN. COLUMNS

GREEN ROOF, RAIN GARDEN

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS

2,000KW EMERGENCY GENERATOR

AYALYSIS #1 IMPLEMENTATION OF BIM Problem Identification:

ANALYSIS #3: NET ZERO ENERGY BUILDING SUSTAINABILITY

EXPLORE ADDITIONAL BIM USAGE

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 6

AYALYSIS #1 IMPLEMENTATION OF BIM BIM RETURN ON INVESTMENT (ROI) ROI= EARNING/COST

(B-(B/(1+E))) X (12-C) = 1st Year ROI A+ ( B x C x D)

ELECTRICALBREADTH DYNAMIC GLASS

(4200-(4200/(1+25%))) X (12-3) = 61.46% 6000+ ( 4200 x 3 x 50%)

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS

AYALYSIS #1 IMPLEMENTATION OF BIM

AND PROJECT MANAGEMENT

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 8

AYALYSIS #1 IMPLEMENTATION OF BIM

REVIEW AREAS FOR IMPROVEMENT OPPORTUNITIES

AND PROJECT MANAGEMENT

PLANNING CONTROL PLANNING CONTROL

5.PRODUCTION 6.DESIGN 7.DESIGN

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 9

AYALYSIS #1 IMPLEMENTATION OF BIM

HOW DATA FLOW WORK

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 10

AYALYSIS #1 IMPLEMENTATION OF BIM

INOVA FAIRFAX 2015 CAMPUS IMPROVEMENT PLAN

EXPENSION OF 600,000SF. WOMEN HOSPITAL

$1MILLION SAVING DUE TO BIM ENABLED PREFABRICATION

ELECTRICALBREADTH DYNAMIC GLASS

TWO MONTHS AHEAD OF SCHEDULE

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 11

ANALYSIS #2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS)

ELECTRICALBREADTH DYNAMIC GLASS

IDENTIFY AREAS FOR NEW SIPS SCHEDULE

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS

ANALYSIS#2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS) ORIGINAL CONSTRUCION FLOW

ANALYSIS#2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS)

AREA FROM EAST TO SOUTH

FLOOR MEDICAL/SURGERY ROOM

ELECTRICALBREADTH DYNAMIC GLASS

SUMMARY AND CONCLUSION ACKNOWLEDGEMENTS 14

ANALYSIS #2 SHORT INTERVAL PRODUCTION SCHEDULE(SIPS)

SCHEDULE ACCERLATOIN-SMART ROOM

ELECTRICALBREADTH DYNAMIC GLASS