Session Handout

Dow Corning’s lab maintenance and customer service programs were not satisfactory, so quality management (QM) principles were applied to the problem. This involved an understanding of QM and its application, taking specific actions and evaluating results obtained. Two extensions were made into project implementation and strategic planning, and these may be discussed depending on time availability. QM principles will be defined in the context of FM, and its three “buckets” of performance metrics. Each case study, especially the first two, will lead the audience through an understanding of the problems confronting DC’s labs, actions we took and results obtained. The two extensions of QM into planning and implementation will be at a higher level of discussions, with recommendations for FM’s
to consider.

Aldrich & Associates
Dr. Doug Aldrich, CFM, IFMA Fellow

Session Handout

The healthcare construction market is unique and buffeted by many forces of change. The presentation will outline four potential future scenarios for the healthcare/construction market based on FMI’s research. Each of these scenarios describe opportunities and possible future scenarios for the marketplace, and are meant to spur thought, debate and decision-making from the audience regarding design/construction trends.

FMI Corp
Briston Blair
Mark Bridgers

Session Handout

Dr. Wayne Clough, President of the Georgia Institute of Technology (Georgia Tech) had a vision of providing a bio-technology research park in Atlanta, GA. that would assist entrepreneurial bio-technology company leaders to stay in Georgia versus their moving to other parts of the country for bio-technology research talent and venture capital funds. This vision also would provide the opportunity for Georgia Tech students, graduates and academics to work for these companies. The presentation will review the vision that has become Technology Enterprise Park, an 11 acre tract adjacent to the Georgia Tech campus that would when fully developed, house over 600,000 square feet of wet labs and office space for bio-technology research companies.

Georgia Institute of Technology
Edmond P. Rondeau, AIA, CFM, IFMA Fellow

Session Handout

This session will examine, through case studies of two significant projects, the intersection between using building information modeling (BIM) as a tool and designing in an Integrated Project Delivery (IPD) approach around people, business structures and processes. Presenters will share the diverse real world perspectives of public and private projects. The stories will be told from the constituent perspectives responsible for delivering complex projects (owner, architect, contractor) using different levels of BIM in their pursuit of speed, cost and quality.

Anshen + Allen
Zigmund Rubel, AIA - Principal
Mark Tiscornia, AIA

Session Handout

Clinical laboratory testing emerges from the innovations from the research bench.  As technology has changed and test menu broadened in the last decade, silos between the various lab sections have broken-down, allowing the lab to become more open and flexible. 

According to Kaiser Permanente, the current average age of the Clinical Laboratory Scientists (CLS) is between 40 - 55. This aging workforce will soon embrace retirement in record numbers.”  At the same time, the number of graduates in California. has dropped from 200 to 40 graduates per year.  Thus the selection of equipment and design of the laboratory must use the limited staff as efficiently as possible.  Staff recruitment and retention are important as staff have choices where to work.  This presentation will use the new MuirLab in Concord, California as a case study in how a health system working with a dedicated team of users, designers, and contractors was able to enhance operating efficiency while providing a supportive environment for staff, and a compelling experience for potential customers.

Strategic Facilities Planning: Amy L. Delson, AIA, Principal

MuirLab Clinical Laboratory: Pat Morgan, MA, MT ASCP, CLS, Administrative Director

Hawley, Petersen & Snyder Architects: Gary Crossman, AIA, Architect/Designer

XL Construction: Kevin Ng, Project Manager

Session Handout

Evidence-based design interventions can be financially lucrative long-term, according to lifecycle cost analysis calculations. Nevertheless, despite favorable internal rates of returns, a number of facility owners are finding it difficult to overcome the hurdle of initial capital cost.  This session presents strategies from lean construction theory that minimize the hurdle of first cost by reducing waste and adding value, during the initial stages of project development. Researchers at the Project Production System Laboratory (P2SL) of the University of California, Berkeley, are quantifying financial benefits obtained from lean construction techniques through action research.  This session is designed to provide participants with a basic understanding of ways to meet the challenge of first cost by applying target costing and lean construction methodologies.  Participants should come prepared with an open mind and a willingness to think outside the box during this highly interactive session.

University of California, Berkeley
Zofia Rybkowski, PhD Candidate
Dr. Glenn Ballard,  Research Director, Project Production Systems Laboratory, Adjunct Associate Professor, Department of Civil and Environmental Engineering

Session Handout

Often left with an imperfect building long after the project’s executives, designers and constructors have departed, the FM team must make do with information from the documents delivered. However with BIM and this new integrated project delivery environment, the FM team has the best opportunity to leverage the operations requirements early into the project. This session will outline how the FM can ensure that the building’s lifecycle and operation needs are delineated into the design process, from programming to turnover, so that your team is delivered a building that is sustainable, adaptable and durable. This session will describe the tools available to the FM team to ensure that the design and construction generated virtual project BIM model can be also a useful FM model. The FM team will learn how to integrate their requirements early into the program and then to collaborate with the project team as it goes through the design, construction, licensing and operations phases. The team will also learn how to manage the model after completion as a dynamic virtual building for maintenance and operations.

Cadforce
Cliff Moser, AIA MSQA LEED AP, Director of Operations/HC practice leader

Session Handout

We will look at an emergency department that is “failing” and use operations research tools (queuing theory, simulation) and lean processes (value mapping) to recommend a new design. We will compare that result to the analysis of the traditional healthcare planners’ assessment of the recommended programmatic solution. The ED will be fictitious but all data used will be taken from real ED’s. The goal is to show that operation research methods can optimize patient flow and efficiency and complement traditional programming. Although the ED is the chosen example, this can be employed universally throughout healthcare operations.

Wellspan Health System
David R. Eitel, MD, MBA,  Associate, Department of Quality Management
St. Onge Company
Sean O’Neill,  Vice President

Session Handout

Many lab facilities have transitioned from CV to VAV lab systems to improve their sustainability. However, do these current systems go far enough or can further improvements be made to make the systems more energy efficient and safer? While current design strategies for laboratories often employ VAV lab controls to vary lab room airflows, almost all laboratory exhaust fans are still operated at constant volume flow rates that are often in excess of the lab’s actual air flow exhaust requirements. The higher volume flow rates are used to prevent re-entrainment of potential lab exhaust stream contaminants. For some labs, multiple fans are controlled and staged to save some energy, however this approach is still inefficient due to the high exit velocities and extra air flow required of these fans to prevent reentrainment. The result of this is that for many labs the energy expense of the exhaust fans exceeds any other HVAC expense particularly in labs with VAV controls. This presentation will introduce a new and innovative approach to substantially reduce exhaust fan energy consumption without compromising safety. This approach takes advantage of the fact that the exhaust streams of most labs are quite clean due to the heavy amount of dilution involved and only rarely needs to operate at high exhaust velocities. As such the approach achieves significant energy savings by sensing in the exhaust plenum for contaminants and then varying the exhaust fan exit velocity and flow based on this information in real time. In summary, a new approach to lab exhaust fan control will be presented that changes the paradigm of lab exhaust fan design and operation to significantly reduce lab and vivarium energy consumption.
 
CPP, Inc.
Brad C. Cochran, Senior Associate
Aircuity, Inc.
Gordon P. Sharp, Chairman

Session Handout

HVAC systems in Life Sciences buildings, particularly Health Care and Research Facilities, utilize a major portion of the typical operational energy budget. With today’s soaring energy costs as well as the effects such energy consumption contribute to climate change, it may well be in the interest of Health Care Facilities to upgrade, modify and/or replace their aged HVAC systems. Facilities being planned or in the early stages of construction may view their current HVAC designs with an eye toward minimizing their energy utilization and implement strategies to reduce usage and recover waste energy while maintaining the healthful interior environment patients, providers and researchers have come to expect and enjoy in our Life Science buildings. The presentation will address some of the drivers that contribute to high energy consuming HVAC systems, it will identify strategies to mitigate the historical concerns that have led to these drivers and will present technologies that will reduce energy consumption while maintaining the interior environment. Technologies that will be considered include waste energy recovery systems, active and inactive radiant (chilled and warm) beams and panels, fan wall systems, and controls. The importance of proper application of the commissioning process will also be discussed.

WSP- Flack + Kurtz
Robert J. Flaherty P.E., LEED AP, Senior Vice President

Session Handout

The capital project management plan contains fifteen “ingredients” which combines and solidifies facilities management and business management, while advancing company interests and realizing the best return on capital interests. They are as follows: Work scope; Planning basis; Work breakdown structure; Organization development plan; Resource plan; Procurement and logistics plan; Logic schedules; Cost estimates, budgets, and financial management Risk analysis and contingency plan; Quality and productivity plan; Environmental, safety, and health protection plan;  Security plan; Project planning, control, and administration plan; Documentation and configuration management plan; Appendix.

Project objectives (ingredients) are outlined as specific goals to be accomplished and to which status they can be applied. Planning becomes straightforward when objectives are defined for key areas. Objectives can be established for every aspect of the project, including scope of work, organization, business management, facility systems and management, environment, safety, and overall completion of the project (i.e., final cost and schedule dates).Well-defined objectives, like a well-refined recipe, enhance the reliability of subsequent planning.    Planning becomes straightforward when objectives are defined for key areas. Objectives can be established for every aspect of the project, including scope of work, organization, business management, facility systems and management, environment, safety, and overall completion of the project (i.e., final cost and schedule dates).

Established objectives in the following areas facilitate detailed planning, systems development and work performance:

Technical objectives
Schedule objectives
Cost objectives
Organizational/personnel-related objectives
Quality objectives
Environmental, safety and health objectives
Contracting/procurement objectives
Management system objectives

Well-defined objectives, like a well-refined recipe, enhance the reliability of subsequent planning. For a company consisting of multiple business divisions, perhaps operating world-wide, the need to standardize policies across units working on shared objectives is critical to the successful delivery of each collaborative capital project.

Covance Laboratories, Inc.
Ms. Lisa J. Humphrey, Construction Project Manager

Session Handout

How do you use your operational budget as a tool to improve your organization’s understanding of its true costs and the value you deliver? Operational finances use the budget as a tool for tracking your organization’s performance versus the plan. This begins with accurate line item budget development based on project level detail. Actual spending is tracked against the plan to identify variances which are then evaluated to determine the drivers for the variance. Once the drivers are identified, corrective actions are identified and implemented or a reforecast of planned spending is done. This process leads the organization modifying the plan as time progresses to reflect actual activities / spending. As a result, the organization’s spending practices are honed and overall expenditures are reduced frequently 10% and in some cases as much as 25%.

Step Function
Glenn Hodge, Principal